Corporate Governance

We take our governance responsibilities seriously and devote appropriate time and effort to ensure that Frontier is run on a responsible and considerate basis, with a focus on long-term sustainable success. As part of our approach to governance, we endeavour to take into account all of our key stakeholders and consider our influence within the games industry and our impact on wider society.

In 2013 the Company listed on AIM, and as a result the Board established corporate governance arrangements appropriate to a public listed company, through the consideration of best practice guidelines and aspects of the UK Corporate Governance Code.

Prior to 2018, as an AIM-listed company, Frontier was not required to comply with a corporate governance code, but its arrangements were reviewed against the Quoted Companies Alliance (QCA) Corporate Governance Code for Small and Mid-Sized Companies.

The AIM Rules changed in 2018 and as a result the Board refined the Company’s corporate governance arrangements in order to follow the 10 principles of the QCA Corporate Governance Code

The Annual Report for 2023 is available here. The table below sets out the ten principles of the QCA Code and provides direction to the relevant section(s) in the Annual Report for each principle.

	QCA Code principle	Relevant section(s) of the Annual Report
1	A strategy and business model for long-term value creation	CEO’s Statement (pages 05–06) Strategic Report (pages 01–31)
2	Understand and meet shareholder needs and expectations	Investor relations – Corporate Governance Report (page 44) S172 Statement (pages 29–31)
3	Understand and meet wider stakeholder needs and social responsibilities	Strategy and business model – Strategic Report (pages 08, 09, 11 and 12) Corporate culture and social responsibility – Corporate Governance Report (page 44) Our People (pages 14–15) Our Impact (page 23) S172 Statement (pages 29–31)
4	Embedded risk management	Strategy and business model – Strategic Report (pages 08, 09, 11 and 12) Principal risks and uncertainties (pages 25–28) Internal control and business risk – Corporate Governance Report (page 44)
5	A well-functioning and balanced Board	Board of Directors (pages 32–34) Board overview – Corporate Governance Report (page 42)
6	Board experience, skills and capabilities	Board of Directors (pages 32–34) Board overview – Corporate Governance Report (page 42)
7	Performance of the Board and continuous improvement	Board overview – Corporate Governance Report (page 42
8	Corporate culture based on ethical values and behaviours	Corporate culture and social responsibility – Corporate Governance Report (page 44)
9	Effective governance structures which support good decision making	Chairman’s introduction and summary – Corporate Governance Report (page 41) Board overview – Corporate Governance Report (page 42) Board Committee reports – Corporate Governance Report (pages 42–43)
10	Communication of Company governance and performance	Chairman’s introduction and summary – Corporate Governance Report (page 41) Board Committee reports – Corporate Governance Report (pages 42–43)