Corporate Governance in parastatal bodies in Mauritius Chapter 1 CHAPTER 1 1.0 INTRODUCTION 1.1 Purpose of Study Corporate Governance has now become an important issue in the management of organizations in both the private and the public sector. Such concern has been raised following major scandals in corporate management at both national and international levels. International level In the early 2000s in USA, the massive bankruptcies and criminal malfeasance at Enron and WorldCom (by capitalizing line costs on the balance sheet rather than properly expensing them and by inflating revenues with bogus accounting entries from "corporate unallocated revenue accounts") as well as the lesser corporate scandals, such as Adelphia Communications (founders charged with bank fraud and securities violations in 2002 with $2.3 billion in off balance sheet debt); AOL (creative accounting in the form of inflated sales in 2002); Arthur Andersen, Global Crossing (Bermuda - network capacity swaps to inflate revenues in 2002) and Tyco (Bermuda -improper accounting) led to an increased political interest in corporate governance in the USA. This was MBA - Finance & Investment 1
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Corporate Governance in parastatal bodies in Mauritius Chapter 1
CHAPTER 1
1.0 INTRODUCTION
1.1 Purpose of Study
Corporate Governance has now become an important issue in the management of organizations
in both the private and the public sector. Such concern has been raised following major scandals
in corporate management at both national and international levels.
International level
In the early 2000s in USA, the massive bankruptcies and criminal malfeasance at Enron and
WorldCom (by capitalizing line costs on the balance sheet rather than properly expensing them
and by inflating revenues with bogus accounting entries from "corporate unallocated revenue
accounts") as well as the lesser corporate scandals, such as Adelphia Communications (founders
charged with bank fraud and securities violations in 2002 with $2.3 billion in off balance sheet
debt); AOL (creative accounting in the form of inflated sales in 2002); Arthur Andersen, Global
Crossing (Bermuda - network capacity swaps to inflate revenues in 2002) and Tyco (Bermuda -
improper accounting) led to an increased political interest in corporate governance in the USA.
This was subsequently followed by passage of the Sarbanes-Oxley Act (2002).
In the UK again, Polly Peck (1990) manipulated its share price, made false accounting and
unauthorized payments from the company to its Chief Executive and his colleagues. The only
reason was the lack of corporate governance oversight through an independent Board of
directors.
National level
In Mauritius, the country has also witness scandals such as the Air Mauritius saga. The Air
Mauritius case (2001) revealed a system of false invoicing between the national airline and its
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Corporate Governance in parastatal bodies in Mauritius Chapter 1
local handling agent, Rogers & Company by siphoning fund into a so-called “caisse noire”
(black box), or illicit bank account .
In December 2008, the State Trading Corporation of Mauritius (STC) faced unprecedented
deterioration of its financial situation through heavy loss making hedging contracts. This was
subsequently followed by the National Pension Fund scandal.
Government Decisions
In September 2001, a Committee on Corporate Governance was set up “with the purpose of
providing a framework for improved corporate governance in Mauritius.” This Committee
developed the Code on Corporate Governance in October 2003. The latter was revised in April
2004. The Code was developed on the basis of the King Report in South Africa, and shares many
approaches with that model. Following the above mentioned scandals, Government took the
bold decision to pass the appropriate legislation for State Owned Enterprises (SOE) to comply
with the Code of Good Governance. The two relevant legislations were the:
(a) The Financial Reporting Act 2004
The Financial Reporting Act 2004 requires that all state owned enterprises apply the Code of
Corporate Governance. In case of non-compliance, an SOE shall disclose and explain the reasons
for non-compliance.
(b) The Finance and Audit Act 2009
The Finance and Audit Act 2009 requires the Director of Audit to report on as to whether the
disclosures on corporate governance are consistent with the requirements of the Code of Good
Corporate Governance.
1.2 Research Problem
Parastatal bodies play a major role in most economies through the provision of public services
such as education and energy. Despite the important socio-economic gains that the country has
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obtained from them, some of the parastatal bodies in Mauritius are characterized by inefficiency,
losses and provision of poor products and services. Subsequently, they have become a heavy
budgetary burden to Government.
Against this background, the World Bank has proposed to the Government of Mauritius for the
privatization of some parastatal bodies. According to the World Bank, government should aim at
reducing its participation in the economic sector and to increase the productivity of parastatal
bodies. In this respect, the World Bank has popularized the privatization of some parastatal
bodies as a solution to the problems faced by these bodies but research has shown that in many
cases, privatization did not bring about much efficiency gains. In fact, the problems faced by
these bodies are a lack of good governance practices.
