Scott Bader
Annual Report 2016

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Background
Scott Bader Company Limited is wholly owned as a financial and social investment by The Scott Bader Commonwealth
Limited, a Company limited by guarantee and a registered charity. Scott Bader was formed by Ernest Bader in the
1920s as a merchant in chemicals. In 1951 he and others gave over ownership of the Company to The Scott Bader
Commonwealth.
Everyone working for Scott Bader may become a member of The Commonwealth and, by this means, become a trustee
holding, in common with other members, the shares of Scott Bader Company Limited. There are no outside shareholders.
Godric Bader, Ernest’s son, is Life President of the holding company.
Scott Bader must be profitable; the way we do business is driven by the guiding principles in our constitution. Today
they are given practical expression by: the way we relate to the wider community; the service we offer our customers;
the ethical standards by which we trade; our concern for the environmental impact of our manufacturing activities andproducts; the effectiveness with which we work together; and the extent to which we all participate democratically in
the Company’s affairs. More information about Scott Bader is on our website at: www.scottbader.com

A substantial proportion of Scott Bader’s profits each year is devoted to charitable and community work, administeredby The Scott Bader Commonwealth. Out of the 2016 results a donation of £538k (2015: £321k) was allocated by theCompany to The Commonwealth. In addition to this, £30k (2015: £82k) of donations were paid by Group companies
direct to various charities during the year.

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2211

Chairman’s Statement
We are looking back at 2016 as a year with lots of light and, unfortunately, also a bit of shadow. Whereas
we enjoyed record profits and once more increased our cash position, we had one of the worst years
in terms of our Health & Safety and Environment (HSE) records. Despite the fact that our Zagreb plantshowed a fifth consecutive year without a single Lost Time Accident (LTA), the overall company statistic
for our LTA performance was not acceptable. These results are particularly disappointing as they arein contrast to our values and our objectives of providing an especially attractive workplace and a safe
work environment as well as our ambition to become completely environmentally sustainable.
Our initiative to align the leadership of Scott Bader which started with a two day Purpose Retreat
in January last year is showing its first results. Although still hard to measure, it is obvious that theconversations, interactions and cooperation between the
Scott Bader Leadership bodies has moved to a noticeably
higher level. Today, when we look at the five initiatives fromour Purpose Retreat
Alignment, Strategy, Excellence in Execution, Leadership,
Environment

Karl H. Funke

I can say that we are moving ahead in the right direction on
Alignment and Leadership Development which will ultimately
provide the framework that is necessary for long term
sustainable success. We have also defined our new Strategic
direction, intended to lead us out of the highly competitive
commodities market and into a portfolio of attractive andgrowth oriented market niches where we can best leverage
Scott Bader’s unique strengths. Furthermore, we have taken
a number of first steps to fulfill our claim of becoming a truly
Environmentally responsible company, not only reaching
improvement targets but approaching our environmental
footprint in a more systemic way.

The initiative which still has the longest way to go is World Class Excellence in Execution and that is
directly linked to our HSE results. We need to continue bringing deeper awareness about risks andhazards, attention to detail, ownership at all levels of the organisation and responsibility in general toa significantly higher level throughout the whole organization. In order to do so, various organisational
measures have been implemented, initiatives and trainings addressing these priorities have been
started and all governing bodies have increased their focus and attention to this one initiative.
Achieving higher Excellence in Execution will not only drive economic results, it will also improve ourHSE performance and lead to a higher sense of achievement and satisfaction among our colleagues.
Apart from producing these immediate and measurable results, stronger Excellence in Execution isnecessary to fulfill the higher mandate Scott Bader was given by our founder Ernest Bader: providing
an environment for our colleagues that gives them economic stability, an opportunity to thrive andcontribute to a better world and giving them a sense of belonging.

