...Table of Contents 1. TITLE PAGE 4 EXECUTIVE SUMMARY 6 3. INTRODUCTION: 6 4. CONTEXT OF THE COMPANY: 7 5. WHAT IS CORPORATE GOVERNANCE: 8 6. THE PURPOSE AND BENEFIT OF GOOD GOVERNANCE: 8 7. GUIDING PRINCIPLES OF GOOD GOVERANCE: 9 8. REVIEW OF REPUBLIC BANK LIMITED’S CORPORATE GOVERNANCE: 9 8.1 Organisation Structure: 10 8.2 Republic Bank Limited’s Core Values: 11 8.3 Republic Bank Limited’s Code of Conduct and Ethics: 12 8.4 Corporate Social Responsibility (CSR) in Republic Bank Limited: 12 8.5 Policies and Procedures in Republic Bank Limited: 13 9. CONCLUSION: 13 10. RECOMMENDATION: 14 -15 11. REFERENCES: 16 12. APPENDICES: 17 Appendix I 17 Appendix II 18 Appendix III 19 - 20 Appendix IV 21 - 22 Appendix V 23 TO: THE CHAIRMAN, REPUBLIC BANK LIMITED FROM: CONSULTANT DATE: 03RD MARCH, 2014 SUBJECT: IMPROVING CORPORATE GOVERANCE IN REPUBLIC BANK LIMITED 2. EXECUTIVE SUMMARY It has been established that Organisations need to have a Competitive Advantage to remain viable and profitable. In order to accomplish this, one (1) essential tool is good Corporate Governance. This paper first identifies what good Corporate Governance entails then reviews the Corporate Governance process of Republic Bank Limited (a local banking organisation) utilising the tools, concepts and theories of the governance process identified. Some recommendations have been made to further enhance what the bank currently practices. 3. INTRODUCTION: The extent...
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...motivating the increasing interest in corporate governance and the benefits of good corporate governance Corporate governance is defined by the OECD principles as the relationship between management of a company, its shareholders, its board and other stakeholders. It is a system which is used for the purpose of controlling and directing the companies. Corporate governance is not a new concept but it has got popularity in the last few decades due to various crises such as: East Asian crisis of the late 1990s and various other fraudulent activities in the corporate world. Amongst the major reasons for the increasing interest in corporate governance are the following needs; Need for Stability of Stock Prices Stability of stock prices is one of the important factors for the investors to predict the future performance of a company or organization. Corporate governance has great impact on the efficiency of stock markets. For example, in the Asian crisis in 1997, poor corporate governance influenced the stock markets efficiency to the large extent Sabri (2007). This stability is only possible with the help of good corporate governance. Investors are always attracted towards well governed companies because such companies adopt transparent governance policies and have better financial accountability and higher profit margins. There is a worldwide effort to improve the corporate governance and insure greater shareholder accountability and corporate transparency, Solomon (2005). Therefore...
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...for good governance. Given the typically significant stake they hold, they have the ability to demand meetings with the senior management of companies, challenge them on issues of concern, discuss strategies for achieving the companies’ goals and objectives and be the leading voice of shareholders in demanding corrective action when wrongdoing occurs. * Thus institutional investors have a critical and proactive role to play in the governance of companies. They have better access to information and possess the resources to build the necessary monitoring Capabilities. Given their unique position of influence, there is a need to priorities their leadership role in governance. * Institutional investors are professional investors who act on behalf of beneficiaries, such as individual Savers or pension fund members, the categories of institutional investors are wide and can include Collective investment vehicles, which pool the savings of many, and licensed fund managers to whom these funds are allocated. * Hermes is a UK independent fund manager investing approximately £36 billion on behalf of over 100 clients, including pension funds, insurance companies, government entities, and financial institutions. where Hermes believes that its intervention and involvement as long-term shareholders can release the latent value that exists within the company. * The corporate Governance for Hermes , that Hermes Undertake on behalf of its clients , Improve corporate Governance...
