Thomas Fox, General Counsel of Drilling Controls, Inc., discusses compliance and its benefits. He notes that companies that implement strong compliance programs see positive effects, including protecting their sales, brand image, and reputation. Companies with integrity capital can better weather challenges and reduce costs. Compliance also improves attractiveness to investors and gives marketplace advantages like easier market entry. Fox advocates for supplier due diligence as part of compliance.
"Electronics Industry CEOs Executive SummaryIBMElectronics
How are leaders responding to a competitive and economic environment? IBM interviewed 1,541 CEOs, general managers and senior public sector leaders, including 105 Electronics Industry respondents.
This document summarizes seven commonly held myths about boards of directors that are not supported by empirical evidence. The myths discussed include: 1) an independent chairman always provides better oversight; 2) staggered boards always harm shareholders; 3) directors meeting independence standards are truly independent; 4) interlocked directorships reduce governance quality; 5) CEOs make the best directors; 6) directors face significant liability risks; and 7) company failure is always the board's fault. The document reviews relevant research studies for each myth and finds mixed or inconclusive evidence regarding their impact. It concludes that more attention should be paid to the board process rather than just its structural features in evaluating governance quality.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
A whitepaper making the case for, and suggesting a model for, the creation of an investment bank focused on the social venture space in Canada. Many of the ideas are applicable outside of Canada as well.
Aibel entered into a deferred prosecution agreement with the US DOJ in 2007 to comply with commitments to the US government, additional requirements, and implement a compliance program. Compliance is key to avoiding enforcement actions for violations of the Foreign Corrupt Practices Act. Steps companies can take include implementing a code of conduct, training employees, and conducting due diligence of suppliers and business partners.
Sustainability issues are increasingly being factored into IPO planning and disclosures. More companies addressing sustainability risks and opportunities in SEC filings. Growing investor interest in environmental, social and governance issues leads companies to consider sustainability as part of overall business strategy and risk management.
Executing value creation plans to maximize returnsEY
This slide deck was designed to accompany a video webcast that included an interactive discussion by a moderator and three panelists. To view that webcast, please go to: http://bit.ly/Xj4EIA
Executing value creation plans to maximize returns
Hosted by Ernst & Young LLP Transaction Advisory Services
Publication date: Tuesday, 2 April 2013
Leading private equity firms are maximizing investment returns by developing value creation insights before making a purchase, and executing a value creation plan from the beginning of the holding period through to exit.
Companies that faithfully execute their value creation plans throughout the investment lifecycle can enhance returns and outperform their peer group when they sell.
A panel of Ernst & Young LLP professionals and special guests discussed:
Value creation drivers
Possible steps for maximizing returns at exit
You are welcome to join the on-demand version of this interactive discussion by going to: http://bit.ly/Xj4EIA
This webcast is part an ongoing series. Register for any webcast and you will be asked if you want to receive invitations to future webcasts.
The Initial Public Offering Process Of Yahoo CorporationToya Shamberger
This document discusses the initial public offering (IPO) process of Yahoo Corporation. It provides background on Yahoo, discussing how it became an internet communication and media company serving over 200 million users globally. The document then discusses Yahoo's IPO in detail, including the performance of its stock and price trends after going public. It analyzes the financial trends of Yahoo and the advantages and disadvantages of raising capital through an IPO.
"Electronics Industry CEOs Executive SummaryIBMElectronics
How are leaders responding to a competitive and economic environment? IBM interviewed 1,541 CEOs, general managers and senior public sector leaders, including 105 Electronics Industry respondents.
This document summarizes seven commonly held myths about boards of directors that are not supported by empirical evidence. The myths discussed include: 1) an independent chairman always provides better oversight; 2) staggered boards always harm shareholders; 3) directors meeting independence standards are truly independent; 4) interlocked directorships reduce governance quality; 5) CEOs make the best directors; 6) directors face significant liability risks; and 7) company failure is always the board's fault. The document reviews relevant research studies for each myth and finds mixed or inconclusive evidence regarding their impact. It concludes that more attention should be paid to the board process rather than just its structural features in evaluating governance quality.
Telecommunications Industry CEO's Discuss Capitalizing on ComplexityIBMTelecom
How will telecommunications organizations respond to rising complexity. Creative leadership is key. IBM interviews with more than 1,500 CEOs revealed that the most successful are creatively discovering ways to capitalize on complexity.
A whitepaper making the case for, and suggesting a model for, the creation of an investment bank focused on the social venture space in Canada. Many of the ideas are applicable outside of Canada as well.
