The Role of Disclosure in Corporate Governance

The Role of Disclosure in Corporate Governance The Role of Disclosure in Corporate Governance

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Role of Disclosure in CorporateGovernanceDisclosure, againdisclosure and stillmore disclosure”Richard B. SmithUS SEC Commission

<strong>Role</strong> <strong>of</strong> <strong>Disclosure</strong> <strong>in</strong> <strong>Corporate</strong><strong>Governance</strong>“<strong>Disclosure</strong>, aga<strong>in</strong>disclosure and stillmore disclosure”Richard B. SmithUS SEC Commission


Index• Def<strong>in</strong>ition• From Transparency to <strong>Disclosure</strong>• Why disclosure is important (<strong>in</strong> terms <strong>of</strong>concrete advantages for the Market)• Why disclosure is important (<strong>in</strong> terms <strong>of</strong>concrete advantages for the Company)• What <strong>in</strong>formation shall be disclosed (by law)• What <strong>in</strong>formation should be disclosed(accord<strong>in</strong>g to the Company strategy)• How to disclose <strong>in</strong>formation• <strong>Role</strong> <strong>of</strong> disclosure prevent<strong>in</strong>g f<strong>in</strong>ancial crimes


<strong>Disclosure</strong>Transparency is lett<strong>in</strong>g the truth be availablefor others.This view implies a passive position on the part <strong>of</strong>the company under consideration.Today transparency is tak<strong>in</strong>g on a whole newmean<strong>in</strong>g: active disclosure.In other words, the new concept <strong>of</strong> transparency<strong>in</strong>cludes action or motion, putt<strong>in</strong>g newresponsibilities on the companyNew concept <strong>of</strong> transparency requires not onlylett<strong>in</strong>g the truth be available but imposes to discloseit to every stakeholders


From Transparency to <strong>Disclosure</strong>• “Sunlight is said to be the best <strong>of</strong>dis<strong>in</strong>fectants; electric light is the mostefficient policeman”.• It is an old quote from Louis Brandeis,Supreme court <strong>of</strong> justice <strong>in</strong> the context<strong>of</strong> Great depression 1933.• It demonstrates how f<strong>in</strong>ancialtransparency was the remedy forfraud and market manipulations <strong>in</strong> the1920s as it is now.


International Standards - OECD• <strong>The</strong> corporate governance framework should ensuretimely and accurate disclosure on all material matters,<strong>in</strong>clud<strong>in</strong>g f<strong>in</strong>ancial situation, performance, ownership andgovernance <strong>of</strong> the company.– At m<strong>in</strong>imum annually, or even semi-annually or quarterly; ormore frequently for material developments.– Material <strong>in</strong>fo is that <strong>in</strong>formation whose omission or misstatementcould <strong>in</strong>fluence economic decisions taken by users <strong>of</strong><strong>in</strong>formation.– Should be simultaneous to all shareholders.– Requirements should not create unreasonable adm<strong>in</strong>istrative orcost burdens.


Why disclosure is important (<strong>in</strong> terms<strong>of</strong> concrete advantages for the Market)• Strong transparent disclosure regime is pivotal for marketbasedmonitor<strong>in</strong>g <strong>of</strong> companies and central toshareholder ability to exercise ownership rights.• Can be powerful tool for <strong>in</strong>fluenc<strong>in</strong>g companies andprotect<strong>in</strong>g <strong>in</strong>vestors.• Can help to attract capital and ma<strong>in</strong>ta<strong>in</strong> confidence <strong>in</strong> themarkets.• Weak disclosure can contribute to unethical behaviourand loss <strong>of</strong> market <strong>in</strong>tegrity, cost<strong>in</strong>g not only company buteconomy as a whole.• Insufficient or unclear <strong>in</strong>formation may hamper ability <strong>of</strong>markets to function, <strong>in</strong>crease cost <strong>of</strong> capital and result <strong>in</strong>poor resource allocation.