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...------------------------------------------------- Contents 1. Background of the Study 1 2. Corporate Governance and Social Responsibility 3 2.1. Introduction 3 2.2. Composition of BOD’s 4 2.3. Corporate Social Responsibility programs 4 3. Environment Scanning and Industry Analysis 6 3.1. Current trends of external environment 6 3.2. Industry analysis through Porter’s 5 Forces Model 9 4. Internal Environment Scanning and Organizational Analysis 10 5. SWOT Analysis 15 6. Design strategic purpose 19 6.1. Vision Statement of StretchLine 19 6.2. Mission Statement of Strechline 19 6.3. Objectives of Stretchline 19 6.4. Gap Analysis of Stretchline 20 7. Strategy development 21 7.1. BCG Matrix 21 7.2. Growth Strategies 22 8. Strategy in Action 26 9. Strategic Control 29 9.1. Procedure of controlling 29 9.2. Strategic controlling tools 29 Background of the Study It is fact that every country has 3 sections contribution to make the GDP like agriculture, industry and services. Industry has been invented to the Sri Lanakan market since 1977 with the industrialization policy adaption. Then apparel industry has great contribution to the Sri Lankan economy tremendously. It provides not only the massive export income but also novel technology with opportunities to unemployment. Sri Lankan economy gained GSP+ due because of perfectiveness in apparel industry. Apparently when illustrating factors in apparel industry the trade...
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...year founded, location, product range, competitors, revenues and turnover are written. Then, the importance and impact of the first stages in strategic management process that is strategic analysis towards Body Glove International L.C.C is explained. In strategic analysis, there are three types of evaluation on an organization, namely, general environment, competitive environment and internal environment. General environment explained about the weak signals that the firm must detect before it creates impact towards the company. There are three types of tool to detect the weak signals, namely, pest analysis which focuses more on external factors, swot analysis focuses on its internal and external environment of the organization and scenario planning which is about future prediction. Competitive environment on the other hand emphasizes more to understanding Body Glove competitor’s actions that is supported by Porter’s Five Forces explaining about its relationship with the new entrants, buyers, suppliers, substitute product and services and intensity of rivalry and also strategic groups is used to detect the company competitive position. The third evaluation that is internal environment explained about the situation which can impact...
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...energy sources, including hydroelectric and wind farms, and operates a portfolio of 37 hydro generation stations. These assets supply electricity to around 242,000 consumers and serves to provide 43,000 telecommunication services to over 27,000 consumers. Trustpowers two primary shareholders are Infratil (50.5%) and the Tauranga Energy Consumer Trust (33.0%.). Investment from these major corporations has permitted the company to expand its operations into the Australian market in 2008, which was followed by the construction of three wind projects in South Australia, Victoria and New South Wales, including the Snowtown Wind Farm which generates enough energy to power over 230,000 homes. Trustpower has a long established commitment to corporate social responsibility (CSR) initiatives, in which balances financial performance with contributions to the quality of life of their employees, the local community and society at large. The Lend a Hand Foundation is an initiative where Trustpower contributes funds and resources annually, as to provide support for local community...
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...environment 2) Locate the industry 3) Identify the industry’s strategy 4) Develop assets & skills on the strategy 5) Using the firm’s strengths in the strategy Conclusion: The I/O model of AAR challenges firms to locate the most attractive industry in which to complete because of the four assumptions. 2. Resource based model Introduction: Explain the unique internal resources & capabilities of a firm 1) Acquire different resources & develop unique capabilities 2) Resources are not mobile across firms 3) The unique resources & capabilities lead to differences in firms’ performance 4) Differences in resources & capabilities is the source of competitive advantage Steps: 1) Identify the firm’s resources 2) Determine the firm’s capabilities 3) Determine the potential of its resources & capabilities in competitive advantage 4) Locate an attractive industry 5) Select a best strategy 3. Vision, Mission Vision is picture of what the firm want to be & achieve [Microsoft: A computer on every desk, running Microsoft software] Mission: Identify the firm’s purpose & reason for existence [3M: Innovative solutions to problems] 4. Stakeholders Individuals and group who can affect & are affected by the firm. Three classifications: Capital Market: shareholders; capital suppliers (banks) Product Market: customers; suppliers; unions Organizational: employees; managers Topic 1A Eight Performance...
