Relevant bibliographies by topics / Corporate governance – Australia

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Corporate governance – Australia'

Author: Grafiati
Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Corporate governance – Australia"

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Backhouse, Kim, and Mark Wickham. "Corporate governance, boards of directors and corporate social responsibility: The Australian context." Corporate Ownership and Control 17, no. 4 (2020): 60–71. http://dx.doi.org/10.22495/cocv17i4art5.

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The challenge of corporate governance in Australian corporations is similar to those faced by the majority of corporations operating globally albeit the manner in which corporate governance is structured in Australia represents a strong reflection of the island continent’s people, egalitarian culture, and legislative framework. This article considers the legal framework in which Australian corporations operate within, which includes a discussion of corporate governance principles, the role of directors and ownership structures of companies in Australia. Australian board of director practices are discussed in detailed and this article outlines how these practices are heavily influenced by the Australian Commonwealth Corporations Law (which sets out mandatory legal requirements that all Australian companies must adhere to). The article continues to explore briefly directors’ remuneration practices, recent shareholder’s rights protection and activism, the importance of corporate governance and the link to firm performance, and finally the importance of corporate social responsibility in the Australian context.
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Rix, Mark. "The new Australian system of corporate governance: Board governance and company performance in a changing corporate governance environment." Corporate Law and Governance Review 1, no. 2 (2019): 29–41. http://dx.doi.org/10.22495/clgrv1i2p3.

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This paper investigates the changing duties and responsibilities of boards and directors of Australian public companies. The corporate governance environment in Australia is currently going through a period of significant transformation raising the question of whether in this fluid and shifting environment company and board performance can still be assessed largely on the basis of profit, share price and dividends generated over the short term. These almost certainly will continue for some time to be the key metrics of company and board performance and it is hard to see how it could be otherwise. Nevertheless, a growing chorus of influential stakeholders is calling for the introduction of a more balanced and comprehensive suite of performance indicators that better reflect the realities of corporate governance early in the Twenty-first Century. The paper examines how these stakeholders are reshaping corporate governance in Australia and also calling for a reconsideration of the way in which performance is assessed.
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Looi, Jeffrey CL, Stephen Allison, and Tarun Bastiampillai. "Commonwealth of common mental health: the need for a comprehensive overhaul of corporate governance in mental healthcare in Australia." Australasian Psychiatry 28, no. 3 (December 23, 2019): 300–302. http://dx.doi.org/10.1177/1039856219891657.

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Objective: We aim to spark renewed discussion of the need for a more effective corporate governance structure for mental health services in Australia. While acknowledging clinical governance faces challenges, we focus here on corporate governance as the overarching level of administration, which profoundly influences delivery of mental healthcare in Australia. Conclusion: Australia’s mental health services are ineffectively governed. Improved corporate governance, including psychiatric expertise, is fundamental to create a comprehensive, effective mental healthcare system in Australia.
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Gilligan, George Peter. "SOX as a window on transference of corporate governance norms across jurisdictions." Northern Ireland Legal Quarterly 60, no. 4 (March 13, 2020): 403–19. http://dx.doi.org/10.53386/nilq.v60i4.497.

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This paper considers the issue of the transference of norms across jurisdictions in corporate governance contexts through the lens of an Australian case study. The paper focuses on the impacts of the United States of America (US) legislation the Sarbanes-Oxley Act 2002 (SOX) from an Australian perspective. The paper draws on a series of semi-structured interviews (n=14), with senior personnel of: accounting firms; business organisations; consumers; financial exchanges; government; institutional investors; investment banks; law firms; private investors; professional associations; and regulators. The findings from the study are that key stakeholders in Australia have taken notice of SOX and its effects in the US, but that the influence of SOX in specifically Australian contexts has been limited. The general perception in Australia seems to be that SOX has had some flaws in its inception and in its subsequent delivery in the US, but also that it has produced some positive outcomes. However, domestic factors and influences are overwhelmingly more important in shaping how financial regulation and corporate governance evolve in Australia. Therefore, it seems that SOX does not signify in any substantive way a regulatory hegemony emanating from the US that determines financial market regulation or the evolution of corporate governance in Australia.
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Baird, Jeanette. "University Governance for the Longer-Term." International Journal of Chinese Education 4, no. 1 (August 19, 2015): 105–27. http://dx.doi.org/10.1163/22125868-12340047.