Chairman’s Statement Continued
World Class Excellence in Execution will also be necessary as we steer our ship through rougherwaters, into a stormier future that will be characterised by higher volatility, uncertainty, competition
and ambiguity. We can see the first signs of these developments as we are facing the consequencesof the Brexit, increasing protectionist movements around the world and a more difficult operating
environment due to challenging currency exchange rate shifts.
In 2016, our product innovation was once more recognised and we are proud to have received theMost Innovative Supplier of the year award from LM Windpower.
I would like to thank all our customers, suppliers and other partners for the trust they give us. I would
also like to thank all of our colleagues worldwide for their relentless efforts in bringing Scott Baderforward, and especially I would like to thank the members of the governing bodies of Scott Bader for
their support and permanently critical evaluation of our progress. It is by continuously challenging
ourselves, especially at Scott Bader’s highest leadership levels, that we will stay innovative, open andcreative, progressing towards our goals and ultimate vision, so I encourage all of us to continue doingso.
I look forward to another successful year together in 2017.
Karl H. Funke

Left to right:
Didier Mathon, Elected Director; David Rossouw, Elected Director; Steven Brown, Elected Director; Karl H Funke,
Chairman; Jean-Claude Pierre, Group Chief Executive; Calvin O’Connor, Non-Executive Director; Malcolm Forsyth,Executive Director; Peter Hartill, Non-Executive Director; Andy Forrester, Executive Director

Chief Executive Officers Statement
Health, Safety & Environment (HSE)
Our 2016 Health & Safety record has been very disappointing and highlighted our need to quickly change oursafety culture to bring it to a world class level; our objective. To that end we completed our benchmarking
project and we are now rolling out our new Health & Safety programme. In the meantime, we continued toprogress with our Process Safety Management project. Safety opportunities stayed steady at an averageof 2.84 per person.
We can be very pleased with the progress made on the regulatory front to ensure not only that we comply
with constantly evolving Health & Safety regulations but that we also become very efficient at dealing withregulatory matters. We now have a very robust system that we continue to streamline to become more
pro-active.

General Business Performance2016 performance across the Group has been mixed. In Europe,
despite strong price competition in a number of markets andweak demand, we were able to maintain or increase our volumes
with the exception of our Alkyd business in the UK. We faced
the most challenging market situation in the Middle East. Not
only did the demand drop sharply due to the drastically reduced
number of governmental projects over the region but the financial
situation of several customers also quickly deteriorated, limiting
our trading opportunities.
As a result our Group volume reduced by 5% versus prior year,
though volume increased by 1% when excluding the Middle East
and Alkyd businesses. The Brexit vote had very little effect, if atall, on our UK demand, a situation which may be different in 2017.

Jean-Claude Pierre

Our focus on higher end applications, on financially soundbusiness and a favourable raw material situation for the first threequarters of the year allowed us to improve our unit margin per
tonne.
62% of our sales are now generated in Europe (61% in 2015) andwithin this figure, the UK, though still our largest single national
market, now represents 24% of our Global sales (25% in 2015).

Profit and Cash
In 2016 the Group operating profit was £9.4m (2015: £7.1m). The main reason for the year on year
improvement has been an increase in the average unit margin driven by a stronger portfolio mix, improved
raw material situation and a weaker pound. Net cash improved throughout the year to finish at £13.0m(2015: £5.6m). This was achieved mainly due to the increased profitability despite investment in tangible
assets, of £6.2m, again exceeding depreciation and trade working capital increasing by £1.6m.

Strategy
Mid 2016, we started rolling out our new strategic intent. We clustered our businesses in four categories:
the GROW businesses with a minimum of 5% annual growth and above 5% return on sales. OPTIMISE
businesses where we have a significant market presence but where we see more limited volume andprofit improvement potential. FOCUS businesses where we have a selected customer approach. Last
but not least, we created an EXPLORE category to develop new businesses which, longer term, are morefinancially, ecologically and socially sustainable than our current portfolio.
We adapted our organisation, now fully in place, to align our resources with this new strategic intent.
We revised our 2020 ambitions to reflect this new strategic intent captured in our revised 2020 vision:“A sustainable global company, focused on bringing market-leading product solutions & services to ourcustomers; thriving because of the commitment & excellence of our people”. Agility, speed of execution
and customer service remain key attributes moving forward.

