REG - Sage Group PLC - Final Results <Origin Href="QuoteRef">SGE.L</Origin> - Part 4
30/11/2016 07:07
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defined through the Excellence in Governance initiative, and has been revised, to support key legislation, including data protection and anti-bribery· A Code of
Conduct is in place across the business which provides clarity over how colleagues are expected to behave. Completion of Code of Conduct training is mandatory for
colleagues, and confirmation of understanding is recorded and monitored· Whistleblowing and Incident Management Policies and procedures are in place. These have been
updated and processes enhanced in 2016, to ensure appropriate treatment of identified events, and management visibility
In progress:
· The appointment of a Sage Head of Compliance and creation of a Sage Compliance function to reinforce the drive towards a 100% compliance culture
Sage BrandSage does not deliver clear and consistent branding to the market Following several years of acquisition, work continues to develop and harmonise the Sage brand. Whilst it is well-recognised and trusted by customers in many core markets, brand awareness remains inconsistent.A clear and consistent brand enables customers to understand Sage values. · A Brand team is in place which has overall responsibility for developing the Sage Brand· All countries must comply with Sage's Brand Governance and Brand
Strategic alignment: Guidelines, which are designed to execute the Sage Masterbrand Strategy. The timeframes for compliance of all products are defined, and any exceptions must be approved
One Sage through the Brand team· A Digital Asset Management (DAM) tool is in place which workflows requests and approvals, and acts as a single information repository·
Ongoing reviews of customer experience are performed (Net Promoter Scores), and output is reviewed across both countries and products to identify variance, and develop
improvement plans· Sage Summit 2016 took place in Chicago· The Sage Foundation was expanded across Sage during FY16, aligned with our values and behaviours.
In progress:
· All branded assets must be uploaded to the Brand Library, and any exceptions from brand guidelines reported to the Chief Marketing Officer· Compliance
Programme to be rolled out, to assess and educate on compliance with Brand Governance and Brand Guidelines· Brand awareness campaign to be launched to improve Brand
recognition· Sage Summit will take place across eight cities in 2017
Strategic PartnershipsSage fails to identify, build and maintain strategic partnerships. There are increasing instances where developing strategic partnerships will benefit Sage.The governance and control around engagement and use must be defined, as well as management of the ecosystem.During 2016, we have broadened the risk to include our extended distribution network (Sage Partner Programme). · A Partner and Alliances team is established to oversee the selection and management of Sage's strategic alliances and partners, including accountability for active
Strategic alignment: management of relationships· Definitions are in place to ensure clarity and consistency over strategic alliances and partners, to enable appropriate and consistent
Revolutionise Business management of these arrangements· All contracts for strategic alliances require approval through legal services · Defined legal provisions are required for
inclusion in contracts. Any variance in provisions must be recorded as part of the formal contract approval process
In progress:
· Ongoing review and development of the Sage Partner Programme· A financial model for the Sage Partner Programme is being developed
Third Party RelianceSage does not understand and manage its third party ecosystem Several Sage customer service offerings are delivered or supported using third parties, whilst Sage remains accountable for quality of performance.The third party ecosystem must be understood and effectively managed, in order to limit Sage's exposure. · A Procurement function ensures key controls are applied in the selection and on-boarding of third parties· The Procurement function supports the business with
Strategic alignment: the selection of third parties and negotiation of contracts· Legal resources are used in contract negotiation· A Procurement Lifecycle Policy and procedures are
Revolutionise Business defined, agreed and published. These contain clear roles and responsibilities for colleagues and align with existing processes, including investment approval
In progress:
· Implementation of the Procurement Lifecycle Procedures is underway, including classifying third parties for business criticality, and associated actions·
Rationalisation of the third party ecosystem is continuing
Third Party RelianceSage does not understand and manage its third party ecosystem
Strategic alignment:
Revolutionise Business
Several Sage customer service offerings are delivered or supported using third parties, whilst Sage remains accountable for
quality of performance.The third party ecosystem must be understood and effectively managed, in order to limit Sage's
exposure.
· A Procurement function ensures key controls are applied in the selection and on-boarding of third parties· The
Procurement function supports the business with the selection of third parties and negotiation of contracts· Legal
resources are used in contract negotiation· A Procurement Lifecycle Policy and procedures are defined, agreed and
published. These contain clear roles and responsibilities for colleagues and align with existing processes, including
investment approval
In progress:
· Implementation of the Procurement Lifecycle Procedures is underway, including classifying third parties for
business criticality, and associated actions· Rationalisation of the third party ecosystem is continuing
Statement of Directors' Responsibilities
Responsibility statement of the Directors on the Annual Report & Accounts
The Annual Report & Accounts for the year ended 30 September 2016 includes the following responsibility statement.
The Directors as at the date of this report, whose names and functions are listed in the Board of Directors section of the
Annual Report and Accounts, confirm that:
- To the best of their knowledge, the Group's financial statements, which have been prepared in accordance with IFRSs
as adopted by the EU, give a true and fair view of the assets, liabilities, financial position and profit of the Group;
- To the best of their knowledge, the Directors' report and the Strategic report include a fair review of the
development and performance of the business and the position of the Group, together with a description of the principal
risks and uncertainties that it faces.
On behalf of the Board
S Hare
Chief Financial Officer
29 November 2016
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