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Stakeholder Engagement

Good governance depends on knowing who you’re accountable to, and engaging with them deliberately rather than only when something goes wrong. At Hayleys Fabric PLC, stakeholder engagement is a core component of our Governance pillar, which sets out the Group’s value proposition to the people and institutions connected to our business and defines specific policies for how we approach each relationship.

Our Six Stakeholder Groups

Rather than relying on a single generic engagement policy, we maintain distinct guidelines for six stakeholder groups, each with different expectations and different channels of communication:

Customers

Ongoing collaboration with global fashion and athleisure brands, covering technical development, sustainability alignment, and transparent communication on order status, compliance and performance.

Suppliers

Certification-based evaluation and continuous engagement with our raw-material supply base, focused on traceability, ethical labour standards, and environmental compliance.

Investors

Regular financial disclosures, annual and interim reporting, and direct communication channels for shareholders seeking clarity on strategy, performance and governance.

Employees

Internal communication channels, feedback and grievance mechanisms, and welfare programmes that give staff a genuine voice in how policies affecting them are shaped.

Government / Regulators

active compliance with licensing, environmental and labour regulations, alongside direct collaboration with bodies such as the Central Environmental Authority on joint initiatives

Communities

Ongoing local engagement across education, healthcare and social development programmes for communities located around our manufacturing operations.

Splitting these out, rather than relying on a single blanket policy, means each relationship gets guidance suited to what actually matters to that group: financial transparency for investors, technical responsiveness for customers, fair treatment and voice for employees, rather than a generic statement that tries to cover all of them at once.
It also makes accountability clearer internally. Procurement owns supplier engagement, finance and the board own investor relations, community relations owns local engagement, and so on, rather than stakeholder engagement sitting with no one in particular. That division of ownership is part of what keeps these relationships active day to day, rather than revisited only when an annual report is being prepared.
None of these six relationships sit still. Customer expectations shift as brands update their own sustainability commitments, regulatory requirements change, and community needs evolve year to year, which is why our stakeholder engagement policies are reviewed periodically rather than written once and left unchanged. A policy that made sense when it was drafted can quietly become outdated if it isn’t checked against how the relationship has actually developed since.
This structured approach also gives external parties, an auditor, a brand’s compliance team, a prospective investor, a clear reference point for how Hayleys Fabric engages with each group, rather than requiring them to piece it together from separate policy documents or informal practice. That clarity is itself a governance outcome: stakeholders who understand how they’re expected to be engaged with are better placed to hold the company to that standard.