DOCSLIB.ORG

Corporate Governance Report 2012 Du Corporate Governance Report 2012

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Corporate Governance Report 2012 Du Corporate Governance Report 2012 Corporate governance report 2012 du corporate governance report 2012 Contents An overview 04 Share dealing 06 Board of directors 08 Executive management 20 Related party transactions 24 External auditor 25 Internal control 27 Disclosure and communication with shareholders 30 General 31 Our contribution to sustainability and community engagement 33 Table of contents 03 du corporate governance report 2012 du corporate governance report 2012 1. An overview Our corporate 1.1 Introduction policies. We communicate with our 1.3 Our Governance Model governance programme Our corporate governance system meets Board and shareholders (in the UAE and The effectiveness of our governance model instils confidence in our all relevant UAE legislation on corporate internationally) via corporate governance relies on the distribution of duties and ability to drive efficiency governance and the Law of Companies. It email. This enables an atmosphere of responsibilities amongst shareholders, and generate revenues transparency and disclosure and ensures to contribute to the follows international corporate governance management, and Directors, including economy of the UAE. best practices and adheres to Ministerial consistency between Board, Executive the Board of Directors and permanent Resolution No. 518 of the 2009 Federal Management and other staff practices. committees as illustrated in the chart below: Law on Governance Regulations and the Criteria of Corporate Discipline. Our “Corporate Governance Manual” contains policies and rules that govern the Our governance systems are currently following corporate activities to ensure the managed according to our “Corporate highest standards of business integrity: Governance Manual”. The Manual is approved by the Board of Directors • Corporate Social Responsibility (where and was revised with updated policies our company contributes to enhance in March 2011. This manual governs the quality of life of its workforce and our organisational framework, policies, the wider community) and procedures to ensure we comply • Dividend distribution (our company’s with international best practices as well commitment to creating value for as the rules and practices set by the shareholders in a balanced and Securities and Commodities Authority sustainable way) (ESCA). In addition to complying with the • Code of Conduct covering all company requisite laws, our corporate governance employees (Board, Executive programme instils confidence in our Management and employees must all company’s ability to drive efficiency and adhere to the Code of Conduct) generate revenues to contribute to the • Share Dealing policy (see section 2.1) economy of the UAE. • Related Party Transactions (identifies the requirements relating to Regulatory�Bodies Auditors Telecommunications�Regulatory�Authority,� State�Audit�Institution�and� 1.2 Our Governance System transactions between our company Dubai�Financial�Market,� External�Auditor Our governance system is managed and its stakeholders) External Securities�and�Commodities�Authority according to Ministerial Resolution No. • Whistleblowing (see section 7.3) 518/2009 on the Principles of Governance • Board evaluation (a recently factors and Criteria of Corporate Discipline and the developed governance policy that has rules and criteria of governance detailed in been adopted worldwide, reflecting Internal “The Corporate Governance Manual”. They the extent to which the Board is Shareholders include, for example, a clear definition efficient, competent, and able to factors of the role and duties of the Board’s overcome any potential economic Reports Appoints Chairman and Chief Executive Officer. difficulties) They also prevent the Chairman from • Disclosure and communication with InfographBoard�of�Directors Page 4 acting as Chief Executive Officer for our shareholders (see section 8) company. Additional rules of the Board • External auditor appointment (see Reports Appoints have been agreed, including supervision of section 6.2) Appoints Appoints • Directors Access to Independent Internal� Audit� Investment� Nomination�&� Company� our company’s internal audit system and Remuneration monitoring its efficacy. Professional Advice Policy (under Control Reports�to Committee Committee Committee Reports�to Secretary the�Audit� Chairman�of� this policy a Board Member is free Committee the�Board Our corporate governance initiatives to consult an internal or external Reports Appoints extend beyond legal requirements. We expert that will support the member’s launched a governance page on our decisions and opinions to the CEO website, on which we post an annual advantage of our company) governance report, the Board structure, Reports Appoints and details of our founding shareholders. The webpage also contains information Management