Alexandre Tsang
Director of Al Nowais FinCorp Limited.
How we govern
Who watches the people
watching the money?
Clear ownership. Accountable governing bodies. Management with room to manage. Independent control functions with permission to be inconvenient.
Governance architecture
Connected, not confused.
ShareholdersCapital · ownership · reserved decisions
Al Nowais FinCorpStewardship · group direction · shareholder governance
Proposed Canopus institutionGoverning body · management · risk · compliance · auditSubject to licensing
Customers, markets and counterpartiesOnly after authorisation and operational readiness
The distinction
Influence is not interference.
Shareholders should set expectations for strategy, risk appetite, capital and governance. They should not make individual customer, transaction, credit, compliance or operational decisions.
The proposed regulated institution is intended to operate through its own governing body and accountable management, supported by independent risk, compliance and internal-audit functions.
A useful governance system makes authority visible before a difficult decision — not after it.
Corporate governance
The current company.
Alexandre Rétif
Director of Al Nowais FinCorp Limited.
Halpern + Woolf Limited
Corporate-secretarial support in the Republic of Seychelles.
Board and officer information may change. The current statutory records remain authoritative.
Governance principles
The right to ask an awkward question.
Decision rights
Reserved matters and delegated authorities should be explicit, current and usable.
Conflict discipline
Interests are disclosed, recorded and managed before they distort a decision.
Independent challenge
Risk, compliance and audit must be able to disagree without asking permission first.
Evidence
A governance decision should leave a record strong enough to survive memory, staff turnover and hindsight.