Corporate Governance


The Directors recognise the importance of sound corporate governance, and the Group comply with the provisions of the Corporate Governance Code for Small and Mid-Size Quoted Companies ("QCA Code"), as published by the Quoted Companies Alliance, to the extent they consider appropriate in light of the Group's size, stage of development and resources.

The Group hold board meetings periodically and as issues arise which require the attention of the New Board. The Board are responsible for the governance of the Group, setting the strategic direction of the Group and establishing the policies of the  Group. It is the  Board's responsibility to oversee and monitor the financial position, the business and affairs of the  Group on behalf of the Shareholders, to whom the directors are accountable. The primary duty of the Board will be to act in the best interests of the Group and shareholders at all times. The Board will also address issues relating to internal control and the Group's approach to risk management.

The composition of these committees may change over time as the composition of the Board changes.

Audit Committee:  the audit committee will determine the terms of engagement of the Company’s auditors and will determine, in consultation with the auditors, the scope of the audit. The audit committee will receive and review reports from management and the Company’s auditors relating to the interim and annual accounts and the accounting and internal control systems in use throughout the Group. The audit committee will have unrestricted access to the Company’s auditors.

Remuneration Committee: the remuneration committee will determine the scale and structure of the executive Directors’ and senior employees’ remuneration and the terms of their respective service or employment contracts, including share option schemes and other bonus arrangements. The remuneration and terms and conditions of the non-executive Directors will be set by the Chairman and executive members of the Board.

AQSE Rules Compliance Committee:  the AQSE Rules compliance committee will ensure that procedures, resources and controls are in place to ensure that AQSE Rules compliance by the Company is operating effectively at all times and that the executive Directors are communicating effectively with the Company’s corporate adviser regarding the Company’s ongoing compliance with the AQSE Rules and in relation to all announcements and notifications and potential transactions.

The Company has adopted a share dealing code for dealings in securities of the Company by the Directors and Persons Discharging Managerial Responsibility which is appropriate for a company whose shares are traded on the AQSE Growth Market. This will constitute the Company’s share dealing policy for the purpose of compliance with UK Legislation including the Market Abuse Regulation. It should be noted that the insider dealing legislation set out in the UK Criminal Justice Act 1993, as well as provisions relating to market abuse, will apply to the Company and dealings in Ordinary Shares.

The Group has implemented an anti-bribery and corruption policy and also implemented appropriate procedures to ensure that the Board, employees and consultants comply with the UK Bribery Act 2010.

The Directors have established financial controls and reporting procedures, which are considered appropriate given the size of and structure of the Group.


Compliance with Governance Code

The Directors recognise the importance of sound corporate governance and the Directors intend to observe the recommendations of the QCA Corporate Governance Code

The QCA Code is constructed around ten broad principles (accompanied by an explanation of what these principles entail, under 'application') and a set of disclosures. The Code states what is considered to be appropriate arrangements for growing companies, and asks companies to provide an explanation about how they are meeting the principles through the prescribed disclosures.

The table below sets out the principles, the application recommended by the QCA code. It then sets out how ProBiotix complies with these requirements and departures from code, and provides links to appropriate disclosures. These are based upon the recommended disclosures provided in the QCA code.

These disclosures were last reviewed on the 16 June 2023.



How we comply with the QCA Code in this area

Departure from Code and Reason

1. Establish a strategy and business model which promote long-term value for shareholders

The board must be able to express a shared view of the company's purpose, business model and strategy.

It should go beyond the simple description of products and corporate structures and set out how the company intends to deliver shareholder value in the medium to long-term. It should demonstrate that the delivery of long-term growth is underpinned by a clear set of values aimed at protecting the company from unnecessary risk and securing its long-term future.

ProBiotix Health Plc has clearly articulated its strategy and business model in the annual report and accounts and on the company website,

The Board of Directors meet on a regular basis to discuss the strategic direction of the Company, and progress in achieving against its aims.

The Company's programme of research and development is intended to build long-term shareholder value through a reliance on strong science, backed by human studies, and supported by key opinion leaders, allowing us to deliver quality ingredients and superior white label food and supplement solutions.


2. Seek to understand and meet shareholder needs and expectations

Directors must develop a good understanding of the needs and expectations of all elements of the company's shareholder base.

The board must manage shareholders' expectations and should seek to understand the motivations behind shareholder voting decisions.

The Company recognises the importance of engaging with its shareholders and reports formally to them when its full-year and half-year results are published.

