Also balances the need for long-term growth & sustainability combined with short-term profits. 3. To outline job specifications and understanding of roles and its corresponding compensation. 4. This ensures that directors compensation is based on individual efforts. Public disclosure reduces collusion between the Board and management and balances the competing goals of stakeholders and the directors. 5. Ensure compensation is aligned with market benchmarks and that the relationship between remuneration and performance is clear. . To ensure all employees are clear on company employment practices as well as its values and ethics which should be based on good and positive moral foundations. 2. This ensures that the Board understands its accessibility to set the tone and ethical standards of the company. This also fosters a culture of honesty and firm-wide accountability, value-adding for both management and stakeholders. 3. To encourage all companies to participate in community services and to set an example of a model “corporate citizen”. 4.
To encourage a fair working environment, discourage racial or gender inequality and promote stakeholder well-being and goodwill practices. 5. This further promotes the firm’s integrity which is essential for ‘good’ corporate governance. This also ensures employees behaviors are aligned with that of the firms ND stakeholders. (3) Corporate & Social Responsibility 1. Is there a firm-wide code of conduct which promotes ethics and values? 2. Does senior management consistently follow and promote the values and ethics which are stated within the code of conduct? 3. Does the company regularly participate in regular community work and charities?
Is this publicly disclosed? 4. Does the firm have publicly disclosed policies and strategies in place to promote diversity, environment care and equality within the work place? 5. Does the firm have a policy on reprimanding individuals who engage or promote unethical behavior introductory to the firm’s code of (4) Financial Reporting & Auditing Process 1. Has the firm established an audit 1. To ensure that management achieves committee which comprises a majority of company objectives whilst maintaining an independent directors and only ineffective system of internal control and risk management.
Also an effective mechanism to 2. Does the audit committee have at least ensure safeguarding of integrity of the firm’s three members who are all financially financial reports. Literate and at least one has financial 2. Ensures the audit committee is effective and expertise? (I -e. Able to analyses and critique able to provide an accurate and correct view financial reports) of the firm’s position. 3. Does the firm engage with external 3. Attaining an external opinion ensures internal auditors for an opinion on financial audit remains independent from statements and does the firm request mismanagement.
Disclosure of non-audit audit services and is this disclosed? Services provides transparency to 4. Does the firm disclose how it maintains stakeholders to make informed decisions. Accountability in regards to the financial 4. To ensure the Board of Directors are reporting process? Is there a formal accountable for what is produced within the document/statement from the Board which financial statements of the firm whilst clearly affirms the company’s compliance simultaneously reducing manipulation and to reporting standards? Fraud in the statement of financial figures. . Does the audit committee have a formal 5. To ensure clear distinction of the audit charter? Committee’s roles and responsibilities. 1 . Policies can provide guidelines for the company regarding the acceptable levels of risk taking. In order to ensure these policies are not out of date in the changing business environment, they should be reviewed and updated in a timely basis. 2. This ensures there is a monitoring role which oversees management decisions making as well as identify material business risks which may require remediation. 3.
To prevent complacency in risk detection and to ensure processes are up to date and effective when there is a change in internal or environmental factors. 4. To ensure employees and management are aware and aligned with the acceptable irrigating levels of the firm. Also allows an employee to objectively determine if their proposed activities are acceptable or not. 5. To establish an effective structure of risk oversight and management within the firm. (5) Risk Management 1 . Are there policies to measure and manage risks, and are those policies reviewed on a timely basis? 2.
Does the firm have an independent internal audit or risk management committee which seeks to identify and remedial firm risk as well as oversee risk-taking behavior of management? 3. Are internal controls and processes reviewed in a timely basis? (l . E. Strategies change, when there is structural change and when business climates change? ) 4. Are there effective risk-based plans in place to determine if firm activities are aligned to the organization’s objectives ND strategies? 5. Is there a direct line of communication from risk committees to senior management and the Board to allow for effective and timely escalation of risk issues? 1.
Firms need to ensure they have an effective communication channel to ensure material announcements are made in a timely manner. This has a significant impact on informed stakeholder decision making. 2. This ensures transparency and promotes shareholder activism as well as the protection of shareholder rights. 3. To discourage fraud and encourage stakeholders to raise controversial issues without the threat of being reprimanded. . This ensures management is transparent in their decision making processes and justifications. Seeking approval from stakeholders demonstrates an alignment of interests as well as protection of shareholder rights. 6) Stakeholder Communication & Rights 1 -Does the firm have an open communication policy to ensure shareholder rights and concerns are addressed in an effective manner? 2. Are Annual General Meetings held in an open forum manner whereby shareholder concerns and participation is encouraged and acknowledged? 3. Does the company have a mechanism in place to protect the interests and identity f internal and external stakeholders and encourage whistle blowing where necessary? 4. Does the company seek a majority in stakeholder approval when major decisions such as takeovers/mergers/acquisitions are made? . 1 INTERNATIONALIZATION ASSESSMENT Assessment of each organization: a. What is the aim/mission of the organization? (3 marks) b. Who are the main stakeholders of the organization? (3 marks) c. Based on your assessment model, is the governance system in place adequate? Why/why not? (5 marks) d. What improvement(s), if any, can be made to the corporate governance system? (4 marks) China Mobile Limited is a Chinese state-owned telecommunication company that provides mobile voice and multimedia service and it incorporated in Hong Kong on 3 September 1997.
The company was listed on both New York Stock Exchange and The Exchange of Hong Kong Limited. As of November 2012, China Mobile is the world’s largest mobile phone operator by subscribers with about 710 million. In 2012, the company was once again Public Companies” by Forbes magazines. Selected as one of the “FT Global 50(Y’ by Financial Times and ‘The World’s 2,000 Biggest Aim & Mission The goal of the company has always been to enhance its corporate value, maintain its Main Stakeholders sustainable long-term development and generate greater returns for shareholders.
The controlling shareholder of China Mobile Limited is CHEM. (Group) which indirectly holds approximately 74. 08% of its share capital. The remaining share capital is held by public investors. The customers, local communities, industry peers, regulatory authorities as well as include in stakeholders of China Mobile Limited. Structure & Integrity of the Board The Board currently comprises of nine directors with Mr.. XSL Quahog as Chairman and Mr.. Al You as Chief Executive Officer. China Mobile has established a aggregation of duties and ensured there is no imbalance of power as the Chairman and CEO are represented by different persons.
All board meeting and committee meetings were attended by the directors in person. The company also has set up a specific communication channel with each of directors to ensure the timely disclosure of any changes of information. The acknowledgements from the directors of their responsibility for preparing the financial statements and the representation by the auditors of the Company about their reporting responsibilities were received by the Company. The Company also has set up some training session about New CPA 6. To ensure that all directors have complied the principles when they dealing related disclosure.
The Company has adopted the “model Code for Securities Transactions by Directors of Listed Issuers” to regulate the directors’ securities transactions. Annual report disclosed that none of the directors had any other interest in the share of the Company as of 31 December 2012. All directors have confirmed that they have complied with the Model Code. With the Company’s good policies and strategies, it suggested that all the directors should effectively fulfill both performance and conformance role and ensure the stakeholders interests.