UnidentifiedCURRENT GOVERNANCE PRACTICESMRG has developed a Code of Ethics based on its values $($outlined below instrategic pillars and performance measures$).$ Employees have observed that this Code isused as a basis for adverse performance evaluation and terminating the employment ofstaff as required with attention centred solely on the vaguely defined principles ofefficiency and accountabilityThere is a related party transactions policy which requires all potential conflicts tobe disclosed to Emil, the managing director. The policy includes requirements thattransactions with related parties are conducted at arm's length and on market terms withsole discretion to override these terms afforded to Suzy and Emil based on competitiveadvantageMRG has a complaints policy where any grievances may be raised at restaurantlevel with any unresolved concerns referred to Emil for determination. The policy hasworked well as no restaurant managers have, to date, referred any matters to Emil.Complaints are also confined to operational issues and are not permitted to referencethe Code of EthicsA key feature of MRG is that all chefs and restaurant managers are incentivisedwith issues shares in MRG$.$ There is a share disposal policy which requires all staff withshareholdings to request permission from Suzy and Emil prior to any sale of shares heldAlthough Suzy has relinquished her operational leadership role, she has regularlyconvinced staff to retain their investment in MRGldentify any specific issues with how the Code of Ethics is currently applied including anyconcerns about the arrangement involving Legrande Holdings Pty Ltd$.$Outline the strengths and weaknesses $($or absence$)$ of other governance mechanisms evidentin the case study, highlighting the likely consequences of these strengths and weaknessesBased on the above, recommend appropriate changes in governance mechanisms for Moka