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Center for Economic and Social Development
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Center for Economic and Social Development, or CESD; in Azeri, İqtisadi və Sosial İnkişaf Mərkəzi (İSİM) is an Azeri think tank, non-profit organization, NGO based in Baku, Azerbaijan. The Center was established in 2005.
CESD focuses on policy advocacy and reform, and is involved with policy research and capacity building. CESD involves leading researchers prominent in their fields and enjoys a broad regional and international networking.
CESD ranked as one of the top think tanks in the world by The University of Pennsylvania, United States in Global "Go-To Think Tanks" Report in 2010. According to the University of Pennsylvania rankings - a result of surveys from 1500 scholars and peer review evaluation - the Center for Economic and Social Development (CESD) is one of the top 25 think tanks in Central and Eastern Europe, including CIS. CESD is the only think tank from the Caucasus and Central Asia included in the top think tanks rankings.
CESD is also ranked as one of the top 25 domestic economic policy thinks tanks in the world. Only CESD (ranked 19) and the Center for Social and Economic Research (CASE), (Poland, ranked 21) were included in the list from Central and Eastern Europe and CIS countries.
Contents
[hide]
1 Mission
2 The focus
3 Goals
4 Management
5 Publications
6 Membership
7 References
8 External links
Mission[edit]
CESD has been set up to promote research into domestic and regional economic and social issues, advocacy towards reforms and capacity building for the purpose to positively impact the policy making and improve the participation.
The focus[edit]
The Center is a leading Azerbaijani think tank specialized in economic and social policy issues working with and establishing bridge between the government and the various representatives of civil society. At the same time, the Center positions itself in the center of the civil society having tight relationships with media, 24 communities spread around Azerbaijan, NGOs providing services at the grass-root level, international think-tanks, financial institutions and donors, and virtually all the other think tanks functioning in Azerbaijan.
Goals[edit]
Policy advice and advocacy
Government and civil society capacity development
Public awareness, interest in involvement and participation in policy programs and reforms
Anticorruption reforms, mechanisms, programs and tools at the policy and grassroots levels
Understanding and application of market economy principles and values in Azerbaijan and the region
Cooperation between educational institutions and public, private and NGO sectors in addressing the economic and social issues
Research and programs to address sustainable development, as well as the issues on women’s rights protection, poverty reduction, Millennium Development Goals and economic and social reforms
Management[edit]
Chairman of CESD is Vugar Bayramov, well-known economist in Azerbaijan. He has Ph.D. in economics and alumni of Washington University. The center Board consists of 5 economists and social-work specialists and all of them almunues from different US universities.
Publications[edit]
Ending Dependency: How Is Oil Revenues Effectively Used in Azerbaijan? (ISBN 978-9952-8131-0-4)
Audit in Local Government (ISBN 978-9952-8131-1-1)
Modern Economics
Reforms in Public Administration; Policy Recommendation
Health Economics
Strategy of State Oil Fund (Policy Paper)
Azerbaijan’s Accession to the WTO (Policy Paper)
Gender Economics; “Brain Lost” Problem in Azerbaijan (Policy Paper)
Political Credibility; why investments go to the oil sector (Policy Paper)
Why 90% of investments go to oil sector? (Policy Paper)
Oil Revenues; Transparency, Effectiveness and Accountability (Policy Paper)
Investment Strategy in Business Sector (Policy Paper)
Social insurance in Azerbaijan: diagnostics and recommendations on policy and implementation (ISBN 978-9952-81-313-5)
Membership[edit]
CESD is a member of PASOS, CIVICUS World Citizen’s Alliance, Global Development Network, NISPAcee[permanent dead link], etc. and local partner of Global Integrity.
