SURVEY ON THE STATE OF COMPLIANCE WITH THE CODE OF CORPORATE GOVERNANCE IN MAURITIUS REPORT October 2009 1. EXECUTIVE SUMMARY Executive Summary [1/14] In view of improving the overall governance in Mauritius‚ the NCCG has as its main aim to identify the key weaknesses and discrepancies in the governance of companies in Mauritius. In this regard‚ BDO De Chazal Du Mée and DCDM Marketing Research have been commissioned to conduct a survey on the state of compliance with the Code of Corporate
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be restated with activities of other companies that had to be consolidated into Enron’s accounts. 3. Did Enron’s directors understand how profits were being made in this segment? Why or why not. No. Enron’s directors did not know how the profits were being made because they were kept in the dark about everything until it went public. 5. Ken Lay was the chair of the board and the CEO for much of the time. How did this probably contribute to the lack of proper governance? Ken Lay was in
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for his failure to identify and groom an able successor to lead the bank after the end of his tenure. In early 2009‚ the board of the Axis Bank initiated the succession planning process and hired a global HR firm‚ to identify Egon Zehnder International to identify the new CEO. After many months of scouting and intense media speculation about Nayak’s successor‚ the Axis Bank board zeroed in upon Shikha Sharma (Sharma)‚ the then CEO and chairman of ICICI Prudential Life Insurance Company Ltd.‚ as the
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(Translation) November 14‚ 2012 TOYOTA MOTOR CORPORATION Akio Toyoda Telephone Number: 0565-28-2121 Code Number: 7203 http://www.toyota.co.jp Corporate governance at Toyota Motor Corporation (“TMC”) is as follows: I. TMC ’s Basic Policy on Corporate Governance and Capital Structure‚ Business Attributes and Other Basic Information 1. Basic Policy TMC has positioned the stable long-term growth of corporate value as a top-priority management issue. We believe that in carrying this
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institutional reforms aimed to enhance the overall effectiveness‚ efficiency‚ legitimacy‚ and accountability of the WBG” (WB‚ 2010). Some of these reform areas have direct implications on the governance of the institution‚ from the perspective of Board / Management relations‚ institutional accountability‚ and relations with external stakeholders. AS a result the Bank uses the methods to solve the current problems‚ such as reforming the voting system and presidential selection and makes the bank’s
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Review of the governance structure of an organisation. Assignment Topic: Conduct a review of the governance of your organisation (or one with which you are familiar) in the form of a report to the Chairman (or President) of the Governing Board of Directors. In the brief report use the concepts‚ tools and
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Pages The Combined Code on Corporate Governance Preamble Section 1 A B C D COMPANIES Directors Remuneration Accountability and Audit Relations with Shareholders 1-3 5-20 5-12 13-15 16-18 19-20 Section 2 INSTITUTIONAL SHAREHOLDERS E Institutional Shareholders 21-22 21-22 Schedule A Provisions on the design of performance related remuneration Schedule B Guidance on liability of non-executive directors: care‚ skill and diligence Schedule C Disclosure of corporate governance arrangements
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integrity and ethical behavior. As a global organization‚ the Corporate Governance practices followed by the Company and its subsidiaries are compatible with international standards and best practices. Through the Governance mechanism in the Company‚ the Board along with its Committees undertakes its fiduciary responsibilities to all its stakeholders by ensuring transparency‚ fairplay and independence in its decision making. The Corporate Governance philosophy is further strengthened withthe adherence
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1 Composition of the Board of Directors: 2.1.1 Board Structure: The company running by 13 people in the board of directors as in (http://www.vodafone.com/content/index/about/about-us/board.html): I. Gerard Kleisterlee ‚ Chairman II. Vittorio Colao‚ Chief Executive III. Nick Read‚ Chief Financial Officer IV. Sir Crispin Davis‚ Non-executive Director V. Dame Clara Furse DBE‚ Non-executive Director VI. Val Gooding‚ Non-executive Director VII. Renee James‚ Non-executive Director VIII. Samuel Jonah‚ Non-executive
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Recommendation 1.1 The board should establish clear functions reserved for the board and those Delegated to management. Recommendation 1.2 The board should establish clear roles and responsibilities in discharging its fiduciary and leadership functions. Recommendation 1.3 The board should formalize ethical standards through a code of conduct and ensure its compliance. Recommendation 1.4 The board should ensure that the company’s strategies promote sustainability. Recommendation 1.5 The board should have procedures
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