Based on the descriptions provided, it seems no single type fully captures my role. As an AI assistant created by Anthropic to be helpful, harmless, and honest, I don't have personal attributes like the types described. My goal is to provide useful information to users, not to represent any particular interests.
The KING IV CODE on Corporate Governance In South Africa Part I Introduction - Introductory Presentation on the draft KING IV Code deals with the Philosophy Underpinning the new KING IV CODE. Further presentations are to follow
Corporate management - strategic management - Manu Melwin Joymanumelwin
A policy is a general statement which is formulated by an organization for the guidance of its personnel.
The objectives are first formulated and then policies are planned to achieve them.
Corporate Governance Definition and PracticeBolaji Okusaga
The recent failures of erstwhile strong institutions has thrown up the importance of Corporate Governance in the running of businesses and the drive for investments. This presentation attempts a basic definition the term and also x-rays practices and processes for sound corporate governance.
Ownership concentration, corporate governance and the firm's financial perfor...Santosh Pande
This contains the pre submission seminar presentation made by me in respect of my Ph D dissertation. Those interested in more details are welcome to email me at : spande@nihilent.com.
The KING IV CODE on Corporate Governance In South Africa Part I Introduction - Introductory Presentation on the draft KING IV Code deals with the Philosophy Underpinning the new KING IV CODE. Further presentations are to follow
Corporate management - strategic management - Manu Melwin Joymanumelwin
A policy is a general statement which is formulated by an organization for the guidance of its personnel.
The objectives are first formulated and then policies are planned to achieve them.
Corporate Governance Definition and PracticeBolaji Okusaga
The recent failures of erstwhile strong institutions has thrown up the importance of Corporate Governance in the running of businesses and the drive for investments. This presentation attempts a basic definition the term and also x-rays practices and processes for sound corporate governance.
Ownership concentration, corporate governance and the firm's financial perfor...Santosh Pande
This contains the pre submission seminar presentation made by me in respect of my Ph D dissertation. Those interested in more details are welcome to email me at : spande@nihilent.com.
Notes of Module 5 Corporate Governance
Content
Concept of Corporate Governance
Corporate Governance in India
Objective of Corporate Governance
Features of Corporate Governance
Elements of Corporate Governance
Importance of Corporate Governance
Important Issues in Corporate Governance
Corporate Governance and Agency Theory
Reforming Board of Directors
*Birla Committee
*Naresh Candra Committee
*Narayana Murthy Committee
Bibliography
www.google.com
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Recordings are on YouTube and the company website.
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Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
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Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
5. Richard Winfield
“The Independent Authority on
Director Development”
• International trainer and facilitator
• Executive Coach
• Corporate Governance
• The Directors Academy
6. Richard Winfield
Founder of Brefi Group - 1983
Systems – structure & clarity
BSc, MSc, MSc
Transportation planner
Founded Brefi Group 1982
Newspaper publisher
Automotive industry
International trainer/facilitator
Corporate Governance
Coach training programs
Masterclass e-books
10. Richard Winfield
”I help directors and boards become more effective
by clarifying goals, improving communications and
applying good corporate governance.
"I can help identify core issues and make complex
ideas simple …. holding the space for you to create
your own solutions."
17. Corporate Governance
“Corporate governance is the system by which business
corporations are directed and controlled. The corporate governance
structure specifies the distribution of rights and responsibilities
among different participants in the corporations such as the board,
managers, shareholders and other stakeholders, and spells out the
rules and procedures for making decisions on corporate affairs.”
OECD definition
20. Corporate Governance
It is to be distinguished from the day-to-day operational
management of the company by full-time executives.
21. Corporate Governance
The purpose of Corporate Governance is to facilitate effective
entrepreneurial and prudent management that can deliver the
long term success of the company.
23. Corporate Governance
It is about establishing internal processes and attitudes
that add value, enhance the reputation of the business,
make it more attractive to external investors and
lenders and ensure its long-term success.
24. Corporate Governance
“Good governance is essentially about effective leadership. Leaders
should rise to the challenges of modern governance. Such
leadership is characterised by the ethical values of responsibility,
accountability, fairness and transparency and based on moral duties
that find expression in the concept of Ubuntu. Responsible leaders
direct company strategies and operations with a view to achieving
sustainable economic, social and environmental performance.”
King III Report
Ubuntu is a Nguni Bantu term roughly translating as “human kindness”.
25. Reasons for corporate governance
Good corporate governance plays a vital role in
underpinning the integrity and efficiency of financial
markets.
