In accordance with Section 172 of the Companies Act 2006, the directors of the Company have a duty to promote the success of the Company for the benefit of its members as a whole, while having regard to a broad range of stakeholder interests. The Board recognises that long-term sustainable success is dependent on the support and engagement of a wide range of stakeholders.

Our purpose, values and culture guide how we apply these considerations in decision-making. The directors have actively embedded sustainable, responsible and inclusive practices to consider stakeholder views and impacts when setting strategy, assessing risks and opportunities, and making operational decisions.

The success of the Company is dependent on the support of all our stakeholders. Building positive relationships with stakeholders that share similar values is important to the Company and working together towards shared goals assists us in delivering long-term sustainable success. Details of the Company’s key stakeholders and how we engage with them are set out below.

• Shareholders. The Company recognises the importance of maintaining a transparent and constructive relationship with its shareholders, VMO2 and Vantage. The Board engages with them regularly through one-to-one meetings, group discussions, and formal Board meetings. These interactions cover a wide range of topics including financial performance, strategy, outlook, governance, and ethical practices. Their feedback has directly influenced capital allocation decisions and long-term investment priorities, including infrastructure upgrades that support digital transformation and deliver strong returns.
• Employees. The directors recognise that our employees are fundamental to the Company’s long-term success and delivery of our strategic objectives. Attracting, retaining and developing talent is a key priority. We are committed to being a responsible employer, with a focus on fair pay, comprehensive benefits, health and safety and a positive workplace environment. Employee views are actively sought through regular engagement channels including the Employee Forum, townhall meetings, surveys, and newsletters. Updates during these methods of engagement ensure that there is a common awareness of all employees in relation to the financial and economic factors that affect the performance of the company.
  
  Our Diversity, Equity and Inclusion (DEI) working group has developed forward-looking plans based on employee feedback. We are dedicated to implementing company-wide initiatives that promote diversity and inclusion at all levels of the organisation. In response to employee input, we expanded our mental health support programme and introduced flexible working policies.
  
  The Company invests in future talent through T-level placements, internships, and work experience opportunities, and is a founding member of the Certified Network Field Engineer (CNFE) programme; an initiative designed to address the evolving skills needs of the telecoms sector. We are committed to ensuring that disabled employees can thrive at work. Our policies ensure fair treatment of people with disabilities in relation to their recruitment, training, and development.
• Suppliers. The board recognises that strong, collaborative relationships with our suppliers are essential to develop mutually beneficial and lasting partnerships. We engage with our suppliers through regular interactions and formal reviews and hosting industry conferences that foster alignment on shared objectives and strengthen partnerships. Key areas of focus include innovation, product development, digital tools and transformation, health and safety and sustainability. In FY25, the Company introduced essential enhancements to its site management access across Cornerstone locations, these changes will enhance site security, improve efficiency, and ensure all site visits are appropriately logged and authorised.