This document provides an overview of corporate governance practices and regulations in India. It discusses several committees formed over time to address different aspects of corporate governance. It outlines the process for incorporating a new company. For public companies, an additional step of obtaining a commencement of business certificate is required. The document also details requirements for audit committees as per the Companies Act and Clause 49 of the listing agreement. This includes composition, roles, powers, and review responsibilities. Finally, it summarizes the WorldCom accounting fraud case and identifies failure of management, shareholders, and oversight committees as contributing factors.
It is a basic re-conceptualization of Corporate Governance based on three pillars that aims to eradicate the problems of current Corporate Governance Practices.
Corporate Governance of Listed CompaniesAysel Muradlı
Corporate governance of listed companies, difference between listed and private companies, difference between listed and public companies, stock exchange, securities and exchange commission, SEC, NYSE requirements, Sarbanes-Oxley Act of 2002
This document provides a framework to assess various parameters of corporate governance at Reliance Industries Limited. It analyzes parameters such as equitable treatment of shareholders, ownership rights of shareholders, composition of the board, and functioning of the board. For each parameter, it provides details on the company's practices and ratings them on a scale of 1 to 8, with 1 being the highest. Overall, the document finds that Reliance Industries demonstrates moderate to strong corporate governance practices based on the parameters analyzed.
This document discusses corporate governance, which refers to the rules and processes by which businesses are regulated and controlled. It involves accountability, fairness, and transparency in a company's relationship with stakeholders. Corporate governance distinguishes owners from managers and defines their roles. It aims to make effective strategic decisions and give authority to the Board of Directors. Good corporate governance ensures economic growth and maintains investor confidence by treating all shareholders equitably and minimizing risks.
The document discusses various definitions and principles of corporate governance, emphasizing that it involves effectively managing relationships between shareholders, managers, and other stakeholders to ensure a company is run in a transparent, ethical, and sustainable manner that benefits all involved. It also outlines expectations of different stakeholders and factors important for good governance like adherence to law, best practices, and social responsibility.
This document presents a financial analysis of the American Depositary Shares (ADS) of Infosys. It discusses the risks associated with investing in the ADS of Infosys, including interest rate risk, purchasing power risk, management risk, business risk, financial risk, global risk, intellectual property risk, liquidity risk, political risk, convertibility risk, and default risk. The analysis provides details on the ADS offering by Infosys in 1999, valuations of the ADS, and potential causes and solutions for each risk factor.
The recipient of a juris doctor from the University of Illinois-John Marshall Law School in Illinois, Robert Heist is the owner and principal attorney at R. Connor & Associates, P.C. and the Chairman of the Board at Hershey Trust Company and leading the way with corporate governance as a NACD Governance Fellow. Attorney Robert Heist has practiced in the area of general corporate laws, including corporate governance, corporate compliance, and mergers and acquisitions.
This document provides an overview of corporate governance practices and regulations in India. It discusses several committees formed over time to address different aspects of corporate governance. It outlines the process for incorporating a new company. For public companies, an additional step of obtaining a commencement of business certificate is required. The document also details requirements for audit committees as per the Companies Act and Clause 49 of the listing agreement. This includes composition, roles, powers, and review responsibilities. Finally, it summarizes the WorldCom accounting fraud case and identifies failure of management, shareholders, and oversight committees as contributing factors.
It is a basic re-conceptualization of Corporate Governance based on three pillars that aims to eradicate the problems of current Corporate Governance Practices.
Corporate Governance of Listed CompaniesAysel Muradlı
Corporate governance of listed companies, difference between listed and private companies, difference between listed and public companies, stock exchange, securities and exchange commission, SEC, NYSE requirements, Sarbanes-Oxley Act of 2002
This document provides a framework to assess various parameters of corporate governance at Reliance Industries Limited. It analyzes parameters such as equitable treatment of shareholders, ownership rights of shareholders, composition of the board, and functioning of the board. For each parameter, it provides details on the company's practices and ratings them on a scale of 1 to 8, with 1 being the highest. Overall, the document finds that Reliance Industries demonstrates moderate to strong corporate governance practices based on the parameters analyzed.
This document discusses corporate governance, which refers to the rules and processes by which businesses are regulated and controlled. It involves accountability, fairness, and transparency in a company's relationship with stakeholders. Corporate governance distinguishes owners from managers and defines their roles. It aims to make effective strategic decisions and give authority to the Board of Directors. Good corporate governance ensures economic growth and maintains investor confidence by treating all shareholders equitably and minimizing risks.
The document discusses various definitions and principles of corporate governance, emphasizing that it involves effectively managing relationships between shareholders, managers, and other stakeholders to ensure a company is run in a transparent, ethical, and sustainable manner that benefits all involved. It also outlines expectations of different stakeholders and factors important for good governance like adherence to law, best practices, and social responsibility.
