ONE CLICK GROUP LIMITED — Governance Information 2018

Jun 21, 2018

UUV Aquabotix Ltd ACN 616 062 072 Level 13, St James Centre 111 Elizabeth St Sydney NSW 2000

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22 June 2018

The Manager Company Announcements Australian Securities Exchange Level 5, 20 Bridge Street Sydney NSW 2000

By E-lodgement

Dear Sir/Madam,

UUV Aquabotix Ltd ACN 616 062 072 (ASX: UUV)

Corporate Governance Statement

Please find attached, in accordance with Listing Rule 4.7 a copy of UUV Aquabotix Ltd’s ( Company ) Corporate Governance Statement for the period ended 31 December 2017 ( FY17 ).

It is noted that on 28 February 2018, the Company lodged:

• its 2017 Annual Report (which included a URL link to the Corporate Governance Statement); and

• an Appendix 4G setting out its compliance with ASX’s Corporate Governance Principles for FY17,

and since that date, the attached Corporate Governance Statement has been available on the Company’s website.

Yours faithfully

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Anand Sundaraj Company Secretary

UUV AQUABOTIX LTD ACN 616 062 072 (Company)

CORPORATE GOVERNANCE STATEMENT

This Corporate Governance Statement discloses the extent to which the Company will, as at the date it is admitted to the official list of the ASX, follow the recommendations set by the ASX Corporate Governance Council in its publication Corporate Governance Principles and Recommendations ( Recommendations ). The Recommendations are not mandatory, however the Recommendations that will not be followed have been identified and reasons provided for not following them along with what (if any) alternative governance practices the Company intends to adopt in lieu of the recommendation.

The Company has adopted a Corporate Governance Plan which provides the written terms of reference for the Company’s corporate governance duties.

Due to the current size and nature of the existing Board and the magnitude of the Company’s operations, the Board does not consider that the Company will gain any benefit from individual Board committees and that its resources would be better utilised in other areas as the Board is of the strong view that at this stage the experience and skill set of the current Board is sufficient to perform these roles. Under the Company’s Board Charter, the duties that would ordinarily be assigned to individual committees are currently carried out by the full Board under the written terms of reference for those committees.

The Company’s Corporate Governance Plan is available on the Company’s website at https://www.aquabotix.com/investors .

RECOMMENDATIONS (3RD EDITION)	COMPLY	EXPLANATION
Principle 1: Lay solid foundations for management and oversight
Recommendation 1.1 A listed entity should have and disclose a charter which sets out the respective roles and responsibilities of the Board, the Chair and management, and includes a description of those matters expressly reserved to the Board and those delegated to management.	YES	The Company has adopted a Board Charter. The Board Charter sets out the specific responsibilities of the Board, requirements as to the Board’s composition, the roles and responsibilities of the Chairman and Company Secretary, the establishment, operation and management of Board Committees, Directors’ access to Company records and information, details of the Board’s relationship with management, details of the Board’s performance review and details of the

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RECOMMENDATIONS (3[RD] EDITION) Recommendation 1.2 A listed entity should: YES

COMPLY

• (a) undertake appropriate checks before appointing a person, or putting forward to security holders a candidate for election, as a Director; and

• (b) provide security holders with all material information relevant to a decision on whether or not to elect or reelect a Director.

EXPLANATION Board’s disclosure policy. A copy of the Company’s Board Charter, which is part of the Company’s Corporate Governance Plan, is available on the Company’s website.

• (a) The Company’s Corporate Governance Plan requires the Board to undertake appropriate checks as to the character, experience, education, criminal record and bankruptcy history of the candidate before appointing a person, or putting forward to security holders a candidate for election, as a Director.

• (b) All material information relevant to a decision on whether or not to elect or re-elect a Director will be provided to security holders in any notice of meeting pursuant to which the resolution to elect or re-elect such Director will be voted on.

Recommendation 1.3

A listed entity should have a written agreement with each Director and senior executive setting out the terms of their appointment.

YES

The Company’s Corporate Governance Plan requires the Board to ensure that each Director and senior executive is a party to a written agreement with the Company which sets out the terms of that Director’s or senior executive’s appointment.

The Company has written agreements with each of its Directors and senior executives.

Recommendation 1.4

The company secretary of a listed entity should be YES accountable directly to the Board, through the Chair, on all matters to do with the proper functioning of the Board.