References[edit]
http://www.gdnet.org/cms.php?id=organization_details&organization_id=3845
http://www.idealist.org/if/i/en/av/Org/152558-113[permanent dead link]
https://web.archive.org/web/20090131232059/http://pasos.org/www-pasosmembers-org/news/think-tanks-from-azerbaijan-czech-republic-and-georgia-join-pasos-network
http://web.worldbank.org/WBSITE/EXTERNAL/WBI/EXTSOCACCDEMSIDEGOV/0,,contentMDK:21241045~menuPK:2872101~pagePK:64168445~piPK:64168309~theSitePK:2872075,00.html
http://www.socialinnovationexchange.org/node/1222
http://www.ammado.com/nonprofit/47735
http://edirc.repec.org/data/cesddaz.html
http://www.worldpress.org/library/ngo.cfm
http://www.nira.or.jp/past/ice/nwdtt/2005/DAT/1446.html
External links[edit]
The Center for Economic and Social Development
A Comparative Analysis of CIS Countries' WTO Accession, by CESD Director, World Bank paper
CESD book, Ending Dependency on Hydrocarbon Resources
CESD Strategy for State Oil Fund of Azerbaijan Republic
Dövlət Neft Fondunun Sərəncamındakı Vəsaitlərin Səmərəli İstifadəsi, in Azeri
Using Oil Revenues Effectively In Azerbaijan
Political Credibility and Economic Development: A Case of Azerbaijan
Public Expenditure Tracking; Increasing of Role of Communities and Municipalities. Vugar Bayramov (Ph.D.) Chairman of CESD
Anti-corruption Initiatives in Oil Sector in Azerbaijan By Vugar Bayramov, CESD
Retrieved from "https://en.wikipedia.org/w/index.php?title=Center_for_Economic_and_Social_Development&oldid=793465096"
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UK Corporate Governance Code
From Wikipedia, the free encyclopedia
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The UK Corporate Governance Code (from here on referred to as "the Code") is a part of UK company law with a set of principles of good corporate governance aimed at companies listed on the London Stock Exchange. It is overseen by the Financial Reporting Council and its importance derives from the Financial Conduct Authority's Listing Rules. The Listing Rules themselves are given statutory authority under the Financial Services and Markets Act 2000[1] and require that public listed companies disclose how they have complied with the code, and explain where they have not applied the code – in what the code refers to as 'comply or explain'.[2] Private companies are also encouraged to conform; however there is no requirement for disclosure of compliance in private company accounts. The Code adopts a principles-based approach in the sense that it provides general guidelines of best practice. This contrasts with a rules-based approach which rigidly defines exact provisions that must be adhered to.
Contents
[hide]
1 Origins
2 Contents
2.1 Section A: Leadership
2.2 Section B: Effectiveness
2.3 Section C: Accountability
2.4 Section D: Remuneration
2.5 Section E: Relations with Shareholders
2.6 Schedules
3 Compliance
4 See also
5 Notes
6 References
7 External links
Origins[edit]
The Code is essentially a consolidation and refinement of a number of different reports and codes concerning opinions on good corporate governance. The first step on the road to the initial iteration of the code was the publication of the Cadbury Report in 1992. Produced by a committee chaired by Sir Adrian Cadbury, the Report was a response to major corporate scandals associated with governance failures in the UK. The committee was formed in 1991 after Polly Peck, a major UK company, went insolvent after years of falsifying financial reports. Initially limited to preventing financial fraud, when BCCI and Robert Maxwell scandals took place, Cadbury's remit was expanded to corporate governance generally. Hence the final report covered financial, auditing and corporate governance matters, and made the following three basic recommendations:
the CEO and Chairman of companies should be separated
boards should have at least three non-executive directors, two of whom should have no financial or personal ties to executives
each board should have an audit committee composed of non-executive directors
These recommendations were initially highly controversial, although they did no more than reflect the contemporary "best practice", and urged that these practices be spread across listed companies. At the same time it was emphasised by Cadbury that there was no such thing as "one size fits all".[3] In 1994, the principles were appended to the Listing Rules of the London Stock Exchange, and it was stipulated that companies need not comply with the principles, but had to explain to the stock market why not if they did not.
Before long, a further committee chaired by chairman of Marks & Spencer Sir Richard Greenbury was set up as a 'study group' on executive compensation. It responded to public anger, and some vague statements by the Prime Minister John Major that regulation might be necessary, over spiralling executive pay, particularly in public utilities that had been privatised. In July 1995 the Greenbury Report was published. This recommended some further changes to the existing principles in the Cadbury Code:
each board should have a remuneration committee composed without executive directors, but possibly the chairman
directors should have long term performance related pay, which should be disclosed in the company accounts and contracts renewable each year
Greenbury recommended that progress be reviewed every three years and so in 1998 Sir Ronald Hampel, who was chairman and managing director of ICI plc, chaired a third committee. The ensuing Hampel Report suggested that all the Cadbury and Greenbury principles be consolidated into a "Combined Code". It added that,
the Chairman of the board should be seen as the "leader" of the non-executive directors
institutional investors should consider voting the shares they held at meetings, though rejected compulsory voting
all kinds of remuneration including pensions should be disclosed.
