/ . 4 1
A N N U A L R E P O R T 2 0 1 5
T H E S T R E N G T H O F O U R B R A N D S
The remuneration received by the top key management personnel, who are neither directors nor the CEO, for FY2015 is
below S$250,000 in each case, and in total approximately S$0.8 million. The details of the remuneration of the top five key
management personnel are as below:
Salary
%
Fixed
bonus
(1)
%
Variable or
Performance
related income
/ bonus
%
other benefits
and benefits
in Kind
(2)
%
Total
%
Carolyn Ann Theng May Lin
93
7
–
–
100
Chong Khim Cheng
74
6
20
–
100
Dennis Yang Yung Kang
86
7
–
7
100
Jamie Nguyen Ha Lan
93
7
–
–
100
Siu Yeung Sau
90
7
–
3
100
Notes:
(1) The Group paid the key management personnel one month of contractual fixed bonus.
(2) Other benefits and benefits in kind include usage of car and transport allowances.
There is no immediate family member of the directors under the employment of the Group in FY2015.
( C ) ac coun t ab i l i t y and aud i t
ac coun t ab i l i t y
Principle 10: The board should present a balanced and understandable assessment of the Company’s performance,
position and prospects.
The Board believes that it should conduct itself in ways that deliver maximum sustainable value to its shareholders. Timely
releases of the Group’s financial results and all significant information to shareholders, as well as the prompt fulfillment of
statutory requirements, are ways to maintain shareholder’s confidence and trust in the Board’s capability and integrity.
Currently, the Company is required to release half year and full year results announcements pursuant to the Catalist Rules. The
Board, with the assistance of the Management, strives to provide a balanced and understandable assessment of the Group’s
performance and position. The Board also undertakes such effort with respect to other price sensitive public reports and
reports to regulators, when required.
The Management is responsible to the Board and the Board itself is accountable to the shareholders of the Company.
r i s k managemen t and i n t e r na l Con t r o l s
Principle 11: The board is responsible for the governance of risk. The board should ensure that the management maintains
a sound system of risk management and internal controls to safeguard shareholders’ interests and the Company’s assets,
and should determine the nature and extent of the significant risks which the board is willing to take in achieving its
strategic objectives.
The Board reviews the adequacy and effectiveness of the Group’s risk management and internal controls framework including
financial, operational, information technology and compliance controls at least on an annual basis.
