Appendix 14 Corporate Governance CodeINTRODUCTION
This Corporate Governance Code sets out: (a) the mandatory requirements for disclosure in an issuer’s Corporate Governance Report; and (b) the principles of good corporate governance, the code provisions on a “comply or explain” basis and certain recommended best practices. Issuers are encouraged to adopt the recommended best practices on a voluntary basis.
| Part 1 – Mandatory disclosure requirements
| Issuers must include a corporate governance report prepared by the board of directors in their annual reports and summary financial reports (if any) under paragraphs 34 and 50 of Appendix 16 to the Exchange Listing Rules (“Corporate Governance Report”). The Corporate Governance Report must contain all the information set out in the section headed “Part 1 - Mandatory disclosure requirements” below.
Any failure to do so will be regarded as a breach of the Exchange Listing Rules.
| To the extent reasonable and appropriate, the Corporate Governance Report included in an issuer’s summary financial report may be a summary of the Corporate Governance Report contained in the annual report, and may also incorporate information by reference to its annual report. The references must be clear and unambiguous, and the summary must not contain only a cross-reference without any discussion of the matter. The summary must contain, as a minimum, a narrative
statement indicating overall compliance with and highlighting any deviation from the code provisions set out in the section headed “Part 2 - Principles of good corporate governance, code provisions and recommended best practices” below.
|
Part 2 – Principles of good corporate governance (“Principles”), code provisions and recommended best practices
| The Principles set the overarching direction to achieving good corporate governance. The code provisions are aimed to help issuers apply the Principles.
| The Exchange does not envisage a “one size fits all” approach, and appreciates that effective application of the Principles may be achieved by means other than strict compliance with the code provisions depending on a range of factors, including the issuer’s own individual circumstances, the size and complexity of its operations and the nature of the risks and challenges it faces. Issuers are expected to comply with, but may choose to deviate from, the code
provisions in order to achieve the spirit of the Principles.
| The recommended best practices are for guidance only. The voluntary nature of the recommended best practices does not mean that they are not important, but rather, they are practices which should be adhered to support issuer’s application of the Principles. Issuers are encouraged to state whether they have complied with the recommended best practices and give considered reasons for any deviation.
| What is “comply or explain”?
| | 1.
| Issuers must state whether they have complied with the code provisions for the relevant accounting period in their annual reports (and summary financial reports, if any) and interim reports (and summary interim reports, if any).
| | 2.
| If an issuer considers that it can adopt the Principles without applying the code provisions, it may deviate from the code provisions (i.e. adopt action(s) or step(s) other than those set out in the code provisions) provided that the issuer sets out:
| (a)
| in the Corporate Governance Report in the annual reports (and summary financial reports, if any) the considered reasons for the deviation and explain how good corporate governance was achieved by means other than strict compliance with the code provision (the "Considered Reasons and Explanation"). The explanation should provide a clear rationale for the alternative actions and steps taken by the issuer and their impacts and outcome; and
| | (b)
| in the interim reports (and summary interim reports, if any) either:
| (i)
| the Considered Reasons and Explanation in respect of the deviation, or
| | (ii)
| to the extent reasonable and appropriate, by referring to the Corporate Governance Report in the preceding annual report, and providing details of any changes for any deviation not reported in that annual report with Considered Reasons and Explanation. The references must be clear and unambiguous, and the interim report (or summary interim report) must not contain only a cross-reference without any discussion of the matter.
|
|
The Considered Reasons and Explanation are helpful in fostering an informed, constructive dialogue between issuers and shareholders with a view to improving corporate governance continuously. Shareholders are encouraged to engage constructively and discuss with the issuer any deviation from the code provisions. In evaluating the Considered Reasons and Explanation given by the issuer, shareholders should pay due regard to the issuer’s individual circumstances.
| | 3.
| An issuer would be in breach of the Exchange Listing Rules if it deviates from a code provision but does not provide Considered Reasons and Explanation in the manner as set out above.
| Linkage between Corporate Governance and Environmental, Social and Governance (“ESG”)
| Corporate governance provides the framework within which the board forms their decisions and build their businesses. The entire board should be focusing on creating long-term sustainable growth for shareholders and delivering long-term values to all stakeholders. An effective corporate governance structure allows issuers to have a better understanding of, evaluate and manage, risks and opportunities (including environmental and social risks and opportunities). The
ESG Reporting Guide set out in Appendix 27 to the Exchange Listing Rules provides a framework for issuers to, among other things, identify and consider what environmental risks and social risks may be material to them. The board should be responsible for effective governance and oversight of ESG matters, as well as assessment and management of material environmental and social risks. Issuers are required to disclose
environmental and social matters in ESG reports in accordance with the ESG Reporting Guide.