In developing countries, the state-owned enterprise sector is an integral part of socio-economic
activity. Most state-owned enterprises were established to fulfill the social objectives of the state
rather than to maximize profits, however, rising stakeholder expectations have forced
governments in many countries to reform the corporate governance systems of state-owned
enterprises, with expectations of improving their operations, reducing deficits and to make them
a strategic tool in gaining national competitiveness.
Parastatal bodies are those entities that are partly or wholly owned by the Government. There are
some 150 such bodies including funds and trusts in Mauritius. These organizations have been
created by different Acts of Parliament and are normally under the administrative control of a
Ministry.
The Director of National Audit Office has over the years reported unfavorably on many
parastatal bodies. It is also noted that the major issues that was highlighted in these reports had
become a recurrent feature. The issues relate mainly to poor governance, delays in the
preparation of the financial statements and the submission of the Annual Reports. According to
their respective Acts, these parastatal bodies have to prepare an Annual Report which has to be
laid before Parliament in the interest of accountability and transparency in the use of public fund.
These shortcomings are in a way reflecting of the poor state of corporate practices in those
organizations.
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Government has voiced out its concern about the financial liabilities of certain parastatal bodies
which later has turned out to be contingent liabilities for the Government. Every time these
organizations face difficulties, Government has to commit financial resources to bail them out. A
few examples include the National Transport Corporation, the State Trading Corporation, the
Agricultural and Marketing Board, etc.
Although Government has established the necessary framework for promoting good corporate
governance in parastatal bodies, its implementation and its resulting effects are taking time to
materialize. This is an area which is being investigated in this study through the technique of
Corporate Governance Rating.
1.3 Study Objectives
The aim of the study is to:
To assess and evaluate the level of good corporate governance practices in parastatal
bodies using corporate governance rating ;
To make recommendations for improving and promoting good governance in parastatal
bodies.
1.4 Research Questions
In order to meet the research objectives, the following research questions will be addressed in
this study:
To what extent parastatal bodies are practicing good corporate governance in Mauritius?
Is there a difference in governance practices between parastatal bodies operating in the different
sectors?
Does the practice of good governance promote greater accountability in parastatal bodies?
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Corporate Governance in parastatal bodies in Mauritius Chapter 1
Does the practice of good governance promote greater transparency in parastatal bodies?
1.5 Significance of the Study
In comparison with the private sector, parastatal bodies have their own specificities as regard the
practices of good corporate governance. Parastatal bodies have: multiple objectives, the public
through the minister are shareholders, ministers appoint the directors and there are different types
of accountability and a more complex legal framework.
Parastatal bodies in Mauritius play a strategic role in the provision essential goods and services
for the betterment of the living conditions of the citizen. The activities of these bodies impact on
the quality, accessibility and affordability of services provided to the community, specially the
poor and vulnerable group. This study will provide the framework for the introduction of a
Corporate Governance Rating Framework for parastatal bodies.
1.6 Scope of the Study
Unlike the US which has a “one-size-fits-all model” of corporate governance as prescribed by
Sarbanes-Oxley Act, Mauritius has a “disclose-or-explain” corporate governance structure which
take into account the complex environment in which organization operates. The Code of Good
Corporate Governance has been designed around this framework. Governance is about
conformance with an established Code and there is a strong presumption that conformance
ultimately lead to performance. However, this study deals only with conformance to the Code of
Good Corporate Governance in Mauritius.
1.7 Structure of the dissertation
The dissertation report will be organized into 5 chapters. The areas and topics to be covered
under each one are summarized below-
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Corporate Governance in parastatal bodies in Mauritius Chapter 1
Chapter 1: - Introduction
Chapter 1 states the problem statement, aim and objectives of the research. It gives a brief
introduction of the subject under study and the significance of the dissertation.
Chapter 2: – Literature Review
Chapter 2 deals with the literature review on the subject of good corporate governance.
Chapter 3: – Research Methodology
Chapter 3 deals with the methodology used to carry out the survey. It describes the objectives as
well as the techniques that have been used during the various stages of the research.
Chapter 4: – Analysis of Findings
Chapter 4 deals with the analysis of data. The findings and inference drawn from the analysis are
fully elaborated.