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Corporate governance models are becoming more prevalent in many universities, despite concerns over the effects of corporate practices on the identity of universities as a unique institutional field. In Westminster university systems, governance practices have become highly professionalized along corporate lines, not least to ensure a good fit with the necessary regulatory regimes for a marketized university system. Examples of Australian practices are provided to illustrate the governance dynamics, as both Western and Chinese corporate governance practices will affect the culture of Chinese universities, despite the continuance of deeply-inscribed State influence. Professionalization of governance in Australia has brought benefits but also generated some ‘blind spots’ to sustaining the longer-term features of successful universities. Stronger academic governance could provide a counterweight, yet the relationship between corporate governance and academic governance is not yet as well-defined as it needs to become.
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Whiting, Rosalind H., and Georgia Y. Birch. "Corporate governance and intellectual capital disclosure." Corporate Ownership and Control 13, no. 2 (2016): 250–61. http://dx.doi.org/10.22495/cocv13i2c1p6.

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This study examines whether facets of corporate governance (board size, proportion of independent directors on the board, board committees, and Big 4 auditor) promote the voluntary disclosure of intellectual capital in annual reports in Australia and New Zealand and whether this is country dependent. Data was collected from OSIRIS and annual reports with disclosure detected through a rigorous electronic word search approach. Statistical testing with OLS regression followed. The presence of nomination committees and a majority of independent directors on the board were found to be significant positive predictors of intellectual capital disclosure in both countries, and larger board sizes in Australian companies enhanced intellectual capital disclosure. These results concur with resource dependency and stakeholder theoretical arguments.
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Tomasic, Roman, and Ping Xiong. "Mapping the Legal Landscape: Chinese State-Owned Companies in Australia." Victoria University of Wellington Law Review 48, no. 2 (October 2, 2017): 323. http://dx.doi.org/10.26686/vuwlr.v48i2.4737.

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Australia has always relied heavily upon foreign sources of investment and financing and has in the past tended to draw mainly upon British, American and Japanese investment. In recent decades, Chinese state-owned enterprises (SOEs) have played an increasingly important role in the Australian economy with a rising level of investment taking place. Chinese SOEs have been more heavily involved in investments into larger Australian investment projects, such as in mining and infrastructure. Australia has seen an increase in the number of Chinese state-owned companies acquiring substantial domestic assets; this may continue following the ratification of the China-Australia Free Trade Agreement in 2015. Although Chinese SOEs operating in foreign countries such as Australia are required to comply with local corporate governance laws and principles, they also retain their unique Chinese corporate governance values and culture which they have inherited through their parent companies and from China itself. In Australia, there has been an ongoing debate over Chinese investment, with the business community being particularly supportive of such investment. Driven largely by the business community, this debate has been relatively narrow and has not explored the likely impact of Chinese SOEs and their subsidiaries upon the shape of corporate governance in countries in which they invest. This article seeks to examine the legal contours of Chinese-controlled investment in Australia with a view to acquiring a more informed understanding of the impact of Chinese SOEs upon the Australian legal landscape.
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Christensen, Jacqueline, Pamela Kent, and Jenny Stewart. "Corporate Governance and Company Performance in Australia." Australian Accounting Review 20, no. 4 (November 18, 2010): 372–86. http://dx.doi.org/10.1111/j.1835-2561.2010.00108.x.

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Miglani, Seema, Kamran Ahmed, and Darren Henry. "Corporate governance and turnaround: Evidence from Australia." Australian Journal of Management 45, no. 4 (February 14, 2020): 549–78. http://dx.doi.org/10.1177/0312896220902225.

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We examine the relationship between ownership and outside director attributes and corporate turnaround outcomes using matched samples of 99 turnaround and 99 non-turnaround listed Australian firms during the 2004–2015 period. Based on agency theory principles, we propose that key shareholder groups (block ownership, director ownership, institutional ownership) and outside directors are related to firm-level turnaround outcomes, and particularly changes in these attributes across decline to turnaround periods. Our results provide evidence that turnaround and non-turnaround firms differ in terms of their ownership and board composition structures, and that changes in director ownership and the degree of board independence are important in determining the likelihood of turnaround success. JEL Classification: G33, G34, M40
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Choy Flannigan, Alison, and Prue Power. "Health Care Governance: Introduction." Australian Health Review 32, no. 1 (2008): 7. http://dx.doi.org/10.1071/ah080007.

