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  • Corporate Governance

15/06/2020

Arecor's CEO shares positive results for the first phase I clinical trial of AT247, a novel ultra-rapid acting insulin

17/12/2019

Arecor's Sarah Howell discusses results from successful phase I insulin trial

06/11/2019

Full interview: Arecor completes dosing in its Phase I clinical trial and secures key partnership

07/05/2019

Arecor doses first patient in Phase I trial for ultra-rapid acting insulin product

11/03/2019

Arecor strengthens team with appointment of experienced chief financial officer

23/01/2019

Arecor fully funded and gearing up to take flagship diabetes drug into clinic

Arecor Limited was a Unilever spin out company in 2007.

These origins are reflected in the shareholder table below which includes Unilever Ventures as an Institutional Shareholder, Original Spin Out shareholders and Original Founders and Management.

Further investments were made by Institutions and Individual investors including EIS shareholders and business angels.

The 2018 investment was provided by Calculus, Downing and Albion Ventures, alongside existing investors.

 

We are grateful for the continuing support and interest demonstrated by all of our shareholders.

Key Shareholders as at 31 May 2020:

Shareholder Name

% Issued Share Capital

Albion Funds

7.82%

Calculus Funds

11.17%

Downing

7.82%

DSM Ventures

5.63%

Seneca

1.14%

Oxford Technology

9.50%

Unilever Holdings

19.71%

Original Spin Out Investors

4.50%

Original Founders and Management

4.88%

Individual Investors

17.36%

Board, Management team and Employees

10.47%

The Directors of Arecor believe that a sound and well understood governance structure ensures that the Company has appropriate decision-making processes and controls in place to balance the interests of all stakeholders, including shareholders, employees, suppliers, business partners and the community.

The Board comprises the Chief Executive Officer and the Chief Financial Officer, a Chairman and five Non-Executive Directors.

The roles of Chief Executive Officer and Chairman are split and clearly defined.

The Chief Executive Officer has responsibility for implementing the Board’s strategy and managing day-to-day business activities of the Company with the Management.

The Chairman is responsible for overseeing the running of the Board, encouraging all Directors to participate fully in discussions with the aim of reaching a consensus and ensuring that the Non-Executive Directors are properly briefed on matters.

The Non-Executive Directors ensure that independent judgement is brought to Board deliberations and decisions.

Board meetings are held regularly with no less than eight board meetings in each calendar year. In addition to scheduled board meetings, the Management provide regular board reports and updates in respect of operational, product and business development progress.

The Board has delegated certain duties to Board Committees which have defined terms of reference.

Separate committees may be set up by the Board to consider specific issues from time to time and as required.

The Audit Committee comprises two Non-Executive directors. A representative of the external auditors may be invited to attend the meetings of the Committee.

The Committee shall monitor and review:

  • the integrity of the financial statements of the Company;
  • the clarity of disclosure in the Company’s financial reports and the context in which statements are made;
  • the effectiveness of the Company’s internal controls and risk management systems.

The Remuneration Committee comprises the Chairman and three Non-Executive Directors. The Remuneration Committee ensures that the Company’s remuneration policy and practice promotes, encourages and drives the long-term growth of shareholder value in an effective manner and in accordance with the Board’s strategy and policies.

The Board has responsibility for the oversight of the Company’s operations ensuring:

  • Competent and prudent planning and management;
  • Adequate system of internal control and accurate accounting records;
  • Compliance with statutory and regulatory obligations.

The Board reviews key areas of business risk including commercial, financial, intellectual property, regulatory compliance, research and development, staff, and key partners. Such review includes an assessment of the potential impact and if necessary, appropriate mitigation strategies and actions.

The Company has a culture of open communication, transparency, teamwork, accountability and innovation. The Company actively engages its employees through communication of Company news and information in a variety of formats. Management encourages feedback from all employees and engages in dialogue across all levels of the business and has a policy of accessibility of senior management to all staff.

Not only does the Company aim to drive sustainability through its own operations, but through who it chooses as its suppliers. The Company is committed to the principles of conservation of reduce, reuse, and recycle. The Company supports its local communities by maintaining sound business practices and by acting as a good corporate citizen, a valued employer and a responsible member of its local business community.

The Board regularly reviews the effectiveness of the Company’s systems, policies and procedures through an awareness and consideration of the business risks that could affect the business.