4 SIAC Corporate Structure

2018 ◽  
Author(s):  
Choong John
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
International Arbitration ◽  
Corporate Structure ◽  
The Board Of Directors

This chapter discusses the corporate structure of the Singapore International Arbitration Centre (SIAC). The SIAC administers arbitrations for which it is responsible by appointing arbitrators, managing the financial and practical aspects of cases, carrying out supervisory functions entrusted by the SIAC Rules, and scrutinizing and issuing awards. It performs these roles through the following organs: (a) the board of directors, which is under the supervision of a chairman; (b) the SIAC Court, which is led by a president; (c) the chief executive officer; and (d) the secretariat, which includes the registrar. In addition, the SIAC has three overseas liaison offices which do not administer cases but promote the SIAC as an arbitral institution.

4 SIAC Corporate Structure

2014 ◽  
Author(s):  
Mangan Mark ◽  
Reed Lucy ◽  
Choong John
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Business Development ◽  
International Arbitration ◽  
Corporate Structure ◽  
Business Executives ◽  
The Board Of Directors

This chapter discusses the corporate structure of the Singapore International Arbitration Centre (SIAC), which is composed of the Board of Directors, the Court of Arbitration of the SIAC, the Chief Executive Officer (CEO), and the secretariat. The Board constitutes lawyers and business executives. They had quasi-judicial functions under the 2010 SIAC Rules. The SIAC Court includes leading arbitration specialists from different countries. It oversees the work of the SIAC Secretariat and performs certain quasi-judicial functions previously performed by the SIAC Chairman and Committees of the Board. The CEO is responsible for the overall management and operations of SIAC, such as business development and marketing functions. The Secretariat is responsible for the day-to-day administration of disputes referred to SIAC, as well as the organization's business development.

The Role of the Chairman at Meetings of Directors

2020 ◽  
Author(s):  
Leslie Kosmin ◽  
Catherine Roberts
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Board Meeting ◽  
Timely Manner ◽  
Management Decisions ◽  
The Board Of Directors ◽  
Important Position ◽  
A Company

It is usual for a valid board meeting to be chaired by one of the directors who will act as the chairman of the board. The chairman is the person who has control of the conduct of the meeting. The person who occupies the position of chairman of the board of directors holds an important position in the hierarchy of a company. It is the responsibility of the chairman to manage the board meeting and, in consultation with the chief executive officer and the company secretary, to set the agenda for board meetings. In managing a board meeting a chairman must ensure that all members of the board receive accurate and proper information in a timely manner so as to enable them to take informed management decisions.

The Pransky interview: Dr Gary Guthart, chief executive officer, Intuitive

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joanne Pransky
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Large Scale ◽  
Industrial Robot ◽  
Chief Executive ◽  
Lessons Learned ◽  
Content Type ◽  
Chief Operating Officer ◽  
California Institute Of Technology ◽  
The Board Of Directors

Purpose The following paper is a “Q&A interview” conducted by Joanne Pransky of Industrial Robot Journal as a method to impart the combined technological, business and personal experience of a prominent, robotic industry turned successful business leader, regarding the commercialization and challenges of bringing technological inventions to market while overseeing a company. This paper aims to discuss these issues. Design/methodology/approach The interviewee is Dr Gary Guthart, Chief Executive Officer (CEO) at Intuitive Surgical, Inc., and a member of the Board of Directors, both roles he has held since 2010. Guthart discusses his journey to becoming the CEO and also shares some of his lessons learned and challenges faced. Findings Guthart received a bachelor’s degree in engineering physics from California, Berkeley. He earned an MS and a PhD in engineering from the California Institute of Technology. Guthart’s first scientific experience came early in his career in a Human Factors Lab at NASA, supporting a team studying human performance assessment of pilots. Guthart was then part of the core team developing foundational technology for computer-enhanced surgery at SRI International. While at SRI, he also developed algorithms for vibration and acoustic control of large-scale systems. Guthart joined Intuitive Surgical as part of the first engineering team in 1996 as a Control Systems Analyst. He was promoted to Vice President of Engineering in 2002 and was appointed President and Chief Operating Officer in 2008. Originality/value Under Dr Gary Guthart’s leadership and his more than 25 years of medical technology, engineering, scientific and management experience, Intuitive Surgical, Inc., the world’s most successful medical robotics company, has grown to: more than 8,000 employees; nearly 6,000 da Vinci systems sold; more than 8.5 million procedures performed and an increase in stock (NASDAQ: ISRG) of more than 600%. Guthart is also on the Board of Directors for Illumina, Inc., and a member of the Board of Directors for the Silicon Leadership Group.