on all of the applicable governance 04 An overview An overview 05 du corporate governance report 2012 2. Share dealing 2.1 Share Dealing Policy • Any other information that our company’s management may Scope of the policy determine to be price-sensitive The Share Dealing Policy applies to all information. individuals working for us or any of our subsidiaries, at all levels and grades b. Establish a framework for our including, members of the Board of employees to adhere to when dealing in Directors, Executive Management, senior the company’s shares managers, and other employees (including permanent employees, contractors and c. Set out the consequences of failure to trainees). Third parties who gain access adhere to this policy to price-sensitive information (whether by reason of a contractual relationship with 2.2 Trading Restrictions our company or any of its subsidiaries, or During the closed periods, Directors, a personal relationship with an employee) Executive Management and other should also be made aware of this policy. employees are not allowed to deal, directly or through others, in shares of The purpose of the policy is to: our company (or of any of its subsidiary or affiliated companies) irrespective of a. Educate our Directors, Executive whether or not they are in possession of Management and other employees unpublished price-sensitive information. (including permanent employees, contractors and trainees) on the illegality a. A closed period is the 15-day period of insider dealing and tipping, i.e. dealing preceding any of the following: in our company’s shares - either directly or through others - whilst in possession of • Our company’s General Assemblies unpublished price-sensitive information, (including the Annual General Meeting such as: and any Extraordinary General Assembly); • Annual and interim financial results of • The announcement of any our company before they are unpublished price-sensitive made public; information; and • Information about our company’s • The announcement of yearly, half- forecasts and trading prospects; yearly and quarterly financial results • Dividends the Directors propose in: to declare and any changes to the c. All applications to deal in our shares d. An applicant cannot proceed with a We continue to adhere to - April; international best practice dividend policy; must be made through our Company proposed transaction until he or she - July; guidelines, as well as • Expansion plans, including entrance Secretary’s office using the Share Dealing receives written confirmation of such - October; and meeting the guidelines of into new markets or the introduction Consent Form or through our company’s consent through our Company Secretary. - February. the DFM and ESCA. of new technology; internal, online portal for staff. The form • Strategic alliances or any proposed must state the number of shares that the e. Any employee joining our company must b. Any proposed dealings in our mergers or acquisitions; applicant proposes to buy or sell and the disclose any shareholding in our company company’s shares at any time by an • Corporate restructuring programmes; proposed date of the transaction. The that they may have. Furthermore, employee requires consent from: • Significant changes in the nature of applicant must also confirm that he or she Directors and Executive Management must our company’s business; is not in possession of unpublished price- inform the Company Secretary of their • The Chairman of the Audit Committee • Disposal of any shares of our sensitive information. After the transaction shareholding in our company annually. in the case of dealings by any Director company by a significant shareholder; has been completed, the applicant must and the CEO; • Changes to the Board of Directors’ promptly (and in any event no later than f. The Audit Committee will be responsible • The Chairman of the Board of structure or members of the Executive four days from receiving that confirmation) for reviewing this policy at least annually Directors in the case of dealings by Management; notify our Company Secretary’s office - and shall report to the rest of the Board on the Chairman of the Audit • News concerning our company’s using the Share Dealing Completion Form its activities under this policy. Committee; and services, such as regulatory - that the share dealing has taken place. • The CEO in all other cases. approvals or licensing deals; • A potential dispute which may result in significant litigation; and 06 Share dealing Share dealing 07 du corporate governance report 2012 du corporate governance report 2012 3. Board of directors Our commitment to 3.1 Structure Company have the right to jointly appoint Jassem 2006 Non-executive Investment
Load more

Recommended publications
  • Samena Trends