Chapter 5: Recommendations and Conclusion
Chapter 5 contains the recommendations and conclusion that has been reached based on the
results of the survey.
1.8 Conclusion
This chapter has set out the context in which the study is being carried. It has defined the
objectives of the study together with the related investigative questions and the scope of the
study. The next chapter will focus on literature review on good corporate governance.
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Corporate Governance in parastatal bodies in Mauritius Chapter 2
CHAPTER 2
2.0 Literature Review
2.1 Introduction
This chapter reviews the literature on good corporate governance. Given its importance, there is
a wealth of literature on this topic but most of the studies have been mostly carried out in private
sector organizations. However, there are a few literatures on good corporate governance in the
public sector. In this respect, both have been used in the conduct of the literature review.
2.2 Corporate Governance
Corporate governance is a very general phrase, denoting as the Cadbury Report (1992) says “the
system by which companies are directed and controlled.” It is concerned with structures and the
allocation of responsibilities within companies.
2.3 Goals of corporate Governance
Corporate governance refers to internal and external monitoring mechanisms that have an impact
on the decision of managers in the context of separation of ownership and control. According to
Shleifer and Vishny (1997), corporate governance illustrates how to make sure that managers
do not shirk or steal capital from the firm or make bad investments.
On the other hand Berle and Means (1932) refer to the separation of ownership and control
which constitutes agency problems between managers and the suppliers of capital. Suppliers of
capital want to know how managers take care of their money and maximize shareholder wealth
and how to prevent them from consuming perks, such as expenses in favor of managers that do
not necessarily maximizes shareholders wealth.
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Corporate Governance in parastatal bodies in Mauritius Chapter 2
2.4 Corporate Governance Rating Industry
According to Rose (2007), the corporate governance ratings organizations have all begun
offering rating services during the past twelve years. The audience for these services is varied,
and the market is still developing. Potential users of the ratings services include institutional
investors, fund managers, smaller investors, executive search firms, accounting firms,
compensation and governance consultancy firms, insurers offering directors’ and officers’
liability insurance, rated companies and academics.
During the last few years, several rating systems have been proposed and implemented. The
most recognized rating services are provided by the following U.S firms:
Institutional Shareholder Services (ISS);
Governance Metric International (GMI);
The Corporate Library (TCL).
They used a scoreboard system. The main objectives of the scoreboard system are: to facilitate
the work of analysts and investors though a systematic and easy overview of all relevant issues
of good governance; enable companies to easily assess the quality of their own governance
situation and to set minimum scores for investors to investment decision. The for-profit
corporate governance industry sells corporate governance advice through a number of products,
including corporate governance ratings and proxy voting. (Rose, 2007)
2.5.1 Institutional Shareholder Services (ISS)
ISS assesses the corporate governance practices of companies and focus on eight core topics:
board structure and composition; audit issues; charter and bylaw provisions; laws of the state of
incorporation; executive and director compensation; qualitative factors; director and officer stock
ownership and director education.
Institutional Shareholder Services (ISS) ratings are calculated on the basis of 61 variables across
the eight core categories. ISS rate companies with a proprietary analysis that results in a
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Corporate Governance Quotient (CGQ) for the company. Information is collected from public
sources such as proxy statements, annual reports and prospectuses as well as company websites
and press releases.
The variables are structured so that they can be analyzed through simple yes or ―no indicators
or in some cases, simply ―not disclosed. ISS assign weight to the variables under each category
according to their importance to governance. The variables under the board category make up
40% of the CGQ score, and the variables under the compensation, anti-takeover and audit
categories make up 30%, 20%, and 10% of the CGQ respectively. (Rose, 2007)
2.5.2 The Corporate Library (TCL)
The Corporate Library (TCL) was founded in 1999 by two well-known corporate governance
experts and shareholder advocates. TCL is an independent investment research firm providing
From the above table it is noted that there is a positive correlation coefficient of 0.109.
Therefore it can be concluded that good corporate governance practices improve the
transparency of parastatal bodies.
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Corporate Governance in parastatal bodies in Mauritius Chapter 4
4.17 Conclusion
This chapter has presented the analysis of the information obtained from the survey. Overall,
there are many parastatal bodies which are not adequately being operated as per the requirements
of the Code. The findings are in line with the alarm which has been raised by the World Bank. It
should be recalled that the latter has been pressing Government for the privatization of some
parastatal bodies. The next chapter concludes the study and makes recommendations.