|
PART 1 - MANDATORY DISCLOSURE REQUIREMENTSTo provide transparency, issuers must include the following information for the accounting period covered by the annual report and significant subsequent events for the period up to the date of publication of the annual report, to the extent possible. Failure to do so will be regarded as a breach of the Exchange Listing Rules. A. CORPORATE GOVERNANCE PRACTICES
| (a)
| A narrative statement explaining how the issuer has applied the Principles to enable shareholders’ evaluation of such application;
| | (b)
| a statement as to whether the issuer has complied with the code provisions; and
| | (c)
| for any deviation from the code provisions (including adoption of any alternatives other than the code provisions), details of the deviation during the financial year (including the Considered Reasons and Explanation).
|
B. BOARD OF DIRECTORS
| (a)
| Composition of the board, by category of directors, including name of chairman, executive directors, non-executive directors and independent non-executive directors;
| | (b)
| number of board meetings held during the financial year;
| | (c)
| attendance of each director, by name, at the board and general meetings;
| |
| Notes:
| 1
| Subject to the issuer’s constitutional documents, and the laws and regulations of its place of incorporation, attendance by a director at a meeting by electronic means such as telephonic or video- conferencing may be counted as physical attendance.
| |
|
| 2
| If a director is appointed part way during a financial year, the attendance of such director should be stated by reference to the number of board meetings held during the director’s tenure.
| | (d)
| for each named director, the number of board or committee meetings attended by the director, and, separately the number of board or committee meetings attended by the alternate of the director. Attendance at board or committee meetings by an alternate director should not be counted as attendance by the director;
| | (e)
| a statement of the respective responsibilities, accountabilities and contributions of the board and management. In particular, a statement of how the board operates, including a high level statement on the types of decisions taken by the board and those delegated to management;
| | (f)
| details of non-compliance (if any) with rules 3.10(1) and (2), and 3.10A and an explanation of the remedial steps taken to address non-compliance. This should cover non-compliance with appointment of a sufficient number of independent non-executive directors and appointment of an independent non-executive director with appropriate
professional qualifications, or accounting or related financial management expertise;
| | (g)
| reasons why the issuer considers an independent non-executive director to be independent where such director fails to meet one or more of the guidelines for assessing independence set out in rule 3.13;
| | (h)
| relationship (including financial, business, family or other material/relevant relationship(s)), if any, between board members and in particular, between the chairman and the chief executive; and
| | (i)
| how each director, by name, complied with code provision C.1.4.
|
E. BOARD COMMITTEES
The following information for each of the audit committee, remuneration committee, nomination committee, risk committee (if any), and corporate governance functions:
| | (a)
| the role and function of the committee;
| | (b)
| the composition of the committee and whether it comprises independent non-executive directors, non-executive directors and executive directors (including their names and identifying the chairman of the committee);
| | (c)
| the number of meetings held by the committee during the year to discuss matters and the record of attendance of members, by name, at meetings held during the year; and
| | (d)
| a summary of the work during the year, including:
| |
| (i)
| for the audit committee, a report on how it met its responsibilities in its review of the quarterly (if relevant), half-yearly and annual results, and unless expressly addressed by a separate risk committee, or the board itself, its review of the risk management and internal control systems, the effectiveness of the issuer’s internal audit function, and its other duties under the Corporate Governance Code. Details of non-compliance with rule
3.21 (if any) and an explanation of the remedial steps taken by the issuer to address non-compliance with establishment of an audit committee;
| |
| (ii)
| for the remuneration committee, determining the policy for the remuneration of executive directors, assessing performance of executive directors and approving the terms of executive directors’ service contracts, performed by the remuneration committee. Disclose which of the two models of remuneration committee described in code provision E.1.2(c) was adopted;
| |
| (iii)
| for the nomination committee, disclosing the policy for the nomination of directors during the year. This includes the nomination procedures and the process and criteria adopted by the nomination committee to select and recommend candidates for directorship during the year;
| |
| (iv)
| for the risk committee (if any), a report on how it met its responsibilities in its review of the risk management and internal control systems and the effectiveness of the issuer’s internal audit function; and
| |
| (v)
| for corporate governance, determining the policy for the corporate governance of the issuer, and duties performed by the board or the committee(s) under code provision A.2.1.
|
F. COMPANY SECRETARY
| (a)
| Where an issuer engages an external service provider as its company secretary, its primary corporate contact person at the issuer (including such person’s name and position); and
| | (b)
| details of non-compliance with rule 3.29.