Aibel entered into a deferred prosecution agreement with the US DOJ in 2007 to comply with commitments to the US government, additional requirements, and implement a compliance program. Compliance is key to avoiding enforcement actions for violations of the Foreign Corrupt Practices Act. Steps companies can take include implementing a code of conduct, training employees, and conducting due diligence of suppliers and business partners.
Sustainability issues are increasingly being factored into IPO planning and disclosures. More companies addressing sustainability risks and opportunities in SEC filings. Growing investor interest in environmental, social and governance issues leads companies to consider sustainability as part of overall business strategy and risk management.
Executing value creation plans to maximize returnsEY
This slide deck was designed to accompany a video webcast that included an interactive discussion by a moderator and three panelists. To view that webcast, please go to: http://bit.ly/Xj4EIA
Executing value creation plans to maximize returns
Hosted by Ernst & Young LLP Transaction Advisory Services
Publication date: Tuesday, 2 April 2013
Leading private equity firms are maximizing investment returns by developing value creation insights before making a purchase, and executing a value creation plan from the beginning of the holding period through to exit.
Companies that faithfully execute their value creation plans throughout the investment lifecycle can enhance returns and outperform their peer group when they sell.
A panel of Ernst & Young LLP professionals and special guests discussed:
Value creation drivers
Possible steps for maximizing returns at exit
You are welcome to join the on-demand version of this interactive discussion by going to: http://bit.ly/Xj4EIA
This webcast is part an ongoing series. Register for any webcast and you will be asked if you want to receive invitations to future webcasts.
The Initial Public Offering Process Of Yahoo CorporationToya Shamberger
This document discusses the initial public offering (IPO) process of Yahoo Corporation. It provides background on Yahoo, discussing how it became an internet communication and media company serving over 200 million users globally. The document then discusses Yahoo's IPO in detail, including the performance of its stock and price trends after going public. It analyzes the financial trends of Yahoo and the advantages and disadvantages of raising capital through an IPO.
Legal Management Process: A paradigm shift as a Business EnablerAmber Gupta
This document discusses the need for statutory recognition of the Chief Legal Officer role. It outlines the traditional and expanding responsibilities of legal counsel and how a new paradigm is needed to create value. A case study examines how a large, multinational company can establish an integrated legal compliance framework through a Chief Legal and Compliance Officer role. This role would coordinate legal functions across business units, implement standardized processes and policies, and act as the control room for all legal compliance risks and regulatory representation.
The speaker will highlight and discuss of a number of case stories which illustrate frequent missteps made by entrepreneurs and startups.
Topics will include:
when and how to document your deal
capitalization
raising funds
attracting investors
and more!
The discussion will use real case stories to illustrate each topic in a meaningful and easy to understand manner.
By understanding these common missteps, entrepreneurs and startups will be better able to more successfully navigate the pitfalls and traps that can keep their startup from getting off the ground.
Please come with your questions, comments and scenarios.
About the Speaker
Alidad Vakili is an attorney in the Palo Alto office of Foley and Lardner, an international law firm. He regularly represents startup and emerging growth companies at every stage of the company lifecycle—from startup to liquidity. He frequently advises clients on a variety of strategic growth issues including venture capital and private equity financing, private offerings, joint ventures and M&A transactions. His work includes not only advising on major corporate milestones but also significant involvement in day-to-day operations and strategic business issues, such as formation, governance, and commercial agreements.
This document discusses corporate governance and agency theory. It describes how corporate governance is used to establish order between a firm's owners and managers due to the separation of ownership and control in modern corporations. Agency theory holds that conflicts can arise since manager and shareholder goals may not be aligned. Various governance mechanisms exist to help mitigate this issue, such as ownership concentration, boards of directors, executive compensation structures, the market for corporate control, and multidivisional organizational structures. The document provides details on each of these mechanisms.
The document discusses corporate governance and agency theory. Corporate governance is concerned with how strategic decisions are made in organizations and establishes order between owners and managers. Agency theory explains that an agency relationship exists between shareholders as principals who delegate decision-making to managers as agents, creating potential for conflict between their goals. The agency problem occurs when the goals of principals and agents differ and it is difficult for principals to verify appropriate agent behavior.
Tcn -structuring founder relationships and equity -oct 2012The Capital Network
The document discusses structuring founder equity and relationships in a startup company. It addresses dividing equity among co-founders, using restricted stock with vesting provisions, and creating a founders' agreement to establish control, decision-making processes, and what happens if a founder leaves the company. The presentation emphasizes choosing co-founders carefully based on complementary skills and integrity, dividing equity based on past and future contributions, and getting legal advice early in the process to properly structure equity arrangements.
