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Rony Cohen
Co-Founder, CEO & Executive Chairman
Rony Cohen, the co-founder of Atelis, worked originally for the Israel Ministry of Defence in London before joining m-Wise Limited, a leading technology provider, where he held the position of Business Development Manager for the UK and France. Since 2002 he has concentrated on the VoIP phony market and Telecom soft switches in various forms. Rony graduated from the European Business School (London) with an MBA in 2001.
Alan Burdon Cooper
None Executive Director
Alan Burdon-Cooper who has been a partner at Collyer Bristow LLP and has developed an immense reputation within the legal community, where he is known not only as an extremely well respected commercial lawyer, but also for his sports and property expertise. Alan joins Atelis as a Non-Executive Director.
Corporate governance
The directors have complied with The Combined Code on Corporate Governance, insofar as possible given the company's size and the constitution of the board.
a. Remuneration committee
The board is currently restricted to three directors. As such, their performance is directly linked to the performance of the company. Accordingly, the directors consider that the structure and scale of their remuneration can be set fairly on an annual basis with due regard to the interests of shareholders without the need for a Remuneration Committee.
b. Audit Committee
Given the size of the company, the directors do not think it appropriate to have an audit committee. However, as directors they do examine the process of financial reporting within the company, review the company's accounting policies and monitor the integrity of the financial statements. They also review the company's system of internal control and processes for monitoring and evaluating the risks facing the company. The directors monitor the auditors' independence and cost-effectiveness and review the scope and results of the audit with them.
The directors'âpolicy is to undertake an assessment of the auditors'âindependence each year which includes:
- a review of non-audit services provided to the company and related fees;
- discussion with the auditors of all relationships with the company and any other parties that could affect independence or the perception of independence;
- a review of the auditors'âown procedures for ensuring the independence of the audit firm and partners and staff involved in the audit, including the regular rotation of the audit partner; and
- obtaining written confirmation from the auditors that, in their professional judgement, they are independent.
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