e730e361-4d96-4fe8-bba3-db6bf38ee679.pdf
Dragon Mining Limited's Board of Directors is responsible for establishing the corporate governance framework of the Company and its related bodies corporate. In establishing this framework, the Board has considered and reports against the Corporate Governance Principles and Recommendations (3rd Edition) as published by the ASX Corporate Governance Council ("ASX Corporate Governance Principles").
This Corporate Governance Statement has been approved by the Dragon Mining Board and summarises the corporate governance practices and procedures that were in place throughout the financial year commencing 1 January 2015 and to the date of this statement. In addition to the information contained in this statement, the Company's website at www.dragonmining.com contains additional details of its corporate governance practices and procedures.
The ASX Listing Rules require listed companies to include in their Annual Report or website a statement disclosing the extent to which they have adopted the ASX Corporate Governance Principles in the reporting period. The recommendations are not prescriptive and if a company considers that a recommendation is inappropriate having regard to its particular circumstances, the company has the flexibility not to adopt it. Where Dragon Mining considered it was not appropriate to presently adopt with a particular recommendation, the reasons are set out in the relevant section of this Corporate Governance Statement.
With the exception of the departures detailed in this Corporate Governance Statement, the corporate governance practices adopted by the Company during the reporting period were consistent with the ASX Corporate Governance Principles (3rd Edition).
The table below provides a summary of the Company's adoption of each of the eight ASX Corporate Governance Principles:
Recommendation
|
Adopted Yes/No/ Partly
|
1.1
|
A listed entity should disclose:
-
the respective roles and responsibilities of its board and management; and
-
those matters expressly reserved to the board and those delegated to management.
|
Yes Yes
|
1.2
|
A listed entity should:
-
undertake appropriate checks before appointing a person, or putting forward to security holders a candidate for election, as a director; and
-
provide security holders with all material information in its possession relevant to a decision on whether or not to re-elect a director.
|
Yes
Yes
|
1.3
|
A listed entity should have a written agreement with each director and senior executive setting out the terms of their appointment
|
Yes
|
1.4
|
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
|
1.5
|
A listed entity should:
-
have a diversity policy which includes requirements for the board or a relevant committee of the board to set measurable objectives for achieving gender diversity and to assess annually both the objectives and the entity's progress in achieving them;
-
disclose that policy or a summary of it; and
-
disclose as at the end of each reporting period the measurable objectives for achieving gender diversity set by the board or a relevant committee of the board in accordance with the entity's diversity policy and its progress towards achieving them and either:
-
the respective proportions of men and women on the board, in senior executive positions and across the whole organisation (including how the entity has defined "senior executive" for these purposes); and
-
if the entity is a "relevant employer" under the Workplace Gender Equality Act, the entity's most recent "Gender Equality Indicators", as defined and published under that Act.
|
Yes
Yes No
Yes
Not applicable
|
1.6
|
A listed entity should:
-
have and disclose a process for periodically evaluating the performance of the board, its committees and individual directors; and
-
disclose, in relation to each reporting period, whether a performance evaluation was undertaken in the reporting period in accordance with that process.
|
Yes
Yes
|
1.7
|
A listed entity should:
-
have and disclose a process for periodically evaluating the performance of its senior executives; and
-
disclose, in relation to each reporting period, whether a performance evaluation was undertaken in the reporting period in accordance with that process.
|
Yes Yes
|
2.1
|
The board of a listed entity should:
(a) have a nomination committee which:
|
Not
|
-
has at least three members, a majority of whom are independent directors; and
-
is chaired by an independent director, and disclose
-
the charter of that committee; and
-
as at the end of each reporting period, the number of times the committee met throughout the period and the individual attendances of 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, knowledge, experience, independence and diversity to enable it to discharge its duties and responsibilities effectively.
|
applicable
Yes
|
2.2
|
A listed entity should have and disclose a board skills matrix setting out the mix of skills and diversity that the board currently has or is looking to achieve in its membership.