This document presents a financial analysis of the American Depositary Shares (ADS) of Infosys. It discusses the risks associated with investing in the ADS of Infosys, including interest rate risk, purchasing power risk, management risk, business risk, financial risk, global risk, intellectual property risk, liquidity risk, political risk, convertibility risk, and default risk. The analysis provides details on the ADS offering by Infosys in 1999, valuations of the ADS, and potential causes and solutions for each risk factor.
The recipient of a juris doctor from the University of Illinois-John Marshall Law School in Illinois, Robert Heist is the owner and principal attorney at R. Connor & Associates, P.C. and the Chairman of the Board at Hershey Trust Company and leading the way with corporate governance as a NACD Governance Fellow. Attorney Robert Heist has practiced in the area of general corporate laws, including corporate governance, corporate compliance, and mergers and acquisitions.
The document discusses the importance of independence in corporate governance. It defines corporate governance as the relationship between stakeholders that determines an organization's strategic direction and performance. Independence is one of the four pillars of corporate governance and refers to minimizing conflicts of interest and having directors and advisers free from outside influence. The document provides examples showing why independence is important for external auditors, internal auditors, and non-executive directors to objectively carry out their duties without compromising judgment.
Corporate governance practices in India & around the worldAshishAgarwal403
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.
The document discusses corporate governance, including its meaning, scope, and evolution over time through various committees in India. It covers key aspects like the roles of the CEO, board of directors, and senior management. The agency theory around the principal-agent relationship is also summarized. Corporate governance aims to ensure a company is managed in the interests of all stakeholders through processes and systems. It has become increasingly important given corporate failures and seeks to restore transparency and accountability.
The framework of rules and practices by which a board of directors ensures accountability, fairness, and transparency in a company's relationship with its all stakeholders (financiers, customers, management, employees, government, and the community).
The corporate governance framework consists of
(1) explicit and implicit contracts between the company and the stakeholders for distribution of responsibilities, rights, and rewards,
(2) procedures for reconciling the sometimes conflicting interests of stakeholders in accordance with their duties, privileges, and roles, and
(3) procedures for proper supervision, control, and information-flows to serve as a system of checks-and-balances.
Corporate governance is the way an organization is governed. It is the method by which companies are directed and managed. It is all about balancing individual and societal objectives, as well as, economic and social goals. Copy the link given below and paste it in new browser window to get more information on Corporate Governance:- http://www.transtutors.com/homework-help/finance/corporate-governance.aspx
Uday salunkhe evolution of corporate governance indiaudaysalunkhe
This article gives an in depth analysis on Evolution Of Corporate Governance In India & It's Influence On India's Capital Market. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
Models of Corporate Governance
CORPORATE GOVERNANCE SYSTEMS
Efforts made for Effective Corporate Governance
Cadbury Committee
Sarbanes Oxley Act, 2002
Global Corporate Governance
External Auditor
Trends in Governance in Major MNC’s
India
China
Japan
Other European Model
Corporate governance is needed to ensure managers maximize shareholder wealth rather than prioritizing their own interests. It establishes rules and procedures to align manager and shareholder goals. Good corporate governance benefits companies through growth and capital attraction. It resolves conflicts between stakeholders like shareholders, creditors, and employees by balancing their interests through communication and compensation policies like ESOPs that use both "sticks" like removal and "carrots" like performance-based pay.
1) The document discusses corporate governance principles and their relevance and need for urban cooperative banks in India. It outlines the regulatory measures taken to improve governance in cooperative banks and discusses challenges to implementing good governance.
2) Key hurdles to corporate governance in cooperative banks include a lack of understanding of banking principles, connected lending, and politicization.
3) The document recommends various organizational, statutory and sector-wide measures to strengthen governance, such as establishing risk management committees, improving board competency, and encouraging strategic alliances between cooperative banks.
Corporate Governance is one of the important criteria for foreign institutional investors to decide on which company to invest in. The corporate practices in India emphasize the functions of audit and finances that have legal, moral and ethical implications for the business and its impact on the shareholders
In this presentation i have collected all theories portion for the students as well as teacher
Corporate governance aims to balance the interests of various stakeholders. SEBI was established in 1988 to protect small investors and regulate stock markets in India. In 2003, SEBI announced an amended Clause 49 which prescribes corporate governance norms that listed companies must follow. Key aspects of Clause 49 include requirements regarding board composition and director independence, related party transactions, audit committees, and disclosure of financial/other information.
The document discusses the Kumar Mangalam Birla Committee on Corporate Governance, which was formed by SEBI in 1999 under the chairmanship of Kumar Mangalam Birla. The committee was tasked with suggesting measures to improve corporate governance standards in listed companies. It submitted a report with recommendations to evolve a code of corporate governance for India. The key recommendations included composition of boards, audit committees, and differentiating mandatory and non-mandatory guidelines. Clause 49 of the listing agreement was later implemented by SEBI based on the committee's suggestions to improve governance practices in listed companies.