|
G. DIRECTORS' SECURITIES TRANSACTIONS
For the Model Code set out in Appendix 10 to the Exchange Listing Rules:
| | (a)
| whether the issuer has adopted a code of conduct regarding directors’ securities transactions on terms no less exacting than the required standard set out in the Model Code;
| | (b)
| having made specific enquiry of all directors, whether the directors of the issuer have complied with, or whether there has been any non-compliance with, the required standard set out in the Model Code and its code of conduct regarding directors’ securities transactions; and
| | (c)
| for any non-compliance with the required standard set out in the Model Code, if any, details of these and an explanation of the remedial steps taken by the issuer to address them.
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H. RISK MANAGEMENT AND INTERNAL CONTROL
An issuer who reports in the Corporate Governance Report that it has conducted a review of the effectiveness of its risk management and internal control systems under code provision D.2.1 must disclose the following:
| | (a)
| whether the issuer has an internal audit function;
| | (b)
| how often the risk management and internal control systems are reviewed and the period covered; and
| | (c)
| whether the issuer considers its risk management and internal control systems effective and adequate.
|
An analysis of remuneration in respect of audit and non-audit services provided by the auditors (including any entity that is under common control, ownership or management with the audit firm or any entity that a reasonable and informed third party having knowledge of all relevant information would reasonably conclude as part of the audit firm nationally or internationally) to the issuer.
The analysis must include, in respect of each significant non-audit service assignment, details of the nature of the services and the fees paid.
J. DIVERSITY
| (a)
| The issuer’s policy on board diversity or a summary of the policy, including any measurable objectives that it has set for implementing the policy, and progress on achieving those objectives;
| | (b)
| disclose and explain:
| |
| (i)
| how and when gender diversity will be achieved in respect of the board;
| |
| (ii)
| the numerical targets and timelines set for achieving gender diversity on its board; and
| |
| (iii)
| what measures the issuer has adopted to develop a pipeline of potential successors to the board to achieve gender diversity.
| | (c)
| disclose and explain the gender ratio in the workforce (including senior management), any plans or measureable objectives the issuer has set for achieving gender diversity and any mitigating factors or circumstances which make achieving gender diversity across the workforce (including senior management) more challenging or less relevant.
| |
| Note:
| In this Corporate Governance Code, “senior management” refers to the same persons referred to in the issuer’s annual report and required to be disclosed under paragraph 12 of Appendix 16.
|
K. SHAREHOLDERS’ RIGHTS
| (a)
| How shareholders can convene an extraordinary general meeting;
| | (b)
| the procedures by which enquiries may be put to the board and sufficient contact details to enable these enquiries to be properly directed; and
| | (c)
| the procedures and sufficient contact details for putting forward proposals at shareholders’ meetings.
|
L. INVESTOR RELATIONS
| (a)
| Any significant changes in the issuer’s constitutional documents during the year;
| | (b)
| the issuer’s shareholders’ communication policy (or its summary), which should include channels for shareholders to communicate their views on various matters affecting the issuer, as well as steps taken to solicit and understand the views of shareholders and stakeholders; and
| | (c)
| a statement of the issuer’s review of the implementation and effectiveness of the shareholders’ communication policy conducted during the year (including how it arrives at the conclusion).
|
PART 2 - PRINCIPLES OF GOOD CORPORATE GOVERNANCE, CODE PROVISIONS AND RECOMMENDED BEST PRACTICES A. CORPORATE PURPOSE, STRATEGY AND GOVERNANCE A.1 Corporate strategy, business model and culture Code ProvisionsA.1.1The board should establish the issuer’s purpose, values and strategy, and satisfy itself that these and the issuer’s culture are aligned. All directors must act with integrity, lead by example, and promote the desired culture. Such culture should instil and continually reinforce across the
organisation values of acting lawfully, ethically and responsibly.
A.2 Corporate Governance Functions Code ProvisionsA.2.1
The terms of reference of the board (or a committee or committees performing this function) should include at least:
| | (a)
| to develop and review an issuer’s policies and practices on corporate governance and make recommendations to the board;
| | (b)
| to review and monitor the training and continuous professional development of directors and senior management;
| | (c)
| to review and monitor the issuer’s policies and practices on compliance with legal and regulatory requirements;
| | (d)
| to develop, review and monitor the code of conduct and compliance manual (if any) applicable to employees and directors; and
| | (e)
| to review the issuer’s compliance with the Corporate Governance Code and disclosure in the Corporate Governance Report.
|
B. BOARD COMPOSITION AND NOMINATION B.1 Board composition, succession and evaluationPrincipleThe board should have a balance of skills, experience and diversity of perspectives appropriate to the requirements of the issuer’s business, and should ensure that the directors devote sufficient time and make contributions to the issuer that are commensurate with their role and board
responsibilities. It should ensure that changes to its composition can be managed without undue disruption. It should include a balanced composition of executive and non-executive directors (including independent non-executive directors) so that there is a strong independent element on the board, which can effectively exercise independent judgement. Non-executive directors should be of sufficient calibre and number for their views to carry weight.
