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The statement explains, by reference to eight central principles, the extent of follow-through for the financial year ended 30 June 2017, including governance processes covering board and management roles, director checks, formal agreements, and company secretary 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rights and interests of all shareholders. High standards of corporate governance are essential to give effect to its responsibilities. The Company’s corporate governance arrangements are set and reviewed by the Board having regard to any changing circumstances of the Company, statutory and regulatory requirements and the best interests of all shareholders. They are designed to comply as far as possible with the ASX Corporate Governance Council’s Corporate Governance Principles and Recommendations 3rd Edition (the Principles and Recommendations) .  \nThis statement outlines , in terms of the eight central Principles, the extent to which the Company has followed the Recommendations for the financial year ended 30 June 2017. Any documents referenced in this statement as being available on the Company’s website can be found [at www.redhilliron.com.au](at www.redhilliron.com.au).  \n1 LAY SOLID FOUNDATIONS FOR MANAGEMENT AND OVERSIGHT  \n1.1 Roles and responsibilities of the Board and management and those roles reserved for the Board and those delegated to management  \nThe Board’s key objective is the increase of shareholder value by successful exploration for and/or production of minerals. The Board focuses the Company’s activities on pursuing exploration opportunities in the mineral resource business which are judged to have the potential for success without exposing the Company to undue risk. Red Hill Iron’s predominant interest has continued to be iron ore resources , namely the potential development of the Red Hill Iron Ore Joint Venture (RHIOJV) and the evaluation and possible development of its 100% owned Pannawonica Project. In addition , the Company has entered into a farm-out agreement with Chalice Gold Mines Ltd. In terms of which Chalice is carrying out exploration and evaluation of Red Hill Iron’s wholly owned gold and base-metal interests situated on the RHIOJV tenements.  \nThe Board is accountable to shareholders for the performance of the Company, and its responsibilities include:  \n(a) approval of corporate strategy including annual approval of budgets and monitoring performance against budget;  \n(b) determining the capital structure of the Company;  \n(c) appointing and determining the duration, remuneration and other terms of appointment of senior executive personnel ;  \n(d) evaluating the performance of senior personnel;  \n(e) overseeing the integrity of the Company’s accounting and corporate reporting systems, including the external audit;  \n(f) approving the risk management strategy and frameworks and monitoring their effectiveness;  \n(g) determining and monitoring the Company’s corporate governance systems and practices;  \n(h) approval of investments, corporate acquisitions, and new joint ventures; and  \n(i) appointment of the external auditors and principal advisors to the Company.  \nDue to the concentration of corporate aim and the small size of the Board all governance issues are considered by the full Board.  \nSenior executives  \nExecutive Chairman: the Chairman is the chief executive officer of the Company.  \nProject Manager: The role of the Project Manager during the year under review has been to manage the Company’s interest in the RHIOJV project pursuant to authority delegated by the Board and implement Board and corporate policy and planning in regard to this project. The Project Manager reports to the Board regularly and is under an obligation to make sure that all reports which he presents give a true and fair view of the Company’s interests in the RHIOJV project.  \n1.2 Appropriate checks to be carried out on prospective directors  \nThe Board oversees the selection, appointment and induction of new directors. An important part of this process is assessing potential can","cbCaihHVO3hLWZaC","https://ap.wps.com/l/cbCaihHVO3hLWZaC","pdf",67169,7,"English","# Corporate Governance Statement\n## Board responsibilities and oversight framework\n## Company Secretary accountability\n## Director selection and appointment checks\n## Written agreements with directors and senior executives\n## Risk and corporate reporting oversight","[{\"question\":\"What is the purpose of the corporate governance arrangements described in the statement?\",\"answer\":\"The arrangements are set and reviewed by the Board to reflect changing circumstances, statutory and regulatory requirements, and the best interests of shareholders, aiming to comply with the ASX Corporate Governance Principles and Recommendations.\"},{\"question\":\"Which responsibilities does the Board retain for governance and oversight?\",\"answer\":\"The Board approves corporate strategy and budgets, determines capital structure, appoints senior executives and monitors performance, oversees accounting and reporting integrity and external audit, approves risk management frameworks, monitors governance systems, approves investments and joint ventures, and appoints external auditors.\"},{\"question\":\"How does the statement address the appointment and accountability of directors and senior executives?\",\"answer\":\"It describes checks for prospective directors, requires shareholders to receive biographical information for elections or re-elections, provides written agreements (including appointment terms, disclosure requirements, confidentiality, and access to information), and outlines engagement contracts for senior executives.\"}]","Corporate Governance Statement - Current as at 30 June 2017 | PDF"]