This document provides an overview of corporate governance in India. It defines corporate governance and outlines the key players, principles, and objectives. It discusses the development of corporate governance in India, including economic reforms in the 1990s. It also summarizes the role of the Securities Exchange Board of India in regulating markets after major scandals in the 1990s and 2000s, including the introduction of Clause 49 to strengthen board oversight. Finally, it provides details of the large Satyam scandal of 2009 that damaged investor trust.
The document provides a corporate governance rating for Reliance Industries Limited (RIL) across several parameters. It finds that RIL's capability is very high for equitable treatment of shareholders, ownership rights of shareholders, transparency and disclosure, composition of the board, management assessment, and value creation for stakeholders. It rates RIL's capability as high for the functioning of the board. The overall corporate governance rating for RIL is very high.
This document provides an overview of corporate governance. It defines corporate governance as applying best management practices and complying with laws and ethical standards to effectively manage a company and create wealth for stakeholders. Good corporate governance provides benefits like better access to financing, lower costs of capital, improved performance, and reduced risk. The four pillars of corporate governance are accountability, fairness, transparency, and independence. In India, organizations like CII and SEBI have worked to establish corporate governance standards and regulations like Clause 49 to strengthen practices at publicly listed companies.
Composition of Board of Directors – The board of directors of the company shall have an optimum combination of executive and non executive directors with not less than 50% of the total number of directors comprising of non executive directors
This document summarizes the six key principles of corporate governance as established by the Organisation for Economic Cooperation and Development (OECD). It outlines the principles of ensuring an effective governance framework, equitable treatment of shareholders, the role of institutional investors and intermediaries, consideration of stakeholder interests, disclosure and transparency, and board responsibilities. The principles call for legal and regulatory frameworks that promote transparency and market integrity, protection of shareholder rights, management of conflicts of interest, fair treatment of all stakeholders, and establishment of ethical standards and oversight by boards of directors.
Corporate collapses, misinformation, fraud and the failure of many watchdog institutions, from auditors to investment analysts, have driven the need for change beyond the self-policing business arena and into the realm of politics - as had happened to Enron and Worldcom - as well as lesser corporate debacles, such as Adelphia Communications, AOL, Arthur Andersen, Global Crossing, Tyco, created an atmosphere of doubt and among the investing public. Practical applications of corporate governance in the US now mean compliance with the law - not just compliance with a "softly" enforceable voluntary code.
The document discusses corporate governance guidelines for Central Public Sector Undertakings (CPSEs) in India as issued by the Department of Public Enterprises (DPE). It outlines the composition and functions of boards of directors, audit committees, and remuneration committees according to DPE guidelines. However, some CPSEs are not fully complying with the guidelines regarding representation of independent directors and functioning of audit committees. Improving governance of CPSEs could help raise their performance and competitiveness.
This document provides an overview of corporate governance. It defines corporate governance and distinguishes it from corporate management. It describes the importance of corporate governance for companies and investors. It also explains the role of organizations like OECD in developing principles and standards for corporate governance internationally.
GlaxoSmithKline (GSK) has a strong code of conduct that emphasizes honesty, integrity, and compliance with all legal and regulatory requirements. GSK provides guidance and support for employees, backed by rigorous auditing and disciplinary action for misconduct. The code promotes ethical business practices that benefit stakeholders, and employees are encouraged to seek advice regarding ethical situations.
The document discusses the importance of independence in corporate governance. It defines corporate governance as the relationship between stakeholders that determines an organization's strategic direction and performance. Independence is one of the four pillars of corporate governance and refers to minimizing conflicts of interest and having directors and advisers free from outside influence. The document provides examples showing why independence is important for external auditors, internal auditors, and non-executive directors to objectively carry out their duties without compromising judgment.
Corporate governance practices in India & around the worldAshishAgarwal403
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.
The document discusses corporate governance, including its meaning, scope, and evolution over time through various committees in India. It covers key aspects like the roles of the CEO, board of directors, and senior management. The agency theory around the principal-agent relationship is also summarized. Corporate governance aims to ensure a company is managed in the interests of all stakeholders through processes and systems. It has become increasingly important given corporate failures and seeks to restore transparency and accountability.
The framework of rules and practices by which a board of directors ensures accountability, fairness, and transparency in a company's relationship with its all stakeholders (financiers, customers, management, employees, government, and the community).
The corporate governance framework consists of
(1) explicit and implicit contracts between the company and the stakeholders for distribution of responsibilities, rights, and rewards,
(2) procedures for reconciling the sometimes conflicting interests of stakeholders in accordance with their duties, privileges, and roles, and
(3) procedures for proper supervision, control, and information-flows to serve as a system of checks-and-balances.