|
Yes
|
2.3
|
A listed entity should disclose:
-
the names of the directors considered by the board to be independent directors;
-
if a director has an interest, position, association or relationship of the type described in Box 2.3 of the ASX Recommendations, but the board is of the opinion 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
-
the length of service of each director.
|
Yes Yes
Yes
|
2.4
|
A majority of the board of a listed entity should be independent directors.
|
No
|
2.5
|
The chair of the board of a listed entity should be an independent director and, in particular, should not be the same person as the CEO of the entity.
|
No
|
2.6
|
A listed entity should have a program for inducting new directors and provide appropriate professional development opportunities for directors to develop and maintain the skills and knowledge needed to perform their role as directors effectively.
|
Yes
|
3.1
|
A listed entity should:
-
have a code of conduct for its directors, senior executives and employees; and
-
disclose that code or a summary of it.
|
Yes Yes
|
4.1
|
The Board of a listed entity should:
-
have an audit committee which:
-
has at least three members, all of whom are non-executive directors and a majority of whom are independent directors; and
-
is chaired by an independent director, who is not the chair of the board, and disclose:
-
the charter of the committee;
-
the relevant qualifications and experience of members of the committee; and
-
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
-
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 corporate reporting, including the processes for the appointment and removal of the external auditor and the rotation of the audit engagement partner.
|
Yes No
Yes
Yes Yes
Yes
Not applicable
|
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 or equivalent and CFO a declaration that, in their opinion, the 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.
|
Yes
|
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
|
5.1
|
A listed entity should:
-
have a written policy for complying with its continuous disclosure obligations under the Listing Rules; and
-
disclose that policy or a summary of it.
|
Yes Yes
|
6.1
|
A listed entity should provide information about itself and its governance to investors via its website.
|
Yes
|
6.2
|
A listed entity should design and implement an investor relations program to facilitate effective two-way communication with investors.
|
Yes
|
6.3
|
A listed entity should disclose the policies and processes it has in place to facilitate and
|
Yes
|
encourage participation at meetings of security holders.
|
6.4
|
A listed entity should give security holders the option to receive communications from, and send communication to, the entity and its security registry electronically.
|
Yes
|
7.1
|
The board of a listed entity should:
-
have a committee or committees to oversee risk, each of which:
-
has at least three members, a majority of whom are independent directors; and
-
is chaired by an independent director; and disclose
-
the charter of the committee;
-
the members of the committee; and
-
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
-
if it does not have a risk committee or committees that satisfy (a) above, disclose that fact and the processes it employs for overseeing the entity's risk management framework.
|
Yes No
Yes Yes Yes Yes
Not applicable
|
7.2
|
The board or a committee of the board should:
-
review the entity's risk management framework at least annually to satisfy itself that it continues to be sound; and
-
disclose, in relation to each reporting period, whether such a review has taken place.
|
Yes Yes
|
7.3
|
A listed entity should disclose:
-
if it has an internal audit function, how the function is structured and what role it performs; or
-
if it does not have an internal audit function, that fact and the processes it employs for evaluation and continually improving the effectiveness of its risk management and internal control processes.
|
Not applicable Yes
|
7.4
|
A listed entity should disclose whether it has any material exposure to economic, environmental and social sustainability risk and, if it does, how it manages or intends to manage those risks.
|
Yes
|
8.1
|
The Board of a listed entity should:
-
have a remuneration committee which:
-
has at least three members, a majority of whom are independent directors; and
-
is chaired by an independent director, and disclose
-
the charter of the committee;
-
the members of the committee; and
-
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
-
if it does not have a remuneration committee, disclose that fact and the processes it employees for setting the level and composition of remuneration for directors and senior executives and ensuring that such remuneration is appropriate and not excessive.
|
Not applicable
Yes
|
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.
|
Yes
|
8.3
|
A listed entity which has an equity-based remuneration scheme should:
-
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
-
disclose that policy or a summary of it.
|
Not applicable
|
Board Responsibilities
The Company has established the functions that are reserved to the Board. The Board acts on behalf of the shareholders and is therefore accountable to the shareholders. It also has other obligations of a regulatory or ethical nature. In addition, the Board is responsible for identifying areas of significant business risk and ensuring arrangements are in place to appropriately manage those risks.
