Search results
Results from the WOW.Com Content Network
"Corporate governance" may be defined, described or delineated in diverse ways, depending on the writer's purpose. Writers focused on a disciplinary interest or context (such as accounting, finance, law, or management) often adopt narrow definitions that appear purpose-specific.
Corporate transparency describes the extent to which a corporation's actions are observable by outsiders. This is a consequence of regulation, local norms, and the set of information, privacy, and business policies concerning corporate decision-making and operations openness to employees, stakeholders, shareholders and the general public.
The King Report on Corporate Governance is a booklet of guidelines for the governance structures and operation of companies in South Africa. It is issued by the King Committee on Corporate Governance. Three reports were issued in 1994 (King I), 2002 (King II), and 2009 (King III) and a fourth revision (King IV) in 2016.
Company secretaries in all sectors have high level responsibilities including governance structures and mechanisms, corporate conduct within an organisation's regulatory environment, board, shareholder and trustee meetings, compliance with legal, regulatory and listing requirements, the training and induction of non-executives and trustees, contact with regulatory and external bodies, reports ...
Domain specific GRC vendors understand the cyclical connection between governance, risk and compliance within a particular area of governance. For example, within financial processing — that a risk will either relate to the absence of a control (need to update governance) and/or the lack of adherence to (or poor quality of) an existing control.
Corporate governance is included in the JEL classification codes as JEL: G34 The main article for this category is Corporate governance . Articles relating to corporate governance , the collection of mechanisms, processes and relations used by various parties to control and to operate a corporation .
In the field of corporate governance and corporate responsibility, a debate [5] [6] is ongoing about whether the firm or company should be managed primarily for stakeholders, stockholders (shareholders), customers, or others. [7] Proponents in favor of stakeholders may base their arguments on the following four key assertions:
The Management Body has to closely cooperate with the Governance Body to develop the business strategy, this is done by creating a steady flow of information between the two. [2] The information flow would include risk management, business development and any differences of the development of the business compared to the initial plan. [2]