Corporate Governance Essay

1. Business Decision; that compares the costs and benefits of manufacturing a product or product component against purchasing it. If the purchase price is higher than what it would cost the manufacturer to make it, or if the manufacturer has excess capacity that could be used for that product, or the manufacturer’s suppliers are unreliable, then the manufacturer may choose to make the product. This assumes the manufacturer has the skills and equipment necessary, access to raw materials, and the ability to meet its own product standards. A company who chooses to make rather than buy is at risk of losing alternative sources, design flexibility, and access to technological innovations. Determination whether to produce a component part internally or to buy it from an outside supplier. This decision involves both qualitative and quantitative factors. Qualitative considerations include product quality and the necessity for long-run. Business relationships with subcontractors. Quanti tative factors deal with cost. The quantitative effects of the make-or-buy decision are best seen through the relevant cost approach. 2. They Budget for many reasons; to control spending, to set goals, to control the direction of the company, and to run effectively. Controlling spending is an obvious reason. Setting goals is another. For instance, if x department meets a goal, they may get a budget increase (which can lead to an increase in wages for that department). Allocating monies to a department makes that department want to be more efficient with their money. Budget managers can control the direction of the company by giving or not giving money to certain parts of the company. For instance, in an oil company, a budget manager might give a lot of money to the Exploration department to find new oil, but cut back on the Logistics department. Budgeting is a great way to both force a company to run efficiently and to find out if they are actually doing it. If a department or region is consistently over-budget, they will need to be looked at as to why. If another region is consistently under-budget, maybe they are being allocated too many resources that could go somewhere else. DELOITTE 3. Company boards, executives, and management are investing more and more time and resources on issues of sustainability – such as carbon (greenhouse gas emissions), energy efficient technology, water use, cleantech, and biodiversity, to name just a few. An important part of the global push towards sustainability practices involves a need to account for, and report on, sustainability – sometimes referred to as environmental, social, and governance (ESG) reporting. On this page, we maintain a history of developments in sustainability reporting requirements and practices, tracking its gradual adoption on both a voluntary and mandatory basis, and also consider the wider integrated reporting initiative being led by the International Integrated Reporting Council (IIRC). International Integrated Reporting Council (IIRC) The International Integrated Reporting Council (IIRC) (previously the International Integrated Reporting Committee) was formed in August 2010 and aims to create a globally accepted framework for accounting for sustainability, bringing together financial, environmental, social and governance information in an â€Å"integrated† format. The IIRC brings together a cross section of representatives from corporate, investment, accounting, securities, regulatory, academic and standard-setting sectors as well as civil society. It comprises a Steering Committee, a Working Group and a three taskforces (dealing with content development, engagement and communications, and governance). The IIRC is chaired by Professor Mervyn King, Chairman, King Committee on Corporate Governance and Former Chairman, Global Reporting Initiative. Membership includes Hans Hoogervorst (IASB Chairman), Leslie Seidman (FASB Chairperson), Maria Helena Santana, (Chairperson, IOSCO Executive Committee), Gà ¶ran Tid strà ¶m (IFAC President), Jim Quigley (former global Chief Executive Officer of Deloitte), and many others. Paul Druckman is Chief Executive Officer. The objectives for an integrated reporting framework are to: * support the information needs of long-term investors, by showing the broader and longer-term consequences of decision-making * reflect the interconnections between environmental, social, governance and financial factors in decisions that affect long-term performance and condition, making clear the link between sustainability and economic value * provide the necessary framework for environmental and social factors to be taken into account systematically in reporting and decision-making * rebalance performance metrics away from an undue emphasis on short term financial performance * bring reporting closer to the information used by management to run the business on a day-to-day basis. * The International Integrated Reporting Council (IIRC) has released a finalised ‘prototype’ of its integrated reporting framework and reaffirmed the expected timing of the issue of a consultative document as it moves towards finalisation of the framework by the end of 2013. * The International Integrated Reporting Council (IIRC) has launched an ‘Integrated Reporting Emerging Practice Examples Database’, which contains integrated reporting examples from businesses around the world.