Deluxe UK Holdings Limited

Section 172(1) Statement

The Companies (Miscellaneous Reporting) Regulations 2018 (‘2018 MRR’) require Directors to explain how they considered the interests of key stakeholders and the broader matters set out in section 172(1) (A) to (F) of the Companies Act 2006 (‘S172’) when performing their duty to promote the success of the Group under S172. This includes considering the interest of other stakeholders which will have an impact on the long-term success of the Group. The Board welcomes the direction of the UK Financial Reporting Council (the ‘FRC’). This S172 statement explains how the Directors:

• have engaged with employees, suppliers, customers and others; and

• have had regard to employee interests, the need to foster the Company’s business relationships with suppliers, customers and other key stakeholders, including the impact of principal decisions taken by the Company during the financial year.

The S172 statement focuses on matters of strategic importance to the Company, and the level of information disclosed is consistent with the size and the complexity of the business.

General confirmation of Directors’ duties

The Company’s Board has a clear framework for determining the matters within its remit. Key financial and strategic thresholds have been identified requiring Board consideration and approval.

When making decisions, each Director ensures that he/she acts in the way he/she considers, in good faith, would most likely promote the Company’s success for the benefit of its members as a whole, and in doing so have regard (among other matters) to:

S172(1) (A) “The likely consequences of any decision in the long term”

The Directors understand the business and the evolving environment in which we operate, including the challenges of navigating through the digital transition. The strategy set by the Board is intended to strengthen our position as a leading digital intermediary company by providing bespoke solutions and services while keeping safety and social responsibility fundamental to our business approach

The Directors recognise how our operations are viewed by different parts of society and that some decisions they take today may not align with all stakeholder interests. Given the complexity of the digital transition, the Directors have taken the decisions they believe best support strategic ambitions.

S172(1) (B) “The interests of the Company’s employees”

This is discussed in further detail in section 172(F) below.

S172(1) (C) “The need to foster the Company’s business relationships with suppliers, customers and others”

Delivering our strategy requires strong mutually beneficial relationships with suppliers, customers and business partners. The Company seeks the promotion and application of certain general principles in such relationships such as honesty, clarity, good relationship management. Many of our suppliers and Clients are long standing demonstrating a continuous effort to sustain healthy and mutually beneficial partnerships over time. See further details in S172(F) below.

S172(1) (D) “The impact of the Company’s operations on the community and the environment”

The Board continues to seek new and meaningful ways to positively impact communities and reduce its impact on the environment. See further details in section 172(F) below.

S172(1) (E) “The desirability of the Company maintaining a reputation for high standards of business conduct”

The Company aims to meet the world’s growing need for more digital solutions in ways which are economically, environmentally, and socially responsible. The Board periodically reviews and approves clear frameworks, such as Code of Conduct, specific Ethics & Compliance manuals, and its Modern Slavery Statements, to ensure that its high standards are maintained both within businesses and the business relationships we maintain.

S172(1) (F) “The need to act fairly as between members of the Company”

After weighing up all relevant factors, the Directors consider which course of action best enables delivery of our strategy through the long-term, taking into consideration the impact on stakeholders. In doing so, our directors act fairly between the Company’s members but are not required to balance the Company’s interest with those of other stakeholders, and this can sometimes mean that certain stakeholder interests may not be fully aligned.

Culture

The Board recognises that it has an important role in assessing and monitoring that our desired culture is embedded in the values, attitudes, and behaviours we demonstrate, including in our activities and stakeholder relationships. The Board has established honesty, integrity, and respect for people as the Company’s core values. The Code of Conduct, and Code of Ethics help everyone at the Company act in line with these values and comply with relevant laws and regulations. The Company’s Commitment and Policy on Health, Safety, Security, Environment & Social Performance applies across the Company and is designed to help protect people and the environment. We also strive to maintain a diverse and inclusive culture.

Stakeholder engagement (including employee engagement)

  1. Customer engagement

The entertainment industry is both people and technology focussed with the relationship between customer and vendor being critical to business success.

How the directors (and under their direction management) engage clients:

  • Engage with studio partners daily via phone and email.

  • Key client principal relationships (notably the large Hollywood studios)

  • Media and Technology events and conferences (e.g.IBC convention in Amsterdam)

Key topics of engagement and what feedback and input did the management obtain:

  • Build long-term and trust-based relationships.

  • To further integrate and innovate technology solutions.

Outcomes and actions:

  • Prioritise building and nurturing of client relationships.

  • Provide staff with support to innovate and collaborate with clients.

2. Employee engagement

The Directors recognise that the Company’s employees are fundamental and core to our business and delivery of our strategic ambitions. The success of our business depends on attracting, retaining and motivating employees. From ensuring that we remain a responsible employer, from pay and benefits to our health, safety and workplace environment, the Directors factor the implications of decisions on employees and the wider workforce, where relevant and feasible.

How the directors (and under their direction management) engage employees:

  • Regular Companywide employee surveys and feedback

  • Company Intranet site with regular updates.

  • Monthly Town Hall meetings where Management provide update to employees

  • Employee appraisals and salary reviews.

  • Employee wellbeing – pension, healthcare and cycle to work schemes.

  • Employee development – wherever possible, we aim to recruit and promote from within the Company

  • Employee Assistance Programme (EAP) offered to all employees which offers financial/legal advice, as well as support for employee mental health and well-being support

Key topics of engagement and what feedback and input did management obtain:

  • Salary levels is a key area which requires further analysis.

  • Work life balance was cited as important to employees.

  • Further training and development opportunities.

Outcomes:

  • Additional engagement with employees by line managers to ensure that their wellbeing is implemented.

  • Offering LinkedIn Learning to all employees, which provides online learning opportunities and courses.

3. Vendor engagement

The Company seeks the promotion and application of certain general principles in such relationships such as honesty, clarity, good relationship management. Many of our suppliers are long standing demonstrating a continuous effort to sustain healthy and mutually beneficial partnerships over time.

How the directors (and under their direction management) engage clients:

  • Responsible procurement practices

  • Negotiate contract renewals with vendors as and when contracts approach expiration.

Key topics of engagement and what feedback and input did management obtain:

  • Pricing and contractual provisions not always in line with strategic direction of the Company.

Outcomes and actions:

  • Focus more on cost reduction and leverage the long-term existing relationships with vendors to achieve better pricing.

4. Shareholder engagement

We create value for our shareholders by generating sustainable and robust results.

How the directors (and under their direction management) engage shareholders:

  • Regular meetings

  • Presentation of monthly results to the shareholders

Key topics of engagement and what feedback and input did management obtain:

  • Continued focus on financial performance and generating long term positive cash flows.

  • Strategic investments.

5. Communities and Environment.

Our business has been proactive in community involvement and is cognisant of its environmental impact. Our community engagement has involved:

  • Local school tours of our business to support education and awareness

  • Charity partnerships with Shelter and Medicinema

  • Supporting staff volunteer days with local charity Ealing Mencap.

This report was approved by the board on 30 September 2025 and signed on its behalf by:

M O’Brien

Director

Date 2 October 2025

Company Registration number 06007518

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