Key Highlights of 2016
Humanity/People••••“We pioneer the future of chemistry, making a positive difference to every business we serve and eachlife we touch”: this is our revised purpose statement, co-created by engaging live more than 300 people
from across the Group.
We embarked on a new Leadership journey with various initiatives that we will carry on in the coming
years.
We had our first global company day with astonishing initiatives in the UK and Middle East to serve ourcommunities. All these initiatives came from various colleagues who raised those ideas and made themhappen.
We decommissioned and demolished our old polymer plant providing a safer environment for ourcolleagues in Wollaston and our local community.

EcologyOn the environmental side, we continued our yearly initiatives to reduce our environmental impact. We, forinstance:•
Reduced by 75% our waste treated off site over the last 2 years at our South African site.
•
Reduced the volume of our lab waste in the UK by two thirds by compacting it.
•
Commissioned, in Croatia, a new thermal oxidiser to address environmental concerns.
•
Took the decision to install LED lighting across the Group, a project now almost complete.
•
Introduced our first styrene-free gelcoat to the market.
•
Developed and benchmarked our Product Sustainability Index that we are currently piloting.
But the major change we initiated in 2016 came through our decision to embark on a sustainability roadmap
with the ambition to approach our environmental footprint more systemically, an approach sometimes
referred to as “cradle to cradle”. To that end we partnered with the world renowned NGO, The Natural Step.
The objective is to complete our roadmap by Q3 2017.

Business
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Croatia reached another profit record since being part of Scott Bader thanks to increased volumes, sales
turnover and tight cost control, all this in a weak market. In addition Croatia started end 2016 to integrate
the Alkyd production we decided to transfer from the UK.
Ireland had another solid profit year, demonstrating the robustness of our local strategy and implementation
team.
North America achieved record sales with 15% volume growth thanks to a strong performance across
our product portfolio. Canada, our most recent production site, obtained the ISO9001 accreditation.
France had a record year. The 2015 extension of our logistics capabilities provided the perfect platform
to support this growth. We are now deploying our plans to enhance our manufacturing capabilities.
The UK site was negatively impacted by our drop in Alkyd business and weakening of the pound.
Despite volumes slightly lower than last year the South African business had a third consecutive strong
profit year with an excellent team winning new higher margin composites and emulsions business. We
also expanded our capacity by installing a new reactor.
Scott Bader Middle East faced very challenging market conditions in 2016 throughout the Gulf region.
Despite these conditions, profitability further improved thanks to tight cost control and increased
distribution sales in Qatar, Maldives and South East Asia. A strategy we continue to follow as the Gulf
region might face several years of lower demand.
Composites Europe volumes were up 1% versus 2015, driven by strong performance in Eastern Europe
and France and despite losing some business aggressively pursued by the competition. Margins werealso up 1%.
Specialty Polymer business had a mixed year. Volumes were down 5%, though at par with the prior year
excluding the Alkyd business’ weak performance. Margins improved for a second year in a row thanks
to a favourable evolution of our product mix and good price management.
The adhesives business continued to be a strong growth area for Scott Bader across the entire productrange. We achieved record sales in Asia and we continued to work on a number of significant opportunities
both in the composite and non-composite markets which should start to come through in 2017.
Crestapol Urethane Acrylate product sales dropped as expected after completion of a major infrastructure
project in 2015. We have a number of major projects in the pipeline and expect some of them will start
to come to fruition in 2017.
Gelcoat sales were up 7% with strong performance across the globe. Our colour on demand system,
Geltint, received a very positive market response. The introduction of the most environmentally friendly
product to the market demonstrated once more our technology leadership.

2016 continued to see an improvement in operational efficiency. Capacity was increased on time and on
budget in South Africa with a new reactor and in the UK with a new adhesive mixer. Our Alkyd production is
being consolidated at one site in Europe (Croatia). At our largest site (Wollaston, UK), our quality cost andenergy consumption continued to decrease, by 21% and 6% respectively.

Joint Ventures

In Brazil we increased our net profit significantly despite difficult local conditions. In India, we continue to be
profitable and we move forward by introducing new services, e.g. colour measurement system for gelcoat.
In Saudi Arabia we have now decided after the year end to reduce our participation in the JV during 2017.

