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1. The Mission of the Board 2. Board Membership Criteria 3. Selecting,Inviting and Orienting New Directors 4. Chairman?s roles, responsibilities and separation of Chairman/CEO roles. 5. Board size 6. Definition of Independence 7. Proportion of independent Directors 8. Conflicts of Interest 9. Commitment/Changes in Job Responsibility 10. Election Term/Term Limit/Mandatory Retirement 11. Evaluating Board performance 12. Board Compensation Review 13. Board's Interaction with Institutional Investors 14. Board Meetings and Agenda 15. Board Information Flow, Materials and Presentations 16. Number, Structure and Independence of Committee 17. Committee Meeting Frequency, Length and Agenda 18. Assignment and Rotation of Committee Members 19- FORMAL EVALUATION OF THE CHIEF EXECUTIVE 20. Executive Compensation 21. Succession Planning/Management Development 22. Outside Consultancy 23. Contents of Disclosure 24. Disclosure Regarding Compensation and Director Assessment 25. Disclosure Regarding Corporate Governance 26. Accuracy of Disclosure/Internal Control 27. Shareholder Voting Practices 28. Shareholder Voting Powers 29. Shareholder Meetings/Proxy 30. Merger and acquisition 31. The Role of Stakeholders
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Corporate Governance
Corporate Governance Defintion Principles
1. The Mission of the Board 2. Board Membership Criteria 3. Selecting,Inviting and Orienting New Directors 4. Chairman?s roles, responsibilities and separation of Chairman/CEO roles. 5. Board size 6. Definition of Independence 7. Proportion of independent Directors 8. Conflicts of Interest 9. Commitment/Changes in Job Responsibility 10. Election Term/Term Limit/Mandatory Retirement 11. Evaluating Board performance 12. Board Compensation Review 13. Board's Interaction with Institutional Investors 14. Board Meetings and Agenda 15. Board Information Flow, Materials and Presentations 16. Number, Structure and Independence of Committee 17. Committee Meeting Frequency, Length and Agenda 18. Assignment and Rotation of Committee Members 19- FORMAL EVALUATION OF THE CHIEF EXECUTIVE 20. Executive Compensation 21. Succession Planning/Management Development 22. Outside Consultancy 23. Contents of Disclosure 24. Disclosure Regarding Compensation and Director Assessment 25. Disclosure Regarding Corporate Governance 26. Accuracy of Disclosure/Internal Control 27. Shareholder Voting Practices 28. Shareholder Voting Powers 29. Shareholder Meetings/Proxy 30. Merger and acquisition 31. The Role of Stakeholders
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STC » Landing » Corporate Governance » Principles » 8. Conflicts of Interest
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Conflicts-Interest
Conflicts of Interest

8.1 Conflicts of interest within board
 
 

Conflict of Interest within board should be avoided. Outside business activities should be reported to, and if significant, accepted by the board based on the approved regulations.
8/1/1 Managing conflicts of interest is one of the key functions of the board.


8/1/2 The board should consider the independence requirements, where there is a potential conflict of interest such as integrity of financial and non-financial reporting, internal control procedures, nomination of Directors and key executives.


8/1/3 The board has the right to establish specific committees to address issues that may include potential for conflict of interest, independence requirements identified in the Principles 6 and 7 must consider.


8/1/4 Whenever a material conflict of interest (temporary or ongoing) of a Director has been identified and declared, it is good practice for that person not to be involved in any decision or given transaction or matter unless all necessary legal requirements have fulfilled.

 
8/2 Ongoing conflicts of interest within management
 
 

Ongoing conflicts of interest within management should be avoided. Outside business activities of management should be reported to, and, if significant, accepted by the board.

 
8.3 Conflicts of interest among investors and auditors
 

8/3/1 The institutional investors should disclose any material conflicts of interest that may affect the exercise of ownership rights regarding their investments. They should also disclose how they will manage this conflict of interest, including the structuring of incentives to their employees.
8/3/2 The external auditors should be independent and free of conflict of interest as specified in the regulations and professional standards. If such conflict exists it must be disclosed and dealt with based on the regularity requirements, established rules and in the company interests.

 
8/4 Issue the conflicts of interests regulations and instructions

The board shall issue conflict of interest by-laws and instructions for each of the board, management, investors, external auditors and other concerned parties.

 

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