It rejected the idea that had been touted that the UK should follow the German two-tier board structure, or reforms in the EU Draft Fifth Directive on Company Law.[4] A further mini-report was produced the following year by the Turnbull Committee which recommended directors be responsible for internal financial and auditing controls. A number of other reports were issued through the next decade, particularly including the Higgs review, from Derek Higgs focusing on what non-executive directors should do, and responding to the problems thrown up by the collapse of Enron in the US. Paul Myners also completed two major reviews of the role of institutional investors for the Treasury, whose principles were also found in the Combined Code. Shortly following the collapse of Northern Rock and the Financial Crisis, the Walker Review produced a report focused on the banking industry, but also with recommendations for all companies.[5] In 2010, a new Stewardship Code was issued by the Financial Reporting Council, along with a new version of the UK Corporate Governance Code, hence separating the issues from one another.
Contents[edit]
Section A: Leadership[edit]
Every company should be headed by an effective board which is collectively responsible for the long-term success of the company.
There should be a clear division of responsibilities at the head of the company between the running of the board and the executive responsibility for the running of the company’s business. No one individual should have unfettered powers of decision.
The chairman is responsible for leadership of the board and ensuring its effectiveness on all aspects of its role.
As part of their role as members of a unitary board, non-executive directors should constructively challenge and help develop proposals on strategy.
Section B: Effectiveness[edit]
The board and its committees should have the appropriate balance of skills, experience, independence and knowledge of the company to enable them to discharge their respective duties and responsibilities effectively.
There should be a formal, rigorous and transparent procedure for the appointment of new directors to the board.
All directors should be able to allocate sufficient time to the company to discharge their responsibilities effectively.
All directors should receive induction on joining the board and should regularly update and refresh their skills and knowledge.
The board should be supplied in a timely manner with information in a form and of a quality appropriate to enable it to discharge its duties.
The board should undertake a formal and rigorous annual evaluation of its own performance and that of its committees and individual directors.
All directors should be submitted for re-election at regular intervals, subject to continued satisfactory performance.
Section C: Accountability[edit]
The board should present a balanced and understandable assessment of the company’s position and prospects.
The board is responsible for determining the nature and extent of the significant risks it is willing to take in achieving its strategic objectives. The board should maintain sound risk management and internal control systems.
The board should establish formal and transparent arrangements for considering how they should apply the corporate reporting and risk management and internal control principles and for maintaining an appropriate relationship with the company’s auditor.
Section D: Remuneration[edit]
Levels of remuneration should be sufficient to attract, retain and motivate directors of the quality required to run the company successfully, but a company should avoid paying more than is necessary for this purpose. A significant proportion of executive directors’ remuneration should be structured so as to link rewards to corporate and individual performance.
There should be a formal and transparent procedure for developing policy on executive remuneration and for fixing the remuneration packages of individual directors. No director should be involved in deciding his or her own remuneration.
Section E: Relations with Shareholders[edit]
There should be a dialogue with shareholders based on the mutual understanding of objectives. The board as a whole has responsibility for ensuring that a satisfactory dialogue with shareholders takes place.
The board should use the AGM to communicate with investors and to encourage their participation.
Schedules[edit]
Schedule A
The design of performance-related remuneration for executive directors
This goes into more detail about the problem of director pay.
Schedule B
Disclosure of corporate governance arrangements
This sets out a checklist of which duties must be complied with (or explained) under Listing Rule 9.8.6. It makes clear what obligations there are, and that everything should be posted on the company's website.