Looking forward to 2017

Trading has started with a drastic price increase in our major raw materials, a situation mainly driven byvarious prolonged plant shut downs by key global suppliers. At this stage, we expect the situation to last until
mid-year, impacting significantly our profitability despite necessary sales price adjustments.
Despite this, we will continue deploying our new strategic intent, investing in our assets across the globe
with our planned capital expenditure again well above our depreciation level. We will obviously stay mindfulof the world reality with many geo-political risks ahead of us and we will make the necessary adjustments toour plans if need be. Innovation in all we do remains more than ever at the core of who we are.
Our 2017 objectives will support the focus areas we have defined: Culture, Strategy, Excellence andEnvironment to continue strengthening our market and financial positions to better serve our purpose.
Jean-Claude PierreGroup CEOOUR CHARITABLE GIVING
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has
allocation
supported 10 charities
their choice.
166 people
participatedunderprivileged groups e.g. Rehabilitation
ofcharities)£120 to of
nominate
to a charity(or charities)offocusing mainly on
inthe
scheme,resultingin£19,920
being
donatedCentre Silver – who train guide improving
dogs for education
their choice. 159 people participated in the scheme,
and circa 100 charities supported during 2015 withpeople with mobility difficulties.
resulting in £19,080 being donated and circa 100
forunderprivileged
donations ranging from £30 - £900.
charities supported during 2016 with donationsgroups. e.g. SOS
rangingfrom £30–£900.
Children’s
Village,
The remainderof the money for the UK was used
Zagreb - supporting
to support homelessness, educational andTheremainderof the money
for theUK wasreceived
used tochildren who arrive at
disability
projects.
Elevencharities
supporthomelessness,
educational
anddisability
the village who need
donations ranging from £500-£5,000.
projects. Eleven charities received donations ranging
specialist intervention
from £500-£5,000.
with their learning.

SBSA, France – focused on
supporting health, educationaland homelessness projects local
to where they are situated andalso in Africa. Dictionaries forschools, clothing and gifts for the
Prince’s Trust, Wellingborough homeless and medicines forsupporting Team 49
health centres are a few of the
Barnardo’s Dublin - Family Support Programme
projects supported.
SB Eastern Europe, Czech Rep, - supported SOS
Children’s Village, Doubi
Scandinavia,- supported
SBSBIberica,
Spain Sweden– supported
Hospitaller2 charities
Falkenberg
Handikapidrott
who
sport
Order – providing support and careprovide
forprogrammesforthedisabled
andFalkenberg
Fontanhus
vulnerable people.
- support for individuals suffering with a mental illness.
SB Inc, USA – also have a nomination scheme and7 charities benefitted.

SB Scandinavia, Sweden – supported 2 charities Falkenberg
Handikapidrott who provide sport programmes for the disabled andFalkenberg Fontanhus – support for individuals suffering with amental illnesss.
SB China, - supported East China University of Scienceand Technology
Autism Concern, Northamptonshire

Life President’s Fund - £5,000 is made available for distribution to charities chosen by our Life President, Mr Godric
Bader and 18 charities were supported from his fund in 2015.

SB lnc, USA - also have a nomination scheme and 9charities benefited.
SB China, - supported East China University of Scienceand Technology.
SB Eastern Europe, Czech Rep, - supported 2 charities
Artefaktum CZ, zs and Snilek, o.p.s.
SB ATC, Canada- 3 charities supported- 1 homelessness
and 2 health related projects.
SBSA, France - focused on supporting health,educational and homelessness projects local towhere they are situated.
SB Middle East, Dubai - 4 charities supported 2 educational and 2 health related projects.

SB Dublin - also have a nomination scheme and 2charities benefited.
SB Pty, South Africa - 9 educational
charities supported with donations ranging
from £400 - £1,000

IThemba - Providing orphaned children
from the Valley of 1 000 Hills with anexcellent Foundation Phase Education.
SOS Children’s Villages Philippines
Life President’s Fund - £5,000 is madeavailable for distribution to charities chosen
by our Life President, Mr Godric Bader and 13
charities were supported from his fund in 2016.
Small International Fund - £20,000
This fund provides small grants of £500-£2,000
to support international projects that do not fit
the criteria of the local or central fund. In 2016
- 13 charities received funding for educational,
environmental, sustainable livelihood and carerelated projects.