The Board Charter outlines the roles, responsibility and accountability of the Company Secretary. In accordance with this, the Company Secretary is accountable directly to the Board, through the Chair, on all matters to do with the proper functioning of the Board.

The company secretary of a listed entity should be accountable directly to the Board, through the Chair, on all matters to do with the proper functioning of the Board.	YES	accountability of the Company Secretary. In accordance with this, the Company Secretary is accountable directly to the Board, through the Chair, on all matters to do with the proper functioning of the Board.
Recommendation 1.5		(a) The Company has adopted a Diversity Policy which provides
A listed entity should: (a) have a diversity policy which includes requirements for	PARTIALLY	a framework for the Company to establish and achieve measurable diversity objectives, including in respect of gender diversity. The Diversity Policy allows the Board to set
the Board or a relevant committee of the Board to set

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• RECOMMENDATIONS (3[RD] EDITION) COMPLY EXPLANATION measurable objectives for achieving gender diversity measurable gender diversity objectives if considered and to assess annually both the objectives and the appropriate, and to assess annually both the objectives if entity’s progress in achieving them; any have been set and the Company’s progress in achieving them. The Diversity Policy is available, as part of

• (b) disclose that policy or a summary or it; and the Corporate Governance Plan, on the Company’s

• (c) disclose as at the end of each reporting period: website. (i) the measurable objectives for achieving gender (b) The Board does not presently intend to set measurable diversity set by the Board in accordance with the gender diversity objectives because: entity’s diversity policy and its progress towards (i) it is the Board’s view that the existing Directors and senior

• achieving them; and executives have sufficient skill and experience to carry

• (ii) either: out the Company’s plans; (A) the respective proportions of men and (ii) if it becomes necessary to appoint any new Directors or women on the Board, in senior executive senior executives, the Board considered the application positions and across the whole organisation of a measurable gender diversity objective requiring a (including how the entity has defined specified proportion of women on the Board and in “senior executive” for these purposes); or senior executive roles will, given the small size of the Company and the Board, unduly limit the Company

• • if the entity is a “relevant employer” from applying the Diversity Policy as a whole and the

• under the Workplace Gender Equality Company’s policy of appointing based on skills and

• Act, the entity’s most recent “Gender merit; and

• if the entity is a “relevant employer” under the Workplace Gender Equality Act, the entity’s most recent “Gender Equality Indicators”, as defined in the Workplace Gender Equality Act.

• (iii) the respective proportions of men and women on the Board, in senior executive positions and across the whole organisation for each financial year will be disclosed in the Company’s Annual Report.

• (c) Given the current size of the Company, the Board has determined that the benefits of the recommendations of the ASX Corporate Governance Council are disproportionate with the costs involved in implementing such recommendations and as at the 31 December 2017, the Company has not formally defined a set of measurable gender diversity objectives. As at 31 December 2017, the respective proportions of men and

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RECOMMENDATIONS (3RD EDITION)	COMPLY		EXPLANATION	EXPLANATION	EXPLANATION
			women in the Workplace in management roles as follows: Men Women Board 100% 0% Senior executives 100% 0% Across the whole organisation 80% 20%
				Men	Women
			Board	100%	0%
			Senior executives	100%	0%
			Across the whole organisation	80%	20%
Recommendation 1.6 A listed entity should: (a) have and disclose a process for periodically evaluating the performance of the Board, its committees and individual Directors; and (b) disclose, in relation to each reporting period, whether a performance evaluation was undertaken in the reporting period in accordance with that process.	YES		(a) The Board (in the absence of a Nominations Committee) is responsible for evaluating the performance of the Board and individual Directors on an annual basis, with the aid of an independent advisor, if deemed required. The process for this can be found in Schedule 5 of the Company’s Corporate Governance Plan. (b) The Company’s Corporate Governance Plan requires the Board to disclose whether or not performance evaluations were conducted during the relevant reporting period. Details of any performance evaluations conducted are provided in the Company’s Annual Reports.
Recommendation 1.7 A listed entity should: (a) have and disclose a process for periodically evaluating the performance of its senior executives; and (b) disclose, in relation to each reporting period, whether a performance evaluation was undertaken in the reporting period in accordance with that process.	YES		(a) The Board (in the absence of a Remuneration Committee) is responsible for overseeing performance evaluations of senior executives on an annual basis. The process for this can be found in Schedule 4 of the Company’s Corporate Governance Plan. (b) The Company’s Corporate Governance Plan requires disclosure as to whether or not performance evaluations were conducted during the relevant reporting period and details of any performance evaluations conducted are contained in the Company’s Annual Reports.

