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.

Frontier has followed the Quoted Companies Alliance Corporate Governance Code for Small and Mid-Sized Companies (the ‘QCA Code’) since 2018, refining the Company’s corporate governance arrangements in order to follow the ten principles of the QCA Code. In 2024, we have taken steps to further review and refine our alignment with the 2023 update to the QCA Code, against which the Company will report in FY25.

This Annual Report provides insights into the Company’s ongoing engagement with the QCA Code, reflecting its dedication to maintaining high standards of corporate governance. Frontier’s alignment with the QCA Code underscores our commitment to transparency, accountability and effective management, which are crucial to ensure effective engagement with shareholders and the wider stakeholder community, as well as supporting long-term success.

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 2024 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 07–08) Strategic Report (pages 01–29)
2	Understand and meet shareholder needs and expectations	Investor relations – Corporate Governance Report (page 40) S172 Statement (pages 27–29)
3	Understand and meet wider stakeholder needs and social responsibilities	Strategy and business model – Strategic Report (pages 14–16) Corporate culture and social responsibility – Corporate Governance Report (page 40) Our People (page 17) Our Impact (page 19) S172 Statement (pages 27–29)
4	Embedded risk management	Strategy and business model – Strategic Report (pages 14–16) Principal risks and uncertainties (pages 20–26) Internal control and business risk – Corporate Governance Report (page 40)
5	A well-functioning and balanced Board	Board of Directors (page 30) Board overview – Corporate Governance Report (page 38)
6	Board experience, skills and capabilities	Board of Directors (page 30) Board overview – Corporate Governance Report (page 38)
7	Performance of the Board and continuous improvement	Board overview – Corporate Governance Report (page 38)
8	Corporate culture based on ethical values and behaviours	Corporate culture and social responsibility – Corporate Governance Report (page 40)
9	Effective governance structures which support good decision making	Chairman’s introduction and summary – Corporate Governance Report (page 37) Board overview – Corporate Governance Report (page 38) Board Committee reports – Corporate Governance Report (pages 38–39)
10	Communication of Company governance and performance	Chairman’s introduction and summary – Corporate Governance Report (page 37) Board Committee reports – Corporate Governance Report (pages 38–39)