Recommended Best Practices
B.2 Appointments, re-election and removalPrincipleThere should be a formal, considered and transparent procedure for the appointment of new directors. There should be plans in place for orderly succession for appointments. All directors should be subject to re-election at regular intervals. An issuer must explain the reasons for the resignation or removal of any director.
Code
ProvisionsB.2.3If an independent non-executive director has served more than nine years, such
director’s further appointment should be subject to a separate resolution to be approved by shareholders. The papers to shareholders accompanying that resolution should state why the board (or the nomination committee) believes that the director is still independent and should be re-elected, including the factors considered, the process and the discussion of the board (or the nomination committee) in arriving at such determination.
C. DIRECTORS’ RESPONSIBILITIES, DELEGATION AND BOARD PROCEEDINGS C.1 Responsibilities of directorsPrincipleEvery director must always know their responsibilities as a director of an issuer and its conduct, business activities and development. Given the essential unitary nature of the board, non-executive directors have the same duties of care and skill and fiduciary
duties as executive directors.
Code Provisions C.1.1Newly appointed directors of an issuer should receive a comprehensive, formal and tailored induction on appointment. Subsequently they should receive any briefing and professional development necessary to ensure that they have a proper understanding of the issuer’s operations and business and are fully aware of their responsibilities under statute and common law, the Exchange Listing
Rules, legal and other regulatory requirements and the issuer’s business and governance policies. C.1.2
The functions of non-executive directors should include:
| | (a)
| participating in board meetings to bring an independent judgement to bear on issues of strategy, policy, performance, accountability, resources, key appointments and standards of conduct;
| | (b)
| taking the lead where potential conflicts of interests arise;
| | (c)
| serving on the audit, remuneration, nomination and other governance committees, if invited; and
| | (d)
| scrutinising the issuer’s performance in achieving agreed corporate goals and objectives, and monitoring performance reporting.
|
C.1.3The board should establish written guidelines no less exacting than the Model Code for relevant employees in respect of their dealings in the issuer’s securities. “Relevant employee” includes any employee or a director or employee of a subsidiary or holding company who, because of such office or employment, is likely to possess inside information in relation to the issuer or its securities.
C.1.4All
directors should participate in continuous professional development to develop and refresh their knowledge and skills. This is to ensure that their contribution to the board remains informed and relevant. The issuer should be responsible for arranging and funding suitable training, placing an appropriate emphasis on the roles, functions and duties of a listed company director.
| Note:
| Directors should provide a record of the training they received to the issuer.
|
C.1.5Directors should disclose to the issuer at the time of their appointments, and in a timely manner for any changes, the number and nature of offices held in public companies or organisations and other significant commitments. The identity of the public companies or organisations and an indication of the time involved should also be disclosed. The board should determine for itself how frequently this disclosure should be made.
C.1.6Independent non-executive directors and other non-executive directors, as equal board members, should give the board and any committees on which they serve the benefit of their skills, expertise and varied backgrounds and qualifications through regular attendance and active participation. Generally they should also attend general meetings to gain and develop a balanced understanding of the views of shareholders.
| Note:
| Non-executive directors’ attendance at general meetings is important. An independent non-executive director is often the chairman or a member of board committees and as such, the individual should be accountable to shareholders by being available to respond to questions and enquiries in relation to their work. Without attending general meetings, the director will not be able to develop a balanced understanding of the views of shareholders.
|
C.2 Chairman and Chief
Executive Code ProvisionsC.2.3The chairman should be responsible for ensuring that directors receive, in a timely manner, adequate information, which must be accurate, clear, complete and
reliable.
C.2.4One of the important roles of the chairman is to provide leadership for the board. The chairman should ensure that the board works effectively and performs its responsibilities, and that all key and appropriate issues are discussed by it in a timely manner. The chairman should be primarily responsible for drawing up and approving the agenda for each board meeting. The chairman should take into account, where appropriate, any matters proposed by the
other directors for inclusion in the agenda. The chairman may delegate this responsibility to a designated director or the company secretary.