Corporate governance is the way an organization is governed. It is the method by which companies are directed and managed. It is all about balancing individual and societal objectives, as well as, economic and social goals. Copy the link given below and paste it in new browser window to get more information on Corporate Governance:- http://www.transtutors.com/homework-help/finance/corporate-governance.aspx
Uday salunkhe evolution of corporate governance indiaudaysalunkhe
This article gives an in depth analysis on Evolution Of Corporate Governance In India & It's Influence On India's Capital Market. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
Models of Corporate Governance
CORPORATE GOVERNANCE SYSTEMS
Efforts made for Effective Corporate Governance
Cadbury Committee
Sarbanes Oxley Act, 2002
Global Corporate Governance
External Auditor
Trends in Governance in Major MNC’s
India
China
Japan
Other European Model
Corporate governance is needed to ensure managers maximize shareholder wealth rather than prioritizing their own interests. It establishes rules and procedures to align manager and shareholder goals. Good corporate governance benefits companies through growth and capital attraction. It resolves conflicts between stakeholders like shareholders, creditors, and employees by balancing their interests through communication and compensation policies like ESOPs that use both "sticks" like removal and "carrots" like performance-based pay.
1) The document discusses corporate governance principles and their relevance and need for urban cooperative banks in India. It outlines the regulatory measures taken to improve governance in cooperative banks and discusses challenges to implementing good governance.
2) Key hurdles to corporate governance in cooperative banks include a lack of understanding of banking principles, connected lending, and politicization.
3) The document recommends various organizational, statutory and sector-wide measures to strengthen governance, such as establishing risk management committees, improving board competency, and encouraging strategic alliances between cooperative banks.
Corporate Governance is one of the important criteria for foreign institutional investors to decide on which company to invest in. The corporate practices in India emphasize the functions of audit and finances that have legal, moral and ethical implications for the business and its impact on the shareholders
In this presentation i have collected all theories portion for the students as well as teacher
Corporate governance aims to balance the interests of various stakeholders. SEBI was established in 1988 to protect small investors and regulate stock markets in India. In 2003, SEBI announced an amended Clause 49 which prescribes corporate governance norms that listed companies must follow. Key aspects of Clause 49 include requirements regarding board composition and director independence, related party transactions, audit committees, and disclosure of financial/other information.
The document discusses the Kumar Mangalam Birla Committee on Corporate Governance, which was formed by SEBI in 1999 under the chairmanship of Kumar Mangalam Birla. The committee was tasked with suggesting measures to improve corporate governance standards in listed companies. It submitted a report with recommendations to evolve a code of corporate governance for India. The key recommendations included composition of boards, audit committees, and differentiating mandatory and non-mandatory guidelines. Clause 49 of the listing agreement was later implemented by SEBI based on the committee's suggestions to improve governance practices in listed companies.
This document provides an overview of corporate governance in India. It defines corporate governance and outlines the key players, principles, and objectives. It discusses the development of corporate governance in India, including economic reforms in the 1990s. It also summarizes the role of the Securities Exchange Board of India in regulating markets after major scandals in the 1990s and 2000s, including the introduction of Clause 49 to strengthen board oversight. Finally, it provides details of the large Satyam scandal of 2009 that damaged investor trust.
The document provides a corporate governance rating for Reliance Industries Limited (RIL) across several parameters. It finds that RIL's capability is very high for equitable treatment of shareholders, ownership rights of shareholders, transparency and disclosure, composition of the board, management assessment, and value creation for stakeholders. It rates RIL's capability as high for the functioning of the board. The overall corporate governance rating for RIL is very high.
This document provides an overview of corporate governance. It defines corporate governance as applying best management practices and complying with laws and ethical standards to effectively manage a company and create wealth for stakeholders. Good corporate governance provides benefits like better access to financing, lower costs of capital, improved performance, and reduced risk. The four pillars of corporate governance are accountability, fairness, transparency, and independence. In India, organizations like CII and SEBI have worked to establish corporate governance standards and regulations like Clause 49 to strengthen practices at publicly listed companies.
Composition of Board of Directors – The board of directors of the company shall have an optimum combination of executive and non executive directors with not less than 50% of the total number of directors comprising of non executive directors
This document summarizes the six key principles of corporate governance as established by the Organisation for Economic Cooperation and Development (OECD). It outlines the principles of ensuring an effective governance framework, equitable treatment of shareholders, the role of institutional investors and intermediaries, consideration of stakeholder interests, disclosure and transparency, and board responsibilities. The principles call for legal and regulatory frameworks that promote transparency and market integrity, protection of shareholder rights, management of conflicts of interest, fair treatment of all stakeholders, and establishment of ethical standards and oversight by boards of directors.