Why disclosure is important(<strong>in</strong> terms <strong>of</strong> concrete advantages for theCompany)• Reliable and timely <strong>in</strong>formation <strong>in</strong>creases confidence amongdecision-makers with<strong>in</strong> the company and enables them to make goodbus<strong>in</strong>ess decisions directly affect<strong>in</strong>g growth and pr<strong>of</strong>itability.• Information also affects decision makers outside the entityshareholders,<strong>in</strong>vestors and lenders, who must decide where andwith what risk to place their money.• <strong>The</strong> <strong>in</strong>formation provided, show the decision-makers and outside<strong>in</strong>terests whether and to what extent corporations meet legalrequirements.• <strong>Disclosure</strong> helps public understand<strong>in</strong>g <strong>of</strong> a Company's activities,policies and performance with regard to environmental and ethicalstandards, as well as its relationship with the communities where theCompany operates (relations with Stakeholders).• <strong>Disclosure</strong> and transparency, as well as proper audit<strong>in</strong>g, serves as adeterrent to fraud and corruption, allow<strong>in</strong>g firms to compete on thebasis <strong>of</strong> their best <strong>of</strong>fer<strong>in</strong>gs and to differentiate themselves from firmswho do not practice good governance


What <strong>in</strong>formation shall be disclosed• F<strong>in</strong>ancial and operat<strong>in</strong>g results <strong>of</strong> the company.• Company objectives.• Major share ownership and vot<strong>in</strong>g rights.• Remuneration policy for board members and keyexecutives, and <strong>in</strong>fo about board member qualifications,selection process, other company directorships andwhether they are <strong>in</strong>dependent.• Related party transactions.• Foreseeable risk factors.• Issues regard<strong>in</strong>g employees and other stakeholders.• <strong>Corporate</strong> governance codes and policies, and how theyare implemented.


What <strong>in</strong>formation should be disclosed :reports<strong>The</strong> Annual Report should expla<strong>in</strong>/disclose as follows:• Adherence with applicable Account<strong>in</strong>g Standards• Consistent use <strong>of</strong> appropriate account<strong>in</strong>g policies supported by reasonableand prudent judgment and estimates.• Ma<strong>in</strong>tenance <strong>of</strong> adequate account<strong>in</strong>g records and an effective system <strong>of</strong><strong>in</strong>ternal controls.• <strong>The</strong> Directors’ responsibility to prepare f<strong>in</strong>ancial statements that fairly presentthe state <strong>of</strong> affairs <strong>of</strong> the Company, as at the end <strong>of</strong> the f<strong>in</strong>ancial year, and thePr<strong>of</strong>it or Loss for that period.• <strong>The</strong> Auditor’s responsibility for report<strong>in</strong>g on the f<strong>in</strong>ancial statement.• Detailed report on stock option activity, if any - outstand<strong>in</strong>g, granted,exercised, exercisable and forfeited/expired.• Report on all major outstand<strong>in</strong>g litigation and their progress dur<strong>in</strong>g the year.• <strong>The</strong> system for evaluation <strong>of</strong> Board Members, the Chief Executive Officerand <strong>of</strong>ficers.• Full details <strong>of</strong> the form and level <strong>of</strong> the total remuneration <strong>of</strong> the ManagementBoard members.


What <strong>in</strong>formation should be disclosed :Account<strong>in</strong>g Records<strong>The</strong> ma<strong>in</strong> criteria to assure appropriate disclosure are asfollows:– Account<strong>in</strong>g transparency is based on the use <strong>of</strong> true, accurate and complete<strong>in</strong>formation for constru<strong>in</strong>g entries <strong>in</strong> the books <strong>of</strong> accounts.– Each employee shall cooperate <strong>in</strong> order to have events properly and timelyregistered <strong>in</strong> the books <strong>of</strong> accounts.– For each transaction the proper support<strong>in</strong>g evidence has to be ma<strong>in</strong>ta<strong>in</strong>ed <strong>in</strong>order to:• facilitate registration <strong>of</strong> the account<strong>in</strong>g;• identify the different degrees <strong>of</strong> responsibilities;• provide an accurate representation <strong>of</strong> the transaction so as to avoid any errors<strong>in</strong> <strong>in</strong>terpretation <strong>of</strong> the facts.– Each record shall reflect exactly what is shown by the support<strong>in</strong>g evidence.– Each employee shall make sure, through accurate fil<strong>in</strong>g accord<strong>in</strong>g to logicalcriteria, that the documentation can be easily traced.– Every employee who becomes aware <strong>of</strong> any omissions, misrepresentations,negligence <strong>in</strong> the account<strong>in</strong>g or <strong>in</strong> the documents on which account<strong>in</strong>g isbased, shall br<strong>in</strong>g the facts to the attention <strong>of</strong> his or her superior.


