been developed in Asian economies. In reality, however, it is often difficult to find who really has control over a company, even within the disclosure regimes of many OECD countries. Participants noted
management • Site visits • ESG data providers • Industry trade organizations • Government records • Non-profit organizations • Media sources Quality • Assumptions used • Rigor of the analysis performed • Date
program for auditing difficult and complex areas, staff training limited to theoretical lectures and lack of case study on issues requiring professional judgement and professional skepticism, particularly
and service were difficult due to the weak purchasing power. Since the consumers were price- sensitive, together with a high competition in the market, some entrepreneurs turned to reduce their
23.6% YoY to THB 343mn Full-quarter recognition of ‘International Advertising’ Recognised net loss from non-recurring expenses of THB 180mn from impairment of assets, loss on disposal/ write-off of
. Entrepreneur have been reducing cost in other side such as wages and utilities, by taking measure to temporarily reduce employment and wages. However, price increases are difficult due to decreasing purchasing
consequences of 5 non-compliance with such requirements, such as non-allotment of investment units to persons who buy investment units in a number that exceeds a specified number or non- counting of votes for
issue Green Bonds? • Private Companies - Non-financial corporations, particularly energy and utility companies • Financial Institutions - Commercial banks, Investment Banks, and Development Banks
society more generally. It’s difficult to precisely quantify the value created by shareholder engagement. But it is easy to see the problems created in its absence—evidence of value destroyed or unattained
focuses on identifying and understanding the extent to which future growth is related to the duration of an earnings string. The rationale is that the longer earnings strings, the more difficult firms