GMI (Governance Metrics International) for MINDTREE Research Methodology GMI rating criteria are based on securities regulations, stock exchange listing requirements and various corporate governance codes and principles. Among the latter are principles promulgated by the OECD, the Commonwealth Association for Corporate Governance, the International Corporate Governance Network and the Business Roundtable. In addition, we have sought the views of various corporate governance and legal advisors
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Home » Issues » Money & Politics E-Mail Page Printer Safe ITALY: Corporate Governance Lessons from Europe's Enron by By Michael Gray, Compensation Analyst; Carlotta Amaduzzi, Global Analyst; and Stephen Deane, Publications Director, Institutional Shareholder Services Europeans are labeling it their Enron. The U.S. Securities and Exchange Commission is calling it "one of the largest and most brazen corporate financial frauds in history." And one investigator gushes, "The whole is truly
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3/08/11 LDR531 UOP In 1996, Gene One entered the biotech industry with groundbreaking gene technology that eradicated disease in tomatoes and potatoes. As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals. The win-win situation helped Gene One grow to a $400 million company in just eight short years. Accordingly, sharply rising stock indices on Wall Street indicate a growing interest in
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Internal audit’s role in modern corporate governance Thought leadership series Risk and Advisory Services Internal audit’s role in modern corporate governance Recent events have highlighted the critical role of boards of directors in promoting good corporate governance. In particular, boards are being charged with ultimate responsibility for the effectiveness of their organisations’ internal control systems. An effective internal audit function plays a key role in assisting the board
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INTRODUCTION Operating within a complex and highly competitive pharmaceutical industry, the challenges confronting Biovail are intensifying as regulatory agencies release formal allegations of misconduct against four corporate executives and as outstanding lawsuits, widespread scrutiny, and a history of questionable accounting practices are unavoidably coming to a head. Responsible for overcoming its damaged reputation and for moving the company forward, it is imperative that management at Biovail
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answer. (2 marks) b) Assess PETCO’s corporate citizenship using the four steps of social responsibility in Figure 2.3 on page 39 of the Ferrell, Fraedrich and Ferrell (2011) text. (8 marks) Case 3: a) Briefly explain how the ASX Corporate Governance Principles and Recommendations improve “transparency”. Include examples to support your discussion. (1 mark) b) Use the Connect4 database (available at the CQUniversity library website) to access the Corporate Governance Statement within the annual report
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Executive Compensation: Do you get what you pay for? Some would say that top executives are not overpaid. This side of the argument is based on the premise that top executives are paid well, but not overpaid. Many people see CEO pay packages but do not look further to see that a CEO's pay is not the whole story. What are the factors that might support a high executive compensation package? It is usually the most extreme cases of overpay that hit the press. Proponents of the argument that top
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Corporate Governance Blueprint 2011 Towards Excellence in Corporate Governance Suruhanjaya Sekuriti Malaysia 3 Persiaran Bukit Kiara Bukit Kiara 50490 Kuala Lumpur Malaysia Tel: 603-6204 8000 Fax: 603-6201 5078 www.sc.com.my Copyright © July 2011 Securities Commission Malaysia All rights reserved. No part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted in any form or by any means (graphical, electronic, mechanical, photocopying, recording
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Continental Europe and Corporate Governance Code ----------------------------------------------------------------------------- A corporate governance brief report on Germany, Central Europe and the Nordic-Countries. Development of Corporate Governance in Germany German finance was bank-driven and universal banking was the norm (Gerschenkron 1962). Banks extended loans and credits, provided bridging finance, facilitated the transfer of ownership and participated in corporate governance through both the
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Introduction WorldCom’s strategy was growth through acquisition, which was a complex and often time consuming effort. Performing mergers and acquisitions too closely to one another can cause problems that may not be overcome easily, if at all. Shareholders are often the ones who get the short end of the deal when companies continue this type of strategy. The struggle when acquiring a new company is an attempt to continue the same, or better, level of customer service with a seamless transition
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