The Board's role is to govern the consolidated entity. Without limiting the generality of that stated role, the key matters reserved specifically for the Board include:
-
Overseeing the Company, including its control and accountability systems;
-
Appointing and removing the Managing Director (or equivalent);
-
Where appropriate, ratifying the appointment and the removal of senior executives;
-
Providing input into and final approval of senior executives' development of corporate strategy and performance objectives;
-
Reviewing, ratifying and monitoring systems of risk management and internal compliance and control, codes of conduct and legal compliance;
-
Overseeing the management of safety and occupational health, environmental issues, native title, cultural heritage and community development;
-
Monitoring senior executives' performance and implementation of strategy;
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Ensuring appropriate resources are available to senior executives;
-
Approving and monitoring the progress of major capital expenditure, capital management, acquisitions and divestments;
-
Reviewing and approving remuneration of the Managing Director (or equivalent) and senior executives;
-
Satisfying itself that the financial statements of the Company fairly and accurately set out the financial position and financial performance of the Company for the period under review;
-
Appointment, re-appointing or removing the Company's external auditors (on the recommendation of the Audit and Risk Management Committee); and assuring itself that proper audit procedures are in place; and
-
Monitoring and overseeing the management of shareholder and community relations.
For a complete list of the functions reserved to the Board and a copy of the Board's charter, please refer to the Corporate Governance section of the Company's website at www.dragonmining.com.
While the Board retains full responsibility for guiding and monitoring the consolidated entity, in discharging its stewardship it may make use of sub-committees. Specialist committees are able to focus on a particular responsibility and provide informed feedback to the Board.
To achieve this objective, the Board has established the following committees:
Refer to the Corporate Charters section of the Company's website at www.dragonmining.com for further detail on the roles and responsibilities of the Audit and Risk Management Committee.
Due to the size of the Board and the stage of the Company's operations, the Board has opted not to establish a Remuneration or Nomination Committee. The nomination and remuneration responsibilities are discharged by the full Board, in accordance with a Remuneration and Nomination Committee Charter.
Responsibilities of Senior Executives
The responsibility for the day to day operation and administration of the consolidated entity, in accordance with the direction of the Board, is delegated by the Board to the Managing Director (or equivalent) and the executive team. The Board ensures that this team is appropriately qualified and experienced to carry out their responsibilities and has in place procedures to assess the performance of the Managing Director (or equivalent) and the executive team. In delegating this power, the Board must also be satisfied that the Managing Director (or equivalent) and senior executives will exercise their powers reliably and competently, and in accordance with the requirements of the Board.
The matters and functions delegated by the Board to the Managing Director (or equivalent) and other senior executives include progressing the strategic direction provided by the Board.
For a complete list of the functions delegated to the Managing Director (or equivalent) and the executive team, please refer to the Corporate Charters section of the Company's website at www.dragonmining.com.
Performance evaluation of Board and Senior Executives
The Board has adopted a policy for regular evaluation of the performance of the Board, including its committees and Directors, a copy of which is available on its website. Informal evaluation of the Board, its committees and Directors took place in the reporting period and was carried out on a continual basis by the Chairman. Although the evaluation was not in accordance with the process disclosed in this document and the Company's Corporate Governance Policy, the Board is satisfied that the evaluation undertaken was effective given the size and nature of the Board and the Company's operations.
The Board is responsible for an annual evaluation of the Managing Director (or equivalent), to be coordinated by the Chairman. This review took place on an ongoing and informal basis during the financial year. Although the evaluation was not formalised in accordance with the Company's Corporate Governance Policy, the Board is satisfied that the evaluation undertaken was effective given the size and nature of the Company's operations.
The Managing Director (or equivalent) is responsible for an annual evaluation of senior executives. These evaluations took place during the financial year.