Appendix I: Job Description - Chief Executive Officer - Delegated Authority

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Generally

The CEO is authorised and responsible for the day to day management of the Group and its operations. This delegation of authority includes responsibility for:

• developing business plans, budgets and strategies for consideration by the Board and, to the extent approved by the Board, implementing these plans, budgets and strategies.
• ensuring the Group's operations and business are within the parameters set by the Board from time to time and that the Board is kept informed of material developments in the Group's operations and business;
• where proposed transactions, commitments or arrangements exceed the parameters set by the Board, referring the matter to the Board for its consideration and approval;
• identifying and managing operational risks and, where those risks could have a material impact on the Group's businesses, formulating strategies for managing these risks for consideration by the Board;
• managing the Group's financial and other reporting mechanisms and control and monitoring systems to ensure that these mechanisms and systems capture all relevant material information on a timely basis and are functioning effectively;
• ensuring that the Board is provided with sufficient information on a timely basis in regard to the Group, its operations and the business, and in particular with respect to the Group's corporate performance, financial condition, operations and prospects, to position the Board to fulfil its governance responsibilities; and
• implementing the policies, processes and codes of conduct approved by the Board.

Accountability to the Board

Consistent with the above the CEO:

• Reports to the Board on the status of policies, strategies, directions and plans (business and otherwise) set or approved by the Board.
• Informs the Board of all events within, or which reasonably should be within, his knowledge or awareness, which may or do have material impact on the Group's activities or well being.
• Observes limitations as set down by the Board.

Leadership

• Provision of strong, clear leadership to the Group;
• Responsibility for ensuring the Group's Code of Conduct/Values is a living document, regularly updated, monitored and ongoing training is provided.

Internal Leadership

• provide direction, goals, energy to all parts of the Group;
• create, sustain, refresh and review a culture of innovation and enablement, underpinned by and expressing the values and philosophy of the Group.

External Leadership

• monitoring and interpretation of the external environment in order to continually position the Group to best advantage;
• maintaining awareness of political, governmental, business and industry components of the external environment, on a local, national and international level;
• participation in business and professional associations, networks and activities;
• ensuring relationship building with all stakeholders.

Management

• Provide overall management of the whole Group with particular responsibility in:
  • the appointment and management of key executive and management personnel;
  • setting up, maintaining and reviewing structure, systems, policies, processes and procedures, in order to guide, support, inform, service and monitor the prime functions of the Group;
  • ensure legal, ethical and professional practices and boundaries consistent with the Group's Code of Conduct/Values are adhered to;
  • ensure financial activities are managed within agreed budget or informs the Board in a timely manner should the CEO become aware of any material adverse movements to the budget;
  • ensure effective and efficient functioning of the Group and all its parts.

Appendix H	Table of contents	Appendix J