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RECOMMENDATIONS (3RD EDITION)	COMPLY	EXPLANATION
Principle 2: Structure the Board to add value
Recommendation 2.1 The Board of a listed entity should: (a) have a nomination committee which: (i) has at least three members, a majority of whom are independent Directors; and (ii) is chaired by an independent Director, and disclose: (iii) the charter of the committee; (iv) the members of the committee; and (v) as at the end of each reporting period, the number of times the committee met throughout the period and the individual attendances of the members at those meetings; or (b) if it does not have a nomination committee, disclose that fact and the processes it employs to address Board succession issues and to ensure that the Board has the appropriate balance of skills, experience, independence and knowledge of the entity to enable it to discharge its duties and responsibilities effectively.	PARTIALLY	(a) The Company does not have a Nomination Committee. The Company’s Nomination Committee Charter provides for the creation of a Nomination Committee (if it is considered it will benefit the Company), with at least three members, a majority of whom are independent Directors, and which must be chaired by an independent Director. (b) The Company does not have a Nomination Committee as the Board considers the Company will not currently benefit from its establishment. In accordance with the Company’s Board Charter, the Board carries out the duties that would ordinarily be carried out by the Nomination Committee under the Nomination Committee Charter, including the following processes to address succession issues and to ensure the Board has the appropriate balance of skills, experience, independence and knowledge of the entity to enable it to discharge its duties and responsibilities effectively: (i) devoting time at least annually to discuss Board succession issues and updating the Company’s Board skills matrix; and (ii) all Board members being involved in the Company’s nomination process, to the maximum extent permitted under the Corporations Act and ASX Listing Rules.
Recommendation 2.2 A listed entity should have and disclose a Board skill matrix setting out the mix of skills and diversity that the Board currently has or is looking to achieve in its membership.	PARTIALLY	Under the Nomination Committee Charter (in the Company’s Corporate Governance Plan), the Nomination Committee (or, in its absence, the Board) is required to prepare a Board skill matrix setting out the mix of skills and diversity that the Board currently has (or is looking to achieve) and to review this at least annually against the Company’s Board skills matrix to ensure the appropriate mix of skills and expertise is present to facilitate

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RECOMMENDATIONS (3RD EDITION)	COMPLY	EXPLANATION
		successful strategic direction. The Board of the Company is comprised of Directors with a broad range of technical, commercial and financial skills, experience and knowledge relevant to overseeing the business of an underwater drone manufacturing company. The Board has not yet developed a specific skill matrix. The composition of the Board is reviewed regularly to ensure the appropriate mix of skills and expertise is present to facilitate successful strategic direction. This role will be performed by the full Board (in the absence of a Nomination Committee). Once adopted, the Company will disclose the Board skill matrix in, or in conjunction with, its Annual Reports.
Recommendation 2.3 A listed entity should disclose: (a) the names of the Directors considered by the Board to be independent Directors; (b) if a Director has an interest, position, association or relationship of the type described in Box 2.3 of the ASX Corporate Governance Principles and Recommendation (3rd Edition), but the Board is of the opinion that it does not compromise the independence of the Director, the nature of the interest, position, association or relationship in question and an explanation of why the Board is of that opinion; and (c) the length of service of each Director	YES	(a) The Board Charter requires the disclosure of the names of Directors considered by the Board to be independent. The Company will disclose those Directors it considers to be independent in its Annual Report and on its ASX website. The Board considers the following Directors are independent: Peter James and Jay Cohen. Durval Tavares is not considered to be an independent director due to his executive role on the Board and due to the fact he is a substantial shareholder of the Company following the Company’s admission to the Official List of the ASX. Brendan Martin is not considered to be an independent director due to his executive role on the Board. (b) The Board Charter requires Directors to disclose their interest, positions, associations and relationships and requires that the independence of Directors is regularly assessed by the Board in light of the interests disclosed by Directors. (c) The Company’s Annual Report discloses the length of service of each Director, as at the end of each financial year.