GovernanceMetrics Linked In Presentationbtconnolly
This document summarizes the benefits of GovernanceMetrics International (GMI), an independent corporate governance ratings agency. GMI rates over 4,100 public companies worldwide across six governance categories. Recent academic studies have found that companies with higher GMI ratings outperformed those with lower ratings, and that corporate governance is positively related to firm value internationally. GMI ratings can be used to identify governance risks and opportunities, engage with company management, and help institutional investors make proxy voting and investment decisions.
Here are a few key points regarding environmental liability and due process in this case:
- As subsequent owners of the contaminated land, the Reardons could potentially face liability under environmental laws like CERCLA, even though they did not cause the contamination. The intent of these laws is to hold responsible parties accountable for cleanup costs.
- However, imposing liability without sufficient due process could violate the Reardons' constitutional rights. They should have an opportunity to contest liability and scientific evidence against them. A hearing would allow them to challenge the testing methods, results, and conclusions reached by the state agency.
- The Reardons could argue they did not know and had no reasonable way to know about the contamination when they purchased the
Joint ventures and strategic alliances allow companies to grow in four ways: organic growth, strategic alliances, joint ventures, and mergers/acquisitions. Strategic alliances involve partnerships where organizations remain independent while aligning long-term goals for mutual benefit. Joint ventures form a new legal entity governed by partnership law, where parties contribute to a specific venture for a set time period and scope. While similar, strategic alliances are generally less formal than joint ventures and allow for more flexibility.
13
Analyzing Strategic
Management Cases
Professor John Coy
13 - *
Learning ObjectivesAfter reading this chapter, you should have a good understanding of:How strategic case analysis is used to simulate real-world experiences.How analyzing strategic management cases can help develop the ability to differentiate, speculate, and integrate when evaluating complex business problems.The steps involved in conducting a strategic management case analysis.How conflict-inducing discussion techniques can lead to better decisions.How to get the most out of case analysis.How to use the strategic insights and material from each of the 12 previous chapters in the text to analyze issues posed by strategic management cases.
13 - *
Why Analyze Strategic
Management Cases?The process of analyzing, decision making, and implementing strategic actions raises many good questionsWhy do some firms succeed and others fail?Why are some companies higher performers than others?What information is needed in the strategic planning process?How do competing values and beliefs affect strategic decision making?What skills and capabilities are needed to implement a strategy effectively?
13 - *
Why Analyze Strategic
Management Cases?
Case analysis
Simulates the real-world experience
Forces you to choose among different options
Set forth a plan of action based on your choices
Strategic management cases
Detailed description of a challenging situation faced by an organization
Usually includes a chronology of events and extensive support materials
Financial statements
Product lists
Transcripts of interviews with employees
13 - *
Skills Developed from Case AnalysesDifferentiateEvaluate many different elements of a situation at onceDifferentiating between the factors that are influencing the situationUnderstanding that problems are often complex and multilayeredDig deepBeing too quick to accept an easy solution will probably fail to get to the heart of the problem
13 - *
SpeculateEnvision explanation that might not readily be apparentImagine different scenariosContemplate the outcome of a decisionDeal with uncertainty and incomplete knowledgeMissing dataInformation may be contradictorySpeculate about details and consequences that are unknown
Skills Developed from Case Analyses
13 - *
IntegrateLook at the big pictureHave an organization-wide perspectiveIntegrate the information into one set of recommendations affecting the whole companyChanges made in one part will affect the othersIntegrate the impact of various decisions and environmental influences on all parts of the organization
Skills Developed from Case Analyses
13 - *
How to Conduct a Case AnalysisPrepare for a case discussionDo your homeworkInvestigateAnalyzeResearch potential solutionsGather the advice of othersBecome immersed in facts, options, and implications
13 - *
How to Conduct a Case AnalysisPut yourself “inside” the caseThink like an actual participantStrategic decision makerBoard of dire ...
Disclosing the Facts 2014: Transparency and Risk in Hydraulic Fracturing Oper...As You Sow
Disclosing the Facts 2014: Transparency and Risk in Hydraulic Fracturing Operations is a report from As You Sow, Boston Common Asset Management, Green Century Capital Management, and the Investor Environmental Health Network --- a coalition of investment advisory firms and advocacy organizations. The second annual investor scorecard is available online at www.disclosingthefacts.org.
The document outlines an investor day agenda for GE Healthcare. The agenda includes opening remarks from the Chairman, presentations on GE Healthcare's vision and strategy from the CEO, and segments on imaging, ultrasound, patient care solutions, and pharmaceutical diagnostics. There will also be Q&A sessions with segment leaders and executives, as well as a presentation on financial strategy and Q&A. The goal is to discuss GE Healthcare's plans to create long-term shareholder value through executing on its precision care strategy, increased focus and agility as an independent company, and leveraging its position as a global leader in the attractive and growing healthcare market.
