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Japan's Council of Experts Concerning the Corporate Governance Code, headed bythe Financial Services Agency (FSA) and Tokyo Stock Exchange (TSE) comprising a joint secretariat, has finalized its draft of Japan's first Corporate Governance Code. The draft hasput out for public comments, the deadline for which is January 2015 in the case of English-languagecomments.
The International Corporate Governance(ICGN) has sent this letter tothe FSA regarding the corporate governance code:
(Excerpt ) –
The Council of Institutional Investors (CII) has sent this letter to the government of Japan and the FSA regarding the corporate governance code:
Bloomberg) Takata Corp. (7312) Chairman Shigehisa Takada’s failure to come forward and address an air-bag crisis ensnaring the world’s biggest automakers risks shaking investor confidence in the 81-year-old manufacturer’s prospects.
(Article) Alarmed by a report a decade ago that one of its airbags had ruptured and spewed metal debris at a driver in Alabama, the Japanese manufacturer Takata secretly conducted tests on 50 airbags it retrieved from scrapyards, according to two former employees involved in the tests, one of whom was a senior member of its testing lab.
Article by Gavin Blair in The Trade News – excerptfrom the article –
The Tokyo Stock Exchange (TSE) sent out a letter recently to all listed companies warning that they would be put on a 'watch-list' if information was not released at the proper time and through the appropriate channels.
Morrison Foerster: When can a corporation’s compliance program help stave off indictment? Or at least secure it more lenient treatment from the Department of Justice when resolving a case? DOJ has given fresh guidance on this issue for our clients, signaling what we see as a new emphasis in evaluating corporate compliance. That guidance came in October 7, 2014 remarks by Marshall L. Miller, the Criminal Division’s Principal Deputy Assistant Attorney General (PDAAG).
(by John C. Wilcox, Chairman, Sodali) – To demonstrate their effectiveness, corporate boards should increase transparency, provide an annual report of boardroom activities and take charge of their relations with shareholders.
Leading companies view cyber risks in the same way they do other critical risks—in terms of a risk-reward trade off. This is especially challenging in the cyber arena for two reasons. First, the complexity of cyber threats has grown dramatically. Corporations now face increasingly sophisticated events that outstrip traditional defenses. As the complexity of these attacks increases, so does the risk they pose to corporations. As noted above, the potential effects of a data breach are expanding well beyond information loss to include significant damage in other areas.
