logo

About Us

Directors

Biographical details of Executive Directors:-

Andrew Perloff (Chairman)
He has over 50 years’ experience in the property sector, including over 40 years’ experience of being a Director of a Public Listed Company mainly as Panther’s Chairman.  He has significant experience of corporate activity including several contested take-over bids and has also served on the Board of Directors of 6 other public listed companies. He is currently a non-executive director of Beale Ltd and Airsprung Furniture Ltd.

Simon Peters (Finance Director)
He is a member of the Chartered Institute of Taxation, and a Fellow of the Association of Chartered Certified Accountants and was formerly with the KPMG Corporate Tax Department and Lombard Bank Finance Department. He is currently a non-executive director of Beale Ltd and Airsprung Furniture Ltd.  He joined Panther in 2004 and was appointed Finance Director in 2005.

John Perloff (Executive)
Previously with a commercial West End agent specialising in retail acquisitions and disposals, he joined Panther in 1994.  His areas of responsibility include property lettings and acquisitions.  He was appointed Executive Director in 2005.

Biographical details of Non-executive Directors:-

Bryan Richard Galan (Non-executive)
He is a Fellow of the Royal Institution of Chartered Surveyors. He was formerly joint Managing Director of Amalgamated Investment and Property Co. Limited (a publicly quoted company which was listed on the London Stock Exchange) and was formerly a Non-excutive director of Rugby Estates Investment Trust PLC, as the Company was taken over in 2010.  He was appointed to Panther’s board in 1994. He is Chairman of the Remuneration Committee and a member of the Nomination and Audit Committees.

Peter Michael Kellner (Non-executive)
He is an Associate of the Chartered Institute of Bankers and of the Institute of Taxation. He was formerly joint General Manager of the UK banking operations of Credit Lyonnais Bank Nederland NV.  He was appointed to Panther’s board in 1994. He is Chairman of the Audit and Nomination Committees and a member of the Remuneration committee.

 

QCA Corporate Governance Code

The Directors recognise the importance of good corporate governance and have chosen to adopt and apply the Quoted Companies Alliance’s 2018 Corporate Governance Code (the ‘QCA Code’). The QCA Code was developed by the Quoted Companies Alliance in consultation with a number of significant institutional small company investors, as an alternative corporate governance code applicable to AIM companies. The underlying principle of the QCA Code is that “the purpose of good corporate governance is to ensure that the company is managed in an efficient, effective and entrepreneurial manner for the benefit of all shareholders over the longer term”. Details of how the Company addresses the key governance principles defined in the QCA Code can be found below. Further information on compliance with the QCA Code will be provided in the Company’s next annual report*.

This disclosure was last reviewed and updated on 28 September 2018

 

  1. Establish a strategy and business model which promote long-term value for shareholders

    Panther’s strategy and business model are set out in the Group Strategic Report on pages 13 to 18 of Panther Securities PLC’s Annual Report and Financial Statements for the year ended 31 December 2017 (the “Annual Accounts”).*

    The strategic objective section of the Group Strategic Report states that the primary objective of the Group is to maximise long-term returns for our shareholders by stable growth in net asset value and dividend per share, from a consistent and sustainable rental income stream.

    The key challenges to the business and how these are mitigated are also detailed in the Group Strategic Report on pages 15 to 18 of the Annual Accounts.

 

  1. Seek to understand and meet shareholder needs and expectations

The Board strongly encourages good communication with investors. The Company sends out announcements via post to shareholders who have requested this and all shareholders can join our mailing list, even if they hold shares in CREST.

The person at the Company with principal responsibility for liaising with shareholders is: Andrew Perloff, Chairman. Shareholders may also contact the Company in writing via the following email address: info@pantherplc.com. Inquiries that are received will be directed to the Chairman if appropriate, who will consider a response. The Company may exercise discretion as to which shareholder questions shall be responded to, and the information used to answer questions will be information that is freely available in the public domain. If deemed necessary, the inquiries will be brought to Board’s attention.

All shareholders are invited to our Annual General Meeting. Board members are available by phone to discuss the company and there is also shareholders access, before during and after Annual General Meetings for discussions, therefore providing lots of opportunities for shareholders to understand and address any issues.

The Board has historically approved a regular dividend for many years, which has to date not decreased. The Board aims to maintain a sustainable and appropriate level of dividend cover. Where exceptional years arise, the Board anticipates this will normally be reflected with special dividends where practicable.

The Board believes the Company’s mode of engaging with shareholders is adequate and effective.

  1. Take into account wider stakeholder and social responsibilities and their implications for long-term success

 The Group is aware of its corporate social responsibilities and recognises the importance of maintaining effective working relationships across a range of stakeholder groups.

On the basis of the Directors’ knowledge and long experience of the operation of the Group, the Board recognises that the long-term success of the Group is reliant upon the efforts of the following key resources and relationships: the Group’s employees, tenants, lenders, regulatory authorities, local residents and the general public affected by our activities.