C.2.6The chairman should encourage all directors to make a full and active contribution to the board’s affairs and take the lead to ensure that it acts
in the best interests of the issuer. The chairman should encourage directors with different views to voice their concerns, allow sufficient time for discussion of issues and ensure that board decisions fairly reflect board consensus.
C.3 Management functions Code ProvisionsC.3.1When the board delegates aspects of its management and administration functions to management, it must, at the same time, give clear directions as to the management’s powers, in
particular, where management should report back and obtain prior board approval before making decisions or entering into any commitments on the issuer’s behalf.
| Note:
| The board should not delegate matters to a board committee, executive directors or management to an extent that would significantly hinder or reduce the ability of the board as a whole to perform its functions.
|
Code ProvisionsC.5.1The board should meet regularly and board meetings should be held at least four times a year at approximately quarterly intervals. It is expected regular board
meetings will normally involve the active participation, either in person or through electronic means of communication, of a majority of directors entitled to be present. So, a regular meeting does not include obtaining board consent through circulating written resolutions.
C.5.5Minutes of board meetings and
meetings of board committees should record in sufficient detail the matters considered and decisions reached, including any concerns raised by directors or dissenting views expressed. Draft and final versions of minutes should be sent to all directors for their comment and records respectively, within a reasonable time after the board meeting is held.
C.5.6There should be a procedure agreed by the board to enable directors, upon reasonable request, to seek
independent professional advice in appropriate circumstances, at the issuer’s expense. The board should resolve to provide separate independent professional advice to directors to assist them perform their duties to the issuer.
C.5.7
If a substantial shareholder or a director has a conflict of interest in a matter to be considered by the board which the board has determined to be material, the matter should be dealt with by a physical board meeting rather than a written resolution. Independent non-executive directors who, and whose close associates, have no material interest in the transaction should be present at that board meeting.
| | Note:
| Subject to the issuer’s constitutional documents, and the laws and regulations of its place of incorporation, attendance by a director at a meeting by electronic means such as telephonic or videoconferencing may be counted as physical attendance.
|
C.5.8For regular board meetings, and as far as practicable in all other cases, an agenda and accompanying board papers should be sent, in full, to all directors. These should be sent in a timely manner and at least 3 days before the intended date of a board or board committee meeting (or other agreed period).
C.5.9Management has an obligation to supply the board and its committees with adequate information,
in a timely manner, to enable it to make informed decisions. The information supplied must be complete and reliable. To fulfil their duties properly, directors may not, in all circumstances, be able to rely purely on information provided voluntarily by management and they may need to make further enquiries. Where any director requires more information than is volunteered by management, that director should make further enquiries where necessary. So, the board and individual directors should have
separate and independent access to the issuer’s senior management.
C.5.10All directors are entitled to have access to board papers and related materials. These papers and related materials should be in a form and quality sufficient to enable the board to make informed decisions on matters placed before it. Queries raised by directors should receive a prompt and full response, if possible.
C.6 COMPANY SECRETARY Code ProvisionsC.6.1The company secretary
should be an employee of the issuer and have day-to-day knowledge of the issuer’s affairs. Where an issuer engages an external service provider as its company secretary, it should disclose the identity of a person with sufficient seniority (e.g. chief legal counsel or chief financial officer) at the issuer whom the external provider can contact.
C.6.2
The board should approve the selection, appointment or dismissal of the company secretary.
| | Note:
| A board meeting should be held to discuss the appointment and dismissal of the company secretary and the matter should be dealt with by a physical board meeting rather than a written resolution.
|
C.6.4All directors should have access to the advice and services of the company secretary to ensure that board procedures, and all applicable law, rules and regulations, are followed.
D. AUDIT, INTERNAL CONTROL AND RISK MANAGEMENT D.1 Financial reporting
Code ProvisionsD.1.2
Management should provide all members of the board with monthly updates giving a balanced and understandable assessment of the issuer's performance, position and prospects in sufficient detail to enable the board as a whole and each director to discharge their duties under Rule 3.08 and Chapter 13.
| | Note:
| The information provided may include background or explanatory information relating to matters to be brought before the board, copies of disclosure documents, budgets, forecasts and monthly and other relevant internal financial statements such as monthly management accounts and management updates. For budgets, any material variance between the projections and actual results should also be disclosed and explained.
|
D.1.3The directors should acknowledge in the Corporate Governance Report their responsibility for preparing the accounts. There should be a statement by the auditors about their reporting responsibilities in the auditors’ report on the financial statements. Unless it is inappropriate to assume that the company will continue in business, the directors should prepare the accounts on a going concern basis, with supporting assumptions or
qualifications as necessary. Where the directors are aware of material uncertainties relating to events or conditions that may cast significant doubt on the issuer’s ability to continue as a going concern, they should be clearly and prominently disclosed and discussed at length in the Corporate Governance Report. The Corporate Governance Report should contain sufficient information for investors to understand the severity and significance of matters. To a reasonable and appropriate extent, the
issuer may refer to other parts of the annual report. These references should be clear and unambiguous, and the Corporate Governance Report should not contain only a cross-reference without any discussion of the matter.
