VOTING CRITERIA
Best Investor Relations by a Company Awards / Best International Investor Relations / Most Progress in Investor Relations
Voting Constituents:
Best IR by a Company / Most Progress in Investor Relations
All buy and sell-side analysts and fund managers in AU / NZ
Best International IR by an Australasian Company
All international buy and sell-side analysts and fund managers who cover / invest in Australian companies. Contacts data provided courtesy of IPREO.
When voting on this Award, participants will be asked to score each company on a scale of 1 - 10 for each of the following categories:
CATEGORIES & DEFINITIONS
Shareholder Value Focus
Considers whether the company (management) / stock concerned has an emphasis on maintaining and preserving value for shareholders in terms of appropriate dividend yields and their growth, and share price appreciation. Also considered here is the payment of franked dividends and finding the balance between dividend yield and reinvestment of profits for long-term growth prospects, and also whether management balances the interests of all shareholders not just majority shareholders. Consideration also given to the structure of the CEO’s remuneration package.
Access to Management
Availability of senior management (Board, CEO/ CFO) to answer queries and information requests from fund managers and brokers, including regularity of this availability and timeliness of meetings.
Accurate & Timely Briefings
Briefings to market held by company when appropriate for update of material changes as well as notification of financial results. Also includes transparency and consistency of reporting to the investment community (and indeed the community at large).
Quality of IR
General engagement of the investment community as an ambassador for the company to ensure its business activities are communicated accurately and appropriately. This entails regularity and usefulness of communications, responsiveness to enquiries, ability to arrange meaningful and timely access to senior and middle management, flexibility in meeting investment community information demands and varying needs.
Clarity of Strategy
How well senior management, and investor relations, has articulated and explained their corporate strategy to the investment community. Also concerned with management’s track record and how well they manage investor expectations.
Disclosure
Sufficient level of detail as well as timeliness in advising the market of changes in business structure, financial results updates, and any other material changes in operations (including changes in senior management).
VOTING CRITERIA
Best Investor Day by an Australasian Company
Voting Constituents:
All buy and sell-side analysts and fund managers in AU / NZ
When voting on this Award, participants will be asked to score each company on a scale of 1 - 10 for each of the following categories:
CATEGORIES & DEFINITIONS
Quality of Investor Day
Quality of information provided; access to senior management at the event, accessibility and usability of information, event execution, honesty.
VOTING CRITERIA
Best Use of Technology For Investor Communications by an Australasian Company
Voting Constituents:
All buy and sell-side analysts and fund managers in AU / NZ
When voting on this Award, participants will be asked to score each company on a scale of 1 - 10 for each of the following categories:
CATEGORIES & DEFINITIONS
Quality of Investor Day
Access to company information via its website, including historical financial reports, non-financial and operational / corporate structure information. User ability is also key in the assessment of a company’s website.
VOTING CRITERIA
Best Corporate Reporting by an Australasian Company
Voting Constituents:
All buy and sell-side analysts and fund managers in AU / NZ
When voting on this Award, participants will be asked to score each company on a scale of 1 - 10 for each of the following categories:
CATEGORIES & DEFINITIONS
Disclosure
Sufficient level of detail as well as timeliness in advising the market of changes in business structure, financial results updates, and any other material changes in operations (including changes in senior management).
Environmental, Social, and Corporate Governance
Looks at how well the company’s corporate governance structure sets the company’s objectives to achieve long term sustainable growth, and how well it enables the means of attaining those objectives with respect to the monitoring of performance. More broadly, how the corporate governance structure balances the various stakeholder interests (shareholders, employees, suppliers, customers, regulatory authorities, market participants etc) including the company’s impact on the environment and society. Specifically, also concerned with how well the corporate governance structure and administration balances economic and social goals, individual and societal / communal goals, and encourages the efficient use of natural resources. Concerns accountability for the stewardship of those resources, including transparency, and how well a company has aligned as nearly as possible the interests of individuals, corporations, society and environment. Consideration also given to appropriateness of the structure of the CEO’s remuneration package and performance hurdles, and whether it’s aligned with long term sustainable growth objectives. Finally, the transparency of the corporate governance structure to the market is a paramount consideration.
Remuneration Policy
Extent to which the Remuneration Policy balances effective incentivisation of management against shareholder interests, ensuring compatibility and alignment.
Risk Management
Focus / ability of the company in managing its credit, operational, and regulatory risks. For example, forward planning / preparation for changes in regulatory landscape, as well as ability to manage relationships with regulators, employee unions and any other industry oversight bodies. Ability of management in setting an appropriate internal control framework for reporting / managing those risks.