Operation risk management in Private Equity firmsJoseph Kariuki
This document provides an overview of operational risk management strategies for private equity firms. It discusses key operational risks such as cyber risks, compliance and misconduct risks, outsourcing risks, and crisis management. For each risk, the document outlines frameworks and examples of how private equity firms can mitigate exposure. It also includes case studies of operational crises at UBS Bank and Chipotle to demonstrate best practices for crisis response. The overall summary emphasizes that private equity firms should have robust risk management plans in place to prevent issues and protect their reputation and financial performance.
This document discusses the importance of corporate transparency. It notes that transparency can help build trust by deterring unethical behavior and serving as a check. The document lists the top and bottom 10 most transparent companies according to one rating organization. It also outlines key legislation regulating transparency. Finally, it provides recommendations for companies to increase their transparency through practices like disclosing policies, addressing issues candidly, monitoring the external environment, and integrating engagement strategies.
Compliance Professional Yesterday, Today And TomorrowAnn Oglanian
- The document summarizes a webinar presented by Ann Oglanian on the past, present and future of the compliance profession.
- It outlines how the role of compliance has evolved from an afterthought to a strategic, executive-level function with increasing responsibilities, skills requirements and compensation.
- It debates whether compliance should be considered a true profession on par with law and accounting, noting gaps that exist as well as pros and cons of such a designation.
The Syntens Sustainability Quick Scan is introduced, which allow small companies to gauge their level of sustainability. Results are presented indicating drivers for sustainability in SMEs. ISPIM conference case June 2011.
Sustainability Within the Utility IndustryEnergy909
American Electric Power (AEP) has undertaken a journey toward more sustainable practices and integrated reporting over the past decade. AEP generates most of its power from coal but has been increasing other sources like gas, nuclear, and renewables. Reporting allows AEP to tell its story, engage stakeholders, identify risks and opportunities, and increase shareholder value. Sustainability is now a bottom-line issue as various stakeholders expect companies to consider economic, social and environmental impacts. Transparent reporting of performance on these broader issues helps protect long-term shareholder value by managing reputational, regulatory and other risks. AEP's experience shows that support from leadership, transparency, stakeholder engagement, and a focus on material issues are important lessons
De afgelopen maanden heb ik met veel CFO´s gesproken over de transformaties die hun Finance Organisatie moet doormaken om aan de veranderende eisen en wensen van Executives, managers en stakeholders te voldoen. Ligt hun focus momenteel nog op transactionele core finance activiteiten, voor de nabije toekomst is het hun ambitie om bedrijfsbreed veel meer waarde te leveren op het gebied van analyse en beslissingssupport.
Bedrijven die goed scoren op Finance Efficiëncy alsmede in staat zijn om betrouwbare Business Insight te leveren aan de diverse business units, zijn volgens de IBM Global CFO Survey 2010 aantoonbaar succesvoller op het gebied van omzetgroei, EBITDA en Retun of Invested Capital.
Ik wil graag de uitkomsten van 1500 face-to-face interviews met CFO´s met jullie delen, daarom ´share´ ik het rapport ´The New Value Integrator – Insights from the CFO Survey´.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
Foreign Agents, Distributors, Consultant, Freight Forwarders and JVstomfoxlaw
A review of FCPA compliance requirements for due diligence on foreign business partners; including agents, consultants, freight forwarders and joint venture partners. This presentation also discusses management relationship issues of business partners.
Legal Management Process: A paradigm shift as a Business EnablerAmber Gupta
This document discusses the need for statutory recognition of the Chief Legal Officer role. It outlines the traditional and expanding responsibilities of legal counsel and how a new paradigm is needed to create value. A case study examines how a large, multinational company can establish an integrated legal compliance framework through a Chief Legal and Compliance Officer role. This role would coordinate legal functions across business units, implement standardized processes and policies, and act as the control room for all legal compliance risks and regulatory representation.
The speaker will highlight and discuss of a number of case stories which illustrate frequent missteps made by entrepreneurs and startups.
Topics will include:
when and how to document your deal
capitalization
raising funds
attracting investors
and more!
The discussion will use real case stories to illustrate each topic in a meaningful and easy to understand manner.
By understanding these common missteps, entrepreneurs and startups will be better able to more successfully navigate the pitfalls and traps that can keep their startup from getting off the ground.
Please come with your questions, comments and scenarios.
