IBM BOARD CORPORATE GOVERNANCE GUIDELINES 1. Board Size 10-14 directors on the Board is optimal. This approach is flexible depending on the circumstances and the qualifications of proposed candidates. 2. Number‚ Structure and Function of Committees The number‚ structure‚ and function of Board Committees are reviewed periodically by the Directors and Corporate Governance Committee. The Audit Committee‚ Executive Compensation and Management Resources Committee‚ and the Directors and Corporate
Premium Corporate governance Management Board of directors
Good corporate governance helps to ensure that corporations take into account the interests of a wide range of constituencies‚ as well as of the communities within which they operate‚ and that their boards are accountable to the company and the shareholders. This‚ in turn‚ helps to assure that corporations operate for the benefit of society as a whole. Stakeholders typically include investors‚ managers and employees‚ customers‚ suppliers and other business partners‚ and local communities. Corporate
Premium Corporate governance Management Corporation
Consolidating results to CEO and CFO for their final conclusion. Educating management and process owners on the importance of sound internal controls. Facilitating management’s conclusion on the effectiveness of the design and operations of internal controls within their respective areas Perform process documentation and tests of controls which will be used to support management’s overall evaluation Consolidating results to CEO and CFO for their final conclusion. Educating management
Premium Corporate governance Management occupations Design management
A. The Implications for corporate governance and financial institutions In Enron’s case‚ we may see that the principle weakness of corporate governance today is the excessive concentration of power in the hands of top management. Enron involve allegations of massive accounting fraud and huge losses in shareholder value. In May 2002‚ the Business Roundtable released its Principles of Corporate Governance. This is a set of principles intended to assist corporate management and boards of directors
Premium Corporate governance Management Board of directors
BOARD‚ THE EXECUTIVE & GOOD GOVERNANCE Ladies and Gentlemen‚ this paper attempts to look at the board and individual directors in context to organisational development. To achieve this‚ the key roles and duties of the board and its directors will be fully reviewed in light of current corporate governance concerns. This paper relies heavily on Review of The Role and Effectiveness of Non-executive Directors – Higgs Review – (2003) and the Combined Code on Corporate Governance (2006) for referencing.
Premium Corporate governance Board of directors Management
MALAYSIAN CODE ON CORPORATE GOVERNANCE 2012 ii Malaysian Code on Corporate Governance 2012 Contents iii CONTENTS Foreword Corporate GovernanCe in Malaysia Corporate GovernanCe prinCiples and reCoMMendations principle 1: ESTAbLISh CLEAR ROLES AND RESPONSIbILITIES principle 2: STRENGThEN COMPOSITION principle 3: REINfORCE INDEPENDENCE principle 4: fOSTER COMMITMENT principle 5: UPhOLD INTEGRITY IN fINANCIAL REPORTING principle 6: RECOGNISE AND MANAGE RISkS v ix xiii 1-1 2-1
Premium Corporate governance Board of directors
Tobacco - Corporate governance (QIAN YANG) Introduction：500 Corporate governance background 250 To begin with we will provide a brief background on the corporate governance. The system of rules‚ practices and processes by which a company is directed and controlled. Corporate governance essentially involves balancing the interests of the many stakeholders in a company - these include its shareholders‚ management‚ customers‚ suppliers‚ financiers‚ government and the community. Since corporate governance
Premium Corporate governance Board of directors Executive director
Corporate Governance in Banking: A Conceptual Framework Penny Ciancanelli E-mail: p.ciancanelli@strath.ac.uk And Jose Antonio Reyes Gonzalez E-mail: areyes@eh.quik.co.uk Department of Accounting and Finance Strathclyde University Glasgow‚ G4 0LN Tel: (44) (0) 141 548-3896 Fax: (44) (0) 141 548-3547 This paper can be downloaded from the Social Science Research Network Electronic Paper Collection: http://papers.ssrn.com/paper.taf?abstract_id=253714 Paper submitted for presentation at the
Premium Bank
Challenges and Issues 2.3 Summary of Key CSR Elements 3. Ryanair CSR Audit 3.1 Company Background 3.2 CSR Audit of the company 4. Analysis and discussion of the company CSR performance 5. Strategies CSR recommendations for the company 6. Conclusion 7. References Executive Summary Aim of this study This study is to analysis the selected airline business environment and Corporate Social Responsibility (CSR) program implementations of some airline and compare
Premium Corporate social responsibility Low-cost carrier Airline
* Code of ethics statement:- HCL Core Values: * To uphold the dignity of the individual: In line with HCLT ‘s “Employees First” philosophy‚ wherein employees are the organization main focus‚ they place significant emphasis on the respect and dignity of every HCLT employee. HCLT employees are empowered to drive innovation‚ transforming client engagements and markedly improving client satisfaction. HCLT believes in valuing employees as individuals (not resources)‚ upholding the dignity of
Premium Culture Employment Sociology