Corporate Governance “Codes are effective tools for helping companies improve their governance practices; provide clear guidance for financial and non-financial disclosure; foster better engagement of minority shareholders; and, clarify the respective roles of managers and directors”, observes the Global Corporate Governance Forum, February 2008 Newsletter. It was with this in mind and more that this […]

442. Legislation is necessary to ensure fairness and transparency in business dealings and is one of the tenets of good corporate governance. 443. Government has a major role to play in combating corruption. 444. There must be will-power to combat corruption on the part of the top leadership of the country which should cascade down […]

437. The role of government is to provide an enabling environment within which the private and public sector can thrive. 438. Government may play a participatory role in economic development through Parastatals and State-controlled companies. 439. It is a fundamental role of government as the biggest employer in the economy to observe corporate governance principles […]

Preamble: 436. Government plays both an administrative role and a coordinating role through its agencies at every level. It is responsible for the maintenance of security, law and order and the protection of property of all members of society. According to the NATIONAL CODE ON CORPORATE GOVERNANCE ZIMBABWE

Preamble: 436. Government plays both an administrative role and a coordinating role through its agencies at every level. It is responsible for the maintenance of security, law and order and the protection of property of all members of society.   According to the NATIONAL CODE ON CORPORATE GOVERNANCE ZIMBABWE

432. Alternative dispute resolution mechanisms can enhance or restore stakeholder confidence, remove tensions, relieve pressure on company reputation and offer opportunities to align expectations, ideas and opinions on other issues. 433. A company should use communication channels that are accessible to its stakeholders and adopt communication guidelines that support a responsible communication programme with its […]

427. The Board should guard against processes which frustrate or block constructive engagement with stakeholders, for instance by continually compelling stakeholders to resort to the courts for the resolution of disputes. 428. In addition to formal processes such as annual general meetings, the Board should consider informal processes such as direct contacts, websites, advertising or […]

421. A company should provide its stakeholders with relevant information necessary for protecting their rights. 422. Views, opinions and input from minority shareholders should be considered in making decisions so as to secure the sound protection of their interests especially where their combined shareholding is significant. 423. The interests and expectations of stakeholders, even if […]

417. The Board should identify the company’s stakeholders and formulate a clear policy on how to engage, communicate with or relate to them constructively. Constructive engagement should not amount to second guessing the Board or management or permitting undue interference in the running of the company. 418. Every company should engage its stakeholders in determining […]

412. Companies should have creditor protection procedures in relation to mergers, capital decrease, split mergers and such other matters. 413. The Board should formulate, develop and implement a framework of engagement with stakeholders which it should constantly review in a structured way. 414. The Board should encourage the formation of appropriate stakeholder associations to facilitate […]