26. Reasons for corporate governance
Good governance can be seen in the quality of
decisions; It helps mitigate or reduce risk and avoid
scandals, fraud, and criminal liability of the company.
27. Reasons for corporate governance
If companies are well governed, they will usually
outperform other companies and will be able to attract
investors whose support can help to finance further
growth.
28. Reasons for corporate governance
Poor corporate governance weakens the company’s
potential and at worst can pave the way for financial
difficulties and even fraud.
29. Reasons for corporate governance
It is now accepted that sound governance results in
better performing companies to deliver total economic
value within its broader meaning and corporate
governance is now established in many countries
across the world.
30. In Qatar this week
Rashid bin Ali Al Mansoori, CEO of QSE, while
addressing the opening session of the Corporate
Governance Conference pointed out that the strong
interest in corporate governance has emerged as a
result of . . .
31. In Qatar this week
. . . the increasing complexity of the legal and
international environment, increased investor
participation in market development, growing
awareness among investors and companies about
the risks of not practicing good governance, and the
importance of corporate responsibility to their local
communities.
32. JCPenney CSR Report 2017
Corporate Social Responsibility focus:
Diverse workforce
Community relations
Responsible and ethical sourcing
Energy conservation
Responsible recycling
34. Corporate Governance
Determining the organisation’s vision, mission and
values; developing and implementing strategy; and
then reviewing performance in the context of the
organisation’s vision, mission and values, or;
37. Corporate Governance
A set of relationships between the company’s
management, its board, its shareholders and other
stakeholders
38. Corporate Governance
A structure through which the objectives of the
company are set and the means by which obtaining
those objectives and monitoring performance are
determined
42. Comply or explain
The ‘comply or explain’ approach was introduced in the
Cadbury report in 1992. It is strongly supported by both
companies and shareholders and has been widely
admired and imitated internationally.
43. Corporate Governance Codes
If a company decides that good governance can be
achieved by other means, they may adopt these but
must explain their reasons.
44. Comply or explain
The purpose of ‘comply or explain’ is to let the market
decide whether a set of standards is appropriate for
individual companies.
45. Comply or explain
This approach rejects the view that one size fits all, and
creates a ‘market sanction’, rather than a legal one.
46. Apply or explain
In the Netherlands and South Africa they decided that it
is often not a case of whether to comply or not, but
rather to consider how the principles and
recommendations can be applied – thus the proper
approach was to ‘apply’ instead of ‘comply’.
47. Apply and explain
In King IV™ the committee changed their approach to
‘apply’ and ‘explain’.
54. South Africa and the King Reports
King Committee Report, 1994
King II, 2002
Companies Act, 2008
King III, 2009
Code for Responsible Investing in
South Africa (CRISA), 2011
King IV™, 2016
55. King III in Botswana
King III was benchmarked against the Botswana
Code and the UK Corporate Governance Code and
found to be much more encompassing.
56. King III in Botswana
In April 2017 it was adopted by the Botswana
Accountancy Oversight Authority (BAOA) as the
recommended best practice corporate governance
model for Botswana.
57. King III in Botswana
The board of the BAOA has approved a Corporate
Governance Procedures Manual based on King III to
provide guidance regarding the corporate governance
standards and codes that Public Interest Entities
(PIEs) regulated by the Authority are expected to use.
58. King III
The philosophy of King III is focused around:
Leadership – good governance is essentially
about leadership
59. King III
Sustainability – the primary moral and economic
imperative of the 21st century; nature, society
and business are interconnected in complex
ways that should be understood by decision-
makers
60. King III
Corporate citizenship – flows from the fact that
the company is a person and should operate in a
sustainable way
61. King III
King III comprises nine principles, each of equal
importance and together forming a holistic approach
to governance
The nine principles are supported by 315
recommended practices
71. King IV Principles
King IV moved to “apply and explain” and increased
to 17 principles, including:
72. King IV Principles
Principle 17: The governing body of an institutional
investor organisation should ensure that responsible
investment is practised by the organisation to
promote good governance and the creation of value
by the companies in which it invests.
81. Annual review
Boards should undertake a formal and rigorous annual
evaluation of their own performance and that of their
committees and individual directors.
82. Annual review
The evaluation process is a mechanism to improve
board effectiveness, maximise strengths and tackle
weaknesses, leading to an immediate improvement of
performance throughout the organisation.