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IN RECOGNITION OF the importance and the complexity of governance within the Australian health care sector, the Australian Healthcare and Hospitals Association has established a regular governance section in Australian Health Review. The aim of this new section is to provide relevant and up-to-date information on governance to assist those working at senior leadership and management levels in the industry. We plan to include perspectives on governance of interest to government Ministers and senior executives, chief executives, members of boards and advisory bodies, senior managers and senior clinicians. This section is produced with the assistance of Ebsworth & Ebsworth lawyers, who are pleased to team with the Australian Healthcare and Hospitals Association in this important area. We expect that further articles in this section will cover topics such as: � Principles of good corporate governance � Corporate governance structures in the public health sector in Australia � Legal responsibilities of public health managers � Governance and occupational health and safety � Financial governance and probity. We would be pleased to hear your suggestions for future governance topics.
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Dissertations / Theses on the topic "Corporate governance – Australia"

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Ali, Searat. "Corporate Governance and Firm Risk in Australia." Thesis, Griffith University, 2017. http://hdl.handle.net/10072/368178.

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This thesis, structured around three interrelated empirical essays, investigates the relationship of corporate governance with firm risks—default, stock liquidity, downside and upside—for a large sample of Australian listed firms (more than 1,000) over the period from 2001 to 2013. Seven reasons were found that make it imperative to empirically investigate such relationships: (i) a series of corporate collapses in early 2000s (such as HIH and OneTel) due to improper governance structures, (ii) a massive economic and social default cost to the stakeholders, (iii) a proliferated attention of regulators (Australian Securities Exchange [ASX] and related bodies) towards the development of a sound corporate governance environment, (iv) an increased concern of firms to comply with the ASX corporate governance recommendations, (v) an emphasis of the ASX on ‘risk’ while defining good corporate governance, (vi) a small amount of literature relating corporate governance to these risk factors in Australia, and (vii) a different corporate governance environment in Australia (i.e., ‘comply or explain’). The first empirical essay examines: Does corporate governance affect default risk? And does the relationship between corporate governance and default risk depend on growth opportunities and stock liquidity? This study extends the prior literature on the governance–default linkage as this is the first to show that composite corporate governance score is significantly relevant to the reduction of default risk in the Australian context.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Hovey, Delia. "Idiosyncratic Risk and Corporate Governance: An Empirical Analysis of Australian Listed Firms." Thesis, Griffith University, 2015. http://hdl.handle.net/10072/366089.

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The primary focus of this study is on the relationship between idiosyncratic risk and corporate governance, and the first research question is based on this. A secondary focus of the study is on the relationship between firm performance and corporate governance, and the second research question is based on this. Then, a potential corporate governance-to-idiosyncratic volatility-to-firm performance link is considered. In this study, corporate governance is approached in the context of internal governance controls, based on board structure and composition, and also ownership and ownership structure. These are essential elements of corporate governance, and relevant for studies pertaining to a market with internal-governance-control characteristics, such as the Australian market.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Li, Zhongtian. "Corporate sustainability in Australia: Performance, disclosure and governance." Thesis, Queensland University of Technology, 2020. https://eprints.qut.edu.au/202715/1/Zhongtian_Li_Thesis.pdf.

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This thesis focuses on sustainability disclosure, sustainability performance, and sustainability committee. Analysing a sample of Australian firms, the thesis found that good performers disclose more information and communicate in optimistic, certain, and clear terms; they also present their information in a more readable way; the experience of sustainability disclosure improves the performance, and sustainability committee also contributes to the performance. The findings should of interest to investors, directors, managers, and regulators in Australia.
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Abedi, Shamsabadi Hussein. "Corporate Governance and Dividend Strategy: Lessons from Australia." Thesis, Griffith University, 2017. http://hdl.handle.net/10072/365571.

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Corporate governance in Australia has become important according to both academic and managerial perspectives. The governance system is a dynamic force which has been evolving continuously. A series of corporate collapses and the recent global financial crisis have encouraged most countries including Australia to develop their governance systems, and policy makers to develop a code for the role of governance (Aguilera & Cuervo-Cazurra, 2009; Beekes et al., 2011). The common law system for corporate governance in Australia is similar to the Anglo-Saxon so-called “outsider” system of ownership and control, which is typical of the board structure in the United Kingdom (UK) and the United States (Dignam & Galanis, 2004). This governance mechanism is a framework of rules, practices, systems, and relations by which a company and its authorities and managers are controlled and directed. This involves balancing the interests of insiders (managers) and outsiders (such as customers, shareholders, financiers, and government). Therefore, the structure of this governance can influence the way the objectives of a company are set and achieved, the way that performance is optimized, and how risks are monitored and assessed.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Pham, Hai Yen. "Essays on Corporate Governance and Stock Returns in Australia." Thesis, Griffith University, 2017. http://hdl.handle.net/10072/367909.