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...Know how Managing knowledge for competitive advantage An Economist Intelligence Unit white paper sponsored by Tata Consultancy Services Know how Managing knowledge for competitive advantage Acknowledgements Know how: Managing knowledge for competitive advantage is a briefing paper written by the Economist Intelligence Unit and sponsored by Tata Consultancy Services (TCS). The findings and views expressed in this white paper do not necessarily reflect the views of TCS, which has sponsored this publication in the interest of promoting informed debate. The Economist Intelligence Unit bears sole responsibility for the content of the report. The main author was Terry Ernest-Jones and the editor was Gareth Lofthouse. The findings are based on two main strands of research: ● The Economist Intelligence Unit conducted an online survey of 122 senior executives in western Europe, 68 of whom were based in the UK. Participants were selected from large organisations with over $1bn in annual sales revenue, and from a cross-section of industries, with a particular emphasis on financial services, healthcare and pharmaceuticals, telecommunications and professional services companies. ● We also interviewed several senior executives and knowledge-management practitioners on the challenges they face in managing corporate knowledge, and on the strategies they have employed to exploit business information for competitive advantage. Our sincere thanks go to all the interviewees and survey...
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... | |requirements | | |1. ‘a fair review of the company’s |Sensible and understandable explanation of the company’s business. | |business’ |Balanced perspective and clear statement of the company’s strategy. | | |Description of the company’s markets, including regulatory environment and competitive position. | |2.‘the development and performance |Commentary related to the group strategy and progress in achieving objectives. | |of the company’s business during the|Trade or channel relations (where applicable), e.g. service levels, distribution, display, trade customer satisfaction. | |financial year’ |Innovation, e.g. number of new products, new products' revenue and margin as share of total, R&D investment. | | |If multi-year trends are available use them to present underlying performance. | | |Adequate discussion of both positive and negative events or developments. ...
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...Case Studies and Exercises Lecture 2. The Rise of Multinational Companies Case: MUELLER: China Bound? (A), (B) and (C). (308-358-1, 308-359-1 and 308-360-1). Discussion Questions: 1. What are the primary ownership advantages of Mueller? 2. What are the major ways in which Mueller could serve the China market? 3. What are their primary advantages and disadvantages?? 4. If Mueller decided to invest in China, what would be the main functions of its subsidiary? 5. How could the risks involved in the FDI to China be managed? Lecture 3. The Myth of the Global Company Case: Lafarge: From a French Cement Company to a Global Leader (304-019-1) Discussion Questions: 1. What are the main characteristics of Lafarge’s internationalisation strategy and competitive competences and how do these differ from those of other cement companies such as Cemex and Holcim? 2. What were the assumptions underlying Lafarge's strategy and how justified were these? 3. To what extent is Lafarge a French company with foreign operations, as distinct from a global MNC, and how is it likely to develop as a MNC? 4. What are the implications of Lafarge’s growth for the internationalisation of other French firms? Lecture 4. Competing Capitalisms in the 21st Century Case: Messier's Reign at Vivendi Universal (9-405-063) Discussion Questions: 1. What was Messier's strategy in transforming CGE into Vivendi, what assumptions was it based on and how justified were these? 2. What does this transformation reveal about the...
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...strategic planning, an environmental scan can help an organization increase understanding of the internal and external environmental factors that will require reaching the long term goals of the company. Pepsi and Coca-Cola serve as prime examples of major competitors in the beverage industry and strive to be different although each company produces a similar product. With the popularity of these corporations at the zenith of existence, each needs to develop and maintain a competitive advantage that will yield results to their favor. For the purpose of gaining a competitive advantage measurement guidelines will need to be implemented to cultivate effective strategic planning and measure the effectiveness of each plan. The intention of this paper is to research and describe the internal and external to reach a company in order to describe the internal and external environments of each and develop an understanding of how each company uses environmental scanning. Furthermore, a discovery of competitive advantages will be uncovered by examining strategies, such as creation of value and sustain, measurement guidelines, and the effectiveness of the measurement guidelines used by each company Internal and External Environments The whole process can be seeing as beneficial knowledge for managers wishing to increase the long term efficiency and develop strategic plans for the business. An organization’s environment can be broken into two separate divisions. First, the internal...
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...strategic planning, an environmental scan can help an organization increase understanding of the internal and external environmental factors that will require reaching the long term goals of the company. Pepsi and Coca-Cola serve as prime examples of major competitors in the beverage industry and strive to be different although each company produces a similar product. With the popularity of these corporations at the zenith of existence, each needs to develop and maintain a competitive advantage that will yield results to their favor. For the purpose of gaining a competitive advantage measurement guidelines will need to be implemented to cultivate effective strategic planning and measure the effectiveness of each plan. The intention of this paper is to research and describe the internal and external to reach a company in order to describe the internal and external environments of each and develop an understanding of how each company uses environmental scanning. Furthermore, a discovery of competitive advantages will be uncovered by examining strategies, such as creation of value and sustain, measurement guidelines, and the effectiveness of the measurement guidelines used by each company Internal and External Environments The whole process can be seeing as beneficial knowledge for managers wishing to increase the long term efficiency and develop strategic plans...
