Page 149 - Sigmaroc Annual-Report 2023

HIGHLIGHTS OF STAKEHOLDER ENGAGEMENT IN 2023
The Board, together with members of the Executive Committee and other senior and local managers, continued to engage proactively with all our stakeholders. The following are just some examples of those engagements in 2023.
COLLEAGUES
Focus on development training and succession planning across the Group, with continued emphasis on behavioural safety techniques, health & safety reviews and training. More specifically, in the UK introduced “Peptalk”, an app-based platform designed to promote employee engagement and wellbeing.
CUSTOMERS AND SUPPLIERS
Our partnership with one of our key suppliers, Heidelberg Materials, stands as a testament to our commitment to collaborative success. Together, we are tackling the crucial challenge of decarbonising the built environment, aligning our efforts for a sustainable future. The trust we've cultivated is evident, highlighted by our North West Region MD Michael Roddy participating as a speaker at their prestigious annual commercial conference, demonstrating the depth of our relationship and shared values.
At CDH, working closely with Cereser Marmi, an Italian marble and natural stone company, has illustrated the importance of customer experience within the natural stone sector in today's market landscape. Recognising the significance of presenting our products with a touch of luxury both to our customers and at the quarry itself has been instrumental in our strategy. By imbuing our offerings with a sense of luxury, we not only enhance the value proposition for our existing clientele but also open up avenues for prestigious projects on a global scale. One notable outcome of this approach is Puccini Blue. This exquisite creation emerged from what was once considered a waste product – stone with white veins that had long been overlooked or discarded in local markets. Transforming this into a "luxury design" product has been a revelation. Puccini Blue exudes the same elegance and sophistication as high-end marble, injecting fresh dynamism into the market.
Similarly, the Penn Station project presented a formidable challenge, demanding a delicate balance between meeting volumetric requirements and stringent quality standards set by the client. Through astute navigation of the client's needs and leveraging our in-depth knowledge of the product, we succeeded in surpassing expectations. Drawing from the diverse qualities offered by the quarry, we tailored solutions to fulfil the project's demands. In this endeavour, the mantra was clear – where there seemed to be obstacles, we sought solutions. Collaboration with key partners proved to be key in overcoming the hurdles we faced. By working hand in hand with the architect and Vornado, we fostered a culture where "NO" was a call to innovate. This collaborative spirit engendered trust and confidence, propelling the Penn Station project toward its completion. Its success not only stands as a testament to our capabilities but also serves as a compelling marketing asset, poised to bolster CDH's presence in the global export market.
REGULATORS, LOCAL GOVERNMENT AND INDUSTRY ASSOCIATIONS
Each platform works closely with their local regulators, governments and industry associations with many of our senior management team representing either working
groups, committees or holding board positions such as our board position with the European Lime Association.
By having our platforms work closely with these bodies, we ensure we are at the forefront of our local communities, leading our businesses forward as ambassadors of best practice.
INVESTORS AND LENDERS
As part of our commitment to investors and lenders, Tom Jenkins was employed as the Head of Investor Relations for the Group.
COMMUNITIES
We continue to develop our working relationships with the military and military employment charities and are registered with the Career Transition Partnership. We help facilitate resettlement and transition from military to civilian life as well as support civilian spouses and partners of serving and ex-Forces personnel on their journey into employment.
Across all our platforms, our business model of local business for local communities ensures that we continue to integrate into the areas we work, supporting both other local businesses, projects and communities.
SECTION 172 STATEMENT
The Directors believe they have acted in the way most likely to promote the success of the Group for the benefit of its members as a whole, as required by s172 of the Companies Act 2006. The requirements of s172 are for the Directors to:
• Consider the likely consequences of any decision in the long term;
• Act fairly between the members of the Company;
• Maintain a reputation for high standards of business conduct;
• Consider the interests of the Group’s employees;
• Foster the Group’s relationships with suppliers, customers and others; and
• Consider the impact of the Group’s operations on the community and environment.
The application of the s172 requirements are demonstrated throughout this report and the Accounts as a whole, with the following examples representing some of the key decisions made in 2023 and up to the date of these Accounts:
• Continued pursuit of buy and build growth strategy: the Group has continued its buy and build growth strategy, completing six acquisitions during 2023 and entering into conditional agreements for the CRH Lime Acquisitions.
• Entered into a strategic partnership with Material Evolution to develop a new range of low carbon concrete products while continuing the development of Greenbloc and collaboration with Marshalls.
• Successful commissioning of Aqualung in June to capture carbon from kiln process emissions, with ongoing work to develop commercial utilisation opportunities.
• Safety initiatives: safety and wellbeing of our colleagues is one of our top priorities and the Group continued to improve its health and safety standards.
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