Elizabeth’s Legacy of
Hope- Transforming child
amputees’ lives

SB lberica, Spain -supported Casal Dels Infants educational project.

East African Playgrounds Funding playgrounds - giving refugees achance to play

Amantani UK - Health& Hygiene Project

CENTRAL FUND
We currently support two large projects annually to the value of £25,000. To involve people, Commonwealth Members
worldwide vote at the AGM to determine from the four projects proposed which two are to be supported. The two
successful charities in 2016 were:

Advantage Africa - to help disabled children and adults and theirfamilies (over 2,000 beneficiaries in total) in Kibwezi, rural Kenya.
To overcome poverty by providing: (i) materials and training for 40
disabled people and their families to establish income-generating
activities (ii) surgery and prosthetic limbs for 20 people (iii) custommade appliances for 72 people and (iv) rehabilitation, health, andemotional support to a further 300 disabled people and their families
through 11 community disability groups.

AMOR - to build a new School for orphans and vulnerable
children of both primary and secondary school age ina rural indigenous village of Chiul in Guatemala, a wardevastated area where only 12% of children attend school.
This School will also serve as an Adult Training Centre,
teaching vital literacy and livelihood skills in the evenings

Disaster Relief Fund
The Charity and Company supported the victims affected by drought in South Africa by donating £5,000 to Gift of theGivers - to supply and fit 5 JoJo tanks.
Gift of the Givers is the largest disaster response NGO of African origin on the African continent. They deliver life-saving aid
in the form of search and rescue teams, medical personnel, medical equipment, medical supplies, medicines, vaccines,
anti-malarial medication, high energy and protein supplements and food and water to millions of people in 41 countries.

In addition to the donation to the Charity theCompany also provided:£20,000 under the Group Matched Funding Scheme.
40 charities, local, national and international received
double what they would have received due to thecompany matching £1 for £1 the amounts raised byindividuals taking part in a range of activities.

SB Group Volunteering Policy - everyone in the SB
Group has an additional day’s paid leave each year forvoluntary work. Colleagues used their day in a variety ofways - reading with Primary School Children; working
at food banks and homeless charities; working at anature reserve; refurbishing at schools and colleagues
in Croatia used their day in support of the Terry Fox Run.

Sustainability Manifesto
When Ernest Bader gave his company to his employees in 1951, he already then laid the foundation for amore sustainable company model, paving the way to what is now often referred to as industrial democracy.
At the time, the company had also sensed that the products it produced were posing challenges tothe environment, but the available knowledge and tools were basically non-existent to develop a boldenvironmental vision.
Since then Scott Bader has always been mindful of minimizing its environmental footprint beyond strict
compliance, but has lacked a systemic and structured approach across the globe.
With the current knowledge and new technologies available, the overall awareness about the state of thenatural and societal systems is rapidly growing within society and amongst our clients. In that context
Scott Bader now feels confident to develop a more ambitious and robust roadmap to further contribute toa more sustainable society. Not only do we feel the responsibility to do so but we also see sustainability
thinking as a great opportunity to foster innovation to create value for the entire system: the environment,
the society and Scott Bader.

Cannot function if the enviroment is
critically “ill”

Cannot function if the society does
not function

VIROMENTN
E
IE
SOC TYONOMY
CE

Sustainability, or rather sustainable development, can be defined in many ways. We use the definition fromthe Brundtland Commission (1987) in the Scott Bader constitution and will continue to work with this:Sustainable development is “development that meets the needs of the present without compromising theability of future generations to meet their own needs”.
To help us develop a bolder and meaningful sustainable vision as well as a robust roadmap, we decided topartner with The Natural Step®, which has one of the most systemic and robust frameworks available today.
We will therefore develop our vision and roadmap by applying the principled definition of sustainability
from The Natural Step®:
In a sustainable society…
…nature is not subject to systematically increasing concentrations of substances from the earth’s crust;…nature is not subject to systematically increasing concentrations of substances, produced by society;…nature is not subject to systematically increasing degradation by physical means;…people are not subject to structural obstacles to health, influence, competence, impartiality or meaningmaking.
Our 2017 objective is to develop our long term vision and roadmap as well as to define the action plan for
the first wave of activities.