What <strong>in</strong>formation should be disclosed:Other <strong>in</strong>formation• <strong>The</strong> ma<strong>in</strong> criteria <strong>in</strong> order to decide whether <strong>in</strong>formation anddata are to be communicated is relevance: all relevant <strong>in</strong>formation issubject to disclosure, except from “Company confidential” <strong>in</strong>formation,i.e. <strong>in</strong>formation that might jeopardize the Company competitivestrategy if revealed.• In order to evaluate the relevance, it is important to analyse eachStakeholder motives, i.e. what k<strong>in</strong>d <strong>of</strong> stake the Stakeholder holds <strong>in</strong>the Company:– For <strong>in</strong>stance, the full disclosure and comprehension <strong>of</strong> the OrganizationalChart is <strong>of</strong> the highest relevance for employees, while for m<strong>in</strong>orityshareholders the same <strong>in</strong>formation can be just “nice-to-have”.• Furthermore, it is important to f<strong>in</strong>e-tune the degree <strong>of</strong> disclosureconsistently with strategic priorities:– For example, if the Company wants to obta<strong>in</strong> the Quality Certification, itmight be smart to disclose the Organizational Chart, <strong>in</strong>clud<strong>in</strong>g the TotalQuality Managers role and responsibilities.


How to disclose <strong>in</strong>formation• A Code <strong>of</strong> <strong>Disclosure</strong> must expla<strong>in</strong> the proceduresthat allow <strong>in</strong>formation to better reach its recipient.• Company shall make timely and accurate disclosure whenmatters <strong>of</strong> importance have been decided.• Each Company shall have mechanisms to <strong>in</strong>form <strong>in</strong>vestors, <strong>in</strong>order to ma<strong>in</strong>ta<strong>in</strong> effective communication channels withshareholders, stakeholders and potential <strong>in</strong>vestors.• All Reports by each organism submitted to the Board shall beavailable to the shareholders, with exception <strong>of</strong> such<strong>in</strong>formation <strong>of</strong> a confidential nature as may affect thecompetitiveness <strong>of</strong> the Company.• In addition, it is recommended that the Annual Report <strong>in</strong>cludesthe names <strong>of</strong> the Members <strong>of</strong> each Company’s Body.


<strong>Role</strong> <strong>of</strong> disclosure prevent<strong>in</strong>gf<strong>in</strong>ancial crimes• When self-<strong>in</strong>terested behavior veers <strong>in</strong>to outrightcrim<strong>in</strong>ality true transparency would cast a light onthese activities caus<strong>in</strong>g a change <strong>in</strong> behavior• Increas<strong>in</strong>g transparency will be key to the futuresuccess <strong>of</strong> corporate governance.• Only with transparency will it be possible to deterfrauds, embezzlement and f<strong>in</strong>ancial scandals, andfoster efficiency <strong>in</strong> the allocation <strong>of</strong> <strong>in</strong>vestmentsacross companies and countries


ConclusionsRules, regulations, laws, concepts, structures,processes, best practices, and the mostprogressive use <strong>of</strong> tech-nology cannot ensuretransparency and accountability.This can only come about when <strong>in</strong>dividuals <strong>of</strong><strong>in</strong>tegrity are try<strong>in</strong>g to ‘do the right th<strong>in</strong>g,’ not justwhat is expedient or even necessarily what ispermissible.What matters <strong>in</strong> the end are the actions <strong>of</strong> people,not simply their words

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