corporate governance an introduction 1. definition 2 according to oecd: corporate governance is the...
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CORPORATE GOVERNANCE
An Introduction
1
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Definition2
According to OECD:Corporate Governance is the system by which
business corporations are directed and controlled. The corporate governance structure specifies the distribution of rights and responsibilities among different participants in the corporation, such as,
the board, managers, shareholders and other stakeholders, and spells out the rules and
procedures for making decisions on corporate affairs. By doing this, it also provides the
structure through which the company objectives are set, and the means of attaining these objectives and monitoring performance.
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Another Definition 3
According to LaPorta et al., (2000), Corporate governance is a set of mechanisms through which outside
investors protect themselves against expropriation by the insiders. They
define “the insiders” as both managers and controlling shareholders.
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Yet Another Definition 4
Corporate governance refers to the direction & oversight provided for
conducting the affairs of a corporate body
in a manner that ensures thatthe individual and collective interests
of all stakeholders are served and protected.
(Safdar A Butt)
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Governance andManagement
5
How do these terms differ? Does Governance include Management?Or Does Management include Governance?
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Governance & Management
GovernanceGovernance FunctionFunction ManagementManagement
Approval of PlansApproval of Plans PlanningPlanning Preparation of plansPreparation of plans
Providing overall Providing overall leadershipleadership
LeadingLeading Leading those who Leading those who implement plansimplement plans
Arranging Arranging
resourcesresources
OrganizingOrganizing Tasks division & Tasks division & resource usageresource usage
Controlling Controlling managersmanagers
ControllingControlling Controlling Controlling employeesemployees
6
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Governance7
Strategic Setting Objectives Devising plans to achieve these
objectives Setting rules or parameters Not directly concerned with routine
affairs Protection of Interests of all stakeholders
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Management8
Current Affairs Implementing the Plans Developing Suggestions and Alternatives Operational Matters
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What is a Corporate Body? 9
Any Company is a corporate body. However, in a broader sense only public limited companies are taken to be the subject matter of CG.
So far the thrust of CG is only on listed companies.
Greatest emphasis is on those that are controlled by closed groups.
In USA and Europe, companies are frequently run by minority shareholders. Hence, they require even greater degree of CG.
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Stakeholders in a Company 10
Management and Employees Lenders Suppliers and Clients Shareholders Society at large (this includes
government)
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Opportunity to protect individual interests
11
Managers and Employees have the greatest opportunity to protect their interest(s)
Suppliers and Clients essentially go by each transaction or contract.
Lenders and Shareholders are most vulnerable.
Society depends entirely on law
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Shareholders12
Controlling Groups (Internal Equity) Outsider Shareholders (External Equity)
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Controlling Groups13
If in Majority: Can protect their interest easily Need monitoringIf in Minority: Can protect their interest easily Need highest degree of monitoring
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Outsider Shareholders14
Institutional Investors Have some means of protecting their
interest but still require protectionIndividual or General Public They require the greatest degree of
protection, as they have virtually no means of protecting their interest.
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Lenders15
Institutional Investors Have some means of protecting their
interest through legal documentation, are relatively at lower risk but still require protection
Individual or General Public They require the greatest degree of
protection, as they have virtually no means of protecting their interest.
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Society at Large16
Government (Taxes, Law and Order) Clients (Value for money) Community (Social Rights)
How do we ensure that these stakeholders get their dues?
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Corporate Hierarchy17
1. Shareholders2. Board of Directors3. Management
• CEO• Executive Directors• Senior Managers
4. Employees
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Key Players18
Shareholders (Voting power) Board of Directors (Represents interests) CEO (Delegated executive powers) Senior Managers (Delegated executive
powers)
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Scope of Corporate Governance
StakeholdersStakeholders Objectives / interestsObjectives / interests Tools / TechniquesTools / Techniques
ShareholdersShareholders Sustainable growth in net worth Sustainable growth in net worth
General ManagementGeneral ManagementLegal frame workLegal frame workProfessional CodesProfessional CodesIndustrial practicesIndustrial practices
LendersLenders Security / timely interest paymentsSecurity / timely interest payments
EmployeesEmployees Continued employment at good Continued employment at good termsterms
Business Business AssociatesAssociates
Continued business at good termsContinued business at good terms
SocietySociety Good citizenship by the companyGood citizenship by the company
Collective Interest of all Collective Interest of all stakeholdersstakeholders
Continued profitable existenceContinued profitable existenceStrategic ManagementStrategic ManagementRisk ManagementRisk Management
19
Individual
Interests
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20
Different Board Types: The Good, Bad, and Ugly
‘Yes-men’ Board‘Rubber Stamp’
Board
‘Country Club’ Board
‘Good Old Boys’ Board
‘The Real Thing’
‘Paper’ Board
?‘Trophy’ Board
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Responsibilities of the Board
21
Oversight Directional Advisory
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The Oversight Function22
Approving and monitoring Company’s Strategic Plans.
Approving annual budgets and plans. Engaging outside auditors. Ensuring integrity of financial statements Review of major operational activities.
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The Directional Functions23
Setting Mission Statement, Vision Statement and Value Statement.
Appointment of CEO / Senior Managers Planning for succession of these
managers as well as outside directors Appointing various committees Prescribing code of conduct for the
management.
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The Advisory Function24
General guidance to management. What is happening in the rest of the
world. Specialized input in certain areas
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Responsibilities of CEO & Senior Management
25
Operating the company in an effective and ethical manner.
Drawing the strategic plans Drawing annual plans and budgets Selection of managerial and other staff Identifying business risks Financial reporting Internal Controls Code of Conduct for all staff
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Tools Available to the Board 26
Composition of the Board Independence Committees Incentives External Help Government Intervention
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Balance on the Board27
Balance of talents Finance, Marketing, Production, Law, etc.
Balance of representation As many stakeholders as possible on the
board Balance of power
Distribution of power between directors Balance of views
Different temperaments and views
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Independence28
Independent from those who appointed them (?)
Management Stakeholders No special interests (linked
directorships) Meeting in absence of CEO or Chairman
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The Concept of Independent Directors
29
Relatively a new concept in Pakistan Only public sector companies have tried
it Private sector companies rarely appoint
independent directors No pool of professional directors
available Regulators trying to popularize the
concept
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The Role of Independent Directors
30
Providing Independent Professional View point
Protecting the interest of all stakeholders
Serving on Independent Committees
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Committees31
Audit Committee (only independent directors)
CG Committee (only independent directors)
Other Committees Ad hoc Committees (e.g. investigation)
Permanent Committees (e.g. HR)
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Functions of C G Committee 32
Compliance with CG Regulations Nominating Independent directors Monitor and Safeguard the
independence of directors Review of all information to the Board
from Management Drawing up CG Policy and processes
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Incentives to the Board33
Financial (Carrots) Others (Carrots) Legal Obligations (Sticks)
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Code of Corporate Governance
34
Constitution of Board – element of independence
Conduct of Meetings – how, when and what Management and Corporate Reporting –
contents and frequency Committees – so far only Audit Committee
is mandatory External Auditor All common sense, should be done even if
not required by law
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Objectives of CCG 35
Protect the interest of all stakeholders Infuse some independence in the Boards Bring Transparency in conduct of
meetings Improve reliability of financial reporting Introduce Professionalism in BoDs Reduce undue influence of controlling
groups Develop a corporate culture