Statement by the Chairman on Corporate Governance

As a Company listed on the AIM market of the London Stock Exchange Falanx Group Limited (Falanx) has chosen to comply with the Quoted Companies Alliance Corporate Governance Code “the Code”.

This report describes how the Group has complied with the Code and explains any departures from the ten principles within the Code.

A description of the Board and its committees, together with the Group’s systems of internal financial control is set out below.

  1. Generation of Long Term Growth and Shareholder Value

The Company is addressing markets which it believes have long term growth potential with industry growth rates of greater than GDP.  The Security sector has traditionally grown ahead of GDP against a backdrop of political, economic, social and technological drivers.  The Company provides highly relevant services to its clients to help them protect their organisations and consistently invests in innovation.  The Company’s strategy is to generate sustainable cash flows and profits from predictable and growing recurring revenues

  1. The Board

The Board comprises a Chairman and Chief Executive, the Group Finance Director, the Chief Operating Officer and one independent non-executive director.  It is intended that Board will evolve as the Group grows to include at least two independent non-executive directors including a qualified accountant or similar as audit committee chair.  At a suitable point the Company will separate the role of Chairman and CEO.

The Board meets at least 11 times a year. The Chief Executive, the Chief Operating Officer and the Group Finance Director are engaged full-time and the independent non-executive Director is required to spend two days per month considering Company matters and attending the monthly Board meeting.  Executive directors along with senior management meet on at least monthly basis and they are in regular close communication as a matter of routine.

The Group believes that in its Board it has at its disposal an appropriate range of skills, training and experience to ensure the interests of all stakeholders in the Group are fully accommodated at this stage in its evolution.

Directors biographies are on https://falanx.com/meet-the-board/.

  1. Board matters

The Board has a schedule of matters specifically reserved for its decision. It is responsible for formulating the Group’s corporate strategy, monitoring financial performance, acquisitions, approval of major capital expenditure, treasury and risk management policies.

Board papers are sent out to all directors in advance of each Board meeting including management accounts and accompanying reports from the executive directors. Annual budgets are approved by the Board. Operational control is delegated by the Board to the executive directors.

The Company Secretary acts as the conduit for all governance related matters and shareholder enquiries and passes them on the Chairman to respond. The board maintains full and open communications and all members of staff have access to board members including the Chairman and CEO.

  1. Corporate culture

The Board is responsible for ensuring a high standard of corporate conduct. The Board achieves this by ensuring that appropriate policies on behavior and ethics are in place and signed up to by all employees. Performance is appraised taking into account not just the achievement of objectives, but the behaviors demonstrated to do so. All managers and the Board lead by example in their behavior and ethical values demonstrated.  The relevant senior management present to the Board at least quarterly (and mostly monthly) on their area’s performance The Company has recently recruited its first dedicated and professionally qualified HR manager who will work to support the high standards expected. The Company seeks to minimize its environmental impact where possible, an example being the use of video conferening to reduce travel costs.

  1. Board Performance and Delivering Growth

The performance of the Board is primarily measured by the achievement of certain KPI’s in the business which are aligned with the growth strategy.   These include measures against budgeted gross margins, EBITDA, recurring revenues, forward contract book, customer satisfaction, debtor performance, cash usage and generation, project deliveries and return on invested capital.

  1. Succession Planning

The board continually reviews its composition to maximise its effectiveness. This includes determining and reviewing the skills against current and expected business requirements  of executive and non-executive directors as well as those of key senior management. 

  1. Company Secretary

All directors have access to the advice of the company secretary and the independent director and can take external independent company secretarial and legal advice on certain matters, if necessary, at the Company’s expense.

  1. Board Committees

The Board has a remuneration committee and an audit committee.

The audit committee comprises Mike Read (chairman) and Emma Shaw. The committee meets as necessary to monitor the Group’s internal control systems and major accounting and audit related issues. There are plans to evolve the Company’s governance structure so that the audit committee has an independent chair who is a professionally qualified accountant or equivalent.

The remuneration and nomination committee is chaired by Emma Shaw. It is responsible for determining the contract terms, remuneration and other benefits for executive directors, including performance-related bonus and share option schemes.  The remuneration of non-executive directors is agreed by the board as a whole and is done in conjunction with external advisors. It also considers matters of nomination and succession. The Company continues to review the need for further committees.

  1. Engagement with Shareholders

The Board values the views of its shareholders. Whilst not required under BVI law, the company holds Annual General Meetings which are used to communicate with all investors, and they are encouraged to participate. The directors are available to answer questions. Separate resolutions are proposed on each issue so that they can be given proper consideration and there is a formal resolution to approve the Annual Report. Shareholders can also contact the Company Secretary or the Chairman via the Company’s website.

The Board takes full cognisance of the results of any poll or feedback from shareholders and the Chairman will respond as appropriate whether by email of by offering a chance to meet with the shareholder to explain the Board’s position.

  1. Internal control

Internal control systems are designed to meet the needs of the Group and the risks to which it is exposed, and by their nature can provide reasonable but not absolute assurance against material misstatement or loss.  The key procedures which the directors have established with a view to providing effective internal financial control are as follows: –

  • Management structure

The Board has overall responsibility for the Group and there is a schedule of matters specifically reserved for decisions by the Board.

  • Quality and integrity of personnel

The integrity and competence of personnel are ensured through high recruitment standards including vetting of staff under relevant security standards, and subsequent training courses.  High quality personnel are an essential part of the control environment.

  • Identification of business risks

The Board is responsible for identifying the major business risks faced by the Group and for determining the appropriate courses of action to manage those risks. The boards of our Group businesses also actively identify risks and ensure mitigating controls are in place. These are done at both a top level and are cascaded down through the organisation.

  • Budgetary process

Each year the Board approves the annual budget.  Key risk areas are identified.  Performance is monitored, and relevant action taken throughout the year through the monthly reporting to the Board of variances from the budget and preparation of updated forecasts on at least a quarterly basis for the year (and at together with information on the key risk areas.

  • Authorisation procedures

Capital and revenue expenditure is regulated by a budgetary process and authority limits for approval of expenditure are in place. For expenditure beyond specified levels, detailed written proposals are submitted to and approved by the Board.  Once authorised, such expenditure is reviewed and monitored by the Board. Where the capital expenditure is against the development of software products or services it is reviewed against expected returns from future sales and delivery against agreed milestones

Reviews of specific industry and regulatory risk areas (for example maintenance of cyber security accreditations) are carried out on a periodic basis by staff separate from the operation of those areas.

This page was last updated on 27 September 2018