World Review of Business Research Vol. 2. No. 2. March 2012. Pp. 16 - 31 Corporate Governance-Its Problems & Prospects in Banking Industry in Bangladesh Begum Ismat Ara Huq* and Mohammad Zahid Hossain Bhuiyan** Corporate Governance ensures to bring transparency, accountability and professionalism in the management system of a corporate body that enhances the credibility and acceptability to the shareholders, employees, potential investors, customers, lenders, governments and all other stakeholders
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World Review of Business Research Vol. 2. No. 2. March 2012. Pp. 16 - 31 Corporate Governance-Its Problems & Prospects in Banking Industry in Bangladesh Begum Ismat Ara Huq* and Mohammad Zahid Hossain Bhuiyan** Corporate Governance ensures to bring transparency, accountability and professionalism in the management system of a corporate body that enhances the credibility and acceptability to the shareholders, employees, potential investors, customers, lenders, governments and all other stakeholders
Words: 5716 - Pages: 23
Pacific Hotel Kuala Lumpur, Jalan Putra, 50350 Kuala Lumpur, Malaysia on Wednesday, 22 May 2013 at 3:00 p.m. N I S S A N E L G R A N D I N F I N I T I F X 3 7 R E N A U L T M E G A N E R S CONTENTS 02 03 05 09 10 14 17 25 27 28 31 Corporate Information Business Divisions Report of the Board of Directors 8 Years Financial Highlights Profile of Directors Corporate Social Responsibility Report Corporate Governance Statement Internal Control Statement Other Statements and Disclosures
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KFC HOLDINGS (MALAYSIA) BHD 65787-T 1 KFC Holdings (Malaysia) BHd (65787-T) annual Report 2011 annual Report 2011 after 38 years of ‘Finger lickin’ good’, we have changed our tagline to simply ‘so good’. ‘so good’ reflects our commitment to product, place, people, price and promotion. ‘so good’ is that great experience of a good meal shared between family and friends. at KFC, it is all about building a brand that brings people together and creates that ‘so good’ moments. Thus, the choice
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Ramlee, 50250 Kuala Lumpur, Malaysia. Monday, 25 May 2015 at 2pm. Contents Hap Seng Plantations Holdings Berhad | Annual Report 2014 16 Chairman’s Statement 56 51 Corporate Social Responsibility 2 3 14 16 22 35 Corporate Information Directors’ Profile Group Financial Highlights Chairman’s Statement Statement on Corporate Governance Statement on Risk Management and Internal Control 41 Board Committees 51 Corporate Social Responsibility Financial
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LABOUR ORGANISATION ACT/EMP PUBLICATIONS INDUSTRIAL RELATIONS AND GLOBALIZATION: CHALLENGES FOR EMPLOYERS AND THEIR ORGANIZATIONS Prepared by David Macdonald Senior Industrial Relations Specialist ILO/EASMAT Bangkok Paper presented at the ILO Workshop on Employers' Organizations in Asia-Pacific in the Twenty-First Century Turin, Italy, 5-13 May 1997. [Top] [Next] Table of Contents 1. Executive Summary 2. Introduction 3. Industrial Relations (IR) in the Global Context (a) IR - a definition (b) IR
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at the Federal level, State level, and Local government level, to carter for the needs of its development programs and projects. In a democratic society, the division of resources between the public and private sectors is roughly determined by the desires of the electorate. But because it’s such a complex and time-consuming task to acquire adequate political information, the electorate is chronically ignorant. Since the Revolutionary War, democratic system of governance has forever been looking
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State Sovereignty and Regional * Institutionalism in the Asia Pacific Shaun Narine Working Paper No. 41, March 2005 * A revised version of the paper is scheduled to be published in The Pacific Review later this year. Recent Titles in the Working Paper Series No. 28 The Revolution in Military Affairs and Its Impact on Canada: The Challenge and the Consequences, by Andrew Richter, March 1999. No. 29 Law, Knowledge and National Interests in Trade Disputes: The Case of Softwood Lumber
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resource practices in Ancient India. This treatise presented notions of the financial administration of the state, guiding principles for trade and commerce, as well as the management of people. These ideas were to be embedded in organisational thinking for centuries (Rangarajan 1992, Sihag 2004). Increasing trade, that included engagement with the Romans, led to widespread and systematic governance methods by 250 A.D. During the next 300 years, the first
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promoted and strengthened the spread of democracy while also providing the leverage for good governance. Globalisation impacts on the mode of governance that a country operates either as a symbol of universality or for uniformity. This unstoppable trend has homogenised governance on a global scale while depicting authoritarianism as unproductive political modernity. The concepts- globalisation and (good) governance have dominated international discourse for sometime now. The conceptual ambivalence and
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