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...4/1/2012 Table of Contents Strategic Management Comparison between Nikon and Canon 3 Introduction 3 Nikon Company Background 4 Logo 4 History 5 Products 5 Canon Company Background 6 History 6 Logo 7 Products 7 Nikon Corporate Information 8 Mission 8 Vision 8 Canon corporate information 9 Mission 9 Vision 9 Corporate Philosophy 9 SWOT Analysis 10 Nikon 10 Strengths 10 Weaknesses 11 Opportunities 11 Threats 11 canon 12 strengths 12 Weaknesses 12 Opportunities 13 Threats 13 TOWS Matrix 14 Canon 14 Strengths – Opportunities 14 Strengths - Threats 14 Weaknesses – Opportunities 15 Weakness - Threats 15 Nikon 16 Strengths – Opportunities 16 Strengths – Threats 16 Weakness – Opportunities 16 Weaknesses – Threats 16 Corporate Governance 17 Japanese Corporate Governance 17 Nikon Corporate Governance 19 Management System 19 The Board of Directors and Executive Committee 20 Corporate Auditors and the Board of Corporate Auditors 20 Nikon Board of Directors and Corporate Auditors 21 Canon corporate governance 22 Board Of Directors 25 Porter Five Forces 26 Rivalry 26 Threat of Substitutes 27 Buyer Power 28 Supplier Power 28 Threat of new entrants 28 corporate culture 30 Nikon 30 Canon 30 Conclusion 31 References 32 Strategic Management Comparison between Nikon and Canon Introduction “One image has more value than a thousand words.” Every day we see that normal citizens...
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...STRATEGIC BUSINESS PLAN for (company name) for Period January 2002 to December 2005 (dates are examples only) Approved by (name), (position), on (date) Update Status: (amendment number), on (date) TABLE OF CONTENTS Executive Summary Section Page 1. Strategic Focus 2. The Business 3. Market Analysis 4 Products 5 Marketing 6 Research and Development 7 Production and Delivery 8 Supply Chains 9 Business Systems and Processes 10. Stakeholder Relationships and Alliances 11. Organisational and Management 12 Environmental and Social Impacts 13 Risk Factors and Regulatory Compliance 14 Corporate Governance 15 Financials 16 Application of Investment Funds 17 Strategic Action Plan 18 Plan Improvement Appendices: 1. 2. 3. Some Thoughts on Writing this Plan before We Start • Clearly identify the readers of this document. Then write the plan in a style that is easily understood by readers • Remember that this plan is a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. Avoid the excessive use of descriptive adjectives to 'pad' or over-sell the plan. Flowery, highly descriptive language can cloud key issues, blur the plan's focus and slow/confuse its implementation • Keep the plan 'tight'; ensure it remains concise, balanced, clear and logical. Where possible use quantitative rather than qualitative information. Remember the KISSS approach to planning;...
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...Strategic Planning STRATEGIC BUSINESS PLAN for (company name) for Period January 2002 to December 2005 (dates are examples only) Approved by (name), (position), on (date) Update Status: (amendment number), on (date) TABLE OF CONTENTS Executive Summary Section Page 1. Strategic Focus 2. The Business 3. Market Analysis 4 Products 5 Marketing 6 Research and Development 7 Production and Delivery 8 Supply Chains 9 Business Systems and Processes 10. Stakeholder Relationships and Alliances 11. Organisational and Management 12 Environmental and Social Impacts 13 Risk Factors and Regulatory Compliance 14 Corporate Governance 15 Financials 16 Application of Investment Funds 17 Strategic Action Plan 18 Plan Improvement Appendices: 1. 2. 3. Some Thoughts on Writing this Plan before We Start • Clearly identify the readers of this document. Then write the plan in a style that is easily understood by readers • Remember that this plan is a working document that has the clear purpose of initiating focussed action and generating clear and measurable results. Avoid the excessive use of descriptive adjectives to 'pad' or over-sell the plan. Flowery, highly descriptive language can cloud key issues, blur the plan's focus and slow/confuse its implementation • Keep the plan 'tight'; ensure it remains concise, balanced, clear...
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