Corporate Ownership & Control / Volume 2, Issue 2, Winter 2005 РАЗДЕЛ 3 УГОЛОК ПРАКТИКА SECTION 3 PRACTITIONER'S CORNER INVESTORS TRUST AFTER PARMALAT SCANDAL: THE ROLE OF CORPORATE GOVERNANCE Giovanni D’Orio Giovanni D’Orio, Department of Economics and Statistics, University of Calabria – Rende (CS) Italy. Contact: gio.dorio@unical.it 1.1. Introduction The collapse of the Parmalat food empire reveals a troubling aspect about Italian capitalism - the lack of effective financial
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conventional organization consists of tiers, like in a pyramid, this also showing its structure and hierarchy. The top is a president or CEO, moving downstream by finance, research and development, marketing, and personnel, then working its way down the corporate ladder to the different types of division or labor, which breaks the workers into different specializations (Bateman & Snell, 2011, p. 277). Google Internet company has a vertical structure for its organization consisting of executive officers, then
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Case 2.9 Powder River Petroleum International, Inc 1. Primary audit risk factors that were evident within Powder River’s operations are: • Fraudulent Financial Reporting Risk for Revenue • Other Areas of Fraud Risk. From year-end 2004 through the first-quarter 2008, defendant Brian Fox misled the investing public by fraudulently inflating the revenue and assets and fraudulently omitting major liabilities, of Powder River Petroleum International, Inc. (“Powder River” or the “company”)
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Levinson ph. D. is the non-executive chairman of the board, which makes him an outside director. “Levinson has been a co-lead director of Apple’s board since 2005, has served on all three board committees— audit and finance, nominating and corporate governance, and compensation—and will continue to serve on the audit committee. (Apple co, 2016)Dr. Levinson has accomplished so much as he was a part of different board of director. Apple also announced that Robert A. Iger, President (outside director)
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MALAYSIAN CODE OF CORPORATE GOVERNANCE The need for a Code was inspired in part by a desire for the private sector to initiate and lead a review and to establish reforms of standards of corporate governance at a micro level. This is based on the belief that in some aspects, self-regulation is preferable and the standards developed by those involved may be more acceptable and thus more enduring. 1.3 The Code essentially aims to set out principles and best practices on structures and processes
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Annual REPORT Corporate Governance Statement The Board is committed to conducting the business and operations of Caltex Australia Limited and its group companies (Caltex) in accordance with high standards of corporate governance, and in the best interests of our shareholders. The Corporate Governance Statement provides information about the Caltex Group’s corporate governance practices for 2014, including compliance with the ASX Corporate Governance Council’s Corporate Governance Principles and
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The VW Scandal, A REVIEW OF THE BUISNESS Contents The VW Scandal, A REVIEW OF THE BUISNESS 1 WHY IS THE VW SCANDAL IMPORTANT TO BUISNESS PRACTITIONERS? 2 What is the relevance of this issue to business operations at present and in the future? 3 How might this impact business? 3 Conclusion on effectiveness of the VW group’s handling of the scandal 4 What other discussions in the press, professional circles and in your own practice relevant to the topic/issue selected 5 References 6 Bibliography
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Co un Corporate Leadership Council Driving Performance and Retention Through Employee Engagement A Quantitative Analysis of Effective Engagement Strategies cil Te le co nfe re nc e Road Map for the Discussion A Unique Point in Time Sizing the Opportunity The Voice of the Workforce Reframing the Organization’s Response The Evolving Employment Contract Source: Corporate Leadership Council 2004 Employee Engagement Survey. © 2004 Corporate Executive Board
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quality and commitment. Contents SLT at a glance 02 SLT’s year at a glance 05 About this report 07 Letter from the Group Chairman 08 Letter from the Group Chief Executive Officer 10 Board of Directors 12 Leadership team 18 Corporate governance 23 Risk management 34 Management discussion and analysis 38 Financial reports Annual Report of the Board of Directors on the affairs of the Company 86 Statement of Directors in relation to their responsibility for the preparation
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AND FINANCE ETHICS IN THE FIELD OF CORPORATE POLICIES Corporate Ethics The broad area dealing with the way in which a company behaves towards, and conducts business with, its internal and external stakeholders, including employees, investors, creditors, customers, and regulators. In certain national systems minimum standards are required or recommended in order to eliminate potential conflicts of interest or client/employee mistreatment. Corporate Policy A formal declaration
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