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RECOMMENDATIONS (3[RD] EDITION) COMPLY EXPLANATION Recommendation 2.4 The Company’s Board Charter requires that, where practical, A majority of the Board of a listed entity should be NO 50% of the Board should be independent. independent Directors. The Board currently comprises a total of four (4) directors, of whom two (2) are considered to be independent. As such, 50% of the Board are considered independent directors. Durval Tavares is not considered to be an independent director due to his executive role on the Board and due to the fact he is a substantial shareholder of the Company following the Company’s admission to the Official List of the ASX. Brendan Martin is not considered to be an independent director due to his executive role on the Board. Recommendation 2.5 The Board Charter provides that where practical, the Chairman of the Board will be a non-executive director. The Chairman, The Chair of the Board of a listed entity should be an YES Peter James is an independent non-executive director and is not independent Director and, in particular, should not be the the same person as the Managing Director of the Company. same person as the CEO of the entity. Recommendation 2.6 In accordance with the Company’s Board Charter, the A listed entity should have a program for inducting new YES Nominations Committee (or, in its absence, the Board) is Directors and providing appropriate professional responsible for the approval and review of induction and continuing professional development programs and procedures development opportunities for continuing Directors to for Directors to ensure that they can effectively discharge their develop and maintain the skills and knowledge needed to responsibilities. The Company Secretary is responsible for perform their role as a Director effectively. facilitating inductions and professional development. Principle 3: Act ethically and responsibly Recommendation 3.1 (a) The Company’s Corporate Code of Conduct applies to the A listed entity should: YES Company’s Directors, senior executives and employees. (b) The Company’s Corporate Code of Conduct (which forms (a) have a code of conduct for its Directors, senior part of the Company’s Corporate Governance Plan) is executives and employees; and

• (b) The Company’s Corporate Code of Conduct (which forms part of the Company’s Corporate Governance Plan) is available on the Company’s website.

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RECOMMENDATIONS (3RD EDITION)	COMPLY	EXPLANATION
(b) disclose that code or a summary of it.
Principle 4: Safeguard integrity in financial reporting
Recommendation 4.1 The Board of a listed entity should: (a) have an audit committee which: (i) has at least three members, all of whom are non-executive Directors and a majority of whom are independent Directors; and (ii) is chaired by an independent Director, who is not the Chair of the Board, and disclose: (iii) the charter of the committee; (iv) the relevant qualifications and experience of the members of the committee; and (v) in relation to each reporting period, the number of times the committee met throughout the period and the individual attendances of the members at those meetings; or (b) if it does not have an audit committee, disclose that fact and the processes it employs that independently verify and safeguard the integrity of its financial reporting, including the processes for the appointment and removal of the external auditor and the rotation of the audit engagement partner.	PARTIALLY	(a) Due to the size and nature of the existing Board and the magnitude of the Company’s operations the Company does not currently have an Audit and Risk Committee. Pursuant to clause 7(h) of the Company’s Board Charter, the full Board carries out the duties that would ordinarily be assigned to the Audit and Risk Committee under the written terms of reference for that committee. The role and responsibilities of the Audit and Risk Committee are contained in the Company’s Corporate Governance Plan which is available on the Company’s website. (b) The Board devotes time annually to fulfilling the roles and responsibilities associated with maintaining the Company’s internal audit function and arrangements with external auditors. All members of the Board are involved in the Company’s audit function to ensure the proper maintenance of the entity and the integrity of all financial reporting.
Recommendation 4.2 The Board of a listed entity should, before it approves the entity’s financial statements for a financial period, receive from its CEO and CFO a declaration that the financial	YES	The Company’s Corporate Governance Plan states that a duty and responsibility of the Board is to ensure that before the Board approves the entity’s financial statements for a financial period, the CEO and CFO have declared that in their opinion the

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RECOMMENDATIONS (3RD EDITION)	COMPLY	EXPLANATION
records of the entity have been properly maintained and that the financial statements comply with the appropriate accounting standards and give a true and fair view of the financial position and performance of the entity and that the opinion has been formed on the basis of a sound system of risk management and internal control which is operating effectively.		financial records of the entity have been properly maintained and that the financial statements comply with the appropriate accounting standards and give a true and fair view of the financial position and performance of the entity and that the opinion has been formed on the basis of a sound system of risk management and internal control which is operating effectively.
Recommendation 4.3 A listed entity that has an AGM should ensure that its external auditor attends its AGM and is available to answer questions from security holders relevant to the audit.	YES	The Company’s Corporate Governance Plan provides that the Board must ensure the Company’s external auditor attends its AGM and is available to answer questions from security holders relevant to the audit.
Principle 5: Make timely and balanced disclosure
Recommendation 5.1 A listed entity should: (a) have a written policy for complying with its continuous disclosure obligations under the Listing Rules; and (b) disclose that policy or a summary of it.	YES	(a) The Company has adopted a Continuous Disclosure Policy which is set out within the Company’s Corporate Governance Plan and details the Company’s disclosure requirements as required by the ASX Listing Rules and other relevant legislation. (b) The Corporate Governance Plan is available on the Company’s website.
Principle 6:Respect the rights of security holders
Recommendation 6.1 A listed entity should provide information about itself and its governance to investors via its website.	YES	Information about the Company and its governance is available in the Corporate Governance Plan which can be found on the Company’s website.

