Corporate Governance Summit Crown Plaza Hotel  – Harare  28 September 2009.   “ Implementing and Sustaining a National Cor...
Basics <ul><li>Product </li></ul><ul><li>Marketing </li></ul><ul><li>Sales </li></ul><ul><li>Profits </li></ul><ul><li>Gov...
Value of a Corporate Governance Code  <ul><li>Code in not an end in itself nor does it have a life of its own. </li></ul><...
Product definition – “The Code” <ul><li>Broader context of corporate governance. </li></ul><ul><ul><li>Registered multinat...
Implications of a national Code <ul><li>Beyond individual organization enterprises. </li></ul><ul><li>Addresses national i...
Implementing the Code <ul><li>Market belief in the product: </li></ul><ul><ul><li>Content </li></ul></ul><ul><ul><li>Quali...
Sustainability of the Code <ul><li>Remain relevant </li></ul><ul><li>Dynamic </li></ul><ul><li>Challenging </li></ul><ul><...
Implementation and Sustainability Process <ul><li>Involve all relevant stakeholders in product definition </li></ul><ul><l...
Corporate Governance National Context in the future. <ul><li>Creating a Corporate Governance environment  </li></ul><ul><u...
Conlusion <ul><li>Corporate Governance Code is not a quick fix. </li></ul><ul><li>Corporate Governance Code succeeds withi...
Unleashing the power of the private sector Institute of Directors Zimbabwe THANK YOU
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Implementing and Sustaining a National Corporate Governance Code for Zimbabwe

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

Corporate Governance Summit – ZIMLEF Harare 28/09/2009

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Implementing and Sustaining a National Corporate Governance Code for Zimbabwe

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

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