    SAMENA ACTIVITY SAMENA TRENDS EXCLUSIVELY TO SAMENA TELECOMMUNICATIONS COUNCIL'S MEMBERS Volume 03 Issue 08 BUILDING DIGITAL ECONOMIES August 2012 A SAMENA Telecommunications Council Newsletter TELECOM BUSINESS MODEL TRANSFORMATION Karim Daoud Chief Executive Officer INTIGRAL SAMENA TRENDS Volume 03 Issue 08 Aug 2012 1 www.samenacouncil.org SAMENA ACTIVITY WelcomeWelcome to to SAMENA careerscareers Find the best talent by jobJob Classification,Classification, JobJob TTypeype && LocationLocation in South Asia, The Middle East & NorthNorth Africa Announcing the easiest and most economical method to recruit your next rising star An automated market employment assistance service tool. Latest electronic commerce technologies coupled with the human interface of SAMENA and its vast contact database. Allows human resource management to research, compile and reach out to aspiring job seekers in a highly focused and user definable fashion. Easy to use, user friendly, automated and manual search either by employer or job reference basis. Be part of the SAMENA Careers Portal! Just fill out the application & enter the world of automated market employment!!! For Support & inquiries +971.4.364.2700 BUILDING DIGITAL ECONOMIES [email protected] SAMENA TRENDS Volume 03 Issue 08 Aug 2012 2 wwwwww.samenacouncil.org.samenacareers.com EDITORIAL The answer most definitely must be balanced with the acquisition costs of technology through the application of CAPEX, with considerations given closely to ROCE (return on capital employed). The average research number we are seeing for global CAPEX is around 350 Billion USD for the year 2012. The operators must be able to gain cost of capital at a reasonable rate (between 8 and 12% on average), where such CAPEX expenditures are economically warranted.
    [Show full text]
  • Corporate Governance Report 201٤III Corporate Governance Report 2014
    2014 Corporate governance report governance Corporate Emirates Integrated Telecommunication Company PJSC P.O. Box 502666 Dubai, United Arab Emirates Tel: + 971 (4) 360 0000 Email: [email protected] ‘Printed on Scheufelen FSC Code: March 2015 FSC- C009951 – 170 and 400 g/m2’ Corporate governance report 201٤III Corporate governance report 2014 Table of contents An overview 04 Board of Directors 06 Share dealing 18 Executive management 20 Related party transactions 24 External auditor 25 Internal control 28 Disclosure and communication with shareholders 31 General information 32 Our contribution to sustainability and community engagement 35 DISCLAIMER: The English version is a translation of the original in Arabic for information purposes only. In case of a discrepancy, the Arabic original will prevail. Table of contents 03 Corporate governance report 2014 Corporate governance report 2014 1. An overview 1.1 An introduction Our Board also plays an important role in For example, Our ‘Boardpad’ internal portal Since inception, we have continuously and dynamic manner for the benefit of all revealing the yearly financial results to all for Directors was launched at the beginning ensured the application of a multitude of shareholders and stakeholders concerned. shareholders through hosting the Annual of 2013 and feedback so far has been governance rules across the business. By The governance controls to which we are General Assembly. Our Board members are very positive. This tool has improved the incorporating a broad spectrum of elements committed
    [Show full text]
  • Dubai Holding Commercial Operations Group Llc
    DUBAI HOLDING COMMERCIAL OPERATIONS GROUP LLC CONSOLIDATED FINANCIAL STATEMENTS 31 DECEMBER 2014 Dubai Holding Commercial Operations Group LLC CONSOLIDATED FINANCIAL STATEMENTS for the year ended 31 December 2014 Pages CEO’s message i – ii Operational review iii – v Independent auditor’s report 1 Consolidated balance sheet 2 Consolidated income statement 3 Consolidated statement of comprehensive income 4 Consolidated statement of changes in equity 5 – 6 Consolidated statement of cash flows 7 Notes to the consolidated financial statements 8 – 75 2014 Audited Financial Results CEO’s Message I am delighted to announce that 2014 has marked yet another solid year for Dubai Holding Commercial Operations Group (“DHCOG”). DHCOG delivered its fifth consecutive year of consistent, competitive and profitable growth with total revenue increasing by 13.6% to reach AED 13.2 billion. Normalised EBITDA grew to AED 6.9 billion, a 25.5% increase over 2013; while net profits increased by a remarkable 41.7% to reach AED 4.7 billion. Once again our growth has been balanced and broad based with DHCOG continuing to outperform our expectations and we have robust growth strategies to keep this momentum going. Sustainable recurring revenues from our hospitality, leasing, facilities and property management businesses registered a growth of 8.5% to reach AED 7.6 billion. Property sales, driven by the handover cycle, and land sales, complemented by growing investor demand, contributed a substantial AED 5.6 billion to total revenues. In addition to our focus on innovation, we continue to drive the development of the Islamic Economy, the growth of the SME sector and the long term success of the tourism industry.