The Board also seeks to engage with shareholders to understand their needs and expectations, primarily through meetings with the Executive Directors, both individually as required (this mainly applies to institutional investors and/or those with significant shareholdings) and at annual general meetings, at which all shareholders are welcome.

The CEO and Executive Directors regularly present at private investment events during the year.

Investors may contact the Company directly through the investor enquiries email address [email protected]


3. Take into account wider stakeholder and social responsibilities and their implications for long-term success

Long-term success relies upon good relations with a range of different stakeholder groups both internal (workforce) and external (suppliers, customers, regulators and others). The board needs to identify the company's stakeholders and understand their needs, interests and expectations. Where matters that relate to the company's impact on society, the communities within which it operates or the environment have the potential to affect the company's ability to deliver shareholder value over the medium to long-term, then those matters must be integrated into the company's strategy and business model. Feedback is an essential part of all control mechanisms. Systems need to be in place to solicit, consider and act on feedback from all stakeholder groups.

We recognise that we are responsible not only to our shareholders and employees, but to a wider group of stakeholders (including our customers and suppliers) and the communities in which we operate.

The Company carefully assesses each of the companies it works with to ensure the requisite standards and values are in place.

ProBiotix Health Plc is committed to the highest standards of corporate social responsibility in its activities, as outlined in more detail in the annual report and accounts.

Feedback from stakeholders is reviewed by the CEO and any concerns he has raised at the next board meeting as a separate item on the agenda.



4. Embed effective risk management, considering both opportunities and threats, throughout the organisation

The board needs to ensure that the company's risk management framework identifies and addresses all relevant risks in order to execute and deliver strategy; companies need to consider their extended business, including the company's supply chain, from key suppliers to end-customer. Setting strategy includes determining the extent of exposure to the identified risks that the company is able to bear and willing to take (risk tolerance and risk appetite).

The Board has identified what we believe to be a sensible approach to risk management for a company of our size.

We outline the Company's approach to risk management and the principal risks we face, along with what we do to mitigate those risks, in our annual report and accounts.

The Company receives regular feedback from its external auditors on the state of its risk management and internal controls.

This area is subject to regular review as our business and the risks we face evolve.


5. Maintain the board as a well-functioning, balanced team led by the chair

The board members have a collective responsibility and legal obligation to promote the interests of the company, and are collectively responsible for defining corporate governance arrangements. Ultimate responsibility for the quality of, and approach to, corporate governance lies with the chair of the board.

The board (and any committees) should be provided with high quality information in a timely manner to facilitate proper assessment of the matters requiring a decision or insight.

The board should have an appropriate balance between executive and non-executive directors and should have at least two independent non-executive directors. Independence is a board judgement.

The board should be supported by committees (e.g. audit, remuneration, nomination) that have the necessary skills and knowledge to discharge their duties and responsibilities effectively. Directors must commit the time necessary to fulfil their roles.

The Board includes a balance of Executive and Non-Executive Directors.

The Board currently comprises 3 Executive and 2 Non-Executive Directors with an appropriate balance of sector, financial and public market skills and experience.

The board is comprised of:-

Adam Reynolds
Steen Andersen
Mikkel Hvid-Hansen
Stephen O'Hara
Marco Caspani

The directors' roles and responsibilities are shown on the website The Board's activities are supported by Audit and Remuneration Committees.

All the Directors have appropriate skills and experience for the roles they perform at the Company, including as members of Board Committees.

Directors are subject to re-election at least every three years in accordance with the articles of association.

The Company is satisfied that the current Board is sufficiently resourced to discharge its governance obligations on behalf of all stakeholders and will consider the requirement for additional Non-Executive Directors as the Company fulfils its growth objectives.


6. Ensure that between them the directors have the necessary up-to-date experience, skills and capabilities

The board must have an appropriate balance of sector, financial and public markets skills and experience, as well as an appropriate balance of personal qualities and capabilities.

The board should understand and challenge its own diversity, including gender balance, as part of its composition.

The board should not be dominated by one person or a group of people. Strong personal bonds can be important but can also divide a board.

As companies evolve, the mix of skills and experience required on the board will change, and board composition will need to evolve to reflect this change.

Details of the skills and experience of the Directors are provided in the annual report and accounts and at

The experience and knowledge of each of the Directors gives them the ability to constructively challenge the strategy and to scrutinise performance.

The Board has access to external advisors where necessary.