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Corporate Governance in parastatal bodies in Mauritius Chapter 5
CHAPTER 5
5.0 Conclusions and Recommendations
5.1 Introduction
This chapter presents the findings from the literature review and the survey. It also concludes the
study and makes recommendations to improve corporate governance practices in Mauritius.
5.2 Conclusion
This dissertation deals with the practice of corporate governance in parastatal bodies in
Mauritius. Many studies have been carried out on corporate governance in public sector
organizations in Mauritius but very few have been published. Those that are available are in the
form of dissertations that are available at the universities in Mauritius. This comparative study,
although not being first of its kind, uses a governance index to discriminate and to report on good
governance practices in parastatal bodies which are operating in the various sectors in Mauritius.
Although corporate governance index have been institutionalized in other countries and the
services are provided by well renowned rating agencies, this still remain to be done in Mauritius.
The Institute of Directors and the Mauritius Employer Federation have not yet nurtured this idea.
However, it is understandable that many private companies operate in a cloak of secrecy and
they are not keen that their corporate governance practices become public knowledge. As for the
public sector, this is an area that should be considered by policy makers and the Government.
However, care has to be exercised in the formulation of a corporate governance rating system as
it may also be a cause of dysfunctional behaviour Agrawal and Knoeber (1996) have shown
that there is a strong interrelation among different variables in a corporate governance index and
he recommended that it is risky to use a simple index.
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Larcker (2004) find that corporate governance ratings have weak explanatory power for
explaining future management decisions or firm valuation. As such some authors have
recommended that these should be used with caution due to the dynamic of the various
endogenous and exogenous variables affecting a firm.
The study has clearly demonstrated that organisations practicing good corporate governance are
highly perceived in terms of accountability, independence, transparency, and integrity. In fact
this is a circular situation as the latter are an integral part of good corporate governance practices
i.e. they affect and are affected by good corporate governance practices.
The Code of Good Governance was published in 2004 and a guidance note was issued to address
the specificities of SOEs in Mauritius. The Code was given a legal backing through the Financial
Reporting Act 2004 and the Finance and Audit Act 2009. However the study shows that most
parastatal bodies are not effectively meeting the requirements of the Code, not to say the Act.
There is a lack a lack of transparency and accountability in the management of parastatal bodies
This is reflected through the non publication of the Corporate Objectives Statement, many boards
are dominated mostly by public officials who consider themselves as a representative of their
Ministries rather than “directors”, not enough representation of Civil Society on the Board and
lack of representation of employees in the decision making process of their organizations. Many
organizations are not preparing their accounts and submitting their Annual Report on time. All
these factors have resulted toward a lack of transparency and accountability. Ultimately,
parastatal bodies are not fulfilling their mission and meeting their obligations toward the
nation/state.
Upon the analysis of the corporate governance factors recommended in the Code, it has been
found out that most parastatal bodies are not involved in CSR activities, some have not yet
established an Audit Committee, enough consideration is not being given to risk management
and the internal audit function is weak in term of its personnel and its reporting line. As for the
Board, various shortcomings have been identified in term of competence of the members, lack of
transparency, poor accountability, poor ethics and conflict of interest.
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On a sector wise basis, the study shows the level of poor governance is more acute with
organization operating in the social services sector. They appear to be weak in the following
areas :The Board, The Chairman, the Secretary and Internal Audit, Audit Committee and Risk
Committee. These organizations are characterized by their small size, a lack of professional staff
etc. However, the level of governance is much higher in public utilities organizations which are
characterized by its importance in the economy, its high level of investment and the
professionalism of its personnel. They are relatively stronger in the following areas: Secretary,
Internal Audit, Audit Committee, Risk Committee and CSR.
As for the Education sector, good corporate governance is practice with respect to the Board and
the Chairman. This is followed by organizations operating in the economic development sectors
whereby mixed results have been obtained.
However, the study has demonstrated that good governance promotes greater accountability and
transparency in parastatal bodies.
5.3 Recommendations
In order to improve the governance practices in parastatal bodies, the following
recommendations are being made.
