The Board is collectively responsible for the long-term success of the Company and for its leadership, strategy, values, standards, control and management.

Day-to-day management of the Group is delegated to the Executive Directors, subject to formal delegated authority limits; however, certain matters are reserved for whole Board approval. These matters are reviewed periodically and include Board and Committee composition, strategy, funding decisions and corporate transactions among others. Directors are required to commit sufficient time to their role to appropriately discharge their duties. All Directors are offered regular training to develop their knowledge and ensure they stay up-to-date on matters for which they have responsibility as a Board member.

Board Composition:

The Board currently consists of a Non-Executive Chairman, two Executive Directors and three Non-Executive Directors. Three of our Non-Executives are considered independent.

Biographies of each Director can be found here.

The Board has established Audit, Remuneration and Nomination Committees to enable the Board to operate effectively and ensure a good governance framework for decision making.

The interplay between the Board and its committees is as follows:

Audit committee

Remuneration committee

Nomination committee

Oversees financial reporting

Determines the Executive
Directors and senior managers salaries and bonuses

Recommends Board appointments

Monitors internal controls

Recommends to the Board LTIP distribution and scope of the planBoard and Executive succession planning

Monitors internal and external auditors

Monitors remuneration trends throughout the groupReviews mix of skills and experience on the Board
Determines the Chairman's remuneration

The Committee monitors and reviews the effectiveness of the Group’s internal controls and reports to the Board on its work and conclusions. In reviewing the effectiveness of the Group’s internal controls, the Committee considers reports from the internal audit team and the External Auditors as part of their auditing process. No significant failings or weaknesses have been identified in the review process during the year.

The Group’s internal controls are managed via:

- The schedule of matters reserved for the Board.
- The terms of reference for Board Committees.
- The schedule of delegated authorities.
- Documentation of significant transactions.
- The whistleblowing procedure under which staff may raise matters of concern confidentially.

The controls relating to financial reporting are:

- An appropriately qualified management structure, with clear lines of responsibility.
- A comprehensive budget review and approval process.
- Board and Committee updates from the Chief Financial Officer which include forecasts and performance against budget.
- Regular internal audit of the financial control procedures.

Terms of Reference

The primary purpose of the Committee is to lead the process for Board appointments, reviewing succession planning and to make recommendations for maintaining an appropriate balance of skills on the Board.

Nomination Committee members and meetings

The Committee currently consists of Peter Jensen (Chairman), Jeff Barton and Steven Smith. The Committee meets twice during the year.

Key responsibilities:

  • Reviewing the structure, size and composition (including the skills, knowledge, experience and diversity) of the Board on a regular basis and making recommendations to the Board with regard to any changes;
  • Considering succession planning, taking into account the challenges and opportunities facing the Group and the skills and expertise needed on the Board in the future;
  • Reviewing the leadership needs of the organisation, both executive and non-executive, with a view to ensuring the continued ability of the organisation to compete effectively in the marketplace;
  • Identifying and nominating for the approval of the Board, candidates to fill Board vacancies as and when they arise;
  • Evaluating the balance of skills, knowledge, experience and diversity on the Board and, in the light of this evaluation, preparing a description of the role and capabilities required for a particular appointment;
  • Ensuring that, on appointment to the Board, non-executive directors receive a formal letter of appointment setting out clearly what is expected of them in terms of time commitment, committee service and involvement outside Board meetings; and
  • Reviewing annually the time required from a non-executive director.

Terms of Reference

The Committee’s key objectives are to develop remuneration policies and packages that ensure that the Allergy Therapeutics’ Executive Team is appropriately motivated and support the delivery of business objectives in the short, medium and long term and that the interests of Executive Directors are aligned with the interests of long term shareholders. The Committee is responsible for determining and agreeing the overall Remuneration Policy, including appropriate salary levels for each Executive Director; the composition of remuneration packages, performance periods, measures and targets for variable remuneration components and any clawback arrangements. In addition, the Committee also agrees or recommends to the Board various compensation matters, including any share-related compensation, for executive management.

Remuneration Committee members and meetings

Currently, the Remuneration Committee consists of two independent Non-Executive Directors Steve Smith (Chairman) and Tunde Otulana. The Chief Executive Officer is invited to attend meetings of the Committee but no Director is involved in any decisions relating to their own remuneration.

Remuneration policy

The Committee is responsible for setting the framework and policy for the remuneration of the Executive Directors and designated senior managers. It determines specific elements of their remuneration, their contractual terms and, where necessary, compensation arrangements.

The key objectives of the Company’s remuneration policy are to:

  • Align Executive and shareholder interests;
  • Underpin an effective pay-for-performance culture;
  • Support retention, motivation and recruitment of talented people;

The Committee aims to achieve an appropriate balance between fixed and variable remuneration, and between variable remuneration based on short-term and longer term performance. Fixed remuneration includes base salary, benefits and pension. Variable remuneration includes annual bonus and awards made under the Long Term Incentive Plan.

The Policy is aligned to the strategy and nature of the business and reflects the importance of rewarding the Executive Directors for delivering strong performance against the Company’s KPI’s. Details of each element of remuneration, their operation, purpose, link to strategy and performance metrics are set out in the Policy table below.

Executive Directors

The Committee determines the remuneration and benefit of the Executive Directors. The service contracts of Executive Directors are approved by the Remuneration Committee. The service contract of Manuel Llobet contains a 12 month notice period for Nick Wykeman the notice period is 6 months. The service contracts may be viewed at the Company’s registered office.

Non-Executive Directors

The remuneration of Non-Executive Directors is determined by the Board. They have letters of appointment, with the Company and their appointments are terminable on three months written notice on either side.
The Committee keeps itself informed of all relevant developments and best practice in the field of remuneration and seeks advice from external advisers when it considers it appropriate.

Terms of Reference