| 1. |
Establish a strategy and business model which promote long-term value for shareholders
The principal activity of the Group is that of a natural resources investment company focused on investing in undervalued companies and projects with strong fundamentals and attractive growth prospects. Polo aims to build a diversified portfolio of mineral and hydrocarbon assets which the Board of Directors consider as offering substantial growth potential, pursuing both short and long-term value enhancing investments.
The Group’s strategy is explained fully within our Investing Policy included within our website and on page 3 of our Annual Report & Accounts for the year ended 30 June 2019. A review of the current and future development of the Group’s business is given in the Chairman’s Statement, Strategic Report and Finance Review on pages 4 to 19 of the 2019 Annual Report & Accounts. |
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| 2. |
Seek to understand and meet shareholder needs and expectations
The Board is committed to providing effective communication with the shareholders of the Company. Significant developments are disseminated through stock exchange announcements and regular updates of the Company website. The Board views the Annual General Meeting (“AGM”) as a forum for communication between the Company and its shareholders and encourages their participation in its agenda.
The Board maintains regular contact with its advisers and public relations consultants in order to ensure that the Board develops an understanding of the views of major shareholders about the Company.
The Company lists contact details on its website and on all announcements released via RNS, should shareholders wish to communicate with the Board. |
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| 3. |
Take into account wider stakeholder and social responsibilities and their implications for long-term success
The Company is aware of the potential impact that activities conducted by it and some of its subsidiary companies may have on the environment. The Company ensures that it, and its subsidiaries at a minimum, comply with the local regulatory requirements and the revised Equator Principles with regard to the environment.
The Group’s responsibilities to stakeholders including staff, suppliers, consultants and wider society are also recognised. |
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| 4. |
Embed effective risk management, considering both opportunities and threats, throughout the organisation
Internal Controls
The Directors acknowledge their responsibility for the Group’s systems of internal controls and for reviewing their effectiveness. These internal controls are designed to safeguard the assets of the Company and to ensure the reliability of financial information for both internal use and external publication. The Directors are aware that no system can provide absolute assurance against material misstatement or loss. However, in the interest of the further development of the Company, continuing reviews of internal controls will be undertaken to ensure that they are adequate and effective.
Risk Management
The Board considers risk assessment to be important in achieving its strategic objectives and is an essential part of the Group’s planning and an important aspect of the Group’s internal control system. There is a process of evaluation of performance targets through regular reviews by senior management to budgets and forecasts. Project milestones and timelines are regularly reviewed.
The Audit Committee assists the Board in discharging its duties regarding the financial statements, accounting policies and the maintenance of proper internal business, and operational and financial controls.
The principal risks facing the Company are set out on page 27 of the Group’s 2019 Annual Report & Accounts. Risk assessment and evaluation is an essential part of the Group’s planning and an important aspect of the Group’s internal control system.
Insurance
The Group maintains insurance in respect of its Directors and Officers against liabilities in relation to the Company.
Treasury Policy
The Group finances its operations through equity and holds its cash as a liquid resource to fund the obligations of the Group and take advantage of opportunities as they arise. Decisions regarding the management of these assets are approved by the Board.
Securities Trading
The Board has adopted a Share Dealing Code that applies to Directors, senior management and any employee who may be in possession of ‘inside information’. All such persons are prohibited from trading in the Company’s securities if they are in possession of ‘inside information’. Subject to this condition and trading prohibitions applying to certain periods, trading can occur provided the relevant individual has received the appropriate prescribed clearance. |
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| 5. |
Maintain the board as a well-functioning, balanced team led by the chair
The Board of Directors currently comprises one Executive Director, whom is the Chairman, and two Non-Executive Directors, one of whom also acts as Senior Independent Director. The Directors are of the opinion that the Board currently comprises a suitable balance and that the recommendations of the QCA Code have been implemented to an appropriate level.
All Directors receive regular and timely information on the Group’s operational and financial performance. Relevant information is circulated to the Directors in advance of meetings. All Directors have access to the advice of the Company’s solicitors and other professional advisers as necessary and information is supplied to the Directors on a timely basis to enable them to discharge their duties effectively. All Directors have access to independent professional advice, at the Company's expense, as and when required.
The Company will hold timely board meetings periodically as issues arise which require the attention of the Board. The Directors will be responsible for formulating, reviewing and approving the Company's strategy, budget, major items of capital expenditure and senior personnel appointments.
