September 2007

Sunday 30th September 2007

Sunny and with a light easterly. Little of note, aside from the dusk reappearance of the Barn Owl.

Saturday 29th September 2007

The wind swung round to the north-east and a resultant adult winter Little Gull was an excellent find. It was present early in the morning and had gone by 9 a.m. The firstRedwings of the autumn were composed of a single, and flocks of 6 and 10. Mistle Thurshes totalled 7. Oddly, 17 Swallows were all flying north. To the east of the A452, over 100 Meadow Pipits fed in the rape stubble along with a few Skylarks and Linnets.

Friday 28th September 2007

The juvenile Arctic Tern flew in from Bradnocks Marsh at 9 a.m. but vanished as quickly as it appeared. A first-winter male Pintail was new in but, as with many birds this autumn, had gone the next day. The Aythya hybrid remained and the Peregrine was present on and off, causing the usual disturbance to the Lapwings and Gulls. Two Common Gulls were the first of the autumn, a Great Black-backed Gull flew over and the Barn Owl was seen again at dusk.

Thursday 27th September 2007

There was a cold northerly wind again today, with cloud building up from late morning after a sunny start. The Aythya hybrid and Hobby were still present, along with one Green and twoCommon Sandpipers, c.150 Lapwings and two Snipe, but no passage waders. OccasionalSwallows and House Martins continue to pass through, but in no significant numbers. ALittle Owl called from near the horse paddocks at midday and the second Siskin of the autumn went over. A juvenile Arctic Tern flew through at 5.30 and the Barn Owl was seen again at dusk.

Wednesday 26th September 2007

A turn to colder weather with much cloud and a blustery north-north west wind. A Barn Owlseen last night, around the Car Park, was seen again this evening over the crop field. AnAythya hybrid was present on Railway Pool, with likely parentage being Ferruginous xPochard.

Tuesday 25th September 2007

In mostly cloudy conditions, the first Siskin of the autumn flew over, calling, at 11.20. TwoRooks flew over low, to the north – not uncommon but rarely recorded. Little other visible migration – c.10 Meadow Pipits (only ones and twos), one Skylark and two House Martinswent south in one hour. Two Mistle Thrushes on the Old Road and two Song Thrushes in the field and another over were new. A Hobby was still present and plenty of Common Darters and a few Migrant Hawkers are a continuing food source for it. 19 Reed Buntingscommuted between the Reedbed and the Field. 5 Buzzards were a better total than for some days. A redhead Goosander appeared briefly in the afternoon.

Monday 24th September 2007

The Med. Gull and Hobbywere seen again and Swallow passage continued despite the blustery wind and torrential rain first thing.

Sunday 23rd September 2007

Swallow passage is in full flow with 92 through between 8.30 and 10 a.m. and steady passage all day. A few House Martins were amongst them but Sand Martin passage has dropped appreciably.

Two very early Fieldfares went over with a Yellow Wagtail. A Hobby was present on Railway Pool at mid-day. A new juvenile Little Grebe on the Reedbed is late. The first-WinterMed.Gull was seen again in the evening.

Saturday 22nd September 2007

The first-winter Mediterranean Gull showed well again. It was first seen on the 18th and its arrival coincided with a significant movement of Black-headed Gulls (nearly 500 were present in one count on the 19th).

A Water Rail showed in the marsh for the first time this autumn and the Peregrine was again perched in the Larch in Siden Hill Wood.

An arrival of Thrushes included eight plus Song Thrushes and one Mistle Thrush on the Old Road and, similar numbers with Blackbirds along the footpath west of the River, where there was also a LS Woodpecker.

A notable late movement of Sand Martins has taken place over the last five days with daily totals of over 30 and at least 60 on the 18th.

Slide 1

Packington Estate ESG Policy 2025

Developing and maintaining an ESG (Environmental, Social, and Governance) strategy for a country estate involves considering various unique contexts, including historical aspects as well as the cultural significance of such properties, and their custodianship; past, present, and future, to preserve these locations for future generations to come, across all the three aspects of such an initiative.

Packington Estate has four overarching pillars that drive the spirit and principles of the Estate and provide the building blocks for all the Estate’s businesses, operations and projects. These four pillars are Stewardship, Sustainability, Wellbeing and Restoration.

The Estate is in a transitional phase moving away from more traditional, methodologies of Estate management to a progressive strategy, in line with current business practises and procedures. Much of the Estate is undergoing such an evolution to more sustainable operations. This covers every venture and project, from Estate stewardship all the way through to the Board Room.

Packington’s ESG policy is bolstered by its actionable and tangible achievements, framed and guided by the United Nations Sustainable Development Goals (the SDGs or Global Goals). We all know that big global challenges need bold action, from every corner. This initiative was unanimously voted into being by all of the 197 member Nations of the United Nations, and this was formalised with an Act named Resolution Agenda 30, to build a greener, fairer, better world by 2030 and everyone has a role to play in helping achieve these Global Goals. Packington Estate is utilising the SDGs across the Estate as a guideline to set out its pathway for all future prospects and developing over time, an equitable, sustainable, biodiverse, conscientious, and healthy future.

Slide 2

Environmental (E) Considerations

Environmentally-friendly Land Management: Packington has implemented sustainable land management practices that prioritise biodiversity, soil health, and water conservation. This shall involve rewilding certain areas, planting native vegetation, and avoiding the use of harmful pesticides, herbicides or fertilizers on its Regenerative Farms and within the Gardens, with the aim of reducing the use of artificial products across the wider Estate.