The Board and Committees receive training as appropriate. In particular, the members of the Audit Committee receive technical updates from the Company's external auditors to keep them abreast of the latest accounting, auditing, tax and reporting developments.

The Directors also receive regular briefings and updates from the Company's NOMAD in respect of continued compliance with the AQSE Rules.


7. Evaluate board performance based on clear and relevant objectives, seeking continuous improvement

The board should regularly review the effectiveness of its performance as a unit, as well as that of its committees and the individual directors.

The board performance review may be carried out internally or, ideally, externally facilitated from time to time. The review should identify development or mentoring needs of individual directors or the wider senior management team. It is healthy for membership of the board to be periodically refreshed. Succession planning is a vital task for boards. No member of the board should become indispensable.

Evaluation of the performance of the company's board has historically been implemented by the Remuneration Committee in an informal manner.

The Remuneration Committee, which comprises Adam Reynolds as Chairman, and Marco Caspani, will meet not less than twice each year. The committee is responsible for the review and recommendation of the scale and structure of remuneration for senior management, including any bonus arrangements or the award of share options with due regard to the interests of the Shareholders and the performance of the Enlarged Group.

From 2018 however, the Remuneration Committee will formally review and consider the performance of each director at or around the time of publication of the company's annual report.

The review will look at director performance during the year, which will include but not limited to: financial targets; adherence to company policies, effectiveness of management as well as attendance and contribution at company meetings.

On an ongoing basis, board members maintain a watching brief to identify relevant internal and external candidates who may be suitable additions to or backup for current board members.

The Company has yet to carry out a formal assessment of board effectiveness.
The board will keep this under consideration and put in place procedures when it is felt appropriate.

8. Promote a corporate culture that is based on ethical values and behaviours

The board should embody and promote a corporate culture that is based on sound ethical values and behaviours and use it as an asset and a source of competitive advantage.

The policy set by the board should be visible in the actions and decisions of the chief executive and the rest of the management team.

Corporate values should guide the objectives and strategy of the company. The culture should be visible in every aspect of the business, including recruitment, nominations, training and engagement. The performance and reward system should endorse the desired ethical behaviours across all levels of the company.

The corporate culture should be recognisable throughout the disclosures in the annual report, website and any other statements issued by the company

The Board believes that the promotion of a corporate culture based on sound ethical values and behaviours is essential to maximise shareholder value.

The Company operates virtually and aside from its board has only two full-time employees. The Executive team engenders open and positive interactions with a key focus on; scientific rigour, innovation, creative solutions and collective responsibility. As the Company expands its human capability it will look to formalise its culture through an agreed set of values and standards.

The Company's policies set out its zero tolerance approach towards any form of modern slavery, discrimination or unethical behaviour relating to bribery, corruption or business conduct.


9. Maintain governance structures and processes that are fit for purpose and support good decision-making by the board

The company should maintain governance structures and processes in line with its corporate culture and appropriate to its:

  • size and complexity; and
  • capacity, appetite and tolerance for risk.

The governance structures should evolve over time in parallel with its objectives, strategy and business model to reflect the development of the company.

The roles and responsibilities of specific Directors and Board Committees are available on our website

The Board meets formally at least eight times per year.

Each Committee has terms of reference outlining the specific responsibilities delegated to it.

The terms of reference and roles of each Committee can be found on the corporate governance section of the Company website .

The appropriateness of the Board's structures and processes are reviewed through the ongoing Board evaluation process and on an ad hoc basis by the Chairman together with the other Directors, and these will evolve in parallel with the Company's objectives, strategy and business model as the Company develops.


10. Communicate how the company is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders

A healthy dialogue should exist between the board and all of its stakeholders, including shareholders, to enable all interested parties to come to informed decisions about the company.

In particular, appropriate communication and reporting structures should exist between the board and all constituent parts of its shareholder base.

This will assist:

  • the communication of shareholders' views to the board; and
  • the shareholders' understanding of the unique circumstances and constraints faced by the company.

It should be clear where these communication practices are described (annual report or website).

The Company communicates progress throughout the year through Regulatory News Service announcements and in more detail in its interim financial statements and annual report and accounts.

Results of shareholder votes are made public on the Company's website after the meetings concerned [email protected].

Historical annual reports and other governance-related material, notices of all general meetings over the last five years can be found on the website.

There have been no votes where a significant proportion of votes (e.g. 20% of independent votes) have been cast against a resolution at any general meeting.