Corporate Governance
Section 1 Establish a strategy and business model which promote long-term value for shareholders
Section 2 Seek to understand and meet shareholder needs and expectations
Section 3 Take into account wider stakeholder and social responsibilities and their implications for long-term success
Section 4 Embed effective risk management, considering both opportunities and threats, throughout the organisation
Section 5 Maintain the Board as a well functioning, balanced team led by the Chairman
Section 6 Ensure that between them the directors have the necessary up-to-date experience, skills and capabilities
Section 7 Evaluate Board performance based on clear and relevant objectives, seeking continuous improvement
Section 8 Promote a corporate culture that is based on ethical values and behaviours
Section 9 Maintain governance structures and processes that are fit for purpose and support good decision-making by the Board
Section 10 Communicate how the company is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders

Section 8 Promote a corporate culture that is based on ethical values and behaviours

Principle

The Board should embody and promote a corporate culture that is based on sound ethical values and behaviours and use it as an asset and source of competitive advantage.

The policy set by the Board should be visible in the actions and decisions of the chief executive and the rest of the management team. Corporate values should guide the objectives and strategy of the company.

The culture should be visible in every aspect of the business, including recruitment, nominations, training and engagement. The performance and reward system should endorse the desired ethical behaviours across all levels of the company.

Compliance

The Board is focused on investment returns for its shareholders and will at all times seek to make ethical investments, but this is not an investment focus or determinant for an asset being included in the portfolio. As discussed above, given the Company is an investing company with no employees or other internal stakeholders, the Board does not drive a corporate culture within the business.

Section 8

Investors

Financial Calendar

Description of Business & Investing Policy

Share Price

UK City Code on Takeover & Mergers

Board of Directors and Key Personnel of the Investment Manager

Country of Incorporation & Main Country of Operation

AIM Securities Information

Advisors

Documents

Investment Manager

Financial Reports

Regulatory Announcements

Corporate Governance

Corporate Governance

Section 1 Establish a strategy and business model which promote long-term value for shareholders

Section 2 Seek to understand and meet shareholder needs and expectations

Section 3 Take into account wider stakeholder and social responsibilities and their implications for long-term success

Section 4 Embed effective risk management, considering both opportunities and threats, throughout the organisation

Section 5 Maintain the Board as a well functioning, balanced team led by the Chairman

Section 6 Ensure that between them the directors have the necessary up-to-date experience, skills and capabilities

Section 7 Evaluate Board performance based on clear and relevant objectives, seeking continuous improvement

Section 8 Promote a corporate culture that is based on ethical values and behaviours

Section 9 Maintain governance structures and processes that are fit for purpose and support good decision-making by the Board

Section 10 Communicate how the company is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders

Research

Supported Trading Platforms

Corporate Presentation

Valuation Policy

Section 8 Promote a corporate culture that is based on ethical values and behaviours