Recommended Best PracticesD.1.5An issuer should announce and publish quarterly financial results within 45 days after the end of the relevant quarter. These should disclose sufficient information to enable shareholders to assess the issuer's performance, financial position and prospects. An issuer's quarterly financial results should be prepared using the accounting policies of its half-year and
annual accounts.
D.1.6Once an issuer announces quarterly financial results, it should continue to do so for each of the first 3 and 9 months periods of subsequent financial years. Where it decides not to continuously announce and publish its financial results for a particular quarter, it should announce the reason(s) for this decision.
D.2 Risk management and internal controlPrincipleThe board
is responsible for evaluating and determining the nature and extent of the risks it is willing to take in achieving the issuer's strategic objectives, and ensuring that the issuer establishes and maintains appropriate and effective risk management and internal control systems. Such risks would include, amongst others, material risks relating to ESG (please refer to the ESG Reporting Guide in
Appendix 27 to the Exchange Listing Rules for further information). The board should oversee management in the design, implementation and monitoring of the risk management and internal control systems, and management should provide a confirmation to the board on the effectiveness of these systems.
Code ProvisionsD.2.1The board should oversee the issuer’s risk
management and internal control systems on an ongoing basis, ensure that a review of the effectiveness of the issuer’s and its subsidiaries’ risk management and internal control systems has been conducted at least annually and report to shareholders that it has done so in its Corporate Governance Report. The review should cover all material controls, including financial, operational and compliance controls.
D.2.2The board’s annual review should, in particular,
ensure the adequacy of resources, staff qualifications and experience, training programmes and budget of the issuer’s accounting, internal audit, financial reporting functions, as well as those relating to the issuer’s ESG performance and reporting.
D.2.3
The board’s annual review should, in particular, consider:
| | (a)
| the changes, since the last annual review, in the nature and extent of significant risks (including ESG risks), and the issuer’s ability to respond to changes in its business and the external environment;
| | (b)
| the scope and quality of management’s ongoing monitoring of risks (including ESG risks) and of the internal control systems, and where applicable, the work of its internal audit function and other assurance providers;
| | (c)
| the extent and frequency of communication of monitoring results to the board (or board committee(s)) which enables it to assess control of the issuer and the effectiveness of risk management;
| | (d)
| significant control failings or weaknesses that have been identified during the period. Also, the extent to which they have resulted in unforeseen outcomes or contingencies that have had, could have had, or may in the future have, a material impact on the issuer’s financial performance or condition; and
| | (e)
| the effectiveness of the issuer’s processes for financial reporting and Exchange Listing Rule compliance.
|
D.2.4
Issuers should disclose, in the Corporate Governance Report, a narrative statement on how they have complied with the risk management and internal control code provisions during the reporting period. In particular, they should disclose:
| | (a)
| the process used to identify, evaluate and manage significant risks;
| | (b)
| the main features of the risk management and internal control systems;
| | (c)
| an acknowledgement by the board that it is responsible for the risk management and internal control systems and reviewing their effectiveness. It should also explain that such systems are designed to manage rather than eliminate the risk of failure to achieve business objectives, and can only provide reasonable and not absolute assurance against material misstatement or loss;
| | (d)
| the process used to review the effectiveness of the risk management and internal control systems and to resolve material internal control defects; and
| | (e)
| the procedures and internal controls for the handling and dissemination of inside information.
|
D.2.5
The issuer should have an internal audit function. Issuers without an internal audit function should review the need for one on an annual basis and should disclose the reasons for the absence of such a function in the Corporate Governance Report.
| | Notes:
|
| | 1
| An internal audit function generally carries out the analysis and independent appraisal of the adequacy and effectiveness of the issuer's risk management and internal control systems.
| | 2
| A group with multiple listed issuers may share group resources to carry out the internal audit function for members of the group.
|
D.2.6The issuer should establish a whistleblowing policy and system for employees and those who deal with the issuer (e.g. customers and suppliers) to raise concerns, in confidence and anonymity, with the audit committee (or any designated committee comprising a majority of independent non-executive directors) about possible improprieties in any matter related to the issuer.
