only three years old and has already seen substantial changes to its structure and business strategy. Currently‚ Forte is mostly unknown. However‚ this past year the organization took a huge leap in firing its Artistic Director and choreographer and hiring a new Artistic Director and choreographer. Both new additions bring a wealth of knowledge of the performing arts industry that has catapulted Forte to setting their sights higher than the two performances a year. In the past two years the organization
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lifestyle needs Building brands and value through Quality‚ Design & Innovation Contents Corporate Information 02 Corporate Structure 04 Directors’ Profile 05 5 Years Financial Highlights 08 Chairman’s Statement 09 Statement on Corporate Governance 11 Other Information 16 Statement on Directors’ Responsibility 17 Audit Committee Report 18 Statement on Internal Control 22 Financial Statements 24 List of Properties Held by The
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COMPANY PROFILE Marks and Spencer Group plc REFERENCE CODE: DFE67A38-E021-448F-BC58-3944E618713F PUBLICATION DATE: 12 May 2012 www.marketline.com COPYRIGHT MARKETLINE. THIS CONTENT IS A LICENSED PRODUCT AND IS NOT TO BE PHOTOCOPIED OR DISTRIBUTED. Marks and Spencer Group plc TABLE OF CONTENTS TABLE OF CONTENTS Company Overview..............................................................................................3 Key Facts...............................................
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9120 Professor Ryan A. Smith 1. Should Maxwell stick to his guns‚ or attempt to compromise by using the board meeting to re-involve Mike and downplay professional services? Most of the problems John Maxwell is encountering appear to be from a lack of “transition planning”. Meetings should have occurred between himself and Reverend Mike‚ the staff‚ and the Board of Directors; collectively and separately. Reverend Mike’s charismatic style of leadership and history with Serenity House
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Committee‚ 2002); to others corporate governance is about “finding ways” to ensure effective decision making (Pound 1995). But it must be kept in our mind that the fundamental concern of corporate governance is to ensure the conditions whereby a firm’s directors and mangers are held accountable‚ ensure better and effective protection to all stakeholders. The World Bank argues that the
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TO: Dr. Wilks FROM: Russell Gardner (Section 1 / Group 4) DATE: October 10‚ 2012 SUBJECT: Trueblood Case 2 Individual‚ Unlikely Alliance Background Florabama is an energy venture classified as a variable interest entity (VIE) of its two investors – Meyer Inc. and Saban Company. Meyer and Saban own 60 percent and 40 percent of Florabama respectively and the profit and losses are split according to ownership percentage. According to the terms of the venture arrangement‚ Saban is permitted
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effective corporate governance and indicates that the company believes in the principles of transparency‚ fairness‚ disclosure and accountability. * The company’s chairman Rahul Bajaj is also an executive. Thus according to the rules the company’s board
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Stakeholder Theory Takes account of wider group of constituents rather than focusing on shareholders • Accountable to all‚ shareholders‚ employees‚ creditors‚ suppliers and customers. • Stakeholderoriented board ⇒ Encourage longterm employee ownership and encourage board representation by significant customers‚ suppliers‚ financial advisers‚ employees and community representatives. Transaction Cost Economics • • • • • • • Building on Coase’s Boundary of the
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NOTICE OF MEETING GRAPHICAL REVIEW CORPORATE INFORMATION INFORMATION TO SHAREHOLDERS CHAIRMAN’S REVIEW 1 2 3 4 6 7 10 9 CONTENTS MANAGING DIRECTOR’S REVIEW PROFILES OF DIRECTORS STATEMENT OF DIRECTORS’ RESPONSIBILITIES CORPORATE GOVERNANCE 11 13 19 22 23 24 25 26 27 28 47 49 ANNUAL REPORT OF THE BOARD OF DIRECTORS ON THE AFFAIRS OF THE COMPANY AUDIT COMMITTEE REPORT INCOME STATEMENT BALANCE SHEET INDEPENDENT AUDITORS’ REPORT STATEMENT OF CHANGES IN EQUITY CASH FLOW STATEMENT TEN YEAR
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accountable and responsible to the Board and the Board to the shareholders/stakeholders. The Board’s general approach is to act as a self-declared leader-with the ’my company’ or ’my governance’ attitude. As such the Board likes to stay beyond accountability and perform its duty in whatever way it likes. But under corporate governance‚ the Board is a corporate leader being accountable to the shareholders having fiduciary responsibilities to them. Sometimes‚ the Board emphasises keeping the management
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