Report of the Directors
This statement does not comprise the statutory accounts of the Group, as defined in section 434 of theCompanies Act 2006. The financial information for the year ended 31 December 2016 has been extracted
from statutory accounts on which an unqualified audit report has been issued which does not include
reference to any matters to which the auditors draw attention by way of emphasis without qualifying theirreport and does not contain a statement under section 498(2) or (3) of the Companies Act 2006. Thosefinancial statements have been delivered to the Registrar of Companies.
The summary financial information does not contain sufficient information to allow as full an understandingof the results of the Group and state of affairs of the Company or of the Group as would be provided by thefull financial statements. The report does derive additional information from the Report of the Directors,
but does not contain the full text of that report.
A copy of the full statutory accounts, together with the Directors’ and Auditors’ Reports therein, can beobtained free of charge from the Registered Office.
The Directors are responsible for the maintenance and integrity of the corporate and financial information
included on the Company’s website. Legislation in the United Kingdom governing the preparation anddissemination of financial statements may differ from legislation in other jurisdictions.
Signed on behalf of the Directors by

Jean-Claude PierreGroup Chief Executive
26 April 2017

Group Proﬁt and Loss accountFor the year ended 31 December 2016
2016
£’000

2015
£’000

177,531

176,217

(485)
465

(811)
532

177,511

175,938

105,665
19,41230,545
4,292
8,173

109,989
18,652
27,6973,364
9,086

168,087

168,788

Operating proﬁt
Share of proﬁt/(loss) in joint ventures

9,424
60

7,150
21

Proﬁt on ordinary activities before interest and taxation

9,484

7,171

Interest receivable and similar income
Interest payable and similar charges

140
(166)

30
(228)

Proﬁt on ordinary activities before taxation

9,458

6,973

Taxation on proﬁt on ordinary activities(1,927)(789)

Proﬁt for the ﬁnancial year

7,531

6,184

Group Turnover
Change in stocks of ﬁnished goods and goods for resale
Other operating income

Raw materials and consumables
Other external charges
Staff costs
Depreciation and amortisation
Other operating charges

Group Balance Sheet
For the year ended 31 December 2016
Group
2016
£’000

2015
£’000

583
38,233586

687
33,967
137

39,402

34,791

16,03534,793
17,221

15,34931,39013,60468,04960,343Creditors: amounts falling due within one year

32,89630,968Net current assets

35,15329,375

Total assets less current liabilities

74,55564,166

Creditors: amounts falling due after more than one year
Provisions for liabilities

3,393
3,337

6,966
2,674

Net assets excluding pension liability

67,82554,526

(367)

1,762

Net assets including pension liability

67,45856,288

Capital and reserves
Called up share capital
Revaluation reserve
Proﬁt and loss account50
270
67,13850
334
55,904

Total shareholders’ funds

67,45856,288Fixed assets
Intangible assets
Tangible assets
Investments

Current assets
Stocks
Debtors
Cash at bank and in handPension asset/(liability)

Group Cash Flow Statement
For the year ended 31 December 2016
£’000

2016
£’000

£’000

2015
£’000

Net cash inﬂow from operating activities

15,234

14,205

Taxation paid

(1,571)(595)

Net cash generated from operating activities

13,663

13,610Cash ﬂow from investing activities
Purchase of tangible assets
Proceeds from disposals of tangible assets
Interest received
Dividends received from joint ventures(6,186)6
61
23

Net cash used in investing activities
Cash ﬂow from ﬁnancing activities
Receipts from bank loan facilities
Repayment of obligations under ﬁnance leases
Repayment of bank loans
Interest paid