Recommended Best Practices
D.3 Audit CommitteePrincipleThe board should establish formal and transparent arrangements to consider how it will apply financial reporting, risk management and internal control principles and maintain an appropriate relationship with the issuer’s auditors. The audit committee established under the Exchange Listing Rules should have clear terms of reference.
Code
ProvisionsD.3.1Full minutes of audit committee meetings should be kept by a duly appointed secretary of the meeting (who should normally be the company secretary). Draft and final versions of minutes of the meetings should be sent to all committee members for their comment and records, within a reasonable time after the meeting.
D.3.2
A former partner of the issuer’s existing auditing firm should be prohibited from acting as a member of its audit committee for a period of two years from the date of the person ceasing:
| | (a)
| to be a partner of the firm; or
| | (b)
| to have any financial interest in the firm,
| whichever is later.
|
D.3.3
The audit committee's terms of reference should include at least:—
| Relationship with the issuer's auditors
| | (a)
| to be primarily responsible for making recommendations to the board on the appointment, reappointment and removal of the external auditor, and to approve the remuneration and terms of engagement of the external auditor, and any questions of its resignation or dismissal;
| | (b)
| to review and monitor the external auditor’s independence and objectivity and the effectiveness of the audit process in accordance with applicable standards. The audit committee should discuss with the auditor the nature and scope of the audit and reporting obligations before the audit commences;
| | (c)
| to develop and implement policy on engaging an external auditor to supply non-audit services. For this purpose, "external auditor" includes any entity that is under common control, ownership or management with the audit firm or any entity that a reasonable and informed third party knowing all relevant information would reasonably conclude to be part of the audit firm nationally or internationally. The audit committee should report to the board, identifying and making recommendations on
any matters where action or improvement is needed;
| Review of the issuer's financial information
| | (d)
| to monitor integrity of the issuer's financial statements and annual report and accounts, half-year report and, if prepared for publication, quarterly reports, and to review significant financial reporting judgements contained in them. In reviewing these reports before submission to the board, the committee should focus particularly on:-
| (i)
| any changes in accounting policies and practices;
| | (ii)
| major judgmental areas;
| | (iii)
| significant adjustments resulting from audit;
| | (iv)
| the going concern assumptions and any qualifications;
| | (v)
| compliance with accounting standards; and
| | (vi)
| compliance with the Exchange Listing Rules and legal requirements in relation to financial reporting;
|
| | (e)
| Regarding (d) above:-
| (i)
| members of the committee should liaise with the board and senior management and the committee must meet, at least twice a year, with the issuer's auditors; and
| | (ii)
| the committee should consider any significant or unusual items that are, or may need to be, reflected in the report and accounts, it should give due consideration to any matters that have been raised by the issuer's staff responsible for the accounting and financial reporting function, compliance officer or auditors;
|
| Oversight of the issuer's financial reporting system, risk management and internal control systems
| | (f)
| to review the issuer's financial controls, and unless expressly addressed by a separate board risk committee, or by the board itself, to review the issuer's risk management and internal control systems;
| | (g)
| to discuss the risk management and internal control systems with management to ensure that management has performed its duty to have effective systems. This discussion should include the adequacy of resources, staff qualifications and experience, training programmes and budget of the issuer's accounting and financial reporting function;
| | (h)
| to consider major investigation findings on risk management and internal control matters as delegated by the board or on its own initiative and management's response to these findings;
| | (i)
| where an internal audit function exists, to ensure co-ordination between the internal and external auditors, and to ensure that the internal audit function is adequately resourced and has appropriate standing within the issuer, and to review and monitor its effectiveness;
| | (j)
| to review the group's financial and accounting policies and practices;
| | (k)
| to review the external auditor's management letter, any material queries raised by the auditor to management about accounting records, financial accounts or systems of control and management's response;
| | (l)
| to ensure that the board will provide a timely response to the issues raised in the external auditor's management letter;
| | (m)
| to report to the board on the matters in this code provision; and
| | (n)
| to consider other topics, as defined by the board.
|
D.3.5Where the board disagrees with the audit committee’s view on the selection, appointment, resignation or dismissal of the external auditors, the issuer should include in the Corporate Governance
Report a statement from the audit committee explaining its recommendation and also the reason(s) why the board has taken a different view.
