Afm assignment
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The document is Britannia's corporate governance report which outlines the company's philosophy, policies, and practices regarding corporate governance. It discusses the board of directors and its committees including audit, remuneration, and shareholders committees. It also covers general meetings, disclosures on policies and compliance, means of communication to shareholders, and a declaration of adherence to the code of conduct. The report is intended to demonstrate the company's commitment to transparency, accountability, and protection of stakeholder interests through its corporate governance structures and processes.
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Corporate governence final
- A corporation is an organization created by shareholders who own the company. The board of directors oversees management.
- Corporate governance deals with how organizations are directed and controlled. It ensures accountability, fairness, transparency and responsibility within corporations.
- In India, corporate governance initiatives began in the 1990s led by industry groups and regulators. Key milestones included voluntary codes in the late 90s and mandatory codes introduced by SEBI in 2000 for listed companies.
Narayan murthy report on corporate governance
The document summarizes the key recommendations from the Narayana Murthy Committee Report on Corporate Governance in India from 2003. The committee was formed by SEBI under Murthy's chairmanship to review corporate governance standards and disclosure requirements. The committee recommended several mandatory requirements, such as strengthening audit committees, requiring approval of related party transactions, and establishing whistleblower policies. It also recommended non-mandatory best practices around moving to unqualified financial statements, training board members, and evaluating board performance. The recommendations aimed to improve transparency, accountability and investor protection in Indian markets.
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This document discusses key aspects of corporate governance. It defines corporate governance as the system by which companies are directed and controlled, involving relationships between management, the board of directors, shareholders, and other stakeholders. The document outlines principles of corporate governance around accountability, transparency, responsibility, and fairness. It also discusses theories of corporate governance and instruments used to implement effective governance.
Corporate governance report
This document provides a corporate governance report for Hindustan Unilever. It discusses the company's commitment to transparency, accountability, and ethical business practices. The report outlines the roles and responsibilities of the Board of Directors in overseeing management and shareholders' interests. It also describes the composition of the Board and its committees. The report emphasizes Hindustan Unilever's focus on integrity, sustainability, and creating long-term value for stakeholders.
Industrial policy
Industrial policy outlines the rules and roles of different sectors in developing industries. It incorporates various economic policies and indicates the role of large, medium, and small businesses. Liberalization in India began in 1991 through negotiations with the World Bank and IMF to reduce deficits, introduce structural economic reforms, and make India more competitive globally. Economic liberalization dismantled licensing, reduced import restrictions and controls, reformed finance, cut taxes, and opened sectors like power and banking to private investment. Corporate governance concerns holding a balance between economic and social goals through transparency and accountability. It ensures directors act in the company's best interests and remain accountable to shareholders.
CORPORATE GOVERNANCE.pptx.pdf
its thorough Corporate governance is the system by which companies are directed and controlled. Boards of directors are responsible for the governance of their companies. The shareholders’ role in governance is to appoint the directors and the auditors and to satisfy themselves that an appropriate governance structure is in place.
The responsibilities of the board include setting the company’s strategic aims, providing the leadership to put them into effect, supervising the management of the business and reporting to shareholders on their stewardship.
Corporate governance is therefore about what the board of a company does and how it sets the values of the company, and it is to be distinguished from the day to day operational management of the company by full-time executives.
In the UK for listed companies corporate governance it is part of the legal system as the latest UK Corporate Governance Code applies to accounting periods beginning on or after 1 January 2019 and,, applies to all companies with a premium listing of equity shares regardless of whether they are incorporated in the UK or elsewhere.
But good governance can have wider impacts to the non listed sector because it is fundamentally about improving transparency and accountability within existing systems. One of the interesting developments in the last few years has been the way in which the ‘corporate’ governance label has been used to describe governance and accountability issues beyond the corporate sector. This can be confusing and misleading as UK Corporate Governance has been built and developed to deal with the governance of listed company entities and not designed to cover all organisational types that may have different accountability structures.
Many academic studies conclude that well governed companies perform better in commercial terms.
Corporate governance practices in India & around the world
This document discusses corporate governance principles and practices in India. It defines corporate governance as relating to laws, procedures and practices that determine a company's ability to make managerial decisions while considering social impacts and accountability to shareholders. The key principles of corporate governance outlined include acknowledging shareholder rights, the role and responsibilities of the board of directors, integrity and ethical behavior, disclosure and transparency, and accountability. Common corporate governance practices in India include requirements under the Companies Act, securities laws, capital market discipline, nominees on company boards, and statutory audits. Globally, strategies focus on corporate objectives, communication/reporting, voting rights, board composition, remuneration policies, and strategic/operating performance.
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Who Is Abhay Bhutada, MD of Poonawalla Fincorp
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
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This blog explores the current largest producer of soybean in India and the factors contributing to their dominance.
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Independent Study - College of Wooster Research (2023-2024)
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
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Bridging the gap: Online job postings, survey data and the assessment of job ...