    [Show full text]
  • Corporate Governance Report 2013 Du Corporate Governance Report 2013 Du Corporate Governance Report 2013
    Corporate governance report 2013 du corporate governance report 2013 du corporate governance report 2013 Contents An overview 04 Board of directors 06 Share dealing 18 Executive management 20 Related party transactions 25 External auditor 26 Internal control 28 Disclosure and communication with shareholders 32 General 33 Our contribution to sustainability and community engagement 35 Table of contents 03 du corporate governance report 2013 du corporate governance report 2013 1. An overview We are proud to receive 1.1 Introduction Our corporate governance initiatives 1.3 Our governance model acknowledgement from We pride ourselves on our corporate continue to be benchmarked against good The effectiveness of our governance regulatory bodies due to governance system, which meets all practices in the local and international model relies on the distribution of being fully compliant with relevant UAE legislation on corporate environment and we continue to duties and responsibilities amongst governance standards. governance and the Commercial provide information to stakeholders in shareholders, management, and Companies Law follows international a transparent and accountable method Directors, including the Board of Directors corporate governance best practices. Our through our website and other channels. and Committees as illustrated in the compliance with Ministerial Resolution We communicate a wide range of chart below: No. 518 of 2009 Concerning Governance information regarding our Board and Rules and Corporate Discipline Standards governance practices, including the annual was affirmed by the Securities and report, policies, and corporate structures Commodities Authority (SCA) – the together with other data relevant for the regulatory body for governance investment decisions of the shareholders application by UAE Listed Companies on and to enhance the knowledge of our 30 December 2013.
    [Show full text]
  • Dubai Technology, E-Commerce and Media Free Zone Biographical
    No. 03/2008 Karl A. Russell FreeZone Concepts in the Middle East: Dubai Technology, E-commerce and Media Free Zone Biographical: Karl Russell BA(Hons) PGCert MSc MBCS HCIMA Karl is educated in England and is the holder of a first degree in Hospitality Management ( Thames Valley University, London), Postgraduate qualifications in research methods ( University of Bradford , UK ) and a Master degree in Computer Science (University of Manchester Institute of Science and Technology , UK ). Karl’s research interest, taken from a quantitative perspective, focuses on economic growth and significance, and he has published over 10 articles, conference papers and book chapters on related subjects. His recent quantitatively based research has focused on the economic growth within Dubai and the UAE. Where he has lived for 10 years. He is currently a partner in a research based company and teachs at the UAE University. Karl is a member of the Hotel and Catering International Management Association, Hospitality Information Technology Association and the British Computer Society. Abstact With the onset of globalization, global markets and rapid advances in the field of information communication technology (ICT), governments and organizations are increasing faced with opportunities to achieve economic benefits. The UAE has firmly established itself as a knowledge-based economy. Following a proactive agenda to innovate, the UAE Government has embarked upon a series of key strategic developments establishing innovative systems in a concerted endeavour to enhance its economic base as well as diversify its income potential. The establishment of free zones was one such initiative. Free zones were first established in the UAE emirate of Dubai to offer companies world class infrastructure, based on the fundamental principles of ‘100% foreign ownership’, ‘freedom of capital and profit movement’ and ‘tax free incomes’.