Compliance[edit]
In its 2007 response to a Financial Reporting Council consultation paper in July 2007 Pensions & Investment Research Consultants Ltd (a commercial proxy advisory service) reported that only 33% of listed companies were fully compliant with all of the Codes provisions.[6] Spread over all the rules, this is not necessarily a poor response, and indications are that compliance has been climbing. PIRC maintains that poor compliance correlates to poor business performance, and at any rate a key provision such as separating the CEO from the Chair had an 88.4% compliance rate.
The question thrown up by the Code's approach is the tension between wanting to maintain "flexibility" and achieve consistency. The tension is between an aversion to "one size fits all" solutions, which may not be right for everyone, and practices which are in general agreement to be tried, tested and successful.[7] If companies find that non-compliance works for them, and shareholders agree, they will not be punished by an exodus of investors. So the chief method for accountability is meant to be through the market, rather than through law.
An additional reason for a Code, was the original concern of the Cadbury Report, that companies faced with minimum standards in law would comply merely with the letter and not the spirit of the rules.[8]
The Financial Services Authority has recently[when?] proposed to abandon a requirement to state compliance with the principles (under LR 9.8.6(5)), rather than the rules in detail themselves.
See also[edit]
Corporate Governance
Corporate Social Responsibility
Stewardship Code
Company reform reports
Greene Committee (1926) Report of the Company Law Amendment Committee (Cmnd 2657, 1926)
Cohen Committee (1945)
Jenkins Committee (1962)
Alan Bullock (1977) Report of the committee of inquiry on industrial democracy, on worker codetermination
Cork Report, Insolvency Law and Practice, Report of the Review Committee (1982) (Cmnd 8558)
Cadbury Report (1992), Financial Aspects of Corporate Governance, on corporate governance generally. Pdf file here
Greenbury Report (1995) Directors' Remuneration, Report of the Study Group Pdf here
Hampel Report (1998), Review of corporate governance since Cadbury, here and online with the EGCI here
Turnbull Report (1999) on internal controls to ensure good financial reporting
Myners Report (2001), Institutional Investment in the United Kingdom: A Review on institutional investors, Pdf file here and Review of Progress Report here
Higgs Report (2003) Review of the role and effectiveness of non-executive directors. Pdf here
Smith Report (2003) on auditors. Pdf here
Notes[edit]
Jump up ^ Financial Services and Markets Act 2000 s 2(4)(a) and generally Part VI
Jump up ^ Listing Rule 9.8.6(6)
Jump up ^ See generally, V Finch, 'Board Performance and Cadbury on Corporate Governance' [1992] Journal of Business Law 581
Jump up ^ See A Dignam, 'A Principled Approach to Self-regulation? The Report of the Hampel Committee on Corporate Governance' [1998] Company Lawyer 140
Jump up ^ David Walker, A review of corporate governance in UK banks and other financial industry entities (2009)
Jump up ^ PIRC, Review of the impact of the Combined Code (2007)
Jump up ^ e.g. this humorous grumbling from a Financial Times columnist
Jump up ^ para 1.10 of the Cadbury Report
References[edit]
S Arcot and V Bruno, ‘In Letter but not in spirit: An Analysis of Corporate Governance in the UK’ (2006) SSRN
S Arcot and V Bruno, 'One Size Does Not Fit All, After All: Evidence from Corporate Governance' (2007) SSRN
A Dignam, 'A Principled Approach to Self-regulation? The Report of the Hampel Committee on Corporate Governance' [1998] Company Lawyer 140
External links[edit]
Full text UK Corporate Governance Code 2016
Earlier revisions and consultation papers
The Financial Services Authority Listing Rules online and in pdf format, under which there is an obligation to comply with the Combined Code, or explain why it is not complied with, under LR 9.8.6(6).
The Financial Reporting Council's website
Retrieved from "https://en.wikipedia.org/w/index.php?title=UK_Corporate_Governance_Code&oldid=778813976"
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William Zabka
From Wikipedia, the free encyclopedia
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William Zabka
Zabka at the 2016 Phoenix Comicon
Born
William Michael Zabka
(1965-10-20) October 20, 1965 (age 52)
New York City, U.S.
Nationality
American
Occupation
Actor, producer, screenwriter, martial artist, poet
Years active
1983–present
Spouse(s)
Stacie Zabka (2008–present)
William Michael Zabka (born October 20, 1965) is an American actor, screenwriter, director and producer. He is best known for his roles in several iconic 1980s films, such as his role as Johnny Lawrence in The Karate Kid (1984).[1] In 2004, he was nominated for an Academy Award for co-writing and producing the short film Most.