Governance and Administration

2019 ◽  
pp. 108-129
Author(s):  
Stephen J. Fichter ◽  
Thomas P. Gaunt ◽  
Catherine Hoegeman ◽  
Paul M. Perl
Keyword(s):  
Decision Making ◽  
Board Of Directors ◽  
Chief Executive Officer ◽  
Final Section ◽  
Nonprofit Organization ◽  
Chief Executive ◽  
Safe Environment ◽  
Pastoral Planning ◽  
The Board Of Directors ◽  
Planning Processes

This chapter takes the perspective of the diocese as an organization and the bishop as the leader and administrator of that organization. In business terms the bishop would be the chief executive officer. A diocese is perhaps more comparable to a nonprofit organization, where the CEO is the administrator and the board of directors are responsible for governance and mission. However, in the case of the diocese, the bishop is responsible for both the administration and governance. The chapter uses data from the survey and interviews, as well as reviews of diocesan websites to examine different aspects of the bishop’s role as an administrator of the diocese. First, it explores a key decision-making area by reviewing different strategies bishops use to staff parishes when there are not enough priests. Second is a review of diocesan strategic and pastoral planning processes. The final section discusses diocesan level policies, including safe environment and protection of children.

scholarly journals Control and risk of CEO compensation.

2008 ◽  
Vol 6 (2) ◽  
pp. 372-381
Author(s):  
María Dolores Álvarez-Pérez ◽  
Edelmira Neira Fontela ◽  
Carmen Castro Casal
Keyword(s):  
Board Of Directors ◽  
Chief Executive Officer ◽  
Competitive Strategy ◽  
Ceo Compensation ◽  
Personal Characteristics ◽  
Chief Executive ◽  
Compensation Package ◽  
The Board Of Directors ◽  
Level Of Risk

This study analyses the influence of various characteristics of the Board of Directors on the control and risk of the compensation of the Chief Executive Officer (CEO). It also examines the effect on these variables of some of the CEO personal characteristics and of various contingencies of the firm. The results reveal that control of the CEO compensation is determined fundamentally by the CEO participation in the capital of the firm, while the level of risk of the CEO compensation package is higher when the firm is diversified and implements a proactive competitive strategy.

Madhukeshwar Desai

2020 ◽  
pp. 125-138
Author(s):  
Pradeep Chhibber ◽  
Harsh Shah
Keyword(s):  
Chief Executive Officer ◽  
Prime Minister ◽  
Chief Executive ◽  
Vice President ◽  
Civil Code ◽  
Business Community ◽  
International Arbitration ◽  
Joint Effort ◽  
The Government

Madhukeshwar Desai, the great-grandson of Morarji Desai, a Congress politician and former Prime Minister of India, is the vice president of the youth wing of the BJP. A lawyer by training, he is currently the chief executive officer (CEO) of the Mumbai Centre for International Arbitration (MCIA), a joint effort between the Government of Maharashtra, the international and domestic arbitration and the business community. Madhukeshwar sees the BJP is the only party in India in which anyone can aspire to rise to the top. He also believes in some of the central tenets of the BJP’s ideology, especially that all Indian citizens are treated equally and that the country should move towards a uniform civil code.

scholarly journals Board Independence and Earnings Management: Evidence from Italy

2020 ◽  
Vol 15 (8) ◽  
pp. 26
Author(s):  
Stella Lippolis ◽  
Francesco Grimaldi
Keyword(s):  
Earnings Management ◽  
Board Of Directors ◽  
Earnings Quality ◽  
Chief Executive ◽  
Board Independence ◽  
Governance Mechanism ◽  
High Concentration ◽  
Management Activity ◽  
The Board Of Directors ◽  
Italian Context

This research aims to analyze the relationship between the characteristics of the Board of Directors (BoD) and the effectiveness of the monitoring of earnings manipulation activities in family – controlled companies in Italy. In particular, specific hypotheses relating to the link between those aspects of the Board, that substantiate its independence, and earnings quality have been formulated to verify whether the mechanisms for monitoring management activity are less effective in these companies. This study applies a univariate and multivariate methods on a sample of Italian listed company over the period 2014-2016.  Earnings management is defined by the proxy of abnormal working capital accrual (AWCA) estimed model according to DeFond and Park (2001). Proxies for corporate governance mechanism are the board size, the level of board independence, the CEO non-duality and the interaction between the last two variables. The research shows that independent directors are not, as in other contexts, a factor that contributes to earnings quality, in the same way that the separation of the offices of Chairman of the Board of Directors and Chief executive Officer (CEO) does not appear to be relevant to this end. The study aims to provide a double contribution. First, the research represents one of the few studies concerning the Italian context with its peculiarities, taking into consideration the earnings management issue in companies with a high concentration of family ownership. Secondly, this study aims to further stimulate the debate on the most effective features of structure and composition of the BoD in family-controlled companies: specifically, the conclusions could lead to a reconsideration of the validity of certain characters of the boards that defines independence.

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