    [Show full text]
  • Annual Report 2014
    ANNUAL REPORT 2014 MBRSG Annual Report 2014 | 1 © 2015 Mohammed Bin Rashid School of Government This report is a publication produced by the Mohammed Bin Rashid School of Government (MBRSG). No part of this report may be copied, reproduced or transmitted in any form or by any means without a written permission from MBRSG Table of Contents 1. About MBRSG b. External Research Activities 2. Welcome Note c. Research Initiatives and 3. The Board of Trustees Achievements 4. MBRSG Milestones 10. Corporate Communication 5. 2014 Facts and Figures a. Publications b. Outreach and Media 6. Strategic Planning and Institutional c. Government Relations and Events Effectiveness d. E-Communication and Marketing a. Organizational Chart 11. Learning and Growth b. Strategy Shields a. Human Resources 7. Business Development • New Appointments a. Strategic Relations • Human Capital b. Participation • Staff Recognition 8. Academic Report • Training a. Master of Public Administration b. IT Program • Objectives b. Executive Education Programs • Projects • Customized Programs 12. Partners • Open Enrollment 9. Research Contribution to Society a. School Publications MBRSG Annual Report 2014 | 5 About MBRSG Launched in 2005 under the patronage of His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice President and Prime Minister of the United Arab Emirates and Ruler of Dubai, the Mohammed Bin Rashid School of Government (MBRSG) is a premier research and teaching institution focusing on governance and public policy in the Arab world. The School aims to support the ongoing efforts for government excellence in the UAE and the Arab world, and empower leaders to build the future through an integrated system offering education and training programs as well as research and studies.
    [Show full text]
  • Emirates Integrated Telecommunications Company (Du)
    Emirates Integrated Telecommunications Company (du) Initiating Coverage HOLD June 7th, 2007 Current Price (AED) 5.20 Target Price (AED) 5.31 Investment Highlights 1-year Total Return 2% • We initiate coverage on Emirates Integrated Telecommunications Company (du) Company Data with a target price of AED 5.31 and a Hold recommendation. While we are opti- Country UAE mistic that du will emerge to secure a formidable portion of the country’s mobile Sector Telecom and fixed line telecommunications market, we believe the market is correctly Exchange DFM Shares Outstanding (mn) 4,000 valuing the strong growth prospects of the UAE’s second telecom carrier. Market Cap (mn) AED 20,800 • Due to their startup nature, du is expected to continue to show negative EBITDA Net Debt (mn) AED (1,099) Enterprise Value (mn) AED 19,700 and Net Income in the short term. We expect EBITDA and Net Income to be posi- tive by 2009. Margins are expected to approach regional peer averages and we Stock Data estimate these figures at 42.6% and 18.6% respectively, by the end of our projec- 52 Week High AED 7.25 tion period. 52 Week Low AED 4.83 • Our projections make two broad assumptions regarding policies of the Telecom- Div Yield 0% Beta vs. DFMGI 0.86 munications Regulatory Authority (TRA): 1) That the TRA implements the Local Bloomberg DU DB Loop Unbundling agreement which will have a material impact on the company’s triple-play strategy and fixed line delivery; and 2) That Mobile Number Portabil- ity (MNP) is introduced which will ‘grease the wheels’ of defection for du.
    [Show full text]
  • Corporate Governance Report 2016III Corporate Governance Report 2016
    2016 Corporate governance report governance Corporate Emirates Integrated Telecommunications Company PJSC P.O. Box: 502666 Dubai, United Arab Emirates Tel: + 971 (4) 360 0000 Email: [email protected] ‘Printed on Scheufelen FSC Code: March 2017 FSC- C009951 – 170 and 400 g/m2’ Corporate governance report 2016III Corporate governance report 2016 Table of contents Subject Page 1. Overview 04 2. Share Dealing 06 3. Formation of the Board of Directors 07 Structure 07 Statement of female representation proportion 13 Statement for not nominating any females to the membership of the Board of Directors 13 Statement of the following: 13 Total remuneration paid to the Board of Directors for 2015 13 Proposed total remuneration paid to the Board of Directors for 2016 13 Detailed statement of meeting attendance allowances for the Board of Directors and its committees 14 Number of Board meetings held in 2016 14 Statement of the functions and terms of the Board of Directors carried out by Executive 15 Management as delegated by the Board of Directors Transactions with related parties 15 Our organisational structure 16 Statement of the Executive Management Compensation 21 4. External Auditor 23 Overview of external auditor 23 Statement of fees, costs and services provided by all external auditor firms in 2016 23 5. The Audit Committee 24 Members of Audit Committee and a statement of their tasks 24 Statement of date and number of meetings held in 2016 25 6. The Nomination and Remuneration Committee 26 Members of the Nomination and Remuneration Committee and a statement of its tasks 26 Statement of date and number of meetings held in 2016 27 7.