1) Renewable Energy Integration: Explore the potential opportunities for on-site renewable energy sources, such as heat source, solar power, biomass and wind turbines. This can reduce the Estate's carbon footprint and enhance energy resilience. The opportunity for the establishment of an Energy Park within the Estate is currently being explored.

2) Historical Preservation: Develop a plan for the maintenance, conservation and sympathetic restoration of the historical buildings, such as the Hall, Church and Stables, as well as landscapes, combining modern, environmental practices with preservation efforts to ensure the legacy and longevity of the Estate.

3) Tree Planting Schemes: Packington is committed to soil and tree health, and as such has an extensive tree planting scheme planned across the Estate, with up to 10,000 trees currently planned for planting.

Slide 3

Social (S) Initiatives

1) Community Engagement: The Estate is fostering relationships with local communities by providing access to parts of the Estate to the use and organising community events such as craft workshops, carol services, fun runs, dog trials and open garden days. Alongside this, the Estate has developed an approved suppliers’ process and collaboration with local businesses, partners and charities, in support of local community businesses.

2) Educational Programs: The Estate intends to establish educational programs and workshops for both children and adults along with guided tours to showcase the Estate's history, conservation efforts, and sustainable practices. The Estate wants to raise awareness and share knowledge with our visitors and the wider community.

3) Cultural Heritage Preservation: Promote the preservation of cultural heritage, including historical artifacts, archives, and traditions of the Estate. Engage with local historians and cultural experts to ensure authenticity and respect for the Estate's historic and future legacy.

Slide 4

Governance (G) Strategies

1) Transparency and Accountability: The Estate emphasises transparency in its operations, governance structures, and decision-making processes. The Estate shall regularly review its ESG initiatives and performance in order to build trust and confidence, including the update of this Policy document.

2) Compliance with Heritage Regulations: The Estate shall ensure compliance with heritage and conservation regulations and Acts to protect the Estate's historical significance while aligning with modern sustainability standards.

3) Stakeholder Inclusivity: By involving local communities, team members, and other stakeholders in decision-making processes related to the Estate’s development, thereby creating an accountable and inclusive process for all.

Slide 5

Preservation of Natural and Historic Assets

1) Wildlife Conservation: The Estate shall implement measures to protect and enhance biodiversity within the Estate. This shall include habitat restoration and tree planting, development of the Estate’s Nature Reserve, wildlife corridors, and the creation of biodiverse, environmental areas, such as the Estate’s Rewilding project.
2) Historic Garden Preservation: The Estate shall maintain and, where appropriate, restore historic gardens using sustainable practices, such as within the Walled Gardens. The Estate shall utilise organic and sustainable gardening methods as far as possible and involve local communities in garden-related events and activities.

Heritage Tourism and Economic Diversification

1) Tourism Development: Strategically develop tourism initiatives that highlight the Estate's cultural and environmental assets. This can contribute to the wider and more local economies while raising awareness about sustainable practices. These initiatives involve EcoTourism within the Rewilding and Nature Reserve areas with potential for overnight accommodation, as well as daytime activities and events within the Parkland of the Estate.
2) Diversification of Income Streams: Explore further opportunities for sustainable and regenerative agriculture, as is already on-going, renewable energy projects, such as Somers Country Park, and hosting events that align with the Estate's four Pillars and the Estate’s historical and environmental values.

Team Well-being

1) Training: Provide training opportunity and programs for the Estate team
2) Health and Safety Measures: Implement health and safety measures to ensure the ongoing well-being of team members, contractors and visitors.

Slide 6

Commitment to Diversity and Equality

1) We are committed to:
i) Eliminating Discrimination: We will not tolerate discrimination based on age, gender, race, ethnicity, religion, disability, sexual orientation, or any other protected characteristic.
ii) Creating an Inclusive Environment: We strive to create an inclusive work environment where everyone feels respected and valued.
iii)Equal Opportunities: We provide equal opportunities for all team members, regardless of their background or characteristics.

2) Recruitment and Selection
i) Fair and Open Recruitment: We are committed to fair and open recruitment processes, ensuring that all candidates are assessed based on their skills, qualifications, and suitability for the role.

3) Training and Development
i) Equal Access to Training: All team members will have access to training and development opportunities.

4) Promotion and Career Development
i) Merit-based Promotion: Promotion decisions will be based on merit, skills, and performance, without any form of discrimination.
ii) Support for Career Development: We are committed to supporting the career development of all team members.

5) Harassment and Bullying
i) We have a zero-tolerance policy for harassment and bullying. All team members are expected to treat each other with respect, creating a workplace free from intimidation and hostility.

6) Monitoring and Review
i) This policy will be regularly reviewed to ensure its effectiveness.

7) Communication and Training
i) This policy will be communicated to all team members.

Slide 7

Monitoring and Enforcement

1) We shall use our best endeavours to proactively prevent and mitigate instances of non-compliance with our ESG policy. Any concerns or concerns of potential breaches, including ethical concerns in our commitment to high ethical standards, should be reported as soon as possible to your Line Manager or the Business Owners. Progress on this policy shall be reported to the Board on a regular basis. Active participation and engagement at all levels of the business is of great importance to ensure ownership of our ESG by all our teams. At the very least, we endeavour to maintain compliance with all legislative requirements.

We tailor our ESG strategy to the specific constitution and values of the Packington Estate, which is essential. Our regular monitoring and adaptation of strategies based on feedback, changing circumstances, and evolving ESG standards will contribute to the long-term success of the Estate as a sustainable and socially responsible entity.

So by adhering to this Policy, we aim to mould and create a significant enterprise, one that reflects the diversity of our rural community and promotes fairness, equality, and mutual respect.