5.3.1 Implementation of the Code
All parastatal bodies should implement the Code but in practice some of them are faced with
some inherent constraints such as funding and access to technical know-how. As such
Government must commission a study on the state of governance in each of the parastatal body
and this must be followed by an Action Plan. The Action Plan must contain the resources and the
technical support that are required in each of the organisation. The implementation of the Plan
must be jointly monitored by the Prime Minister Office and the Minister of Finance.
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5.3.2 Performance Evaluation
Performance evaluations of the board as a whole and the individual directors including the
Chairman must be carried out on an annual basis in each organisation. This must be reported to
the concerned Minister. In view its complexity and in order to ensure consistency between
organisation, Government must publish the criteria that have to be used for performance
evaluation.
5.3.3 Training of Board members
Induction or training courses must be introduced for newly appointed directors and continuous
training should be given to existing directors. There is an urgent need to develop detailed
guidelines and provide training to directors on Internal Control and Risk Management.
5.3.4 Training of Secretaries
The Secretary must be provided with relevant training so as to ensure that the latter can properly
discharge his duties as required by the Code.
5.3.5 CSR activities
At present there is not a clear cut policy on CSR activities and these are being done on an ad hoc
basis .Government must have a clear-cut policy in respect of CSR activities in parastatal bodies.
5.3.6 Benchmarking
Parastatal bodies must be encouraged to benchmark their governance practices with other
organisations. This recommendation is mostly applicable to those operating in the social services
sector.
5.3.7 Code of Conduct
The report shows that many organisations do not have a code of conduct for its directors. It is
recommended that Government issue the appropriate guidelines for a code of conduct for
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directors. In this respect, the seven general principles of conduct that that should underpin
public life and which have been recommended by Mitchell, Agle and Wood,(1997) could be
used The seven general principles are selflessness, integrity, objectivity, accountability,
openness, honesty and leadership.
5.3.8 CEO Remuneration
The study shows that rating organisations in the USA give a high score when there is a full and
fair disclosure of the benefits and compensation given to CEOs. However, this is not a
requirement in Mauritius. In this respect, the Code could be amended to make provision for this
element.
5.4 Limitation of the Study
The approach adopted for the study is a quantitative one. As such most of the information has
been collected through self administered questionnaires. In addition the answers were restricted
in most of the cases to either a binary or trinary response. It is likely that a better understanding
could have been obtained of the current situation had interviews been carried out among the
respondents. However, this was not possible due to time and limited resources.
5.5 Topic for further Research
In view of the limitations of the present study, it is recommended that a similar study be carried
out using a qualitative approach. As already pointed out the study focus only on conformance
Future research could be carried out to establish the linkage between conformance and
performance , a subject which has been highly debated in the literature review.
5.6 Conclusion
Corporate governance remains a complex and a dynamic issue as it influences and is being
influenced by changes in the cultural, political, technological, and market. Good Governance is
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about the business integrity, wealth creation and reputation enhancement. Good Governance is
the fundamental foundations on which effective and successful organisations are built and
managed and it is an important element in the nation building process.
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Corporate Governance in parastatal bodies in Mauritius Bibliography
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Corporate Governance in parastatal bodies in Mauritius Appendix A
Appendix A
SURVEY QUESTIONNAIRE
Sir/Madam,
I am a student at University of Technology (UTM) enrolled for the MBA Finance Course. As a pre-requisite of the MBA Finance MBA Finance, I am presently working on a dissertation on ‘The Practice of Corporate Governance in the Parastatal Bodies in Mauritius.’ As part of the study, I need to gather some information through this survey and would be most grateful if you could spare some of your time in filling this questionnaire. Without your valuable support, this project cannot be completed.
In this context, a survey is being conducted among officers of specified categories through the attached questionnaire with a view to identifying the strength, weaknesses and what are the impacts of governance practices in your organization.
Please be assured that all the information gathered through the questionnaire would be strictly confidential and used solely for the research purposes. No individual answers will be analyzed. Rather, only composite information will be used.
This is an important study; your cooperation in providing the information is vital and represents a major contribution to my research. I am grateful to you for agreeing to spare a few minutes of your valuable time to complete the questionnaire. If you have any difficulty please do not hesitate to call me on the number below or contact me by mail.
Thanking you wholeheartedly for your support and fruitful cooperation.
Yours faithfully,
MBA - Finance & Investment
V. Mathoorah (Mrs.)
Contact No: Office 2122056 Mobile 9139826E- Mail Address: [email protected]
i
Corporate Governance in parastatal bodies in Mauritius Appendix A
Please tick ( ) or cross (X) the appropriate box to signify your answer)
Section 1: Corporate Governance Principles (To assess the level of corporate governance in
your organization)
Does your organization publish a statement of corporate objectives? If yes, please answer
questions 2 and 3.