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This thesis examines the impact of corporate governance-related factors, particularly CEO incentive compensation, discretionary accruals and firm technical efficiency improvement, on stock returns in Australia. The motivation to investigate these impacts was the increasing importance of the equity-based compensation component in CEO remuneration packages, the numerous financial reporting scandals at high profile companies such as Enron, WorldCom and HIH Insurance, and an urgent call from the government on improvement in productivity. Among various corporate governance mechanisms, CEO compensation is viewed as an efficient incentive to align the interests of managers with those of shareholders. According to agency theory, effective compensation policies, particularly incentive-based pay, induce managers to make more effort, and to undertake risky and shareholder-wealth-increasing investments to increase their firms' value. However, in practice, some argue that too close a link between CEO compensation and firm performance may cause CEOs to become either too conservative or too aggressive, which may lead to suboptimal investments and lower firm value.
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith Business School
Griffith Business School
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Sharar, Zain. "A comparative analysis of the corporate governance legislative frameworks in Australia and Jordan measured against the OECD Principles of Corporate Governance 2004 as an international benchmark." ePublications@bond, 2006. http://epublications.bond.edu.au/theses/sharar.

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In recent years, countries across the globe have come to realise the importance of an official corporate governance regime, which provides a platform for market integrity and efficiency, as well as facilitating economic growth. Formulating effective corporate governance measures is a complex task for legislators. The purpose of this paper is to provide an in depth analysis and comparison of the corporate governance legislative frameworks in Australia and Jordan. In 2004, the Organisation for Economic Cooperation and Development (OECD), in conjunction with national and international governmental organisations, finalised a universal set of corporate governance principles. Although non-binding, the OECD Principles 2004 are a serious attempt to strengthen every aspect of corporate governance and, accordingly, have been utilised in this paper as an international benchmark.The ultimate objective of this paper is to formulate a number of detailed and specific recommendations to the Jordanian Government. Jordan’s legislative framework for corporations received a significant shake-up a decade ago when the Jordanian Government began the process of implementing a privatisation program under the guidance of the World Bank and the International Monetary Fund. Despite a number of positive developments since this program was initiated, the Jordanian Government has continually failed to recognise the importance of promoting good corporate governance. There can be no doubt that the Jordanian companies’ legislation is in desperate need of reform. The vast majority of the provisions are ambiguous and lack the necessary detail to regulate the complex sphere of company law. In this writer’s opinion, the relevant authorities in Jordan must act immediately to bring the country’s legislative regime into line with internationally recognised standards and practices. Chapter 1 of the paper sets out an introductory explanation of corporate governance and corporate structure. Chapter 2 provides a brief account of the history of company law in Jordan and a description of the different types of company structures permitted under the relevant Jordanian legislation. Chapter 3 provides a detailed discussion of the corporate governance principles formulated by the OECD. The process began in 1999 and was completed in 2004 after extensive revision and consultation. Chapter 4, the core part of the paper, presents a comparative analysis of the implementation of the OECD principles in Australia and Jordan. Chapter 5 provides an explanation and analysis of two important shareholders’ remedies in the Australian companies’ legislation that do not exist in Jordan. Finally, Chapter 6 provides a summary of analysis and sets out a list of recommendations to the Jordanian Government.
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McCabe, Margaret. "Directors' perceptions of best practice in corporate governance in Australia." Thesis, Curtin University, 2002. http://hdl.handle.net/20.500.11937/2479.

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In this study directors of public listed companies around Australia gave their perceptions of best practice in corporate governance. A qualitative methodology within the constructivist paradigm was used along with a questionnaire thus making it a linked study. Mechanisms to assist in demonstrating rigour in the research process were developed and implemented as part of the research. The findings presented a description of best practice in corporate governance and a definition of corporate governance. Emerging from the findings was a model of best practice that was consistent with complex adaptive systems theory. Stakeholder theory was seen to provide the mechanism for developing activities that support the best practice model.
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McCabe, Margaret. "Directors' perceptions of best practice in corporate governance in Australia." Curtin University of Technology, Graduate School of Business, 2002. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=16227.

