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Best of the Best Practices in Corporate Governance

By Timothy E. Hoeffner
May 27, 2004

During the past 2 years, there have been sweeping corporate governance reforms. The major components of that reform have been the passage of the Sarbanes-Oxley Act of 2002 by the U.S. Congress, the issuance of extensive rules pursuant to that Act by the Securities and Exchange Commission, and the adoption by the New York and American Stock Exchanges and NASDAQ of detailed standards as part of their respective listing requirements. Despite these reforms, many corporations, counselors, institutional investors and regulators have pushed for even higher standards of corporate governance. To that end, a body of literature has developed defining the “best practices” in corporate governance.

One common theme emerges from these efforts to define “best practices” — there is no cookie cutter formula that works for every corporation. Thus, for example, the corporate governance practices outlined in the lengthy report of Richard Breeden, the former Chairman of the Securities and Exchange Commission and court-appointed Monitor in the WorldCom case, may be viewed as overkill and unnecessary for most companies. However, for WorldCom, which has been the subject of widespread problems and seeks to recover credibility in the marketplace, the remedial measures outlined in Breeden's report may be appropriate.

This article summarizes certain best of the “best practices” in corporate governance, including those standards that have been implemented by many of the corporations at the forefront of governance reform.

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