Contents
1 Early life
2 Career
3 Filmography
4 Award nominations
5 References
6 External links
Early life[edit]
Zabka was born in New York City, the son of Nancy (Heimert) Zabka, a business liaison, producer, and production assistant, and Stanley William Zabka, a director, writer and composer.[2] He has a brother and a sister. His father, Stan Zabka, was assistant director of The Tonight Show Starring Johnny Carson during the first two years of Carson's tenure, and worked as production manager on a number of motion pictures, including the Chuck Norris film Forced Vengeance (1982).[3]
Career[edit]
Zabka's breakout acting role came in his first movie, The Karate Kid (1984). He played Johnny Lawrence, the main antagonist to the title character played by Ralph Macchio. He had no previous martial arts experience at the time but was an accomplished wrestler. His participation in the film inspired him to learn the martial art of Tang Soo Do and he later earned a second degree green belt.[1]
During the 1980s, Zabka appeared in the comedy movies Just One of the Guys (1985) and Back to School (1986). Zabka also co-starred on the CBS television series The Equalizer as the son of the title character (1986–89). He also played Jack, Audrey's jock boyfriend, in National Lampoon's European Vacation (1985). He later tried to step away from playing the class bully character. He mentioned in an interview how he was sometimes hassled in public by random people because of the villainous characters he was best known for.[4][5]
During the 1990s and 2000s, he acted mostly in independent films while studying to be a filmmaker. In 2003, he wrote and produced the short film Most, shot on location in the Czech Republic and Poland. Most (aka The Bridge) had its world premiere at the Sundance Film Festival 2003 and won numerous awards at prestigious film festivals, including Best of Festival at the Palm Springs International Festival of Short Films in 2003. In 2004, he was nominated for an Academy Award for Most in the Live Action Short Film category.[4][5][6]
In 2007, Zabka directed and starred in a music video for the band No More Kings entitled "Sweep the Leg". The video stars Zabka as a caricature of himself, living in a trailer in the desert and obsessed with his role in The Karate Kid. The video includes cameos by several of the original Karate Kid cast members, including Martin Kove and Ralph Macchio. In 2010, Zabka directed Rascal Flatts in their music video for the song "Why Wait". That same year, Zabka made a cameo appearance in the comedy movie Hot Tub Time Machine. In 2013, Zabka, along with Macchio, guest starred in the season 8 episode of How I Met Your Mother, "The Bro Mitzvah". Zabka also appeared in several episodes of the sitcom's ninth season. Zabka also directed commercials for clients including Little Tikes and Verizon at Heresy in Venice, California.[7]
On August 4, 2017, it was announced that Zabka would reprise his role as Johnny Lawrence in a 10 episode Karate Kid revival series for YouTube Red titled Cobra Kai that debuted in 2018. He also co-executive produces the series with Ralph Macchio. The series is set 34 years after the events of the first film, and revolves around a down and out Johnny who, seeking to rebuild his life reopens the Cobra Kai dojo. It reignites his rivalry with a now-successful Daniel LaRusso (Macchio), who has been struggling to maintain balance in his life without the guidance of his deceased mentor, Mr. Miyagi.[8]
Filmography[edit]
Film
Year
Film
Role
Notes
1984 The Karate Kid Johnny Lawrence
1985 Just One of the Guys Greg Tolan
National Lampoon's European Vacation Jack
1986 Back to School Chas Osborne
The Karate Kid Part II Johnny Lawrence
1988 A Tiger's Tale Randy
1991 For Parents Only Ted Alternative title: Mean Parents Suck