Not Published Under Preparation Has Published
2. Is the statement of corporate objectives used to monitor performance?
No At Times Fully Used
3. Is the statement of corporate objectives comprehensive?
No To some extent Yes
Section2 : The role and function of the Board of Directors
4. Is the composition of the Board specified in the relevant Act?
Yes No
5. Is the composition of the Board in line with the Act?
Not at all To some extent Fully compliant
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Corporate Governance in parastatal bodies in Mauritius Appendix A
6. Using a cross (X), please tell us how is your board composed of?
Percentage (%) <10 10and 20 >30
i) Board members which are nominated by the Minister
ii) The Board are representatives of Ministries
7. What is the composition of the Board?
Executive directors only Non-Executive directors only
Mixture of (i) and (ii) If other, (Please specify): ……………………
Section 3: The Constitution of the Board Members
8. How does the board operate?
No To some extent
Yes
Is the CEO a board member?
Do the board members rotate regularly?
Is there a policy for conducting an induction course for new members?
10. Is there a representative of your sector on the Board?
None Only 1 >1
11. Is there any representative of employees/union on the Board?
Yes No
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Corporate Governance in parastatal bodies in Mauritius Appendix A
12. Is there a policy to avoid conflict of interest between the director and the organization? If
yes answer the next question (Q 13).
Yes No
13. How far is the policy implemented?
Not at all To some extent Fully implemented
14. Does the organization have a code of ethics for its directors?
Yes No
15. Is there is a specific scheme of service for the CEO?
Yes No
16. Is the CEO appointed as per the scheme?
Yes To some extent No
Section 3 (a): The Chairman Effectiveness
17. What are the roles of the chairman?
Yes No Uncertain
The chairperson is an independent person
The term of office of the chairperson has been specified
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Corporate Governance in parastatal bodies in Mauritius Appendix A
The chairperson office has not expired
There is a policy for chairperson to evaluate board members
You consider that there is too much interference of the chairman in day to day matters
18. How would you rate the communication between the CEO and the chairman?
Not effective To some extent Highly effective
Section3 (b) The Secretary’s
19. Does the position of Secretary accounted as an official post in the organization?
Yes No
20. Who perform the function of the Secretary?
A confidential Secretary An administrative staff The secretary
21. Has the Secretary received formal training on the Code of corporate governance?
Not at all To some extent Fully trained
22. What are the qualifications of Secretary?
Not a degree holder A degree holder A professional (ACCA, ACIS)
23. Does the Board Committees held at regular interval?
Yes No
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Corporate Governance in parastatal bodies in Mauritius Appendix A
Section 4 : Types of Committees (To review whether there are appropriate committees in your organization)
24. Do you have the following committees?
Yes No
Audit Committee
Remuneration Committee
Nomination Committee
Audit &Risk Committee
Corporate Governance Committee
25. State whether the following are observed for the above committees?
Yes No sometimes
Does the chairperson or the CEO chair these committees?
Do the meetings held at regular intervals?
Audit Committee
26. How effective and independent is your audit committee?
Yes No
Does the internal audit report to the Audit Committee?
Does it have someone with accounting/finance expertise?
Is it chaired by a genuine independent director?
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Corporate Governance in parastatal bodies in Mauritius Appendix A
Are there written rules governing overall audit function?Does it autonomously select/recommend the external auditor and conduct a
proper review of his work?
Does it approve the appointment of the internal auditor and supervise him to routinely review risk exposure and accounting procedures?
Risk and Audit Committee
27. Is there is an internal audit function in the organization?
No Audit is contract out Yes
28. Is the internal auditor a qualified person?
Not qualified Partly qualified Fully qualified
29. Please tell us how the organization agrees with each of the following.
Using a scale of 1 to 5 and please tick (( ) as appropriate where:
Your organization has a Corporate Objectives Statement which contains the purpose of the organization, its objectives, its mission and vision statementAccording to you, the interests of all stakeholders are well
represented on the Board.
Section 5: General Information
30. In which sector does your organization operate?
……………………………………………………..
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31. How many employees does your organization employ?
