The Group puts a strong emphasis on corporate governance, executed responsibly by the Board of Directors and the management teams. The Group directs its efforts in maintaining the high trust it received from its shareholders to balance interests. The Group is proud of the high confidence of its investors, which is reflected in the impressive placement of funds by major global investment banks. Aroundtown’s shares and bonds were issued to many international leading institutional investors and major global investment and sovereign funds.
Compliance at Aroundtown is deeply embedded in its business operations. The Company orients itself consistently to its core values of integrity, respect, performance, accountability, and sustainability. Transparent, value-based corporate governance ensures highest standards of ethical business practice.
Throughout its activities and decision-making, stringent compliance structures are the central management tool for ensuring responsible behavior guided by integrity in all of the Company’s dealings. Aroundtown's processes are carefully designed to prevent conflicts of interest, respect employees’ rights and data privacy, monitor supplier conduct and the value chain, and manage other risks to the Company’s long-term success. Ranging from procurement policies and very strict codes of conduct for suppliers and staff, Aroundtown has implemented a wide range of measures and controls, such as Anti-Bribery Policy, Anti-Corruption Policy, Conflict of Interest and others, that together create a comprehensive compliance framework.
The Group respects the rights of all shareholders and ensures that they receive equal treatment. All shareholders have equal voting rights and all corporate publications are transmitted through general publication channels as well as on a specific section on its website. The shareholders of Aroundtown SA exercise their voting rights at the Annual General Meeting of the shareholders, whereby each share is granted one vote. The Annual General Meeting of the shareholders takes place at such place and time as specified in the notice of the meeting. At the Annual General Meeting of the shareholders the Board of Directors presents, among others, the directors report as well as consolidated financial statements to the shareholders.
The Annual General Meeting resolves, among others, on the financial statements of Aroundtown SA, the appointment of the auditor of the Company and the discharge to and appointment or re-election of the members of the Board of Directors.
Board of directors
The Board of Directors make decisions solely on the Group’s interest and independently of any conflict of interest. The Group is administered by a Board of Directors that is vested with the broadest powers to perform in the Group’s interest.
Regularly, the Board of Directors evaluate the effective fulfilment of their remit and compliance with corporate governance procedures implemented by the Group. This evaluation is also performed by the Audit and Risk Committees. The Board of Directors currently consists of a total of six members, of which 67% are independent or non-executive, and resolves on matters on the basis of a simple majority, in accordance with the articles of incorporation.
The Board of Directors is provided with regular training on regulatory and legal updates, sector specific and capital market subjects and ESG/CSR matters.
Members of the Board of Directors
|Mr. Frank Roseen||Director|
|Ms. Jelena Afxentiou||Director|
|Mr. Ran Laufer||Non-Executive Director|
|Mr. Markus Leininger||Independent Director|
|Ms. Simone Runge-Brandner||Independent Director|
|Mr. Markus Kreuter||Independent Director|
Senior and Key Management
|Mr. Barak Bar-Hen||Co-CEO / COO|
|Mr. Eyal Ben David||CFO|
|Mr. Oschrie Massatschi||CCMO|
|Mr. Klaus Krägel||CDO|
|Mr. Markus Neurauter||Head of Commercial Operations|
|Mr. Nikolai Walter||Head of Asset & Property Management|
|Mr. Milan Arandelovic||COO of Hotel Division|
|Mr. Alfred Kandl||Head of Construction Management|
|Ms. Sylvie Lagies||Head of ESG|
Internal controls and risk management systems
The Group closely monitors and manages any potential risk and sets appropriate measures in order to mitigate the occurrence of any possible failure to a minimum. The risk management is led by the Risk Committee, which constructs the risk management structure, organization and processes and coordinates risk-related training.
The Risk Committee monitors the effectiveness of risk management functions throughout the organization, ensures that infrastructure, resources and systems are in place for risk management and are adequate to maintain a satisfactory level of risk management discipline. The Group categorizes the risk management systems into two main categories; internal risk mitigation and external risk mitigation.
Internal Risk Mitigation
Internal controls are constructed from five main elements:
- Risk assessment – set by the Risk Committee and guided by an ongoing analysis of the organizational structure and by identifying potential weaknesses. Further, the committee assesses control deficiencies in the organization and executes issues raised by internal audit impacting the risk management framework.
- Control discipline – based on the organizational structure and supported by employee and management commitments. The discipline is erected on the foundations of integrity and ethical values
- Control features – the Group sets physical controls, compliance checks and verifications such as cross departmental checks. The Group puts strong emphasis on separation of duties, as approval and payments are done by at least two separate parties. Payment verifications are cross checked and confirmed with budget and contract. Any payment exceeding a certain set threshold amount requires additional approval by the head of the department as a condition for payment.
- Monitoring procedures – the Group monitors and tests unusual entries, mainly through a detailed monthly actual vs. budget analysis and checks. Strong and sustainable control and organizational systems reduce the probability of errors and mistakes significantly. The management sees high importance in constantly improving all measures, adjusting to market changes and organizational dynamics.
- ESG risk related expenditures – the Group has included identification of potential financial liabilities and future expenditures linked to ESG risks in the organizational risk assessment. Future expenditures on ESG matters and opportunities are included in the financial budget.
External Risk Mitigation
As ordinary course of business, the Group is exposed to various external risks. The Risk Committee is constantly determining whether the infrastructure, resources and systems are in place and adequate to maintain a satisfactory level of risk. The potential risks and exposures are related, inter alia, to volatility of interest risks, liquidity risks, credit risk, regulatory and legal risks, collection and tenant deficiencies, the need for unexpected capital investments and market downturn risk. The Group sets direct and specific guidelines and boundaries to mitigate and address each risk, hedging and reducing to a minimum the occurrence of failure or potential default.