This 6th issue of the Hawkamah Journal centers on corporate governance within both the conventional and Islamic banking sector and explores areas which often raise unique problems for corporate governance that are not found in other corporate sectors.
founders expect the Center to serve as a think tank function by periodically issuing public policy recommendations to address corporate governance challenges. The aim of these recommendations is to help regulators and policy makers strengthen market corp
Gender diversity in boardrooms is a hot global topic in corporate governance. One reason for is that some research indicated that boards with women perform better than male-only boards. Another important reason is that the current pace of growth in the nu
ADCB understands the importance of developing strong trust between the bank and each of its stakeholders, he explains. Shareholders, investors, depositors, staff, and customers – all stakeholders – need to trust the bank. Strong governance drives that tru
Changing societal expectations around the world are now driving an agenda where all stakeholders have complete information about the company policies and implementations.
The policy challenges in regulating transactions with related parties between a corporation and “related parties” (RPTs). Because they are easy to disguise as legitimate business transactions and, thus disguised, they are not even taxed as corporate distr
The rapid rise of Islamic finance has meant that the boards must function as something of governance pioneers. Not only do boards have to be attuned to and comply with internationally accepted non-Islamic governance standards, but they must also understan
The critical issue facing the company is not only what has gone wrong but why the crisis arose. Only if it addresses the question “why” will it be able to protect itself from future problems. This is a universal lesson for companies in trouble.
Not many sectors can claim to be able to thoroughly disrupt the world economy. Crisis after crisis, the banking sector has shown that it can do just that. If only because of the “systemic risk” posed by the banking sector, being on the board of a bank is
The OECD Principles of Corporate Governance, adopted by the Financial Stability Board as a key standard for sound financial systems and which have influenced corporate governance regulations and best practice guidelines globally since its issuance in 1999