20974 29Metals AR23 WEB V1 - Flipbook - Page 119
2023 key
results
40
Chair letter and
CEO report
About
29Metals
Our
assets
Sustainability
& ESG Report
Mineral Resources
and Ore Reserves
Annual
Financial Report
115
29Metals Appendix 4E and Annual Financial Report for 29Metals Limited and its Controlled Entities for the year ended 31 December 2023
Directors’ Report
Remuneration Report
Board
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▪
▪
▪
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ƉƉƌŽǀĞƐ the Group’s remuneration strategy and framework
ƉƉƌŽǀĞƐfees paid to on e ecutive irectors (within the hareholder approved remuneration fee pool
ƉƉƌŽǀĞƐ the
hare lan (subject to applicable shareholder approvals
ƉƉƌŽǀĞƐremuneration outcomes for the Managing irector
ŶĚŽƌƐĞƐthe remuneration outcomes of other e ecutive M s
ƉƉƌŽǀĞƐ ompany performance metrics for the Group’s performance based remuneration components
ƉƉƌŽǀĞƐassessment of e ecutive M performance against the personal performance component introduced to the Group T
framework in 2 2 and performance based remuneration outcomes for e ecutive M s
ZĞĐŽŵŵĞŶĚƐ remuneration related resolutions to shareholders where shareholder approval is re uired under the orporations ct
and
isting Rules
Remuneration & Nominations Committee
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▪
▪
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ZĞĐŽŵŵĞŶĚĂƚŝŽŶƐ and advice to the oard
KǀĞƌƐĞĞƐ Management’s implementation of the remuneration strategy and framework
ZĞǀŝĞǁƐ remuneration paid to the Managing irector
including performance against the personal performance component
introduced to the Group T framework in 2 2 and assessment of performance based remuneration
ZĞǀŝĞǁƐ other e ecutive M remuneration (including the assessment of e ecutive M performance against the personal performance
component introduced to the Group T framework in 2 2 and performance based remuneration outcomes as recommended by the
Managing irector
ZĞǀŝĞǁƐ fees paid to on e ecutive irectors including ommittee membership fees
ngages ƌĞŵƵŶĞƌĂƚŝŽŶĂĚǀŝƐŽƌƐ to obtain e pert advice including benchmarking of M remuneration (where re uired and as applicable
Management
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▪
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/ŵƉůĞŵĞŶƚƐ the oard approved remuneration strategy and framework
DĂŶĂŐŝŶŐŝƌĞĐƚŽƌΘK assesses and approves other e ecutive M remuneration outcomes subject to endorsement by the ommittee
and oard
ZĞƉŽƌƚƐ to the ommittee on outcomes against performance metrics (as approved by the oard
The Remuneration
ominations ommittee has three members the majority of whom are independent
s
The hair of the Remuneration
ominations ommittee is an independent
nformation regarding the
members of the Remuneration
ominations ommittee is set out in the irectors’ Report from page
The Remuneration
ominations ommittee has access to ade uate internal and e ternal resources including
obtaining advice from e ternal remuneration advisors or consultants as the ommittee considers necessary or
desirable to fulfil its role here the Remuneration
ominations ommittee obtains remuneration
recommendations from e ternal remuneration advisers or consultants the ommittee does so independent of
Management
urther information regarding
the role of the oard and the
Remuneration
ominations
ommittee is set out the oard and
ommittee harters copies of
which are available at:
https: www 29metals com about
corporate governance
o remuneration recommendations were commissioned or provided during the Reporting eriod
3.2 Remuneration strategy
The key objectives of 29Metals’ remuneration strategy are to:
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▪
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attract and retain talented high performing personnel including M s
ensure that remuneration outcomes encourage high performance and encourage and reward performance that is consistent with 29Metals’ alues
and culture and
ensure that remuneration outcomes are aligned to shareholder value
To achieve these objectives 29Metals applies the following remuneration principles:
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▪
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T R is set at a competitive level having regard to the role scope skills e perience and ualifications performance and general and targeted
remuneration benchmarking (as applicable
all employees have a performance based (or ‘at risk’ remuneration component
the proportion of performance based remuneration increases with seniority reflecting increasing capacity to influence ompany performance
for more senior roles performance based remuneration is delivered as a combination of cash and non cash rewards in the form of e uity based
remuneration to align remuneration outcomes with shareholder value and
all performance based remuneration is subject to clawback mechanisms and malus provisions
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