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In this study directors of public listed companies around Australia gave their perceptions of best practice in corporate governance. A qualitative methodology within the constructivist paradigm was used along with a questionnaire thus making it a linked study. Mechanisms to assist in demonstrating rigour in the research process were developed and implemented as part of the research. The findings presented a description of best practice in corporate governance and a definition of corporate governance. Emerging from the findings was a model of best practice that was consistent with complex adaptive systems theory. Stakeholder theory was seen to provide the mechanism for developing activities that support the best practice model.
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Xu, Suichen. "The impact of corporate governance on private placements in Australia." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/69840/1/Suichen_Xu_Thesis.pdf.

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In private placement transactions, issuing firms sell a block of securities to just a small group of investors at a discounted price. Non-participating shareholders suffer from ownership dilution and lose the opportunity to receive the discount. This thesis provides the first evidence on whether and how corporate governance can protect non-participating shareholders' interests. Results from an examination of 329 private placements issued by the top 250 Australian firms between 2002 and 2009 demonstrate that firms with higher governance quality are more likely to issue a share purchase plan (SPP) along with the private placement, thus providing greater protection to non-participating shareholders' interests.
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Lipman, Trevor. "The role of the independent non-executive director in Australia." Doctoral thesis, Australia : Macquarie University, 2008. http://hdl.handle.net/1959.14/28880.

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Thesis (DBA)--Macquarie University, Graduate School of Management, 2008.
Bibliography: p. 275-289.
Company directors have been in existence for more than four hundred years. In the past, they were considered to be a necessary part of corporate existence, and were usually appointed to a board by the CEO or chairman. However, they were usually mates from the 'boys club' and gained their position from whom they knew, and not from what they were capable of contributing. The appointment of independent directors became more normal, as shareholders looked for a way to wrest control back from management. But what independent directors really do and why they are there is not widely understood. A review of the literature relative to independent directors has identified a gap in the knowledge. This gap is the role of the independent director when considered from a commercial aspect; that is, those who observe or write about independent directors. --This thesis has attempted to generate a theory of the role of the independent director through a review of the literature and a subsequent series of interviews. Grounded theory was the chosen methodology for analysing the data and formulating a theory of the role because it allows the researcher to ground the theory in the data instead of establishing a hypothesis and testing it. --The resulting theory is more complex than it first appears. It was found that the primary role of the independent director is to improve the performance of the board and the company. This role is impacted by a number of factors, the two most influential being the information that is available to the independent directors, and the position of the company. This second factor is defined as the size of the company, where it is in its life cycle, and whether it is experiencing any significant change. --These findings enable a number of recommendations to be made to improve policy and practice, recognising the impact of information and company position on the ability of independent directors to contribute positively. It also raises several areas of further study to continue to refine the understanding of the role of the independent nonexecutive director in Australia. These include, among others, investigating the role from other viewpoints such as the board chair or company secretary, or researching the link between company position and information available to independent directors.
Mode of access: World Wide Web.
xiii, 303 p. ill
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Books on the topic "Corporate governance – Australia"

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Corporate governance in Australia and New Zealand. Melbourne: Oxford University Press, 2001.

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Institutional shareholders and corporate governance. Oxford, U.K: Clarendon Press, 1996.

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Austin, R. P. Company directors: Principles of law and corporate governance. Chatswood, N.S.W: LexisNexis Butterworths Australia, 2005.

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Mitchell, Richard. Law, corporate governance and partnerships at work: A study of australian regulatory style and business practice. Farnham, Surrey, England: Ashgate Pub., 2011.

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Stephen, Bottomley, ed. Directing the top 500: Corporate governance and accountability in Australian companies. St Leonards, NSW, Australia: Allen & Unwin, 1993.

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Francis, Ronald D. Ethics and corporate governance: An Australian handbook. Sydney: University of New South Wales Press Ltd, 2000.

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1961-, Zhu Ying, ed. Managing Chinese outward foreign direct investment: From entry strategy to sustainable development in Australia. New York: Palgrave Macmillan, 2016.

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Sharma, Kamlesh. Indigenous Governance: Corporate Governance Concepts in the Management of Indigenous Organisations. Vivid Publishing, 2016.

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CPA Ethics and Governance: Revision Kit. BPP Learning Media, 2014.

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Banking Bad - How Corporate Greed and Broken Governance Failed Australia. ABC Books, 2019.