(7,118)62
30(6,096)(29)(4,966)(167)(7,026)

535
(32)
(919)
(219)

Net cash (used in) / from ﬁnancing activities(5,162)(635)

Net increase in cash and cash equivalents
Effect of exchange rates on cash and cash equivalents
Cash and cash equivalents at the beginning of the year

2,405
939
13,604

5,949
11
7,644

Cash and cash equivalents at the end of the year

16,94813,604

Cash and cash equivalents consists of:Cash at bank and in handBank overdrafts

17,221(273)

13,604-

Cash and cash equivalents at the end of the year

16,94813,604

Net cash movement:
Increase in cash and cash equivalents
Net loan repayments

2,405
4,966

5,949
384

Change in net cash
Net cash/(debt) at start of year

7,371
5,649

6,333
(684)

Net cash at end of year

13,0205,649

How we Manage and Govern the Business
The business is an organisation with no external shareholders and with a special organisation and governancestructure.
Scott Bader is managed as follows:
THE GROUP BOARD (the Board of Scott Bader Company Limited). This is the business Board and assuch makes similar decisions to those of a Board within a standard company i.e. financial; legal; policy andstrategic, but with the additional requirements for the Board, through the business, to help promote theCharitable Objects; adhere to Commonwealth Principles and to ensure that the business is run in accordancewith the Guiding Principles. The Group Board is made up of both external and internal Directors.
There are up to 9 Directors on this Board: 3 internally appointed Executive Directors
 3 External Non Executive Directors – including the Chairman
 3 internally elected Community Directors – who are elected from three constituencies – theUK and Eire, Continental Europe and the Rest of the World.
To allow for the work of the Board to be conducted efficiently and effectively 2 subcommittees operate.
These are:
 Nomination Committee Audit Committee
The Board receives a monthly report on trading and key issues from the Group Chief Executive Officer.
THE COMMONWEALTH BOARD – (the Board of The Scott Bader Commonwealth Limited). This is theholding company and is a registered Charity. All Members of this Board are Directors and Charity Trustees
and as such have to ensure that the Charity is run in accordance with Charity Law. This Board will not get
involved in the day to day running of the business, but it does have the responsibility for ensuring that theCompany continues to adhere to Commonwealth Principles. The Board will be consulted about such things
as the future direction of the business (i.e. strategy), major acquisitions or disposals, and profit distribution,
and will monitor the development of industrial democracy within Scott Bader.
There are 9 members of this Board who will be Charity Trustees and Directors of The Scott Bader
Commonwealth Ltd:
 5 Nominated Guardian Trustees (from outside Scott Bader) 3 internally elected Directors
 The SBCL Chairman
THE MEMBERS’ ASSEMBLY. This is the democratic forum for the Scott Bader group of companies towhom the Group Board can be held accountable for the exercise of their responsibilities and for the healthand success of the Scott Bader businesses. The Assembly monitors adherence to the principles of theCommonwealth. It represents Commonwealth Members and may discuss any issue but it cannot displace
the overriding authority of Commonwealth Members in General Meeting, to whom it is ultimately subordinate.
During 2016 the three governing bodies met in a joint forum, entitled The G3, to improve the alignment
between the respective bodies and to reduce any duplication of information.
Local Councils operate in the 5 largest sites and represent members in discussions of local issues. The
Councils of Scott Bader are known as: UK – Community Council
 South Africa – SIMUNEYE Council
 Dubai – AMAL Council
 Croatia – Council
 France – Comité d’EntrepriseScott
Scott Bader
BaderGroup
GroupCompanies
Companies
HEAD OFFICE
Scott Bader Company Limited
HEAD OFFICE
Wollaston
Scott Bader Company Limited
England
WollastonTel:+44 1933 663100
Fax:+44 1933 666139
Englandemail:
enquiries@scottbader.com
Tel: +44
1933 663100

Scott Bader Scandinavia AB
Falkenberg
Scott Bader Scandinavia AB
SwedenFalkenberg
Tel:+46 346 10100
Fax:+46 346 59226
Swedenemail:
composites@scottbader.se
Tel: +46
346 10100

