Chapter 5

Corporate Governance

McGraw-Hill/Irwin

Copyright © 2008, The McGraw-Hill Companies, Inc. All rights reserved.

³Earnings can be as pliable (flexible) as putty (soft paste)when a charlatan heads the company reporting them.´ Warren Buffet

5-2

Defining Corporate Governance
The system by which business corporations are directed and controlled. About the way BOD oversee the running of the company by its managers and how BOD are accountable to shareholders and the company.

5-3

Defining Corporate Governance
Owners Public shareholders Institutional investors Others corporation Compensation committee Corporate governance committee

Audit Committee

BOD

CEO, CFO ,COO Creditors Financial Institutions Bondholders

Managers & employee

Stakeholders Customers, vendors partners, suppliers, community
5-4

Defining Corporate Governance
BOARD OF DIRECTORS

A group of individuals hired to oversee governance of an organization. Elected by vote organization. of shareholders at the AGM. AGM. The true power of the BOD can vary from institution to institution from a powerful unit that closely monitors the management of the organization to a µplaceholder¶ body that rubber stamps the decisions of the CEO and executive team. team.
5-5

Defining Corporate Governance
AUDIT COMMITTEE

An operating committee staffed by members of the board of directors plus independent or outside directors. directors. The committee is responsible for monitoring the financial policies and procedures of the organization specifically the accounting policies, internal controls and the hiring of external auditors
5-6

Defining Corporate Governance
COMPENSATION COMMITTEE

An operating committee staffed by members of the board of directors plus independent or outside directors. directors. The committee is responsible for setting the compensation for the CEO and other senior executives. executives. Typically this compensation will consist of a base salary, performance bonus, stock options and other perks. perks.
5-7

Defining Corporate Governance

‡Comply or Explain
A set of guidelines in which companies are expected to abide by a set of operating standards or explain why choose not to.

‡Comply or Else
A set of guidelines in which companies abide by a set of operating standards or face stiff financial penalties.
5-8

Effective Corporate Governance
1.Create a climate of trust and candor (terusterang) ‡ BOD & senior executive should be working together in achieving company¶s goals. ‡ BOD cannot be seen as an obstacle to the realization of the CEO¶s strategic vision.

5-9

Effective Corporate Governance
2. Foster a culture of open dissent (disagreement) ‡ Proposal should be open for frank discussion and review. ‡ Dissent ensure that all aspects of proposal are reviewed and discussed thoroughly.

5-10

Effective Corporate Governance
3. Mix up roles ‡ Rotation of assignments can avoid typecasting. 4. Ensure individual accountability ‡ All members should consider themselves accountable ± this would address any pretense of being ambushed or in the dark

5-11

Effective Corporate Governance
5. Let the Board assess leadership talent ‡ BOD should be actively meeting future leaders in their current position instead of waiting for them to be presented when a vacancy arises. 6. Evaluate the Board¶s performance ‡ Effective corporate governance demands superior performance from everyone involved in the process.
5-12

22 Questions for Diagnosing Your Board«
1. Are there three or more outside directors for every insider? 2. Are the insiders limited to the CEO, the COO, and the CFO? 3. Do your directors routinely speak to senior managers who are not represented on the board? 4. Is your board the right size (8 to 15 members)? 5. Does your audit committee, not management, have the authority to approve the partner in charge of auditing company? 6. Does your audit committee routinely review µhigh exposure¶ areas?

5-13

22 Questions for Diagnosing Your Board«
7. Do compensation consultants report to your compensation committee rather than to the company¶s human resources officers? 8. Has your compensation committee shown the courage to establish formulas for CEO compensation based on long-term results ± even if formulas differ from industry norms? 9. Are the activities of your executive committee sufficiently contained to prevent the emergence of a µtwo-tier¶ board? 10. Do outside directors annually review succession plans for senior management? 11. Do outside directors formally evaluate your CEO¶s strengths, weaknesses, objectives, personal plans and performance every year?
5-14

22 Questions for Diagnosing Your Board«
12. Does your nominating committee rather than the CEO direct the search for new board members and invite candidates to stand for election? 13. Is there a way for outside directors to alter the meeting agenda set by your CEO? 14. Does the company help directors prepare for meetings by sending relevant routine information, as well as analyses of key agendas ahead of time? 15. Is there sufficient meeting time for thoughtful discussion in addition to management monologues? 16. Do the outside directors meet without management on a regular basis? 17. Is your board actively involved in formulating long-range business strategy from the start of the planning cycle?
5-15

22 Questions for Diagnosing Your Board«
18. Does your board, rather than the incumbent CEO, select the new chief executive ± in fact as well as in theory? 19. Is at least some of the director¶s pay linked to corporate performance? 20. Is the performance of each of your directors periodically reviewed? 21. Are directors who are no longer pulling their weight discouraged from standing for reelection? 22. Do you take the right measures to build trust among directors?

5-16

The Dangers of a Corporate Governance Checklist
Enron had all their governance boxes checked:
‡ They separated the roles of Chairman (Kenneth Lay) and Chief Executive Officer (Jeffrey Skilling) ± at least until Skilling¶s surprise resignation. ‡ They maintained a roster of independent directors with flawless résumés. ‡ They maintained an Audit Committee consisting exclusively of non-executives.

5-17

The Dangers of a Corporate Governance Checklist
The true picture of Enron¶s Corporate Governance:
‡ Many of the µindependent¶ directors were affiliated with organizations that benefited directly from Enron¶s operations. ‡ They also enjoyed substantial µbenefits¶ that continued to grow as Enron¶s fortunes grew. ‡ Their role as directors of Enron, guaranteed them positions as directors for other companies ± a career package that would be placed in jeopardy if they chose to ask too many awkward questions and gain reputations as troublemakers.
5-18

Effective Corporate Governance
³No system of corporate governance can be totally proof against fraud or incompetence. The test is how far such aberrations (kesilapan)can be discouraged and how quickly they can be brought to light. The risks can be reduced by making the participants in the governance process as effectively accountable as possible. The key safeguards are properly constituted boards, separation of the functions of chairman and of chief executive, audit committees, vigilant shareholders, and financial reporting and auditing systems which provide full and timely disclosure.´
5-19

Sign up to vote on this title
UsefulNot useful