Corporate Governance in the Middle East and North Africa by Chris Pierce PDF

By Chris Pierce

ISBN-10: 1846730805

ISBN-13: 9781846730801

ISBN-10: 1846730813

ISBN-13: 9781846730818

This authoritative advisor seems to be at company governance within the center East and North Africa. It asseses the region's regulatory framework and the way concerns corresponding to company constitution, possession, forums disclosure and responsibility, shareholder rights, stakeholder kinfolk, administrators tasks, and environmemtal and social accountability are perceived and addressed during this booming zone.

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CIPE initiates and supports programmes to educate corporate directors on fundamental corporate governance principles, educate shareholders on Regional Corporate Governance Developments 23 their rights and responsibilities and raise public awareness of the need for effective corporate governance practices. CIPE also works to create and strengthen institutions of accountability, increase public participation in government, reform government agencies and strengthen judicial systems. CIPE supports business association development by providing executive management courses and educational materials, assistance on advocacy strategies and organization governance and support for market-oriented member services.

The level of protection varies dramatically. pdf 14 The MENA Region The IFC and Hawkamah survey (2008)1 identified that: • 49 per cent of respondents assign the responsibility of developing the corporate governance policy to the board. The typical board size in the region was found to be between 8 and 10 directors. Graph 1 shows the variation in board size. • 87 per cent of listed companies stated that the board was responsible for setting the corporate strategy. • 89 per cent of listed companies’ boards approve the remuneration of the CEO and board members.

29 per cent of listed companies have remuneration committees. pdf Corporate Governance MENA Survey, Hawkamah/IFC (2008) 16 The MENA Region majority of independent directors, as recommended by corporate governance best practice. 1 The IFC and Hawkamah survey (2008)2 found a general lack of knowledge by respondents of fiduciary duties of board members which was consistent with the general absence of formalization of governance policies and practices and infrequent training sessions on governance for board members.

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Corporate Governance in the Middle East and North Africa (Global Market Briefings) by Chris Pierce

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