Corporate collapses, misinformation, fraud and the failure of many watchdog institutions, from auditors to investment analysts, have driven the need for change beyond the self-policing business arena and into the realm of politics - as had happened to Enron and Worldcom - as well as lesser corporate debacles, such as Adelphia Communications, AOL, Arthur Andersen, Global Crossing, Tyco, created an atmosphere of doubt and among the investing public. Practical applications of corporate governance in the US now mean compliance with the law - not just compliance with a "softly" enforceable voluntary code.
The document discusses corporate governance guidelines for Central Public Sector Undertakings (CPSEs) in India as issued by the Department of Public Enterprises (DPE). It outlines the composition and functions of boards of directors, audit committees, and remuneration committees according to DPE guidelines. However, some CPSEs are not fully complying with the guidelines regarding representation of independent directors and functioning of audit committees. Improving governance of CPSEs could help raise their performance and competitiveness.
This document provides an overview of corporate governance. It defines corporate governance and distinguishes it from corporate management. It describes the importance of corporate governance for companies and investors. It also explains the role of organizations like OECD in developing principles and standards for corporate governance internationally.
GlaxoSmithKline (GSK) has a strong code of conduct that emphasizes honesty, integrity, and compliance with all legal and regulatory requirements. GSK provides guidance and support for employees, backed by rigorous auditing and disciplinary action for misconduct. The code promotes ethical business practices that benefit stakeholders, and employees are encouraged to seek advice regarding ethical situations.
Corporate governance refers to the structures and processes used to direct and manage companies in the interests of all stakeholders. The basic principles of corporate governance include accountability, transparency, fairness, integrity, responsibility and commitment. Good corporate governance enhances company performance, access to capital, and long-term prosperity while providing barriers against corruption. Both public and private sectors benefit from good corporate governance through better management, resource allocation, and reduced financial risk.
The document discusses various aspects of corporate governance including:
1. The history and key concepts of corporate governance such as the separation of ownership and control.
2. The roles of boards of directors, accountants, banks, creditors, shareholders and regulations in ensuring good corporate governance.
3. Emerging issues like the Sarbanes-Oxley Act and reforms in the Philippines.
This document provides details on the inspiration and creative process for a film project titled "The Inside Job." The creator drew inspiration from the crime thrillers "Get Carter" and "Harry Brown" in their stories of revenge. For the trailer, they aimed to capture the 1970s aesthetic of "Get Carter." Location shots were chosen to resemble dirty, urban environments shown in similar films. The characters were cast to reflect the criminal organization's hierarchy. Music choices were made to set certain scenes and themes. Multiple poster designs were created, taking inspiration from other successful posters. A mock magazine spread was also designed in the style of Total Film magazine.
The documentary Inside Job from 2011 examines the causes of the global financial crisis in 2008. It discusses how low interest rates and inflation led to higher risk-taking in the financial sector. Complex financial products like collateralized debt obligations and the securitization of loans contributed to growing imbalances and a housing bubble. The failure to address these financial cycles ultimately resulted in the crisis.
This term paper evaluates the corporate governance of Traphaco Joint Stock Company, a Vietnamese pharmaceutical company, based on the OECD corporate governance principles.
The paper assesses Traphaco across five key areas: rights of shareholders, equitable treatment of shareholders, role of stakeholders, disclosure and transparency, and responsibilities of the board. Methodology includes benchmarking the company against questions in each area derived from OECD criteria.
Overall, Traphaco scores 69.1%, with above average scores in rights of shareholders, equitable treatment of shareholders, and disclosure and transparency. The role of stakeholders scores below average. Responsibilities of the board needs improvement.
While Traphaco demonstrates generally good corporate governance, the paper recommends
Nokia Strategy Press Release: Nokia + Microsoft PartnershipAbe Olandres
Nokia announced a new strategic direction including a partnership with Microsoft and Windows Phone as its primary smartphone platform. It outlined changes to leadership and structure to accelerate execution, including establishing two business units focused on smartphones and mobile phones. The changes aim to help Nokia regain market leadership in smartphones and connect more people to the internet.
Dr. Kumar Rajyavardhan has over 10 years of experience working in academia. He currently serves as the Head of the School of Mass Communication at K R Mangalam University in Gurgaon. He has held previous positions at SGT University and IMS Unison University. Dr. Rajyavardhan holds a PhD from LNMU Darbhanga and has published a book, papers, and book chapters on topics related to mass communication and literature. He has also supervised PhD students and served as the editor of an academic journal.
TNCs like Nokia locate branches globally to minimize costs and be close to customers. Nokia opens factories and offices where labor and real estate are cheap. It also expands into growing markets as consumers in developing countries become wealthier. Nokia employs different types of workers in different locations based on skill level. Highly trained R&D staff work in Europe developing new technology products while basic assembly occurs in lower cost countries. Factories can impact local environments but also provide jobs and skills training for local communities.