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Recommendation 6.2 A listed entity should design and implement an investor YES relations program to facilitate effective two-way communication with investors. Recommendation 6.3 A listed entity should disclose the policies and processes it YES has in place to facilitate and encourage participation at meetings of security holders. Recommendation 6.4 A listed entity should give security holders the option to YES receive communications from, and send communications to, the entity and its security registry electronically.

The Company has adopted a Shareholder Communications Strategy which aims to promote and facilitate effective two-way communication with investors. The Strategy outlines a range of ways in which information is communicated to shareholders and is available on the Company’s website as part of the Company’s Corporate Governance Plan at https://www.aquabotix.com/investors . Shareholders are encouraged to participate at all general meetings and AGMs of the Company. Upon the despatch of any notice of meeting to Shareholders, the Company Secretary shall send out material stating that all Shareholders are encouraged to participate at the meeting.

The Shareholder Communication Strategy provides that security holders can register with the Company to receive email notifications when an announcement is made by the Company to the ASX, including the release of the Annual Report, half yearly reports and quarterly reports. Links are made available to the Company’s website on which all information provided to the ASX is immediately posted. Shareholder queries should be referred to the Company Secretary at first instance.

Principle 7: Recognise and manage risk

Recommendation 7.1		(a) Due to the size and nature of the existing Board and the
The Board of a listed entity should:	PARTIALLY	magnitude of the Company’s operations, the Company currently does not have an Audit and Risk Committee.
(a) have a committee or committees to oversee risk, each of which: (i) has at least three members, a majority of whom are independent Directors; and		Pursuant to clause 7(h) of the Company’s Board Charter, the full Board currently carries out the duties that would ordinarily be assigned to the Audit and Risk Committee under the written terms of reference for that committee.
(ii) is chaired by an independent Director,		The role and responsibilities of the Audit and Risk Committee
and disclose:		are outlined in the Audit and Risk Committee Charter

Recommendation 7.1		(a) Due to the size and nature of the existing Board and the
The Board of a listed entity should:	PARTIALLY	magnitude of the Company’s operations, the Company currently does not have an Audit and Risk Committee.
(a) have a committee or committees to oversee risk, each of which: (i) has at least three members, a majority of whom are independent Directors; and		Pursuant to clause 7(h) of the Company’s Board Charter, the full Board currently carries out the duties that would ordinarily be assigned to the Audit and Risk Committee under the written terms of reference for that committee.
(ii) is chaired by an independent Director,		The role and responsibilities of the Audit and Risk Committee
and disclose:		are outlined in the Audit and Risk Committee Charter

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• (iii) the charter of the committee;

• (iv) the members of the committee; and

contained in the Company’s Corporate Governance Plan which is available on the Company’s website.

• (b) The Board devotes time annually to fulfilling the roles and

• (v) as at the end of each reporting period, the number of times the committee met responsibilities associated with overseeing risk and maintaining the entity’s risk management framework and

• throughout the period and the individual attendances of the members at those associated internal compliance and control procedures. meetings; or

• (b) if it does not have a risk committee or committees that satisfy (a) above, disclose that fact and the process it employs for overseeing the entity’s risk management framework.

• Recommendation 7.2 (a) The Company’s process for risk management and internal The Board or a committee of the Board should: YES compliance includes a requirement on the Board to identify and measure risk, monitor the environment for emerging

• (a) review the entity’s risk management framework with factors and trends that affect these risks, formulate risk management at least annually to satisfy itself that it management strategies and monitor the performance of risk continues to be sound; and management systems. The Company has adopted a Risk

• (b) disclose in relation to each reporting period, whether Management Policy which is contained within the such a review has taken place. Company’s Corporate Governance Plan and details the Company’s disclosure requirements with respect to the risk management review procedure and internal compliance and controls.

• (b) For each reporting period following the Company’s admission to the Official List of the ASX, the Company will disclose in its annual report whether a review of the Company’s risk management framework was undertaken in line with its Risk Management Policy. A review during the reporting period was undertaken of the Company’s risk management framework.

