A certified "public interest" nonprofit
Make a new forum entry
| Next Boot Camp is January 31st & March 4th! Sign Up Now! |
Excellent discussion by Edward Hadas about using an Aristotelian perspective to consider this question that is so central to anyconsideration of corporate governance issues.(From Reuters – By Edward Hadas May 2, 2012) –
Since Singapore has just set forth amendments to its Corporate Governance Code that are impressively well-refined and substantial, we thought we would look at some other Corporate Governance Codes (CG Codes) in Asia from the boardtraining perspective.
The Monetary Authority of Singapore (MAS) has released its conclusions on the draft revised Singapore Code of Corporate Governance, strengthening its rules regarding training of all directors, and requirementsforindependent directors.
The recommendations of the Singapore CG Council on the topic of director training, and MAS' response, are as follows:
C. Director Training
New Paper: Corporate Ethics Governance – The Role of Stakeholders in a Framework beyond Codes and Borders. Most interesting findings: 1) The findings in this study based on the foregoing combined stakeholder management theory and the theory of planned behaviour show that perceived stakeholder pressure and consciously recognised internal and external benefits have a significant […]
[Posted by request of Hans-Martin Buhlmann, CEO of VIP]
Our firm VIP, a German shareholder advisory group, filed a shareholder counterproposal regarding agenda item 4 of the Deutsche Bank annual general meeting on 31st May: [Against] Approval of the discharge of the supervisory board.
CalPERS is proud to announce the release of our first report on our Environmental, Social and Governance (ESG) work. The report explains the fiduciary framework we have adopted to integrate sustainability across the total fund, illustrates achievements from the last few years, and outlines our vision for the future.
Jones Day's useful memo on how to design an effective board evaluation process, starting with: why evaluate the board in the first place?
Deloitte's second extensive report about the various measures and initiatives, both legal and regulatory, to increase the number of female board members around the world.
In his second article in a series, Punit Renjen, chairman of the board of Deloitte LLP, discusses the leadership roles the chairman and board can play as strategists and risk and scenario planners to contribute to organizational excellence. One of the best lines (at the end) is about this quote from Gandhi:
”Gandhi once said: “A small body of determined spirits fired by an unquenchable faith in their mission can alter the course of history.” He could have been talking about a board’s ability to point an organization on a path of enduring good.