The document outlines the three phases of oil production at the Whiteland site. Phase I involves drilling production and injection wells and setting up temporary facilities. Phase II replaces temporary facilities with permanent ones and uses gas cap mechanisms to extract oozing oil via pipelines to treatment. Phase III sees declining production addressed through additional wells, pumping water for pressure, and enhanced oil recovery methods. It also details the required pipeline infrastructure, technical issues, environmental and social impacts, their mitigation strategies, stakeholder management approaches, and profitable ancillary activities for the site.
The document discusses the IT governance framework of the author's organization. It describes that the organization has established an IT principle that defines the business role and purpose of IT. The policy documents also outline the desired IT architecture, infrastructure, and accountability framework. The CIO is responsible for decisions regarding IT architecture, infrastructure and applications. An executive committee is responsible for IT investment and prioritization decisions to fund infrastructure and applications aligned with the IT principle.
The document is an MBA assignment submission form for a student named Marduwati Ismail. It includes details of the assignment such as the course, subject, due date, and student and facilitator signatures. It also contains sections for grading the assignment based on criteria such as knowledge, application, presentation, and language. The form states that assignments must include a completed submission form or they will not be marked.
Shell is a large, multinational oil and gas company headquartered in The Netherlands. It operates in over 70 countries and focuses on exploration, extraction, refining and distribution of oil and natural gas. The document discusses Shell's approach to corporate social responsibility, which includes reducing its environmental impact through limiting greenhouse gas emissions, investing in carbon capture technology, and protecting air and water quality. It also discusses Shell's economic contributions through taxes and royalties paid to governments. The company aims to be a responsible corporate citizen through community investment programs in health, education and entrepreneurship where it operates.
The document discusses a case study of a leadership summit held by Nokia for its country heads and account directors in Asia Pacific. Celsim was tasked to design a half-day team leadership workshop as part of the summit. The workshop aimed to develop strong cross-regional and cross-functional relationships among participants and provide a foundation for growth. Through activities, games and discussions, the workshop helped participants gain knowledge about teams, enhance skills in knowledge sharing and apply frameworks to address typical issues. Feedback from Nokia's Director of Business HR indicated the workshop helped visualize goals and provide a new perspective in a unique and enjoyable manner.
The document discusses famous historical engineers such as Isambard Kingdom Brunel, Thomas Telford, and Robert Stephenson who made important contributions to bridge and railway construction. It notes some of Brunel's accomplishments, including designing the Clifton Suspension Bridge and serving as chief engineer for the Great Western Railway. The document also mentions how engineers have shaped cities and infrastructure, using London as an example where landmarks like Tower Bridge and The Shard would not exist without their work. Finally, it instructs groups to build their own LEGO bridges.
The influence of corporate governance and capital structure on risk, financia...Alexander Decker
This document summarizes a study on the influence of corporate governance and capital structure on risk, financial performance, and firm value for mining companies listed on the Indonesia Stock Exchange from 2009-2012. The study finds that corporate governance has no influence on risk, but better corporate governance improves financial performance and increases firm value. Higher risk decreases financial performance, while capital structure has no influence on risk and negatively influences both financial performance and firm value. Better financial performance improves firm value. The study aims to re-examine how corporate governance, capital structure, risk, financial performance, and firm value impact each other based on previous research presenting inconsistent or inconclusive results.
The document lists various marketing and design services including large format printing, web design, eLearning modules, integrated systems, trade show displays, direct marketing, promotional items, presentation materials, packaging, illustrations, photography, brochures, catalogs, and corporate identity. It appears to be an inventory or catalog of services available across different areas of marketing, graphic design, and communications.
We are the industry leader in providing construction services to the affordable housing industry. Our experience includes numerous LIHTC and HUD202 senior housing projects, as well as HUD811 housing for the disabled.
The document discusses executive bodies of a company. It lists 12 group members who will make a presentation on topics such as the board of directors, corporate secretary, executive director, non-executive directors, and resolution of corporate conflicts. Each member is assigned a topic that they will cover in the presentation. The document provides background information and definitions for each topic.
The document discusses the roles and responsibilities of boards of directors. It explains that boards of directors are bodies that oversee the activities of companies and organizations. They are responsible for overall management, strategy, and effective functioning. Boards delegate day-to-day operations to executives but remain accountable for performance. The document also provides examples of board structures and responsibilities for banks, including composition of boards, eligibility of directors, and regulatory oversight by the Reserve Bank of India.
