Rooted in experience.
Growing opportunity.

Its founding principles will remain unchanged.

These principles give the proposed group a consistent starting point as its work develops. They connect everyday choices to the purpose behind the initiative. New ideas and operating procedures can be considered against that shared foundation. The distinction keeps practical improvements separate from changes to the founding commitments.

A Supreme Council of three members will oversee the entire group.

The proposed Council provides a common point of oversight across the whole group. Its purpose is to keep different areas of work connected to the same founding principles. This should help individual decisions be considered in their wider context. Together, these roles are intended to bring perspective and consistency to decisions across the proposed structure.

The core team will consist of 27 members, each with clearly defined organizational or departmental responsibilities.

Clear responsibilities would help each core member understand the work associated with their role. They also make it easier to see where different teams connect and where support may be needed. The proposed structure gives each position a defined purpose. This is intended to reduce uncertainty and overlapping expectations as the model develops.

Appointments and removals of core members will require formal written approval from the Supreme Council.

Written approval would make changes to core membership explicit and traceable. It creates a clear distinction between a proposed appointment or removal and an approved decision. A shared written record can help people understand the responsibilities that follow. That clarity supports continuity when responsibilities pass from one person to another as the group develops.

The group will never invest in activities or businesses intended to harm or destroy another business.

This principle places a clear boundary around the purpose of investment. The intention is to build useful businesses and opportunities through constructive work. Commercial choices should be considered in light of that commitment, alongside the needs they aim to serve. The focus is on creating value without making another business’s destruction the objective.

Core members’ judgment will be respected, with clearly defined, limited decision-making authority aligned with their responsibilities, experience, and expertise.

Sound judgment is more useful when people understand both their responsibilities and their limits. The proposed model connects decision-making authority to the role, experience and expertise involved. It also recognises the value of a member’s perspective within that scope. The intention is to support informed decisions while keeping responsibility clear.

The established hierarchy and chain of accountability will be upheld at every level, from the Supreme Council to each team member.

A clear chain of accountability would help people understand how their work connects to the wider group. It gives context to responsibilities at Council, division and team level. Questions and decisions can then be considered within the proposed structure. The aim is to make responsibility understandable as work moves between people and teams.

Opportunities will remain open and will not be reserved for any particular individual, team, or group.

Keeping opportunity open means treating access as part of the group’s purpose. The proposed approach leaves room for different people and teams to be considered as needs develop. Existing relationships should not make opportunity permanently exclusive. People can be considered in relation to the needs of the work and the contribution they could make.

Everyone will have a place to contribute and a pathway to advance, including to the Supreme Council, based on their commitment to the group’s purpose and their contributions.

The proposed model recognises that people can contribute in different ways and develop over time. A pathway to greater responsibility would connect progress to commitment and useful contributions. It keeps the possibility of advancement open across the structure, including Council roles. Progress would reflect contribution to the shared purpose as people build experience, confidence and responsibility over time.