1992 Shootfighter: Fight to the Death Ruben Alternative title: Shootfighter
1994 Unlawful Passage Howie
1995 Shootfighter II Ruben
The Power Within Raymond Vonn Alternative title: Power Man
1997 High Voltage Bulldog
1999 Interceptors Dave Alternative titles: Interceptor Force
Predator 3: Intercepters
The Last Line of Defence
2000 Falcon Down Security Guard John
2001 Ablaze Curt Peters
Mindstorm Rojack Alternative titles: Artificial Telepathy
Project: Human Weapon
2002 Gale Force Rance
Hyper Sonic The Executive
Landspeed Bob Bailey
Dark Descent Marty (Opening credits only) Alternative title: Descent Into Darkness
Antibody Otto Emmerick
2003 Most - Alternative title: The Bridge, screenwriter & producer
2004 Roomies Slick Salesman Alternative title: Wild Roomies
2007 Smiley Face Prison guard
Cake: A Wedding Story Sam Alternative title: Cake: A Wedding Comedy
Starting from Scratch Bill Bowman
2010 Hot Tub Time Machine Rick Steelman
Mean Parents Suck Detective Ted Clement
2014 Where Hope Grows Milton Malcolm
2015 The Dog Who Saved Summer Officer Johnny
2016 The Man in the Silo Kevin
Television
Year
Title
Role
Notes
1983 The Greatest American Hero Clarence Mortner Jr. 1 episode
1984 Gimme a Break! Jeffery 1 episode
CBS Schoolbreak Special Rick Peterson 1 episode
1984–1985 E/R Druggie Kid/Thief 1 episode
1985–1989 The Equalizer Scott McCall 9 episodes
1996 To the Ends of Time Alexander Television movie
2000 Epoch Joe Television movie
Python Greg Larsen Television movie
2002 Python II Greg Larsen Television movie, credited as Billy Zabka
2013–2014 How I Met Your Mother Clown/Himself Guest Star (Season 8), Recurring Role (Season 9)
2014 Psych Coach Bagg Guest (Season 8)
2015 Gortimer Gibbon's Life on Normal Street Sensei Jeff Guest, Season 2, Episode 9, "Stanley and the Tattoo of Tall Tales"
2018—present Cobra Kai Johnny Lawrence Also executive producer
Award nominations[edit]
Year
Award
Category
Film
Result
1985 Young Artist Award Best Young Supporting Actor in a Motion Picture Musical, Comedy, Adventure or Drama The Karate Kid Nominated
2004 Academy Awards Best Short Film, Live Action Most (shared with Bobby Garabedian)
References[edit]
^ Jump up to: a b "Sweep the Leg! Interview with the real Johnny, William Zabka". Kung Fu Magazine. Archived from the original on October 20, 2017. Retrieved May 26, 2010.
Jump up ^ "William Zabka Biography (1965-)". Filmreference.com. 1965-10-20. Archived from the original on 2017-06-27. Retrieved 2016-10-09.
Jump up ^ "A Little About Us..." Zabka.com. March 31, 2014. Retrieved March 16, 2018.
^ Jump up to: a b "Billy Zabka on How I Met Your Mother, the Zabkatage, and Sweeping the Leg". Vulture.com. March 31, 2014. Retrieved March 16, 2018.
^ Jump up to: a b "And the Number One Dick Is...Zabka!". GQ.com. June 23, 2011. Retrieved March 16, 2018.
Jump up ^ "'Karate Kid' TV Sequel, Starring Ralph Macchio and William Zabka, a Go at YouTube Red (Exclusive)". Hollywood Reporter. August 4, 2017. Retrieved March 16, 2018.
Jump up ^ "The Karate Kid: Where Are They Now?". Entertainment Weekly. August 4, 2017. Retrieved March 17, 2018.
Jump up ^ Goldberg, Lesley (4 August 2017). "'Karate Kid' TV Sequel, Starring Ralph Macchio and William Zabka, a Go at YouTube Red". MSN. Microsoft. Archived from the original on 22 March 2018. Retrieved 22 March 2018.
External links[edit]
Wikimedia Commons has media related to William Zabka.
William Zabka on IMDb
William Zabka at the TCM Movie Database
William Zabka at AllMovie
Profile, zabka.com
Profile, SweeptheLeg.com
Authority control
WorldCat Identities
BNE: XX1160145
BNF: cb144603819 (data)
ISNI: 0000 0001 1628 8131
LCCN: no2010126251
SUDOC: 077446267
VIAF: 42063497
Retrieved from "https://en.wikipedia.org/w/index.php?title=William_Zabka&oldid=853761610"
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