The Company actively seeks employees’ feedback on their employment with the Company. The Company does this on an ongoing basis, but also holds bi-weekly all party staff meetings where employees are able provide feedback. The property and finance departments frequently liaise with tenants, which can include receiving tenant feedback.  The Company’s lenders have teams of account and relationship managers, which the Company communicates with on a regular basis and provides regular management updates and is able to receive any feedback from lenders.  The Company is open to feedback from local residents and the general public that may be affected by our activities, and in particular this is often part of a planning process.

The Group understands the necessity of balancing the needs of all our stakeholder groups while maintaining focus on the Board’s primary responsibility to promote the success of the Group for the benefit of its members as a whole.

The Group ensures compliance with regulatory bodies and legislation through various procedures and protocols and receives feedback on matters such as planning on a regular basis. The Group undertakes to resolve any feedback received from stakeholders where appropriate and where such amendments are consistent with the Group’s longer term strategy. However, no material changes to the Company’s working processes have been required over the year to 31 December 2017, or more recently, as a result of stakeholder feedback received by the Company. 

 

  1. Embed effective risk management, considering both opportunities and threats, throughout the organization

The Board discuss risk management on pages 15 to 18 of the most current Annual Accounts, which detail risks to the business and how these are mitigated.*

The Groups internal controls are designed to manage rather than eliminate risk and provide reasonable assurance against fraud, material misstatement or loss.

The Board seeks to ensure that the correct and necessary of level of insurance is in place to cover certain aspects of risks including actions taken against the Directors, as well as all the properties we own. The insured values and types of cover are carefully reviewed periodically and this is a requirement of our main loan agreement.

 

  1. Maintain the Board as a well-functioning, balanced team led by the Chair

The Board consist of 3 Executive Directors and 2 Non-Executive Directors. Biographies of the directors can be found on page 22 of the Annual Accounts and via this link on our website: http://www.pantherplc.com/about-us/directors/

As stated on page 22 of the Annual Accounts, the Board considers its two non-executive Directors (Bryan Galan and Peter Kellner) to be independent.

As stated on pages 22 and 23 of the Annual Accounts, in the year to 31 December 2017, the Board met three times with all members present, the audit committee met three times with all members present and the remuneration committee met three times with all members present.

All directors are kept apprised of financial and operational information in a timely fashion and in advance of any meetings. The executive directors regularly attend meetings to ensure decisions are made and inter-departmental communication is strong and transparent.*

 

  1. Ensure that between them, the directors have the necessary up-to-date experience, skills and capabilities

As stated on page 22 of the Annual Accounts, the Company has an Executive Chairman who is also the Chief Executive, being Andrew Perloff.  The Company’s Finance Director is Simon Peters.  John Perloff is an Executive Director.  Bryan Galan and Peter Kellner are Non-Executive Directors.

Biographies of the directors can be found on page 22 of the Annual Accounts and via this link on our website: http://www.pantherplc.com/about-us/directors/

The Board has a wide and well-rounded level of expertise and experience with a clear and proven track record together. Professionally qualified members of the Board keep up to date with their Continuing Professional Development, which ensures they are familiar with changes and current developments in their fields.

The Board Members take particular interests in keeping appraised on key issues and developments pertaining to the Group.*

 

  1. Evaluate Board performance based on clear and relevant objectives, seeking continuous improvement

The individual Board members are appraised by the Chairman and Non-Executives as appropriate. This process is informal in nature and is performed on an ongoing basis, rather than at pre-determined annual junctures. The main criteria against which individual director effectiveness is consider are:  ensuring that the right actions in the business are being taken and ensuring that directors continue to be effective.  The Company’s director evaluation process has not changed materially relative to previous years, on the basis that the Board are of the view that the above processes are appropriate for the Company’s requirements, given the nature of the Company’s business and levels of experience on the Board.

All of the directors are periodically subject to re-election at the Annual General Meeting.

The Company does not currently have a periodic appraisal process for the effectiveness of the Board as a whole nor for the effectiveness of the committees (and this has not changed over previous years).

The Board considers succession planning and the need for further board or senior management appointments. The Board believes that there is no need for changes to the current board, management and committee structures and membership in order to meet the needs of the Company’s current and medium-term requirements.  Regarding longer term succession planning, the Board currently comprises a good spread of ages which provides a natural succession buffer.

 

  1. Promote a corporate culture that is based on ethical values and behaviours

The board promotes a corporate culture of professional behaviour, integrity, professional competence and due care, objectivity and confidentiality. These values are promoted from the top down and embedded in our working practices and company policies. When new employees join the Company, they are provided a staff handbook and are required to become familiarised with the Company’s working practices and company policies. The Board and management are prepared to take appropriate action against unethical behaviour, violation of company policies or misconduct. *

 

  1. Maintain governance structures and processes that are fit for purpose and support good decision-making by the Board

The Company included a Corporate Governance Statement in its Annual Accounts on pages 22 to 23. The Company will provide an updated Corporate Governance Statement in its annual report and financial statements for the year ended 31 December 2018.  However, at present, the Board is satisfied with the Company’s corporate governance, given the Company’s size and the nature of its operations, and as such there are no specific plans for any material changes to the Company’s corporate governance arrangements in the shorter term.