Afm assignment
- 2. CORPORATE GOVERNANCE REPORT Define :- Corporate governance refers to the system by which corporations are directed and controlled. The governance structure specifies the distribution of rights and responsibilities among different participants in the corporation (such as the board of directors, managers, shareholders, creditors, auditors, regulators, and other stakeholders) and specifies the rules and procedures for making decisions in corporate affairs.
- 3. In other words company use corporate governance report to see how the “show has to be run” in the best interest of all the stakeholders within the boundaries set by the government. Governance provides the structure through which corporations set and pursue their objectives, while reflecting the context of the social, regulatory and market environment. Governance is a mechanism for monitoring the actions, policies and decisions of corporations. Governance involves the alignment of interests among the stakeholders. Corporate governance report is attached with the Director’s report
- 4. WHAT DO YOU UNDERSTAND BY GOOD CORPORATE GOVERNANCE? Good corporate governance is all about ensuring that the needs and interests of all of an organisation's stakeholders are taken into account in a balanced and transparent manner. However, good corporate governance is not just a matter of having the right policies and procedures in place. It has to be embedded into the culture of the organisation from the very top down.
- 5. COMPONENTS OF CGR IN CONTEXT TO BRITANNIA CGR COMPANY’S PHILOSOPHY ON CODE OF CORPORATE GOVERNANCE Company considers good Corporate Governance a pre-requisite for meeting the needs and aspirations of its shareholders and other stakeholders in the Company and firmly believes that the same could be achieved by maintaining transparency in its dealings, creating robust policies and practices for key processes and systems with clear accountability, integrity, transparent governance practices and the highest standard of regulatory compliance.
- 6. BOARD OF DIRECTORS The Board is headed by a Non-Executive Chairman, Mr. Nusli N Wadia Over three-fourths of the Board consists of Non- Executive Directors. As of 31 March 2013, the Board comprised six independent directors constituting 50% of the total Board strength. During the year 2012-13, six (6) Board Meetings were held
- 7. BOARD COMMITTEES (a) Audit Committee: The Audit Committee, as on 31 March 2013, comprised the following six Non-Executive Directors: Mr. Nasser Munjee – Chairman of the Committee Mr. Nimesh N Kampani Mr. Keki Dadiseth Mr. Avijit Deb Mr. A K Hirjee Mr. Ness N Wadia
- 8. (b) Remuneration / Compensation Committee: Mr. Keki Dadiseth – Chairman of the Committee Mr. Nusli N Wadia Mr. A K Hirjee Mr. Nimesh N Kampani Mr. Nasser Munjee Dr. Ajai Puri
- 9. Broad terms of reference of the Remuneration / Compensation Committee include: (i) Recommendations to the Board, of salary / perquisites, commission and retirement benefits and finalisation of the perquisite package payable to the Company’s Managing Director / Wholetime Directors. (ii) To evolve and bring into effect the Employee Stock Option Scheme (ESOS) within the broad parameters approved by the Board / Shareholders and formulate the detailed terms and conditions of the ESOS. (iii) To be responsible for the administration and superintendence of the ESOS.7
- 10. (c) Share Transfer & Shareholders’ / Investors’ Grievance and Ethics / Compliance Committee: (i) approves and monitors transfers, transmission, splitting, consolidation, dematerialisation, rematerialisation of securities and issue of duplicate share certificates by the Company over and above the delegated power as detailed below (ii) looks into various issues relating to shareholders, including redressal of complaints relating to transfer of shares, non-receipt of annual reports, dividends, etc.; and (iii) carries out the functions envisaged under the Code of Conduct for Prevention of Insider Trading adopted by the Company in terms of Regulation 12(1) of the SEBI (Prohibition of Insider Trading)
- 11. GENERAL BODY MEETINGS Company organized three general body meetings at various locations DISCLOSURES Risk Management Code of Conduct Public, Rights and Other Issues CEO / CFO Certification Management Discussion and Analysis Report Compliance Reports
- 12. MEANS OF COMMUNICATION Quarterly, half-yearly and yearly financial results are published within the stipulated time as per the Listing Agreement in leading newspapers, i.e. Financial Express (all editions) and Pratidin (Kolkata edition). The Company also uploads financial results on its website – www.britannia.co.in GENERAL SHAREHOLDER INFORMATION Annual General Meeting – Date, time and venue Financial calendar Book closure period Dividend payment date Listing on Stock Exchanges Plant Locations
- 13. Registrar and Transfer Agents Address for correspondence Others DECLARATION As provided under Clause 49 of the Listing Agreement with the Stock Exchanges, this is to confirm that all the members of the Board and the Senior Management have affirmed compliance with the Code of Conduct for the year ended 31 March 2013. For Britannia Industries Limited Place: Mumbai Vinita Bali Date : 24 May 2013 Managing Director