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| Message from the New Representative Director |
We've been reading GE's Corporate Governance Principles, which have some excellent provisions. The Principlescan be downloaded below. Here are some excerpts:
10. Self-Evaluation
We had a very successful event on 10/3 on the subject of Gender Diversity on Boards – Why it Matters, and How to Increase It, and are very thankful for the support of the Canadian Chamber of Commerce in Japan (CCCJ), the ACCJ, the French Chamber, the EBC, and TMI Associates…. not to mention the participation of McKinsey.
Unfortunately, I have to say I agree with much of this excellent analysis by GMI Ratings. A 92 year-old man in charge of Strategy? Almost no one new to the board, most directors having joined in 2005-2010? Mr. Stringer hanging around as Chairman?
In 2011 and 2012, Idistributed my own personal proposal for amendment of Japan's Company Law to a number of legislators, regulators, members of the MOJ Company Law Subcommittee, and investors.
Public companies are not required by any law, rule or regulation of the Securities and Exchange Commission (SEC) or any stock exchange to issue earnings guidance. However, investors and analysts often expect to receive earnings guidance, especially for companies in certain industries. Should a company give earnings guidance? If so, how often should
(Introduction) : Gender imbalance on corporate boards remains an important challenge for all EU Member States. It constitutes an untapped potential of skilled human resources, as evidenced by the discrepancy between the high number of female graduates and their underrepresentation in top-level positions. As women still face numerous barriers on the way to the top, this discrepancy can be seen as a waste of much highly-qualified and needed human resources.
The followingsummary appeared as part of Governance Metrics International’s GMI Blog. GMI is the leading independent provider of global corporate governance and ESG ratings and research. Corporate stakeholders – including leading investors, insurers, auditors, regulators and others – use GovernanceMetrics services to identify and monitor risks related to non-financial measures covering key environmental, social, governance and accounting risk factors.
An excellent treatment of the topic. Table of contents:
Introduction 1
Chapter 1. Policies and Issues Related to Working Women
in Japan and the United States 3
Chapter 2. Japanese Survey 16
Chapter 3. U.S. Survey and Comparison with Japanese Women Executives 24
Conclusion 29
About the author:
Corporate governance is undergoing significant change, which means directors across the country are spending more time on board work and prompting them to reconsider their oversight approach. But challenges remain. Directors expect to increase their focus on the critical areas of board composition, risk management, strategy and IT oversight. Explore our 2012 Annual Corporate Directors Survey for a deeper look into directors' views on these major issues.
Survey's key findings
Abstract: “How does gender-balance affect the working of boards of directors? I examine boards that have been required for two decades to be relatively gender-balanced: boards of business companies in which the Israeli government holds a substantial equity interest. I construct a novel database based on the detailed minutes of 402 board- and board-committee meetings of eleven such companies.