Corporate Governance

iHybrid implements best corporate governance and commercial principles.

Our corporate board consists of Executive Directors and independent Non-Executive Directors to deliver the highest standards of corporate governance and deliver value for our stakeholders.

The Board's objectives are:

  • to succeed iHybrid
  • to add value and support, as a Board, to the executive team;
  • to represent the values; and
  • to be proactive at all times

Board Functions

  1. Determine a governance model and ensure that appropriate Company policies and structures are in place
  2. Participate in the development of a mission and strategic plan for the Company
  3. Ensure that an effective management team is in place providing advice and guidance to the CEO as required.
  4. To appoint key senior executives and oversee succession planning
  5. Maintain effective partnerships and communication with the Company’s stakeholders
  6. Maintain fiscal responsibility, including raising income, managing income, and approving and monitoring annual budgets
  7. Ensure transparency in all communication to the directors and the stakeholders.
  8. Evaluate the Company in relation to a strategic plan
  9. Ensuring the organisation has appropriate corporate governance structures in place including standards of ethical behaviour and promoting a culture of corporate and social responsibility.
  10. Evaluate the work of the board of directors, ensuring continuous renewal of the board, and plan for the succession and diversity of the board


  1. Directors should establish an appropriate constitutional and governance framework for the company.
  2. Every company should strive to establish an effective board, which is collectively responsible for the long-term success of the company, including the definition of the corporate strategy.
  3. The size and composition of the board will reflect the scale and complexity of the company’s activities.
  4. The board will meet sufficiently regularly to discharge its duties, and be supplied in a timely manner with appropriate information.
  5. Levels of remuneration should be sufficient to attract, retain, and motivate executives and non-executives of the quality required to run the company successfully.
  6. The board is responsible for risk oversight and should maintain a sound system of internal control to safeguard shareholders’ investment and the company’s assets.
  7. Develop a basic risk register, which is reviewed by the board on a regular basis. This will contain the following categories of information:
  • A description of the main risks facing the company
  • The impact should this event actually occur
  • The probability of its occurrence
  • A summary of the planned response should the event occur
  • A summary of risk mitigation (the actions that can be taken in advance to reduce the probability and/or impact of the event).
  • There should be a dialogue between the board and the shareholders based on a mutual understanding of objectives.
  • All directors should receive induction on joining the board and should regularly update and refresh their skills and knowledge.