About the Speaker
Alidad Vakili is an attorney in the Palo Alto office of Foley and Lardner, an international law firm. He regularly represents startup and emerging growth companies at every stage of the company lifecycle—from startup to liquidity. He frequently advises clients on a variety of strategic growth issues including venture capital and private equity financing, private offerings, joint ventures and M&A transactions. His work includes not only advising on major corporate milestones but also significant involvement in day-to-day operations and strategic business issues, such as formation, governance, and commercial agreements.
This document discusses corporate governance and agency theory. It describes how corporate governance is used to establish order between a firm's owners and managers due to the separation of ownership and control in modern corporations. Agency theory holds that conflicts can arise since manager and shareholder goals may not be aligned. Various governance mechanisms exist to help mitigate this issue, such as ownership concentration, boards of directors, executive compensation structures, the market for corporate control, and multidivisional organizational structures. The document provides details on each of these mechanisms.
The document discusses corporate governance and agency theory. Corporate governance is concerned with how strategic decisions are made in organizations and establishes order between owners and managers. Agency theory explains that an agency relationship exists between shareholders as principals who delegate decision-making to managers as agents, creating potential for conflict between their goals. The agency problem occurs when the goals of principals and agents differ and it is difficult for principals to verify appropriate agent behavior.
Tcn -structuring founder relationships and equity -oct 2012The Capital Network
The document discusses structuring founder equity and relationships in a startup company. It addresses dividing equity among co-founders, using restricted stock with vesting provisions, and creating a founders' agreement to establish control, decision-making processes, and what happens if a founder leaves the company. The presentation emphasizes choosing co-founders carefully based on complementary skills and integrity, dividing equity based on past and future contributions, and getting legal advice early in the process to properly structure equity arrangements.
GovernanceMetrics Linked In Presentationbtconnolly
This document summarizes the benefits of GovernanceMetrics International (GMI), an independent corporate governance ratings agency. GMI rates over 4,100 public companies worldwide across six governance categories. Recent academic studies have found that companies with higher GMI ratings outperformed those with lower ratings, and that corporate governance is positively related to firm value internationally. GMI ratings can be used to identify governance risks and opportunities, engage with company management, and help institutional investors make proxy voting and investment decisions.
Here are a few key points regarding environmental liability and due process in this case:
- As subsequent owners of the contaminated land, the Reardons could potentially face liability under environmental laws like CERCLA, even though they did not cause the contamination. The intent of these laws is to hold responsible parties accountable for cleanup costs.
- However, imposing liability without sufficient due process could violate the Reardons' constitutional rights. They should have an opportunity to contest liability and scientific evidence against them. A hearing would allow them to challenge the testing methods, results, and conclusions reached by the state agency.
- The Reardons could argue they did not know and had no reasonable way to know about the contamination when they purchased the
Joint ventures and strategic alliances allow companies to grow in four ways: organic growth, strategic alliances, joint ventures, and mergers/acquisitions. Strategic alliances involve partnerships where organizations remain independent while aligning long-term goals for mutual benefit. Joint ventures form a new legal entity governed by partnership law, where parties contribute to a specific venture for a set time period and scope. While similar, strategic alliances are generally less formal than joint ventures and allow for more flexibility.
13
Analyzing Strategic
Management Cases
Professor John Coy
13 - *
Learning ObjectivesAfter reading this chapter, you should have a good understanding of:How strategic case analysis is used to simulate real-world experiences.How analyzing strategic management cases can help develop the ability to differentiate, speculate, and integrate when evaluating complex business problems.The steps involved in conducting a strategic management case analysis.How conflict-inducing discussion techniques can lead to better decisions.How to get the most out of case analysis.How to use the strategic insights and material from each of the 12 previous chapters in the text to analyze issues posed by strategic management cases.
13 - *
Why Analyze Strategic
Management Cases?The process of analyzing, decision making, and implementing strategic actions raises many good questionsWhy do some firms succeed and others fail?Why are some companies higher performers than others?What information is needed in the strategic planning process?How do competing values and beliefs affect strategic decision making?What skills and capabilities are needed to implement a strategy effectively?
13 - *
Why Analyze Strategic
Management Cases?
