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This course is now fully booked.
Course Description: This is an intensive full-afternoon session intended tobrush-up (or as they say in Japanese, level-up) participants' familiarity with: a) someof the more complex but important topics that arisein interpreting financial statementsin Japan;b) key emerging issues such as IFRS; and c) how strategy and cash flows are reflected in financial statements.
Paper by Hiroshi Shibuya,Professor of Economics at Otaru University of Commerce. The altruists ofus had great interest in this paper, which answers the question, are we useful to society?
Good article about this key topic that academics are studying more now. Excerpts:The participant flips the coin in private (though secretly watched by video cameras), said David DeSteno, a professor of psychology at Northeastern who conducted the experiment. Only 10 percent of them did it honestly. . … “the rescuers say, ‘What else could I do?’ ” she said.
Mr. Nader said he saw his shareholder rights activity as a natural extension of his work. Right now, “it is very hard to find entry points” to influence corporate America, he said, because “deregulation is rampant” and access to the courts has declined as shareholder suits have been limited and the courts have increasingly endorsed the ability of corporations to push consumers into arbitration. Adding to that, “congressional oversight is weak,” he said, and “prosecution budgets are very low.”
Excerpt from NY Times article: At McKinsey, Mr. Barton has been trying to prevent another disgrace: a “third man,” as some have put it. McKinsey is known for what it calls its culture based on values and trust — a culture that was created and nurtured by Marvin Bower, its longtime managing director. The values that Mr. Bower instilled included putting the clients’ interests above the firm’s, providing independent advice and keeping confidences. These ideas were imparted from one generation to the next, mentor to apprentice. But after Mr.
Excerpt from NY Times article: At McKinsey, Mr. Barton has been trying to prevent another disgrace: a “third man,” as some have put it. McKinsey is known for what it calls its culture based on values and trust — a culture that was created and nurtured by Marvin Bower, its longtime managing director. The values that Mr. Bower instilled included putting the clients’ interests above the firm’s, providing independent advice and keeping confidences. These ideas were imparted from one generation to the next, mentor to apprentice. But after Mr.
Jeffrey Sachs and Joseph Kaboski resonating with the Pope criticisms of the present free-market system in his“Evangelii Gaudium” (The Joy of the Gospel), in this excellent Podcast by Freakonomics Radio.
Jeffrey Sachs and Joseph Kaboski resonating with the Pope in this excellent Podcast by Freakonomics Radio…about the globalization of indifference….but also about the importance of the market:But on the other hand, we’ve never seen an example of any country that has escaped extreme poverty because of foreign aid or NGOs.…
Jeffrey Sachs:
During 2013, there were many developments in Canadian anti-corruption law and enforcement, including new Royal Canadian Mounted Police (RCMP) investigations and charges, CFPOA convictions, legislative amendments and related regulatory initiatives. At the present time, the RCMP advises that it has over 35 CFPOA investigations ongoing. The most significant of this past year’s CFPOA developments are summarized below. …
http://www.mccarthy.ca/article_detail.aspx?id=6591
Over the past several decades, most countries have adopted the “Audit Committee” style of financial and risk oversight in their corporate governance structures. However, Japan has chosen to refine its somewhat unique framework for oversight of the audit function and directors’ duties, which utilizes a separate board known as the “Kansayaku Board”. This is the predominant form of governance and audit review in Japan, as it employed by approximately 98% of Japanese listed companies.