firms in Asia include, in particular, leadership succession and corruption or family conflicts. Some research on family-controlled firms was cited illustrating the significant shareholder value that
priced, allowing for the more efficient allocation of capital. Figure 12 outlines a possible path for implementation. Widespread adoption of the recommendations will require ongoing leadership by the G20
and opportunities 2) Impact on organization 3) Resilience of strategy 1) Risk identification and assessment processes 2) Risk management processes 3) Integration to overall risk management 1) Climate
) economic, social, cultural and political development. Manifests itself in the form of values and methods (equity), leadership, objectives and (access to) resources. What is GESI? Gender Equality 3Definitions
AQIs ) 1 % 2564 2563 1 (Leadership Responsibilities for Quality within the Firm) ( ) (1) 2 (Relevant Ethical Requirements) ( ) (3) 3 (Acceptance and Continuance of Client Relationships and Specific
2562 1 (Leadership Responsibilities for Quality within the Firm) ( ) (2) 2 (Relevant Ethical Requirements) ( ) ( ) 3 (Acceptance and Continuance of Client Relationships and Specific Engagements) (1) (3
• Gender • Age Board Dynamism • Inclusivity • Culture • Leadership 8 Q&A THANK YOU ThaiIODFan @ThaiIODThai Institute of Directors (IOD) Thai Institute of Directors
in place, Institutional Investors should at least have the following: 2.2.1 Written policies for the prevention, identification, minimization and management of conflicts of interests. 2.2.2 Procedures
Governance Network (2014) 7 Section A: Board 1.0 Responsibilities 8 2.0 Leadership and independence 9 3.0 Composition and appointment 11 4.0 Corporate culture 12 5.0 Risk oversight 13 6.0 Remuneration 14 7.0
) heteroscedastic identification, and Oster’s (2019) testing for coefficient stability. Our study is the first to link board gender diversity to corporate culture, using cutting-edge information obtained from