Question: QUESTION ONE : 1 5 MARKS Saxophone Enterprises Co ( Saxophone ) has been trading for 1 5 years selling insurance and has recently become
QUESTION ONE : MARKS
Saxophone Enterprises Co Saxophone has been trading for years selling insurance
and has recently become a listed company. In accordance with corporate governance
principles Saxophone maintains a small internal audit department. The directors feel that
the team needs to increase in size and specialist skills are required, but they are unsure
whether to recruit more internal auditors, or to outsource the whole function to their
external auditors, Cello & Co
Saxophone is required to comply with corporate governance principles in order to
maintain its listed status; hence the finance director has undertaken a review of whether
or not the company complies. Bill Bassoon is the chairman of Saxophone, until last year
he was the chief executive. Bill is unsure if Saxophone needs more nonexecutive
directors as there are currently three nonexecutive directors out of the eight board
members. He is considering appointing one of his close friends, who is a retired chief
executive of a manufacturing company, as a nonexecutive director.
The finance director, Jessie Oboe, decides on the amount of remuneration each director
is paid. Currently all remuneration is in the form of an annual bonus based on profits.
Jessie is considering setting up an audit committee but has not undertaken this task yet
as she is very busy. A new sales director was appointed nine months ago. He has yet to
undertake his board training as this is normally provided by the chief executive and this
role is currently vacant. There are a large number of shareholders and therefore the
directors believe that it is impractical and too costly to hold an annual general meeting of
shareholders. Instead, the board has suggested sending out the financial statements and
any voting resolutions by email; shareholders can then vote on the resolutions via email.
Required:
In respect of the corporate governance of Saxophone Enterprises Co:
i Identify and explain FIVE corporate governance weaknesses; and Marks
ii Provide a recommendation to address each weakness
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