    [Show full text]
  • New Board of Trustees Pledges to Advance Creation of Knowledge, Best Practices and the Empowerment of Future Leaders
    Quarterly Newsletter | December 2012 New Board of Trustees Pledges to Advance Creation of Knowledge, Best Practices and the Empowerment of Future Leaders The First BoT meeting Reflecting the confidence of the Government of Dubai in the role IN THIS ISSUE and mission of the Dubai School of Government and its keenness 1 DSG’s New Board of Trustees to support the school’s performance and success, His Highness Sheikh Mohammed Bin Rashid Al Maktoum, Vice-President and 2 Fikr Government Conference Prime Minister of the UAE and Ruler of Dubai, issued law 3 for 2012 3 Social Media and Entrepreurship appointing a new board of trustees for DSG. 4 GCC Social Media Conference His Highness Sheikh Hamdan Bin Mohammed Bin Rashid Al Mak- 5 DEWA’s Exec ED Contract toum, Crown Prince of Dubai earlier issued Executive Council Res- olution No. (22) appointing a new board of trustees for DSG for a 6 Ask the Fellow: Aisha Al Shamsi three year term. The new board of trustees will continue to be 7 Ziegler speaks on FDI chaired by His Excellency Dr. Anwar Mohammed Gargash, Minister 8 Sheikh Zayed Housing Program of State for Foreign Affairs and Minister of State for Federal National Council Affairs. Members of the new board of trustees include Her 9 Gender Program Hosts Soha Ellaithy Excellency Sheikha Lubna Al Qasimi, Minister of Foreign Trade, His 10 Government Summit Excellency Sultan Bin Saeed Al Mansoori, Minister of Economy; His Excellency Humaid Mohammed Al Qutami, Minister of Education; 11 DOF Course completed His Excellency Tariq Hilal Lootah, DSG’s Executive President, His 12 Islamic Affairs Graduation Excellency Ahmad Bin Byat, CEO of Dubai Holding; His Excellency 13 Forthcoming Publications Dr Mugheer Khamis Al Khaili, Director General of Abu Dhabi Edu- cation Council, His Excellency Ali Rashid Al Ketbi, Chairman of Abu 14 Upcoming Events Dhabi Tawteen Council and Her Excellency Amal Mohammed bin DSGNEWS 1 Adi, Director General, Dubai Government Human Resource His Excellency Dr.
    [Show full text]
  • Gulf Innovation Systems: Formation Features and Development Prospects
    European Research Studies Journal Volume XXIII, Issue 1, 2020 pp. 419-428 Gulf Innovation Systems: Formation Features and Development Prospects Submitted 22/11/19, 1st revision 18/12/19, 2nd revision 29/01/20, accepted 11/02/20 Yuliana Vladimirovna Solovieva1, Anna Vadimovna Korenevskaya2, Natalia Evgenievna Lebedeva3 Abstract: Purpose: The conditions for interaction of innovative process participants, the features of creation and development of technology transfer systems in the Gulf States are considered. The authors have shown the need for a research on innovative processes of the countries whose state policy directions are the positive social and economic dynamics, the increase in national competitiveness, and the diversification of national economy. Design/Methodology/Approach: Investigating the problems of technological transfer in these countries and the systematic approach we have found reflection in application of all elements of innovative processes (the states, spheres of science, the industry, etc.), which allows for revealing prerequisites of technological development of the GCC economy. Findings: There is a need for activization of innovative processes in all spheres of national economy in the GCC and search for mechanisms of ensuring innovative development of the national firms. Practical Implications: On the basis of the analysis of national innovative systems functioning in the GCC countries, the authors have identified the most perspective directions of integration development in the scientific-educational and production spheres. Originality/Value: Positive socio-economic dynamics, improvement of national competitiveness, diversification of the national economy are priority areas of the GCC countries’ state policy, which determines the need to find and form effective mechanisms ensuring innovative development of national economies, as well as transfer of knowledge and technologies.