Scott Bader France
AmiensScott Bader France
FranceAmiensTel:+33 3 22 66 27 66
Fax:+33 3 22 66 27 80
Franceemail:
info_distribution@scottbader.fr
Tel: +33
3 22 66 27 66

Scott Bader Eastern Europe
Liberec
Scott Bader Eastern Europe
Czech Republic
Liberec
Tel:+420 485 228 344
Fax:+420Republic
485 228 345
Czech
email:
composites@scottbader.cz
Tel: +420 485 111 253

Scott Bader Spain
Barcelona
Scott Bader Spain
Spain
BarcelonaTel:+34 93 553 1162
Spain+34 93 553 1163
Fax:
email:
diazs@scottbader.es
Tel: +34
93 553 1162

Scott Bader Croatia
ZagrebScott Bader Croatia
Croatia
ZagrebTel: +385 1 240 6440
Croatia
Fax:+385 1 240 4573
email:
info@scottbader.hr
Tel: +385
1 240 6440

Email: enquiries@scottbader.com

EmaiI: info_distribution@scottbader.fr

Email: diazs@scottbader.es

Email: composites@scottbader.se

Email: composites@scottbader.cz

Email: info@scottbader.hr

Scott Bader Germany
WeidenScott Bader Germany
Germany
WeidenTel:+49 961 401 84474
Germany
Fax:+49 961 401 84476
email:
composites@scottbader.de
Tel: +49
961 401 84474

Scott Bader USA
Stow,
OHBader USA
Scott
USA
Stow, OH
Tel: +1 330 920 4410
USAFax:
+1 330 920 4415
email:
info@scottbaderinc.com
Tel: +1
330 920 4410

Scott Bader Ireland
DublinScott Bader Ireland
IrelandDublinTel:+353 1801 5656
IrelandFax:+353 1801 5657
email:
composites@scottbader.ie
Tel: +353
1801 5656

ATC Formulated Polymers
Burlington
Scott Bader-ATC
CanadaDrummondvilleTel: +1 905 681 8112
CanadaFax:+1 905 681 1535
email:
sales@atc-fp.com
Tel: +1
819 477 1752

Email: composites@scottbader.de

Email: composites@scottbader.ie

Email: info@scottbaderinc.com

Email: enquiries@scottbader-atc.com

Scott Bader South Africa
Hammarsdale
South Africa
Tel: +27
31 736
8500
Scott
Bader
South
AfricaEmail:
composites@scottbader.co.za
Hammarsdale
South Africa
Tel:+27
31 736Middle
8500 East Limited
Scott
Bader
Fax: +27 31 736 8511
Dubai
email: composites@scottbader.co.za

United Arab Emirates
Tel: +971 481 50222
Scott Bader Middle East Limited
Email: info@scottbader.ae
Dubai
United Arab Emirates
Abahsain
Scott
Bader LLC
Tel:+971 481
50222
Dubai
Fax: +971 488 35319
Unitedinfo@scottbader.ae
Arab Emirates
email:

Tel: +971 481 50222
Email:Bader
info@scottbader.ae
Scott
India Private Limited
Mumbai - 400 030
Scott Bader Asia PacificIndia
ShanghaiTel:+ 91 22 6146 5999
email:
Chinasbindia@scottbader.ae

Tel: +86 (21) 5298 7778

Email:Bader
info@scottbader.cn
Scott
Asia PacificShanghai
China
Scott Bader I Satyen Polymers Ltd
Tel:+86 (21)5298
7776
Mumbai- 400
013
Fax: +86 (21) 5298 8889
India
email: info@scottbader.cn
Tel: + 91 22 4220 1555
Email: info@satyenpolymers.com

Scott Bader/ Satyen Polymers Ltd
Mumbai - 400 013
NovaScott Especialidades Quimicas
India
Limitada
Tel:+ 91 22(NovaScott)4220 1555
Serra+ 91 22 2491 1262
Fax:
Brazil info@satyenpolymers.com
email:

Tel: +55 273 298-1100
Email: info@novascott.com.br

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