Case analysis
Simulates the real-world experience
Forces you to choose among different options
Set forth a plan of action based on your choices
Strategic management cases
Detailed description of a challenging situation faced by an organization
Usually includes a chronology of events and extensive support materials
Financial statements
Product lists
Transcripts of interviews with employees
13 - *
Skills Developed from Case AnalysesDifferentiateEvaluate many different elements of a situation at onceDifferentiating between the factors that are influencing the situationUnderstanding that problems are often complex and multilayeredDig deepBeing too quick to accept an easy solution will probably fail to get to the heart of the problem
13 - *
SpeculateEnvision explanation that might not readily be apparentImagine different scenariosContemplate the outcome of a decisionDeal with uncertainty and incomplete knowledgeMissing dataInformation may be contradictorySpeculate about details and consequences that are unknown
Skills Developed from Case Analyses
13 - *
IntegrateLook at the big pictureHave an organization-wide perspectiveIntegrate the information into one set of recommendations affecting the whole companyChanges made in one part will affect the othersIntegrate the impact of various decisions and environmental influences on all parts of the organization
Skills Developed from Case Analyses
13 - *
How to Conduct a Case AnalysisPrepare for a case discussionDo your homeworkInvestigateAnalyzeResearch potential solutionsGather the advice of othersBecome immersed in facts, options, and implications
13 - *
How to Conduct a Case AnalysisPut yourself “inside” the caseThink like an actual participantStrategic decision makerBoard of dire ...
Disclosing the Facts 2014: Transparency and Risk in Hydraulic Fracturing Oper...As You Sow
Disclosing the Facts 2014: Transparency and Risk in Hydraulic Fracturing Operations is a report from As You Sow, Boston Common Asset Management, Green Century Capital Management, and the Investor Environmental Health Network --- a coalition of investment advisory firms and advocacy organizations. The second annual investor scorecard is available online at www.disclosingthefacts.org.
The document outlines an investor day agenda for GE Healthcare. The agenda includes opening remarks from the Chairman, presentations on GE Healthcare's vision and strategy from the CEO, and segments on imaging, ultrasound, patient care solutions, and pharmaceutical diagnostics. There will also be Q&A sessions with segment leaders and executives, as well as a presentation on financial strategy and Q&A. The goal is to discuss GE Healthcare's plans to create long-term shareholder value through executing on its precision care strategy, increased focus and agility as an independent company, and leveraging its position as a global leader in the attractive and growing healthcare market.
Operation risk management in Private Equity firmsJoseph Kariuki
This document provides an overview of operational risk management strategies for private equity firms. It discusses key operational risks such as cyber risks, compliance and misconduct risks, outsourcing risks, and crisis management. For each risk, the document outlines frameworks and examples of how private equity firms can mitigate exposure. It also includes case studies of operational crises at UBS Bank and Chipotle to demonstrate best practices for crisis response. The overall summary emphasizes that private equity firms should have robust risk management plans in place to prevent issues and protect their reputation and financial performance.
This document discusses the importance of corporate transparency. It notes that transparency can help build trust by deterring unethical behavior and serving as a check. The document lists the top and bottom 10 most transparent companies according to one rating organization. It also outlines key legislation regulating transparency. Finally, it provides recommendations for companies to increase their transparency through practices like disclosing policies, addressing issues candidly, monitoring the external environment, and integrating engagement strategies.
Compliance Professional Yesterday, Today And TomorrowAnn Oglanian
- The document summarizes a webinar presented by Ann Oglanian on the past, present and future of the compliance profession.
- It outlines how the role of compliance has evolved from an afterthought to a strategic, executive-level function with increasing responsibilities, skills requirements and compensation.
- It debates whether compliance should be considered a true profession on par with law and accounting, noting gaps that exist as well as pros and cons of such a designation.
The Syntens Sustainability Quick Scan is introduced, which allow small companies to gauge their level of sustainability. Results are presented indicating drivers for sustainability in SMEs. ISPIM conference case June 2011.
Sustainability Within the Utility IndustryEnergy909
American Electric Power (AEP) has undertaken a journey toward more sustainable practices and integrated reporting over the past decade. AEP generates most of its power from coal but has been increasing other sources like gas, nuclear, and renewables. Reporting allows AEP to tell its story, engage stakeholders, identify risks and opportunities, and increase shareholder value. Sustainability is now a bottom-line issue as various stakeholders expect companies to consider economic, social and environmental impacts. Transparent reporting of performance on these broader issues helps protect long-term shareholder value by managing reputational, regulatory and other risks. AEP's experience shows that support from leadership, transparency, stakeholder engagement, and a focus on material issues are important lessons
De afgelopen maanden heb ik met veel CFO´s gesproken over de transformaties die hun Finance Organisatie moet doormaken om aan de veranderende eisen en wensen van Executives, managers en stakeholders te voldoen. Ligt hun focus momenteel nog op transactionele core finance activiteiten, voor de nabije toekomst is het hun ambitie om bedrijfsbreed veel meer waarde te leveren op het gebied van analyse en beslissingssupport.