83. Purpose
A well conducted evaluation helps the board,
committees and individual directors perform to their
maximum capabilities:
96. Context for BPOPF
Here are some extracts that directly relate to BPOPF
and the annual review.
97. BPOPF Board Charter
12. Performance Evaluations
The board should state in the Annual Trustee Report
that the performance of the board has been evaluated.
98. NBFIRA – PFR10
Section 2.5 Performance Assessment of, and by, the
Board
12. At least once a year the board shall assess their
performance, as well as their processes and
procedures. This assessment is not intended to be
punitive but rather to be a tool to enable the board
members to track their progress and assess their
development needs.
99. NBFIRA – PFR10
Section 2.5 Performance Assessment of, and by, the
Board
14. This assessment should be performed individually
by each board member and then consolidated for the
board as a whole.
100. Retirement Funds Act 2014
Section 14 (2) A board shall in pursuing its objects:-
(c) Assess its performance at least once a year, using
the criteria consistent with that prescribed by the
Regulatory Authority.
110. Failed boards
From Enron to Volkswagen, boards full of smart
people have failed at their governance role.
So what separates good boards from failed boards?
Is it having the right directors?
111. Great boards
According to research by Jim Crocker of Boardroom
Metrics:
Great boards have strong directors
But board composition is not what separates great
boards from failed boards
112. Strong boards
Strong boards are truly independent; they do not
simply rely on management:
They do their own research
They use their own advisers
They are prepared to confront management
They are prepared to take strong decisions
113. Strong boards
Strong boards are well led:
Chairs know how to execute
Chairs lead with confidence, skill and clarity
126. Which board member are you?
The Medler – ultra hands on. The Medler is usually a significant
investor who has a lot of money at stake and is hyperventilating
and worrying during the week and especially during board
meetings.
Meddlers get overly meddly when the company’s performance is
suffering.
127. Which board member are you?
The Rubber Stamp: The Rubber Stamp is like a weather
forecaster. They understand the barometric pressure prior to the
start of the meeting. “Tell me how to vote – I am here for you.”
128. Which board member are you?
The Pontificator: The Pontificator is the smartest guy in the
room. Not! The Pontificator loves to . . . pontificate.
129. Which board member are you?
The Kid: If the company is a family-owned business, chances are
one of the family owners will at some point say, “I want my
son/daughter on the board.”
This is especially a given if one or other family branches has
already been successful in getting their son/daughter on the
board. Tit fot tat.
130. Which board member are you?
The Figurehead: The Figurehead knows everyone and can open
doors! Wow! Just wait until the Figurehead gets going!
131. Which board member are you?
The Rock Star: The Rock Star is a Figurehead under age 40.
132. Which board member are you?
The Mediator: The Mediator loves being in the middle and never
taking a stand. Once the Mediator is done mediating, the board is
covered in a spider web and no one can move.
133. Which board member are you?
The Advisor: Does the word ‘Independent’ ring a bell? If so, then
putting one of your regular professional services advisors on the
board negates that a bit, doesn’t it?
134. Which board member are you?
The (not present) Empty Seat: The Empty Seat could be a
bonafide, meaningful contributor if they a) ever show up for a
meeting and b) come prepared.
135. Which board member are you?
The (present) Empty Seat: Flossing teeth and snoring after
lunch are possible board room activities for the (present) Empty
Seat.
They also regularly check vacation schedules or investment
portfolios on their iPad while the CEO is discussing the update to
the company’s strategic plan.
136. Which board member are you?
The Empty Seats are cut some slack because they are most
likely to be another category, such as:
137. Which board member are you?
The Sacred Cow: The Sacred Cow is a board member for life.
No term limits.
People start to whisper when you ask, “Why is SC on the board?”
138. Which board member are you?
The Randomiser: The Randomiser loves to ask lots of
questions, just not ones that are applicable to the topic being
discussed at the time . . . Could be an item that was covered a
year ago!
139. Which board member are you?
The Representative: If you have outside investors, chances are
they will insist that one of their ‘representatives’ will have a board
seat to ‘represent their interests’.
The Representative is generally a person with excellent
spreadsheet skills and asks good questions about the aged
accounts receivable.
140. Which board member are you?
The Mad Scientist: The Mad Scientist is a technical whiz and
may have a PhD in Computer Science or Organic Chemistry.
While the Mad Scientist knows about chemical reactions,
colliding particles or how to prevent a cyber attack, the linkages
among the balance sheet, income statement and cash flow are a
mystery to him.