As noted in the disclosure above in respect of Principle Five, Andrew Perloff is both Chairman and Chief Executive Officer of the Company. In his role as Chairman, Mr Perloff has overall responsibility for corporate governance matters in the Company, leadership of the board and ensuring its effectiveness on all aspects of its role. In his role as Chief Executive Officer Mr Perloff leads the Company’s staff and is responsible for implementing those actions required to deliver on the agreed strategy.  Mr Perloff and his family trusts are the beneficiaries of the majority of the Company’s ordinary shares.  Mr Perloff is one of the original co-founders of the Panther Securities property investment business and has been a significant driving force underlying the Group’s development. On this basis, the Board considers that it remains in the best interests of the Group to maintain Mr Perloff’s positions as both Chairman and Chief Executive Officer (a position that he has held for a number of years), notwithstanding that this is contrary to recommended best practice in the QCA Code.  Feedback received from shareholders has been positive on this point.

The Executive Directors have a responsibility for the operational management of the Group’s activities. The Non-executive Directors provide independent and objective insight and judgment to Board decisions. The Board has overall responsibility for promoting the success of the Group.

The board has established an Audit Committee and a Remunerations Committee comprised only of our non-executive Directors to provide a level of independence and objectivity.

Audit Committee

The Audit Committee consists solely of the two nonexecutive Directors and it is chaired by Peter Kellner. Its terms of reference are that it meets at least twice a year to review the Group’s accounting policies, financial and other reporting procedures, with the external auditors in attendance when appropriate. In 2017 the committee met three times with all members present. The internal controls are reviewed annually ensuring their effectiveness and any specific issues are dealt with if and when they arise. When the Board reviews internal controls they consider the effectiveness of controls, concentrating on all material controls, including operational and compliance controls, and risk management systems.

Remuneration Committee

The Remuneration Committee consists solely of the two non-executive Directors, Bryan Galan (Chairman) and Peter Kellner. Its terms of reference are that it reviews the terms and conditions of service of the Chairman and Executive Directors, ensuring that salaries and benefits satisfy performance and other criteria. When setting remuneration the Committee consults with the Chairman of the Board and no external third parties are consulted. In 2017 the Committee met three times with all members present.

The Company does not have a Nomination committee, as the need for appointments and decisions regarding appointments are considered by the Board as a whole.

The key matters reserved for the Board are the following:

  • Strategy

  • Structure and capital

  • Financial reporting and controls

  • Internal controls

  • Significant Investments

  • Board membership and other appointments

  • Delegation of authority

  • Corporate governance

  • Approval of company policies

  • Other matters, such key adviser appointments and insurance

  1. Communicate how the Group is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders

The board recognises the importance of communication with the Group’s shareholders and various stakeholders. The Group updates its website regularly with any announcements and always welcome shareholders queries which are welcomed by all members of the Board whenever they arise.*

The Annual General Meeting also provides an important opportunity to meet shareholders. The Board has hot drinks before and after the Annual General Meeting where dialogue is encouraged.

The detailed results of voting on all resolutions in future general meetings will not be posted to the Group’s website or announced, as the Board feels that these results have in recent years been unambiguous and generally unanimous.

Where a significant proportion of votes (e.g. 20% of independent votes) have been cast against a resolution at any general meeting, the Board will post this on the Group’s website and will include, on a timely basis, an explanation of what actions it intends to take to understand the reasons behind that vote result, and, where appropriate, any different action it has taken, or will take, as a result of the vote.

The Group’s financial reports for the last five years can be found via this link: http://www.pantherplc.com/financial/reports-and-accounts/

Notices of Annual General Meetings of the Company for the last five years are included at the end of each of the annual report and accounts. Other than its Annual General Meetings, within the last five years the Company held a General Meeting on 27 November 2013. The notice of this General Meeting can be found here.

* The Company has not included the annual report and accounts disclosures required by the 2018 QCA Corporate Governance Code in the Company’s annual report and financial statements for the year ended 31 December 2017, as these disclosures had not been finalised as of the date of issuance of those financial statements. The Company intends to include the annual report and accounts disclosures required by the 2018 QCA Corporate Governance Code in the Company’s annual report and financial statements for the year ending 31 December 2018.

LATEST ACCOUNTS

Financial Accounts Period Ended 30 June 2018

Financial Accounts Period Ended 30 June 2018
View Accounts PDF

 

Financial Accounts Year Ended 31 December 2017

Financial Accounts Year Ended 31 December 2017
View Accounts PDF

 

LATEST FINANCIAL ANNOUNCEMENTS

Trading update and special dividend – 5 Dec 2018
View Announcement PDF

Amendment to interim dividend timetable – 27 Sept 2018
View Announcement PDF

Interim announcement 30 June 2018 – 26 Sept 2018
View Announcement PDF