The Corporate Governance Guidelines are corporate governance practices developed by the Board to help it fulfill its responsibility to stockholders to provide general direction and oversight of the management of the Company’s business affairs.
The Board of Directors has established the following standing committees — the Audit Committee, the Compensation Committee (which includes the Stock Plan Subcommittee), and the Nominating and Board Affairs Committee.
Corporate Governance Statement 31 July 2018
The Board of Heritage Brands Ltd (“the Company”) is committed to maintaining the highest standards of corporate governance. Corporate governance is about having a set of values that underpin the Company’s everyday activities and values that ensure fair dealing, transparency of actions and to protect the interests of stakeholders. The Company has been guided by the principles of corporate governance promoted by the National Stock Exchange (NSX). This statement outlines the main corporate governance practices followed by the Company, which take into account the operational requirements of the Company. The Company’s corporate governance framework includes a Board Charter and various policies, which are reviewed each year.
Role of the Board and Management
The Board’s primary role is the overall operation and stewardship of the Company for the protection and enhancement of long-term shareholder value. To fulfil this role, the Board is responsible for setting the overall strategic direction, financial objectives and operational goals of the Company and monitoring management’s implementation of these. The Board is also responsible for overseeing succession planning for directors and senior management, determining remuneration for senior management and for directors (within shareholder approved limits), identifying and managing risk, monitoring the integrity of internal control and management information systems and approving and monitoring financial and other reporting. The Board has delegated responsibility for the day-to-day operations and administration of the Company to the senior management team and these responsibilities are delineated by formal delegated authority. These responsibilities are reviewed against appropriate performance indices and updated at regular intervals including annual salary reviews and setting of the Company’s key milestones.
Board Size and Composition
The Board determines its size and composition, subject to the limits imposed by the Company’s Constitution, which requires a minimum of three and a maximum of ten directors. From time to time the Board may review the appropriate number of directors and may resolve to appoint additional directors who possess skills that will add value of the Board. New appointments are to be ratified by the members at the next Annual General Meeting.
Role of the Chairman
The Chairman, who is elected by the Board, presides over Board meetings and General Meetings of the Company. The Chairman’s responsibilities include providing effective leadership and ensuring effective performance of the Board and any committees and representing the views of the board to all relevant stakeholders. The Chairman is a non-executive director
Board meetings are held in accordance with a calendar agreed to by Board members. The Chairman or any Director may convene additional meetings if required. The Chairman establishes meeting agendas to ensure adequate coverage of financial, strategic and major risk areas throughout the year.
Access to information and advice
All Directors have unrestricted access to Company’s records and information. The Board collectively, and each Director individually, has the right to seek independent professional advice at the Company’s expense to help them carry out their responsibilities. The Chairman’s prior approval is required, and it may not be unreasonably withheld and, in its absence, Board approval must be sought before committing to independent professional advice.