D.3.7
The terms of reference of the audit committee should also require it:
| | (a)
| to review arrangements employees of the issuer can use, in confidence, to raise concerns about possible improprieties in financial reporting, internal control or other matters. The audit committee should ensure that proper arrangements are in place for fair and independent investigation of these matters and for appropriate follow-up action; and
| | (b)
| to act as the key representative body for overseeing the issuer's relations with the external auditor.
|
E. REMUNERATION E.1 The level and make-up of remuneration and disclosure Code ProvisionsE.1.2
The remuneration committee's terms of reference should include, as a minimum:—
| | (a)
| to make recommendations to the board on the issuer's policy and structure for all directors' and senior management remuneration and on the establishment of a formal and transparent procedure for developing remuneration policy;
| | (b)
| to review and approve the management's remuneration proposals with reference to the board's corporate goals and objectives;
| | (c)
| either:
| (i)
| to determine, with delegated responsibility, the remuneration packages of individual executive directors and senior management; or
| | (ii)
| to make recommendations to the board on the remuneration packages of individual executive directors and senior management.
| This should include benefits in kind, pension rights and compensation payments, including any compensation payable for loss or termination of their office or appointment;
|
| | (d)
| to make recommendations to the board on the remuneration of non-executive directors;
| | (e)
| to consider salaries paid by comparable companies, time commitment and responsibilities and employment conditions elsewhere in the group;
| | (f)
| to review and approve compensation payable to executive directors and senior management for any loss or termination of office or appointment to ensure that it is consistent with contractual terms and is otherwise fair and not excessive;
| | (g)
| to review and approve compensation arrangements relating to dismissal or removal of directors for misconduct to ensure that they are consistent with contractual terms and are otherwise reasonable and appropriate; and
| | (h)
| to ensure that no director or any of their associates is involved in deciding that director’s own remuneration.
|
Recommended Best PracticesE.1.6If E.1.2(c)(ii) is adopted, where the board resolves to approve any remuneration or compensation arrangements with which the remuneration committee disagrees, the board should disclose the
reasons for its resolution in its next Corporate Governance Report.
F. SHAREHOLDERS ENGAGEMENT F.1 Effective communication Recommended Best PracticesF.1.2
Issuers are encouraged to include the following information in their Corporate Governance Report:
| | (a)
| details of shareholders by type and aggregate shareholding;
| | (b)
| indication of important shareholders’ dates in the coming financial year;
| | (c)
| the percentage of public float, based on information that is publicly available to the issuer and within the knowledge of its directors as at the latest practicable date prior to the issue of the annual report; and
| | (d)
| the number of shares held by each of the senior management.
|
F.2 Shareholders meetings Code ProvisionsF.2.1
For each substantially separate issue at a general meeting, a separate resolution should be proposed by the chairman of that meeting. Issuers should avoid “bundling” resolutions unless they are interdependent and linked forming one significant proposal. Where the resolutions are “bundled”, issuers should explain the reasons and material implications in the notice of meeting.
| | Note:
| An example of a substantially separate issue is the nomination of persons as directors. Accordingly, each person should be nominated by means of a separate resolution.
|
F.2.2
The chairman of the board should attend the annual general meeting. The chairman of the board should also invite the chairmen of the audit, remuneration, nomination and any other committees (as appropriate) to attend. In their absence, the chairman should invite another member of the committee or failing this their duly appointed delegate, to attend. These persons should be available to answer questions at the annual general meeting. The chairman of the
independent board committee (if any) should also be available to answer questions at any general meeting to approve a connected transaction or any other transaction that requires independent shareholders’ approval. An issuer’s management should ensure the external auditor attend the annual general meeting to answer questions about the conduct of the audit, the preparation and content of the auditors’ report, the accounting policies and auditor independence.
| | Note:
| Subject to the issuer’s constitutional documents, and the laws and regulations of its place of incorporation, attendance by the above persons at a meeting by electronic means such as telephonic or videoconferencing may be counted as physical attendance.
|
In which one of the following situations is independence impaired?
Answer—Independence would be considered to be impaired if a covered member accepts more than a token gift from a client, even with the knowledge of the member's firm.
What are auditor independence rules?
To be independent, the auditor must be intellectually honest; to be recognized as independent, he must be free from any obligation to or interest in the client, its management, or its owners.
What impairs independence of an auditor?
The commencement of litigation by the present management alleging deficiencies in audit work for the client would be considered to impair independence. The commencement of litigation by the covered member against the present management alleging management fraud or deceit would be considered to impair independence.
What is SEC independence rules?
Background. Under SEC rules, an auditor is not independent with respect to the audit client if a reasonable, fully informed investor would conclude that the auditor is not capable of exercising objective and impartial judgment on all issues encompassed within the audit engagement.
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