Corporate Governance
Reed in Partnership understands the importance of strong corporate governance supporting business decisions to ensure our company has a positive impact on all stakeholders from its employees, clients and suppliers through to the wider community.
Section 172 Statement & Stakeholder Map
This Statement sets out how the Board of Directors (“the Board”, “we” or us”) of Reed in Partnership Limited (“Reed in Partnership” or “the Company”) complies with the requirements of Section 172 of the Companies Act 2006 and how consideration of stakeholder interests has impacted the Board’s activities and decision making during the financial period ending 30 June 2025 (“FY25”).
Section 172 of the Companies Act 2006 states that Directors of a company must act in the way they consider, in good faith, would be most likely to promote the success of the company for the benefit of the members as a whole, and in doing so, have regard (amongst other matters) to:
a) the likely consequences of any decision in the long term,
b) the interests of the Company’s employees (“co-members”),
c) the need to foster the Company’s business relationships with suppliers, customers, and others,
d) the impact of the Company’s operations on the community and the environment,
e) the desirability of the Company maintaining a reputation for high standards of business conduct, and
f) the need to act fairly between members of the Company.
These duties are designed to ensure that directors act in such a way as to promote the long-term success of the Company by delivering and creating sustainable shareholder value as well as contributing to wider society. The Reed Group (“Reed”) comprises Reed Global Limited and its subsidiaries, including Reed in Partnership Limited (“the Company”).
Engaging with stakeholders to deliver long term success is a key focus for us. We are conscious of the environment in which the Company operates and the importance of engaging with key stakeholders including but not limited to employees (“comembers”); UK government; suppliers; local communities; and our customers. A Stakeholder Map, identifying key internal and external stakeholders, has been created and may be found here: Reed in Partnership Stakeholder Map
Reed in Partnership is proud of its culture as a family business, and all Reed in Partnership directors understand and adhere to the requirements of Section 172 due to the nature, ethos, purpose, and vision of the Company. In addition, all Reed in Partnership directors have received formal training on their responsibilities and accountabilities, and principal decisions have been defined and formalised as part of Board meetings as part of a two-tier approach.
Last year we took the decision to change the accounting reference date of the Company for this financial period, to run from 11th May 2024 to 30th June 2025, to align with the implementation date of our new Finance and HR platform, Workday. We considered various operational advantages to making this one-off change to the accounting periods, as well as a significant cost saving which led us to determine that this was the best course of action.
Principal decisions that we took across FY25 include investments in new technology to develop our services and the strengthening of our co-member reward offerings. The investments in technology include a project for digital transformation of our infrastructure to support new opportunities, and Artificial Intelligence (AI) and technology initiatives to support delivery of some of our key services.
For all decisions, the Board considered the Company’s financial position, any expected impact on its cash reserves and any long-term consequences, as well as how each opportunity might impact our key stakeholder groups. Our main objectives were to ensure continuing high standards of business conduct and to protect the long-term viability of the business. The impact of these principal decisions will be monitored in our future Board meetings to assess their effect on the Company and its stakeholders in the medium-to-long term.
For example, we recognised in our strategic review the potential of new opportunities in both our core and new markets, and that our digital infrastructure would need to be able to support growth in these areas. Investment in a project for digital transformation will ensure that the Company is well placed to progress with these opportunities, with the future benefits to our stakeholders intended to outweigh any initial impacts - which were considered alongside the projected financial impact on the Company’s cash reserves and its long-term financial position, when making the decision.
In the previous FY, we referenced the launch of our new division – Reed Environment. We are delighted to report that this new market opportunity has been successful so far and is already yielding benefits for our stakeholder groups. As part of our strategic planning process, we have defined a long-term strategy for Reed Environment to ensure we continue to support and guarantee the success of this initiative moving forward.
The Board recognises the importance of our co-members in the delivery of good quality service. Retention of skilled comembers was a key driver for us in FY25, and as such we took a decision to invest in uplifting the pay and rewards for our co-members delivering some of our key contracts. This decision is expected to benefit several of our stakeholder groups, including our co-members as well as our customers and participants in guaranteeing continuity of service. We concluded that the long-term gains for all stakeholder groups outweighed any short-term impacts.
The Board has supported the Company in the continuation of our tax strategy which is published on-line and can be found on the ‘Corporate Governance’ page of our website. HMRC has categorised Reed in Partnership as low tax risk.
Finally, we also ensured several successful engagement schemes for our various stakeholder groups have been continued during FY25. Further detail on how we have engaged our stakeholders and considered their needs and interests while conducting our operations can be found in our Environment Statement in the Strategic Report and our Employee Engagement and Other Stakeholder Engagement Statements within the Director’s Report.
Reed in Partnership Strategic & Directors Report 2023/24
Streamlined Energy Carbon Reporting (SECR)
Reed in Partnership is required to comply with the Companies (Director’s Report) and Limited Liability Partnerships (Energy and Carbon Report) Regulations 2018. The Reed Group's SECR applies to all UK entities operating within the Reed Group, including Reed in Partnership.
Reed Group UK SECR Report 2023-24
Gender Pay Reporting
Gender pay reporting legislation requires employers with 250 or more employees to publish statutory calculations every year showing the pay gap between their male and female employees. The gender pay gap shows the difference in the average pay between all men and women in a workforce.
It is important to distinguish this from Equal Pay, which deals with the pay differences between men and women who carry out the same jobs, similar jobs or work of equal value. It is unlawful to pay people unequally solely because of their gender.
At Reed in Partnership, we fully support the government initiative to redress gender imbalance in the workplace.
Reed in Partnership Gender Pay Gap Report 2025
Reed in Partnership Gender Pay Gap Report 2024
Reed in Partnership Gender Pay Gap Report 2023
Reed in Partnership Gender Pay Gap Report 2022
Reed in Partnership Gender Pay Gap Report 2021
Tax Strategy
This Tax Strategy applies to the UK entities operating within the Reed Group. The publication of this strategy is in compliance with Part 2 of Schedule 19 of Finance Act 2016.