GM_Corporate Governance_Directors and Corporate Governance CommitteeManya Mohan
The Directors and Corporate Governance Committee is responsible for identifying and recommending individuals to serve on the Board of Directors of General Motors Corporation. The Committee oversees matters related to Board service and corporate governance. It is tasked with reviewing director qualifications, recommending Board nominees, and overseeing new director orientation and continuing education. The Committee also monitors compliance with corporate governance guidelines and annually evaluates Board effectiveness.
The document outlines 27 corporate governance guidelines for Walgreen Co., including:
1) The board believes the roles of chairman and CEO should be considered during succession planning based on circumstances.
2) The board may designate a lead independent director to strengthen board oversight and communication.
3) The board has four standing committees - audit, compensation, nominating and governance, and finance - and only independent directors may serve on the first three.
4) Director responsibilities include attending meetings, reviewing materials, providing oversight of management and major strategies, and annually evaluating board performance.
The document outlines the corporate governance guidelines of Ingram Micro Inc. regarding the composition and responsibilities of the company's board of directors. It discusses criteria for board membership, including director qualifications, term limits, ownership requirements, handling of conflicts of interest, and attendance expectations. It also describes the roles of the chairman, lead director, board committees, and processes for setting board agendas and holding executive sessions.
The document outlines corporate governance guidelines for Kohl's Corporation. It discusses the authority and responsibilities of the board of directors in overseeing management and the company's business. The document also covers board structure, selection criteria for directors, committee composition, and policies regarding board operations, performance evaluations, and ethical standards.
KUMAR MANGALAM BIRLA COMMITTEE, 1999
The Birla Committee’s recommendations consist of both mandatory recommendations and non-mandatory recommendations.
Mandatory Recommendations
Applicability: These are applicable to all listed companies with paid-up share capital of INR 3 crore and above.
Board of directors: The board of directors of a company must have an optimum combination of executive and non-eutive directors. The number of independent directors should be at least one-third in case the company has a non-executive chairman and at least half of the board in case the company has an executive chairman.
Companies and Corporate Governance – An OverviewAhmed Ibrahim
The document discusses corporate governance rules for companies in the UAE as outlined in a new decree. It summarizes the key aspects of the decree including requirements for board composition, definitions of independent and non-executive board members, separation of the chairman and CEO roles, formation of board committees, and remuneration of board members. The decree aims to provide oversight of company management and protect shareholder interests through establishing standards for board structure, duties, and transparency.
O&O Company is a large Egyptian furniture manufacturer that has faced economic challenges in recent years. The company is restructuring its board of directors and top management in order to develop a new strategy for growth. The new board will have both insider directors with industry experience and outsider directors with specialized expertise. The roles and responsibilities of the board and top management are outlined to ensure proper governance and oversight of the company's operations and performance.
This document summarizes Coca-Cola Amatil's corporate governance practices in 2009. It discusses the company's commitment to high standards of governance and compliance with ASX recommendations. It describes the board's responsibilities for strategy, compliance, risk management, and oversight of management. It also outlines the board committees and their roles in related party transactions, nominations, and other matters. Finally, it discusses policies around director independence, selection, induction, training, and seeking independent advice.
LIC Housing Finance Limited is one of India's largest housing finance companies. Its board of directors consists of both executive and non-executive directors, including independent directors. The board has established several committees to oversee key functions like auditing, nomination/remuneration, corporate social responsibility, and risk management. The company has adopted policies on whistleblowing, CSR, and corporate culture that emphasize accountability, commitment, trust, and ethical conduct among employees.
The document outlines the corporate governance guidelines of Perini Corporation. It discusses (1) the composition and responsibilities of the Board of Directors, including director qualifications and independence, (2) the roles and responsibilities of Board committees, and (3) policies regarding Board performance evaluation, director orientation, management succession planning, and the company's code of business conduct. The guidelines are intended to assist the Board in exercising its duties to stakeholders.
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The document discusses the structure and roles of a board of directors. It explains that a chairman leads the board and is usually the CEO. An executive director actively participates in company activities. A managing director manages the company's day-to-day operations. Non-executive directors provide oversight and advice as outside members. The primary role of the board is to represent shareholders' interests by overseeing company activities and evaluating performance. Board committees focus on specific issues like auditing. The document also covers compliance, corporate governance, and the importance of regulatory, HR, data, and health and safety compliance for businesses.
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3. Broadly refers to the mechanisms,
processes and relations by
which corporations are controlled
and directed.
4. Fundamental pillars of CG;
Accountability, Clarifying governance
roles & responsibilities, managerial and
shareholder interests and monitoring
by the board of directors capable of
objectivity.
Responsibility, Ensuring that
corporations comply with relevant laws
and regulations.
Transparency, Requires accurate
timeline.
Fairness, Ensuring protection of
Shareholder’s rights.
5. Jack Ma (8.9 per cent) and Joseph Tsai (3.6
per cent): Mr Ma is a former English teacher
and Alibaba’s founder. As a result of his stake in
the company, he is one of China’s richest men.