Bedrijven die goed scoren op Finance Efficiëncy alsmede in staat zijn om betrouwbare Business Insight te leveren aan de diverse business units, zijn volgens de IBM Global CFO Survey 2010 aantoonbaar succesvoller op het gebied van omzetgroei, EBITDA en Retun of Invested Capital.
Ik wil graag de uitkomsten van 1500 face-to-face interviews met CFO´s met jullie delen, daarom ´share´ ik het rapport ´The New Value Integrator – Insights from the CFO Survey´.
Who is increasingly instrumental in helping CEOs and Boards make high-impact decisions – the choices and trade-offs that build or destroy enterprise value? CFOs.
Based on input from more than 1,900 CFOs and senior Finance leaders worldwide, the IBM Global CFO Study indicates that the demands on CFOs are rising and extend well beyond traditional financial control and supervision.
But in a constantly changing environment, how can CFOs provide their enterprises with a competitive edge? How can they help the business make not just faster but smarter decisions?
In the 2010 study, one group of Finance organizations – called Value Integrators – consistently outperforms their peers. They are not only more effective, but their enterprises also perform better financially.
Their secret? Driving a combination of two key capabilities – Finance efficiency and business insight – across their organizations. Although study results show that each capability provides important benefits, the highest performers excel at both.
Read the study to learn more about this multiplier effect and how to create it within your own organization.
Foreign Agents, Distributors, Consultant, Freight Forwarders and JVstomfoxlaw
A review of FCPA compliance requirements for due diligence on foreign business partners; including agents, consultants, freight forwarders and joint venture partners. This presentation also discusses management relationship issues of business partners.
Shakespeare and the Tragedies of Foreign Agents, Distributors, Consultant, Fr...tomfoxlaw
This document summarizes connections between Shakespearean plays and tragedies involving foreign agents, distributors, consultants, freight forwarders, and joint ventures (JVs) in relation to compliance and ethics in the oil and gas industry. It provides examples of companies that have paid large fines for FCPA violations involving improper payments made through intermediaries like agents, distributors, freight forwarders, consultants, and JVs. It also discusses predictions for continued FCPA enforcement in 2009 and strategies for minimizing corruption risks through compliance structures, monitoring, and international cooperation.
Shakespeare and the Tragedies of Foreign Agents, Distributors, Consultant, Fr...tomfoxlaw
This document summarizes connections between Shakespearean plays and modern foreign bribery cases and compliance strategies using Shakespearean references. It discusses how plays such as Hamlet, Romeo and Juliet, King Lear, Macbeth, and Othello relate to FCPA enforcement actions against companies for improper payments made through agents, distributors, joint ventures, freight forwarders, and consultants. It then provides predictions for 2009 FCPA enforcement and recommendations for minimizing corruption risks through compliance structures, monitoring, and international cooperation.
Indemnities and Fault in the International Arenatomfoxlaw
This document discusses Greek myths and how they relate to legal concepts involving indemnities, damages, choice of law, arbitration, and other legal issues. It references myths involving Athena, Helias, Pelius, Hercules, Lapiths, Oedipus, Perseus, Ares, Daedalus, Hermes, Apollo, Narcissus, Paleus, Theseus, and Aphrodite and analyzes legal topics like indemnities, damages, choice of law, exculpatory clauses, and arbitration through the lens of these classical myths.
Shakespeare’s Tragedies as a Guide to Contract Based Dispute Resolutiontomfoxlaw
The document discusses how Shakespeare's tragedies can serve as a guide to contract-based dispute resolution. It analyzes various dispute resolution mechanisms portrayed in Shakespeare's plays like meet and confer, mediation, expert determination, arbitration, and med-arb. For each mechanism, it examines aspects like who meets, mediator selection, scope of determination, and confidentiality. The document argues Shakespeare's works provide examples of layered dispute resolution processes and solutions for allocating issues and resolving conflicts without litigation.
Due Diligence on Foreign Agents, Distributors, Consultant, Freight Forwarders...tomfoxlaw
This informative presentation will serve as a guide to navigating the use of international business and transaction partners under the Foreign Corrupt Practics Act (FCPA)
Due Diligence on Foreign Agents, Distributors, Consultant, Freight Forwarders...
Compliance A New Vision
1. Compliance-A New Vision
Thomas R. Fox-General Counsel, Drilling Controls, Inc.
IQPC Contract Risk Management Conference
Houston TX
May 29, 2008
2. Legal Disclaimer
The views stated herein
are solely those of the
author and are not those
of Drilling Controls, Inc.
or Aibel Group Ltd.