    [Show full text]
  • Mega Developments in the 21St Century by Steven
    New Emerald Cities: Mega Developments in the 21st Century by Steven P. Weikal B.A., Economics, 1986 Michigan State University Submitted to the Department of Urban Studies and Planning in Partial Fulfillment of the Requirements for the Degree of Master of Science in Real Estate Development and the Degree of Master in City Planning at the Massachusetts Institute of Technology September, 2008 ©2008 Steven P. Weikal All rights reserved The author hereby grants to MIT permission to reproduce and to distribute publicly paper and electronic copies of this thesis document in whole or in part in any medium now known or hereafter created. Signature of Author_________________________________________________________ Department of Urban Studies and Planning August 15, 2008 Certified by_______________________________________________________________ Dennis Frenchman Professor of Urban Design and Planning Thesis Supervisor Accepted by______________________________________________________________ Brian A. Ciochetti Chairman, Interdepartmental Degree Program in Real Estate Development 1 2 Emerald Cities: The Emergence of Mega Developments in the 21st Century by Steven P. Weikal Submitted to the Department of Urban Studies and Planning, August 15, 2008, in Partial Fulfillment of the Requirements for the Degree of Master of Science in Real Estate Development and the Degree of Master in City Planning ABSTRACT This thesis examines the recent worldwide boom in megacity development. Its basis is a global survey of megacity building that quantifies the amount of current development and qualifies the various city types and themes, the countries in which megacities are being built, and the firms that are building them. The key findings from the survey are summarized and analyzed, followed by a closer look at some of the leading city building firms and their role in the global megacity building industry.
    [Show full text]
  • Corporate Governance Report 2015 Du Corporate Governance Report 2015
    )’Emirates Integrated Telecommunication Company PJSC (‘du Dubai, United Arab Emirates 502666 :P.O. Box 0000 360 )4( 971 + :Tel Email: [email protected] Printed on Scheufelen FSC Code 2016 March gsm 400 and 170 – FSC-C009951 Corporate governance report 2015 du Corporate governance report 2015 Table of contents Subject Page 1. An overview 04 2. Share Dealing 06 3. Formation of the Board of Directors 07 Structure 07 Statement of female representation proportion 12 Statement on the nomination of females to the membership of the Board of Directors 12 Statement of the total remuneration paid to the Board of Directors for 2014 13 Statement of the proposed total Board of Directors remuneration for 2015 13 Detailed statement of meeting attendance allowances for the Board of Directors and its Committees 13 Number of Board meetings held in 2015 14 Statement of the functions and terms of the Board of Directors carried out by 15 Executive Management as delegated by the Board of Directors Transactions with related parties 15 Our organisational structure 16 Company Secretariat of the Board of Directors 22 4. External Auditor 24 Overview of external auditor 24 First Appointment: 2014 - Appointment of an external auditor 24 5. The Audit Committee 26 6. The Nomination and Remuneration Committee 28 7. The Investment Committee 30 8. Internal Control 31 The role of the Board of Directors in internal control 31 Internal control system process 32 Internal control management process 32 Name and qualifications of Internal Control Department Head 32 Name and qualifications of Compliance Officer 33 How internal control management addresses a serious issue 33 Enterprise Risk Management 33 9.
    [Show full text]