Alibaba (BABA), the global leader by volume
in the ecommerce category, issued a $25
billion IPO in September 2014, offering 14.9%
of its company. Some Wall Street analysts
believe Alibaba is a game changer in the world
of ecommerce for several reasons-first, Alibaba
being located in China, has control of the
Chinese ecommerce market and is growing
globally, and second its suite of products
(the "ecosystem") offers a wing-to-wing
spectrum for any storefront who wants to offer
a strong emarket player.
6. Names of Investors Percentage for Share
Outstandings (%)
Softbank 32.4
Yahoo 16.3
Jack Yun Ma, Executive
Chairman
7.8
Joseph C. TSAI, Executive
Vice-Chairman
3.2
Silver Lake Affiliated Entities 2.2
7. Softbank and Yahoo have
significant interests at 32.4% and
16.3% respectively. These two entities,
in addition to Founder and Executive
Chairman, Jack Yun Ma, have controlling
interests in the company. SoftBank and
Yahoo giving high dividends of 32% and
16% approx.
8. Jack Yun MA Executive Chairman
Joseph C. TSAI Executive Vice Chairman
Jonathan Zhaoxi LUDirector and Chief
Executive Officer
Daniel Yong ZHANGDirector and Chief
Operating Officer
Masayoshi SON Director
Chee Hwa TUNG Independent Director
Walter Teh Ming KWAUK Independent
Director
J. Michael EVANS Independent Director
Jerry YANG Independent Director
9. AliBaba articles of association, as currently
in effect or may be amended in accordance
with its terms from time to time, provide
that persons standing for election as
directors at a duly constituted general
meeting with requisite quorum shall be
elected by an ordinary resolution of our
shareholders, which requires the
affirmative vote of a simple majority of the
votes cast on the resolution by the
shareholders entitled to vote who are
present in person or by proxy at the
meeting.
So, the shareholders (Investors) are so big
so, they decide under one roof.
10. AliBaba board classified into three
groups.
So, each one have limited expiry and
other group boards completes tenure in
effect to expiry.
That type of Board is according to
Tenure of member which is called
Staggered Board.
11. Group I:
Joseph Tsai
Jonathan Lu
Michael Evans
Until the first annual general meeting of shareholders following the
effectiveness of our articles of association on September 24, 2014,
the date of completion of our initial public offering
Group II
Daniel Zhang
Chee Hwa Tung
Jerry Yang
Until the second annual general meeting of shareholders following the
Articles Effectiveness Date
Group III
Jack Ma
Masayoshi Son
Walter Kwauk
Until the third annual general meeting of shareholders following the Articles
Effectiveness Date
12. Articles of association provide that,
unless otherwise determined by
shareholders in a general meeting, our
board shall consist of not less than 9
directors, for so long as SoftBank has
the right to nominate a director and
when SoftBank no longer has such right,
not less than 7. Our articles of
association further provide that our
board shall be comprised of no fewer
than 5 directors.
13. -A director will be removed from office
automatically if the director dies
-Makes any arrangement or composition
with his creditors generally
-Found of unsound mind
-Resigns his office by notice in writing to
our company.
Any Director can be removed by all
partners with or without cause.
14. COMMITTEE MEMBERSHIP AND APPOINTMENT / REMOVAL
OF COMMITTEE MEMBERS
The Board of Directors shall appoint the members of the
Committee. Members of the Committee shall be appointed by the
Board of Directors and may be removed by the Board of Directors
in its discretion. The Committee shall consist of a minimum of
three (3) members. The Committee shall comply with all
applicable provisions of the Sarbanes-Oxley Act of 2002
MEETINGS
The Committee shall meet as often as it determines, but not less
frequently than quarterly. The Committee shall meet periodically in
separate executive sessions with management, the independent
auditors and the Company's internal auditors to discuss any matters
that the Committee or any of these persons or firms believes should
be discussed privately, and shall have such other direct and
independent interaction with such persons from time to time as the
members of the Committee deem appropriate.
15. AUDIT COMMITTEE'S AUTHORITIES AND RESPONSIBILITIES:
The Committee shall have the authority, to the extent it deems necessary
or appropriate, to retain accounting or other advisors.
The Committee shall (In terms of Financial methods):
1) Review and discuss with management and the independent
auditors the quarterly financial statements and the annual
audited financial statements of the Company.
2) Review (a) earnings press releases, as well as financial
information and earnings guidance provided to analysts and
rating agencies, and (b) major issues regarding accounting
principles and financial statement presentations, including
any significant changes in the Company's selection or
application of accounting principles
3) Review and discuss any reports from the independent
auditors on:
All critical accounting policies and practices to be used.
All alternative treatments of financial information within
generally accepted accounting principles