• Recommendation 7.3 Due to the size and nature of the existing Board and the A listed entity should disclose: YES magnitude of the Company’s operations, the Company does not currently have an internal audit function.

• (a) if it has an internal audit function, how the function is

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structured and what role it performs; or

(b) if it does not have an internal audit function, that fact and the processes it employs for evaluating and continually improving the effectiveness of its risk management and internal control processes.

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The Audit and Risk Committee Charter of the Company’s Corporate Governance Plan provides for a future internal audit function of the Company. The Charter outlines the monitoring, review and assessment of a range of internal audit functions and procedures.

structured and what role it performs; or (b) if it does not have an internal audit function, that fact and the processes it employs for evaluating and continually improving the effectiveness of its risk management and internal control processes.	structured and what role it performs; or (b) if it does not have an internal audit function, that fact and the processes it employs for evaluating and continually improving the effectiveness of its risk management and internal control processes.		The Audit and Risk Committee Charter of the Company’s Corporate Governance Plan provides for a future internal audit function of the Company. The Charter outlines the monitoring, review and assessment of a range of internal audit functions and procedures.
	Recommendation 7.4 A listed entity should disclose whether it has any material exposure to economic, environmental and social sustainability risks and, if it does, how it manages or intends to manage those risks.	YES	The Company’s Risk Management Policy details the Company’s risk management systems which assist in identifying and managing potential or apparent business, economic, environmental and social sustainability risks (if appropriate). Review of the Company’s risk management framework is conducted at least annually and reports are continually created by management on the efficiency and effectiveness of the Company’s risk management framework and associated internal compliance and control procedures. The Company’s Corporate Governance Plan requires the Company to disclose whether it has any material exposure to economic, environmental and social sustainability risks and, if it does, how it manages or intends to manage those risks. The Company will disclose this information in its Annual Report and on its ASX website as part of its continuous disclosure obligations.
	Principle 8: Remunerate fairly and responsibly
	Recommendation 8.1 The Board of a listed entity should: (a) have a remuneration committee which: (i) has at least three members, a majority of whom are independent Directors; and (ii) is chaired by an independent Director, and disclose: (iii) the charter of the committee;	PARTIALLY	(a) Due to the size and nature of the existing Board and the magnitude of the Company’s operations, the Company does not currently have a Remuneration Committee. Pursuant to clause 7(h) of the Company’s Board Charter, the full Board currently carries out the duties that would ordinarily be assigned to the Remuneration Committee under the written terms of reference for that committee. The role and responsibilities of the Remuneration Committee are outlined in the Remuneration Committee Charter which is contained within the Company’s Corporate Governance Plan which is available on the Company’s website.

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(iv) the members of the committee; and (v) as at the end of each reporting period, the number of times the committee met throughout the period and the individual attendances of the members at those meetings; or (b) if it does not have a remuneration committee, disclose that fact and the processes it employs for setting the level and composition of remuneration for Directors and senior executives and ensuring that such remuneration is appropriate and not excessive.		(b) The Board will devote time on an annual basis to fulfil the roles and responsibilities associated with setting the level and composition of remuneration for Directors and senior executives and ensuring that such remuneration is appropriate and not excessive.
Recommendation 8.2 A listed entity should separately disclose its policies and practices regarding the remuneration of non-executive Directors and the remuneration of executive Directors and other senior executives and ensure that the different roles and responsibilities of non-executive Directors compared to executive Directors and other senior executives are reflected in the level and composition of their remuneration.	YES	The Company’s Corporate Governance Plan requires the Board to disclose its policies and practices regarding the remuneration of Directors and senior executives, which is disclosed on the Company’s website.
Recommendation 8.3 A listed entity which has an equity-based remuneration scheme should: (a) have a policy on whether participants are permitted to enter into transactions (whether through the use of derivatives or otherwise) which limit the economic risk of participating in the scheme; and (b) disclose that policy or a summary of it.	YES	(a) The Company’s Remuneration Committee Charter states that, in the absence of a Remuneration Committee, the Board is required to review, manage and disclose the policy (if any) on whether participants are permitted to enter into transactions (whether through the use of derivatives or otherwise) which limit the economic risk of participating in the scheme. The Remuneration Committee Charter also states that the Remuneration Committee must review and approve any equity based plans. (b) A copy of the Remuneration Committee Charter is contained in the Company’s Corporate Governance Plan which is available on the Company’s website.

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