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Book chapters on the topic "Corporate governance – Australia"

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Moyo, Nomsa Jane. "Corporate Governance Frameworks in Zimbabwe and Australia." In Corporate Governance in Zimbabwe's Public Entities, 88–110. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003168317-5.

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Finch, Nigel. "Development of Sustainability Reporting Frameworks: The Case of Australia." In Corporate Social Responsibility and Governance, 227–39. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-10909-1_11.

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Cottrell, John. "Governance Down-under: An Overview of Corporate Governance in Australia." In Global Boards, 55–84. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250512_4.

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Vülkl, Clemens. "Corporate Social Responsibility and Fiduciary Investment in Australia." In International Corporate Governance After Sarbanes-Oxley, 161–71. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119201885.ch8.

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Chen, Stephen, and Petra Bouvain. "A Comparison of Corporate Social Responsibility Reporting in the United States, Germany and Australia." In Corporate Governance and International Business, 266–79. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230285743_15.

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Ali, Paul U. "Corporate Governance Reform in Australia: The Intersection of Investment Fiduciaries and Issuers." In International Corporate Governance After Sarbanes-Oxley, 137–59. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119201885.ch7.

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de Zwart, Francesco. "Existing Stage 1 and New Stage 2 Bank-Specific Relational Corporate Governance Variables for Australian Banks." In The Key Code and Advanced Handbook for the Governance and Supervision of Banks in Australia, 115–507. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-1710-2_10.

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Lessambo, Felix I. "Corporate Governance in Australasia." In The International Corporate Governance System, 101–7. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137360014_8.

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Tarantino, Anthony. "Australian Corporate Governance: The Asx Principles." In Governance, Risk, and Compliance Handbook, 685–709. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781118269213.ch49.

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Stapledon, Geof. "CEO Compensation in Australia's Largest Companies." In International Corporate Governance After Sarbanes-Oxley, 319–36. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119201885.ch15.

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Conference papers on the topic "Corporate governance – Australia"

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Clarke, Andrew. "Firm ‘culture’ and Corporate Governance in Australia: A New Paradigm?" In 7th Annual International Conference on Law, Regulations and Public Policy – LRPP 2018. GSTF, 2018. http://dx.doi.org/10.5176/2251-3809_lrpp18.50.

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Alanazi, Badar Mohammad Almeajel. "EFFECTIVE IMPLEMENTATION OF CORPORATE GOVERNANCE: A COMPARATIVE LEGAL ANALYSIS ON SAUDI ARABIA AND AUSTRALIA REGULATIONS." In 11th Business & Management Conference, Dubai. International Institute of Social and Economic Sciences, 2020. http://dx.doi.org/10.20472/bmc.2020.011.002.

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Harron, Lorna, and Kimberley Turner. "Risk Profiling for the Pipeline Industry: Application of Best Practices From the Aviation Industry." In 2016 11th International Pipeline Conference. American Society of Mechanical Engineers, 2016. http://dx.doi.org/10.1115/ipc2016-64173.

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Enbridge partnered with Aerosafe Risk Management to perform risk profiling to assist strategic planning activities aimed at safety performance improvement. A preliminary risk report, the first step towards an Industry Risk Profile (IRP) was the outcome. An IRP presents a strategic view of the risks within an industry sector at a point in time, requiring input from many stakeholders including operators, associations, and regulators. Most importantly, an IRP facilitates joint solutioning of risks to achieve improved safety performance and industry wide risk reduction. The preliminary risk report considered Enbridge data in addition to publically available information from associations and regulators to produce a preliminary risk report. The data gathering process considered information related to governance and oversight, compliance regime, assurance model, asset capabilities, industry operating environment, industry safety profile, and operator profile. Results of the preliminary risk report are shared in this paper, with applicability to other operators, associations, and regulators. Providing the first building block of the IRP, these results focus on how organizations like Enbridge who aspire to participate or lead industry level reform or change can use the data to reshape their corporate risk based decision making. This approach, if adopted more broadly across the industry could provide as far reaching results as those seen in the aviation, military and transport sectors. The IRP methodology and approach developed by Aerosafe in the mid-2000s, is now well entrenched in the aviation industry and is used by regulators and industry alike to create a pathway for industry level risk reduction and notable reform. The use of an IRP is considered best practices by the aviation, transport and regulatory sectors in the USA, Canada, Australia and New Zealand and after being in use in some sectors of aviation around the globe since 2008, the results are now measurable. These results provide a strong and clear link between safety performance improvement and the management and reduction of the industry risk profile.
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