14 July 2005
Presentation Title
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3. Aibel and Deferred Prosecution Agreement
Aibel entered into a DPA with the US DOJ on
February 6, 2007, agreeing to:
Comply with all commitments made to US government.
Comply with all additional requirements.
Implement and monitor compliance program and
internal control procedures.
Compliance Counsel-Ray Bonoun
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4. FCPA-Why Enforcement?
FCPA enacted into law in 1977
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6. Compliance-Steps in Response
What did you do to stay out of trouble?
Code of Conduct
Hotline
Training
Due Diligence
What did you do when you found out?
Investigate
Internal v. External
What remedial action did you take?
Disciplinary Action
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Voluntary Disclosure
Presentation Title
Paul McNulty-Baker McKenzie General Counsel Seminar-April 1, 2008
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8. Costs
Financial Costs
Direct Financial Costs-standard commission of
10% but often higher.
Repeated Demands-once paid, precedent set.
No recourse-no control over outcome or how
money is used.
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Substandard business partners, sub-contracts or
suppliers.
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9. RISKS
In addition to the costs there are other Risks for
companies who do not operate ethically.
Risk of Blackmail
Risk of Violence
Political Risk
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Risk of Public Perception
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10. A New Vision- Positive Effects of Compliance
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11. Protect and Strengthen Sales, Brand
Image and Reputation
Companies should do more than just “give money”.
50% considered punishing a company based upon
its “social actions”.
30% avoided doing business with a company for its
“social actions”.
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(Environics International Survey)
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12. Protect the Company
M&A-Misrepresentations in merger agreement can lead to a
securities fraud claim. Titan Corporation
Wrongful Termination-failure to engage in illegal act. Sabin
Pilots
Franchisor Liability-more
than vicarious liability
Successor Liability-US entity
acquiring foreign entity
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Non-Controlling Investor in
Foreign Entity-FCPA does not
Presentation Title
distinguish between controlling
and non-controlling affiliation.
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13. Strengthen Employee Loyalty and Commitment
Only 6% of employees were inclined to stay when
they believed their leaders to be unethical.
(Walker Information Survey)
Employees who believe they work in an ethical
environment are 6X more likely to be loyal.
(Hudson Institute Survey)
Employees are generally more positive about their
work and have greater loyalty if they work for a
company with good values and ethical practices.
(Diener and Seligman, “Beyond Money” Psychological Science in the Public Interest, Vol. 5, No. 1, 2004))
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14. Avoid New and Additional Regulation
Enron/World Com/SOX
SOX and other regulatory changes as evidence of a
“frame shift” in which “all history is put through
a new lens” (Wall Street Journal, January 15, 2003)
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15. Weather the Storm with Integrity Capital
Companies with a demonstrated commitment to
ethical behavior can limit vulnerability to
shareholder and outside activist pressure due to
heightened credibility.
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16. Reduced Costs
Cost Reduction through Enhanced Communications:
Proactive and effective engagement with
shareholders.
Reporting identifies the effectiveness of
programs.
Reporting identifies priorities to insure the
greatest impact of available resources.
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Reporting to use as a benchmark for overall
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organizational effectiveness.
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17. Improved Attractiveness to Investors
Shareholders, particularly institutional investors
welcome increased disclosures.
A growing number include non-financial metrics in their
analysis on the quality of investments, such as corporate
governance.
75% of stakeholders believe that overall Board and Corporate
Governance factors as important as financial performance
for large institutional investors. (McKinsy/World Bank Large Institutional Investor Survey)
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Large institutional investors will to pay higher prices for
stocks of companies considered to be accountable. (McKinsy/World Bank
Large Institutional Investor Survey)
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18. Marketplace Advantages
Accountability makes market entry and
retention easier.
Know your customer.
Due diligence your suppliers, agents and business
partners.
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19. Supplier Due Diligence
Background research and inqueries required under
the Aibel Directive for certain Supplier Due
Diligence:
Certificate of Incorporation/Articles of
Incorporation.
Company Brochures or Other Promotional
Materials.
Annual Report.
Resumes of Senior Personnel.
Media Search Results-Google
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Media Search Results-Lexis/Nexis
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20. Supplier Due Diligence-cont’d
7.Boycott Data Base Search Results.
8. Special Designated Person (SDN) Data Base
Search Results.
9. Inquiry to Government Agencies and Other
Sources.
10. Certification Regarding Absence of Legal
Prohibitions.
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21. Supplier Due Diligence-cont’d
11.Report of In Person Interview.
12. Report of Business Reference Interview.
13. Report of Financial Reference Interview.
14. Comparative Fee Inquiry
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15. Annual Update
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