Board Committees
The Company has established a Remuneration Committee and also an Audit Committee with formally delegated duties and responsibilities.
Audit Committee
The Audit Committee considers the Group’s financial reporting (including accounting policies) and internal financial controls. The Audit Committee comprises the Executive Director, and one Non-Executive Director; Kian Meng Cheah (Chairman), and Michael Tang and are responsible for ensuring that the financial performance of the Group is properly monitored and reported on. In addition, the Audit Committee receives and reviews reports from management and the auditors relating to the interim report, the annual report and accounts and the internal control systems of the Company.
Remuneration Committee
The Remuneration Committee is responsible for making recommendations to the Board in respect of Directors’ and senior executives’ remuneration with due regard to the interests of the Shareholders and the performance of the Company. It comprises the Executive Director and one Non-Executive Director; Kian Meng Cheah (Chairman), and Michael Tang. Non-Executive Directors’ remuneration and conditions are considered and agreed by the Board. Financial packages for Executive Directors are established by reference to those prevailing in the employment market for executives of equivalent status both in terms of level of responsibility of the position and their achievements and of recognised job qualifications and skills. The Committee will also have regard to the terms which may be required to attract an equivalent experienced executive to join the Board from another company.
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| 6. |
Ensure that between them the directors have the necessary up-to-date experience, skills and capabilities
The Board believes that its broad collective experience in investing together with their extensive network of contacts will assist them in the identification, evaluation, structuring and funding of appropriate investment opportunities. When necessary, external consultants and professionals are engaged to assist in the evaluation of prospective targets, their management teams and the respective market place. |
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| 7. |
Evaluate board performance based on clear and relevant objectives, seeking continuous improvement
The Board carries out an evaluation of its performance annually, taking into account the Financial Reporting Council’s Guidance on Board Effectiveness.
Taking due regard of the principles of Good Governance, the Directors offer themselves for re-election at intervals of no more than three years. |
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| 8. |
Promote a corporate culture that is based on ethical values and behaviours
Confidentiality
In accordance with legal requirements and agreed ethical standards, Directors and all staff have agreed to maintain confidentiality of non-public information except where disclosure is authorised or legally mandated.
Bribery
In accordance with the provisions of the Bribery Act, all Directors and staff have been informed and have acknowledged that it is an offence under the Act to engage in any form of bribery. The Company has an anti-bribery and whistleblowing policy in force.
The Directors’ Report section of our Corporate Governance Report on page 24 of our Annual Report & Accounts for the year ended 30 June 2019 details the ethical values of the Polo Resources Group including environmental, social and community and relationships. |
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| 9. |
Maintain governance structures and processes that are fit for purpose and support good decision-making by the board
The Chairman & Chief Executive Officer is the leading representative of the Company presenting the Company’s aims and policies to Shareholders. His responsibilities include taking the Chair at Board Meetings and General Meetings, where he is responsible for ensuring the appropriate supply of information. He is also responsible for leading the development and execution of the Company’s long-term strategy. The Company considers that having the same person as Chairman and Chief Executive Officer is appropriate to the Company and Group at its current stage of development, and that sufficient experience and compliance structures exist within the Company to ensure that the governance functions that would be part of an independent Chairman’s responsibility are carried out. Independent Directors will sit on the Audit and Remuneration Committees and will be responsible for reporting to the full board their conclusions, and for keeping up to date with the work of the Corporate Governance.
Matters reserved for the Board
The Board has a formal schedule of matters reserved to it for its decision. This schedule is reviewed annually and includes approval of:
- Group objectives, strategy and policies;
- Corporate Governance;
- Structure and capital;
- Financial reporting and control
- Substantial transactions, contracts and commitments;
- Board membership and other appointments;
- Review of performance;
- Risk assessment;
- Dividends; and
- Remuneration
Other specific responsibilities are delegated to Board Committees, which operate within clearly defined terms of reference. Our Corporate Governance Statement on pages 26 to 31 of our 2019 Annual Report & Accounts details the Company’s governance structures and why they are appropriate and suitable for the Company. |
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| 10. |
Communicate how the Group is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders
The Board recognises the AGM as an important opportunity to meet private shareholders.
The Group’s financial reports can be found here.
Notices of General Meetings of the Company can be found here.
The results of voting on all resolutions in future general meetings will be posted to the Group’s website, including any actions to be taken as a result of resolutions for which votes against have been received from at least 20 per cent of independent shareholders.
Click here for the 2019 Annual Report |
