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Implementing and Sustaining a National Corporate Governance Code for Zimbabwe

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IOD

"Implementing and Sustaining a National Corporate Governance Code for Zimbabwe"

Corporate Governance Summit – ZIMLEF Harare 28/09/2009

Published in: Business, News & Politics

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  • 1. Corporate Governance Summit Crown Plaza Hotel – Harare 28 September 2009. “ Implementing and Sustaining a National Corporate Governance Code for Zimbabwe” INSTITUTE OF DIRECTORS ZIMBABWE o I D
  • 2. Basics
    • Product
    • Marketing
    • Sales
    • Profits
    • Governance.
  • 3. Value of a Corporate Governance Code
    • Code in not an end in itself nor does it have a life of its own.
    • Ultimate purpose in national development based on sound corporate :
      • Growth
      • Experience
      • Ethos
    • The three P’s balance – People, Planet and Profit.
  • 4. Product definition – “The Code”
    • Broader context of corporate governance.
      • Registered multinational companies
      • Local registered companies;
      • Parastatals and state enterprises;
      • Small to medium enterprises;
      • Informal sector
    • How does the code add value to each sector in their own interest?
  • 5. Implications of a national Code
    • Beyond individual organization enterprises.
    • Addresses national interests;
    • Addresses the impact of history on corporate governance;
    • Beyond today.
  • 6. Implementing the Code
    • Market belief in the product:
      • Content
      • Quality
      • Relevance
    • Market appreciating of its value – RoI
    • Market commitment to its implementation
  • 7. Sustainability of the Code
    • Remain relevant
    • Dynamic
    • Challenging
    • Instills market trust and confidence.
  • 8. Implementation and Sustainability Process
    • Involve all relevant stakeholders in product definition
    • Involve stakeholders in product development;
    • Establish a home for the Code:
      • Neutral
      • Objective
      • Informed;
    • Business and Public sensitization;
  • 9. Corporate Governance National Context in the future.
    • Creating a Corporate Governance environment
      • Mentorship – stakeholder network
      • Stakeholder registration requirements
      • Corporate Governance Education
    • Creating a critical mass to support the Code
    • Corporate Governance recognition
    • Monitoring and Evaluation of Corporate Governance compliance – reporting.
  • 10. Conlusion
    • Corporate Governance Code is not a quick fix.
    • Corporate Governance Code succeeds within a corporate governance culture
    • Corporate Governance Code development must be complemented with a developing a conducive environment for it.
    • Corporate Governance code must resonate with national interests and international norms.
    • Corporate Governance Code is a long process.
  • 11. Unleashing the power of the private sector Institute of Directors Zimbabwe THANK YOU