ITF

- - All Board and committee members, directors, managers and employees are expected to act with the utmost integrity and objectivity, striving at all times to enhance the reputation and performance of the ITF. All Board members and committee/commission members are bound by the ITF Code of Ethics (effective 1 Jan 2019). This includes a requirement to declare any conflict of interest (perceived or otherwise) they may have in matters before the Board or committee, and provides for how such conflicts should be managed (including not voting or participating in the debate, or leaving the room). The Code of Ethics also includes duties of honesty, respect and confidentiality, prohibitions against bribery and corruption, rules relating to candidates for election and bidding processes, and a duty to report potential breaches. Decisions and Appeals The ITF is exposed to a variety of risk factors which are assessed on a regular basis. Policies to minimise financial risks include insurance cover, currency hedging, long-term commercial contracts and the prudent and limited utilisation of financial reserves (e.g. for Strategic Initiatives) to invest in the ITF's infrastructure and maintain programmes. Ethical Standards The Board places great emphasis on its risk management policies and internal controls. It receives regular reports on risk management issues from management, including a summary risk register covering all ITF activity. The detailed risk register is reviewed by the Finance and Audit Committee and other committees review the sections of the detailed risk register relevant to their activity. The ITF also uses external consultants to advise on potential risks and security at ITF events. Risk Management Safeguarding The ITF has appointed a Safeguarding Manager to lead on implementing a new safeguarding strategy across all ITF activities involving children and adults. This will involve developing up-to-date safeguarding policies including safe recruitment, robust procedures for dealing with concerns and delivering training both internally with all ITF departments, and internationally with Regional and National Associations. The ITF has appeal procedures, which are fully detailed in the Constitution and the regulations for the individual competitions. Safeguarding is detailed on the ITF risk register acknowledging that there is not just a risk of harm to existing participants in tennis, but also a wider organisational risk of non-recent allegations coming to light as experienced in other sporting environments. Embedding a culture of safeguarding is vital to prevent harassment and abuse of vulnerable groups. It is also key in providing safe, inclusive environments to ensure that the ITF's stated purpose of "ensuring the long-term growth and sustainability of tennis" is realised. The remaining directors receive no remuneration for their services, but are reimbursed for expenses incurred in carrying out their duties in accordance with the ITF's expenses policy. Remuneration Committee The Remuneration Committee receives the COO's salary and the senior leadership team's pay awards for review. It also receives high-level remuneration data for the remainder of the organisation and reviews proposed increases for consistency and fairness. The Remuneration Committee reports to the first Board meeting of the year on the percentages applied during the previous annual salary and bonus review, in line with internal and external factors. The Remuneration Committee's Board members led by an 'acting chair' conduct super-executive sessions at the March and November Board meetings. The Remuneration Committee consists of the President (as chair), up to two non-executive members of the Board and one non-Board member. The contract of employment of the President is established and agreed by the Board of Directors. The Board delegates the annual performance review of the President's contract to the Remuneration Committee, excluding the President. The Remuneration Committee agrees travel allowances for the President. The contract of employment of the Chief Operating Officer (COO) is established by the President and is presented to the Remuneration Committee for remuneration package approval. November: discuss the President's performance against the objectives and determine the President's bonus for the current year, and salary for the next year. March: review and finalise the President's annual objectives for the year 7

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