HAWKAMAH LIBRARY
Issue-3
This 3rd issue of the Hawkamah Journal is “governance in family-owned enterprises”. It focuses on the steps that family business leaders can take to avoid becoming caught up in the common pitfalls, while recognizing the solutions need to be individually formulated by each family business in order to fit their specific circumstances.
THE LEADERSHIP SHOCK OF GOVERNANCE
The founders of the most successful groups have typically been both the owner and the leader of the business, and also a family patriarch. The impressive energy of these men is mirrored in the diversified conglomerates that they have created.The inherent
THE 7 MIDDLE EAST AND NORTH AFRICA CORPORATE GOVERNANCE CONFERENCE
The 7th Hawkamah Conference was opened byH.E. Hamad Buamim, the Chairman of Hawkamah Institute for Corporate Governance and addressed by H.E Sultan Al Mansoori, Minister of Economy, United Arab Emirates, who called for corporate governance to be viewed as
RESTRUCTURING ARAB STOCK EXCHANGES: IMPLICATIONS ON GOVERNANCE
The stock exchange industry has experienced a whirlwind of change in the past two decades, whereby most large international exchanges now operate as private and in some cases listed companies, not unlike the companies listed on them.
INTERNALIZING CORPORATE GOVERNANCE PRINCIPLES IN FAMILY BUSINESSES
The past economic crises have served as a constant reminder that the observance of modern corporate governance principles continues to be a clear reflection of corporate commitment to responsible citizenship. Both draw inspiration from the fundamental pri
INDEPENDENT DIRECTORS IN FAMILY BUSINESSES
Corporate governance is considered crucial to business sustainability and growth of any economy. The implementation of a proper corporate governance framework can lead to unparalleled growth and sustainability while opening up opportunities for businesses
THE GOVERNANCE JOURNEY OF A FAMILY BUSINESS
Corporate governance in the Gulf has come a long way since the late nineties, driven by increased public governance and greater awareness of higher standards. Our responsibility within FPI has always been to develop effective corporate practices which wil
GET READY FOR MORE INVESTOR SCRUTINY ON ENVIRONMENT, SOCIAL AND GOVERNANCE ISSUES
The UN Principles for Responsible Investment has taken an important step forward with the launch of a new framework, which will require its institutional investor signatories to report publicly in much greater detail how they integrate environmental, soci
A FAMILY BUSINESS IN THE SECOND GENERATION
Dimexon operates in diamond cutting and polishing as well as in jewelry manufacturing. It has operations across the world, including Belgium, the United Arab Emirates, India and China. Over 40 years, it has evolved as one of the leading companies in the i
EMOTIONAL INTELLIGENCE (EQ) AND BOARD PERFORMANCE
Many companies in the Middle East and North Africa region are rapidly expanding and also facing succession issues. Such changes are likely to be reflected in changes in the board room and in a new set of relations between the board and the management. In
COMPANY SECRETARIES ADDING VALUE TO ORGANISATIONS
An effective company secretary should be a ‘bridge’ for information, communications, advice and arbitration between the different governance parties, both within and externally to the organisation. These include the company’s owners, its stakeholders, the
CLIMBING THE LEADERSHIP LADDER THE OTHER SIDE OF CORPORATE GOVERNANCE
To characterize corporate governance as simply a tool to manage corporate risk and to coin it as such, falls way short of the true essence of what corporate governance is all about.