<50 51>200 >201
32. Management level of respondent:
Manager Secretary Chairman Senior Officer
33. Does your organization involved in CSR activities?
Not at all To some extent Fully
34. Do you have any policy with respect to environmental and social issues?
No To some extent Yes
END OF QUESTIONNAIRE
Thank you for your precious time and cooperation.
MBA - Finance & Investment viii
Corporate Governance in parastatal bodies in Mauritius Appendix B
Appendix B
Corporate Governance Index - Statement of Corporate objectives.
(a) The Organisation has published a statement of corporate objectives.
Point Rating: 1 - not published 3 - under preparation 5 - has already published
(b) The statement of corporate objectives is comprehensive.
Point Rating: 1 - No 3 - To some extent 5- Yes
(c) The statement of corporate objectives is used to monitor performance.
Point Rating: 1 - No 3 - To some extent 5- Yes
.
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Corporate Governance in parastatal bodies in Mauritius Appendix C
Appendix C
The Board Index
The constituents of the Board index are follows
(a) Is the composition of the Board specified in the relevant Act?
Rating: 1: No 5: Yes
(b) Is the composition of the present Board in line with the Act?
Rating: 1: No 3: To some Extent 5: Yes
(c) What is the percentage of the Board members nominated by the Minister?
Rating: 1: <10%: 3: up to 20% 5 : >30 %
(d) Percentage of the Board that are representatives of Ministries
Rating: 1 :> 20% 3: >10% but <20%: 5: <10%:
(e) Is the CEO is a Board Member?
Rating: 1: No 5: Yes
(f) Is there is a representative of that sector on the Board?
Rating: 1: No 5: Yes
(g) Is a representative of employees/union on the Board?
Rating: 1: No 5: Yes
(h) Do the board members rotate regularly?
Rating: 1: No 3: To some extent 5: Yes
(i) Is there is a policy for conducting an induction course for board members?
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Rating: 1: No 5: Yes
(j) Does the policy of conducting an induction course being implemented?
Rating: 1: No 3: To some extent 5: Yes
(k) There is a policy to avoid conflict of interest between a director and the organisation.
Rating: 1: No 5: Yes
(l) Does the policy of avoiding conflict of interest between a director and the organisation implemented?
Rating: 1: No 3: To some extent 5: Yes
(m) Does the organisation have a code of ethics for its directors?
Rating: 1: No 5: Yes
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Corporate Governance in parastatal bodies in Mauritius Appendix D
. Appendix D
The constituents of the chairman index are follows
(a) The chairperson is an independent person.
Rating: 1: No 5: Yes
(b) The term of office of the chairperson has been specified.
Rating: 1: No 5: Yes
(c) The chairperson office has expired.
Rating: 1: Yes 5: No
(d) There is a policy for chairperson to evaluate board members.
Rating: 1: No 5: Yes
(e) There is too much interference of the chairman in day to day matters.
Rating: 1: Yes 3: To some extent 5: No
(f) There is an effective communication between the CEO and the chairman.
Rating: 1: No 3: To some extent 5: Yes
(g) The chairman chairs some subcommittees.
Rating: 1: Yes 5: No
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Corporate Governance in parastatal bodies in Mauritius Appendix E
. Appendix E
The constituents of the CEO index are follows
(a) Is there is a specified scheme of service for the CEO?
Rating: 1: No 5: Yes
(b) Is there a full disclosure of the salary and other benefits allowed to the CEO?
Rating: 1: No 3: To some extent 5: Yes
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Corporate Governance in parastatal bodies in Mauritius Appendix F
. . Appendix F
The constituents of the Secretary index are follows
(a) Does the position of Secretary an official post in the organisation?
Rating: 5: Yes 4: To some extent 1: No
(b) Who perform the function of the Secretary?
Rating: 5: The Official Secretary: 3: An Administrative Staff 1: A Confidential Secretary
(c) Have the Secretary receive formal training on the Code?
Rating: 1: No 3: To some extent 5: Fully Trained
(d) What are the qualifications of Secretary?
Rating: 1: Do not hold a degree 3: Hold a degree 5: Professional Qualification (ACIS, ACCA, LLB)
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Corporate Governance in parastatal bodies in Mauritius Appendix G
. Appendix G
The constituents of the Audit Committee index are follows
(a) Is there an Audit Committee?
Rating: 1: No 5: Yes
(b) The chairperson of the Committee is neither the Chairman nor the CEO