Corporate Governance

The Board of AMS considers strong corporate governance within the Group to be a key element to the success of the business.

Corporate Governance Framework

We are committed to the principles of corporate governance and although, as an AIM listed company, we are not bound by corporate governance rules and the UK Corporate Governance Code  issued by the Financial Reporting Council in 2014 (“Code”), the Directors have applied them in a manner which it considers appropriate for the size of the Group. We will continue to monitor developments in corporate governance and implement improvements in accordance with the Code and any applicable rules.  Please click here to access the Corporate Governance section of our 2016 Annual Report.

Our corporate governance framework is supported by our core company values which are embedded in our ‘Care, Fair, Dare’ approach outlined below.  This approach summarises our culture, underpins our values and helps us to deliver results, building a sustainable future for our business.  We have defined the principles and expectations of how we will operate together to deliver success as the Company continues to grow.  These values will be reviewed and updated throughout 2017 following input from employees across the Group , and we expect our employees to embrace the approach.

AMS is also subject to the UK City Code on Takeovers and Mergers.

Board and Committees

The Main Board of Directors sets the standards for the Group and through the internal Business Unit structure ensures that these standards and the core values are communicated to management and employees, and are implemented throughout the Group.  Led by a strong and experienced Non-Executive Chairman, the Board comprises the Chief Executive, Group Finance Director and three Non-Executive Directors.  The Non-Executive Directors, all of whom are considered by the Board to be independent, bring a valuable range of expertise and experience to assist the Group to achieve its strategic aims. The Chairman fosters a climate of debate and challenge in the boardroom. This is built on his challenging but supportive relationship with the Chief Executive which sets the tone for Board interaction and discussions.

The Board appreciates the continuing evolution of Board membership and the Nomination Committee remains aware of its obligations to encourage diversity.  While no targets have been set the Company will continue to follow best practice.  The Board currently comprises a number of different nationalities with a wide range of skills and experiences from a variety of business backgrounds. Our current female representation on the Board is 33.3%, already above the prevailing minimum representation level.  All Directors are required to stand for re-election at the first Annual General Meeting following their appointment and, as a minimum, every three years thereafter.

Our Board and Committees have continued to perform effectively and every year we review the Terms of Reference for each Committee.  The work of our Committees is outlined in our 2016 Annual Report.

Moving forward the Board is committed to:

  • continued training and development opportunities for Directors to meet their and the Group’s needs;
  • further engagement with Senior Management; and
  • continued consideration of Board composition to ensure an appropriate balance of skills, experience and diversity.

Effectiveness

Board members are provided with appropriate documentation in advance of each Board meeting and in addition to Board meetings the Chairman and Chief Executive meet frequently and make regular contact with other Board members.  The Board has approved a procedure whereby Directors may consult the Company’s advisers and take independent professional advice at the Company’s expense.

The Directors are kept appraised of developments in legal, regulatory and financial matters affecting the Group from the Group Finance Director, the Deputy Company Secretary and the Group’s external auditors and advisers.

The performance evaluations of the Board, its Directors, Committees and Committee members are undertaken by the Chairman annually and the results are implemented by the Board in collaboration with the Committee Chairmen where appropriate.

Accountability

The Board acknowledges that it is responsible for the Group’s system of internal control and for reviewing its effectiveness, taking guidance from the Audit Committee. In the context of the Group’s business any such system can only reasonably be expected to manage rather than eliminate risks arising from its operations.  The Board accepts responsibility for determining the nature and extent of the risks it is willing to take in achieving its strategic objectives.  The recent challenging business climate has resulted in a sustained focus on the approach to risk. The Directors consider risk management to be crucial to the Group’s success and give a high priority to ensuring that adequate systems are in place to evaluate and limit risk exposure.  Details of how Internal Controls and Risk Management are managed can be found in the 2016 Annual Report and the Company applies the Risk Management Model outlined below: