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The Team That Wasn’t Essay Essays

The Team That Wasn’t Essay Essays The Team That Wasn’t Essay The Team That Wasn’t Essay Fire Art is a family claimed worry in the glass doing industry based out of Indiana. The organization has a 80 twelvemonth history of bring forthing high caliber and expensive glass product. Around multi month prior. net incomes and overall gains bottomed out which drove the interest to execute a key realignment program to hold the worry running and winning inside a half year. The activity in this case is building a community oriented crew with arranged foundations and achievements to make a vital realignment program in the glass business to take on the opposition. build exchange name certainty. increment net incomes and amplify total compensations. Premises The premises in the occurrence are the workers absence of comprehension of the family concern being in issue because of level overall gains and gross incomes. commitment in a crew domain currently required as opposed to loaning independently. the Directors of every division needs help with larning how to cooperatively run and exist together to achieve organization points. the organization is non innovatively keen with the essential devices to compete. also, the organization is non known broadly or planetary in their industry. A portion of the cardinal issues in the occurrence are Team Dynamics. Group Development. Administration Styles. Administrative Decisions. what's more, Industry Competition which are examined in more distant nitty gritty as follows. Group Dynamics Team Dynamics plays a cardinal capacity while sorting out a crew since it is of import to ensure the crew is firm with positive vitality. The crew would require to reflect non only single musings however be normal and correlative as they arrive at the finishes set for the crew. Group base exercises are going standard in today’s concern conditions. Having a crew builds up a way for worries to cooperatively make their points and keep each other responsible for the endeavors at manus. â€Å"Teamwork is everyplace. More than ever before associations are recognizing the kinds of condition of affairss for which gathering work can gracefully a cardinal competitory advantage† ( Miller. 2003 p 121 ) . Eric. the Director of Strategy had experience working in a crew domain in his old occupation map. all things considered he came up short on the experience required for crew improvement non used in a family unit concern. Group Development Grouped grounds. for example, various points. priorities. characters. perceptual encounters. strategies and habits get in the way of holding useful individuals on a crew ( Adkins. 2004 ) . Groups are extremely ordinary new way thought and have become a central remain in numerous worries for coaction of musings. closes. what's more, plans. Be that as it may. when holding a crew. there might be individuals who are non acquainted with a crew domain and cause division inside the crew as they attempt to make their points. To keep crew open introduction. it is continuously of import to ensure every individual on the crew have high passionate insight. The premiss for partner enthusiastic insight to group open introduction is that high passionate knowledge empowers colleagues to pull off and be discerning of their ain feelings and the feelings of other crew members† ( Jordan A ; Troth. 2004 ) . Enthusiastic cognizance and passionate heading are irreplaceable properties for crew open introduction since they develop viable associations with individual laborers to increase crew kineticss. Authority Style Leadership achievements are worked in to group kineticss and advancement all together for the crew to execute capably. Administration include numerous habits and changes dependent on a few factors that make up the single chief. Forbes magazine high spots four cardinal habits of driving. which are Visionary. Sympathetic. Humble Servitude. also, Moral or Ethical ( Karlgaard. 2009 ) . These cardinal driving qualities cooperate when running a significant concern like Fire Art. Jack. the CEO. ran the organization dependent on his family unit esteems and came up short on the vision expected to ascertain changes in the glass business. â€Å"To know and comprehend yourself is cardinal to cognizing and getting others and inciting them to follow your vision as a pioneer ( Youngblood. 2010 ) . There are a few driving assets accessible to create oneself non just at the CEO degree however at all degrees all together for the organization to achieve its point in the commercial center and inside their ain worries with workers. What family concerns esteem and accept about individuals. work. also, cash shapes their conduct toward their anxiety and their workers. Without shared qualities. it is difficult to understand route for the worry. Administrative Decisions The judgments that executives make when running a worry. sorting out crews. or on the other hand making plans are extremely of import for the general health of the worry. Fire Art constrained itself simply in the Mid-Western part and did non envelop broadening outside of it current market nation. This assurance may hold worked for some mature ages in the organization however it confined its developing which permitted rivalry to determine showcase parcel in their industry. It is other than basic that bearing from a Senior degree ensure their workers are perceptive of the manner in which the organization needs to take in regards to expanding market partition. net incomes and total compensations unconventionally on the off chance that they see a descending inclination in those nations. Subsequently. the CEO vision for their anxiety or organization turns out to be dynamically of import alongside the conviction the organization has a plausible product or administration the customer needs. † A chief with solid convictions about the correct class of activity will pull auxiliaries with comparative convictions. This coalition of convictions among chiefs and laborers in a similar organization offers route to the house and influences affectations and coordination† ( Wen A ; Zhou. 2009 ) . The Chief official of Fire Art accepts he can turn his family unit worry around with a far reaching program for key realignment in the glass business. He has made a cardinal assurance by taking advantage of his auxiliaries assets and achievements alongside conveyance in a counsel to facilitate the methodology. â€Å"Every concern needs to break down its ain situation and make up ones brain what establishes the basic aspects of its ain environment† ( Heller. 1972 ) . The Fire Art is a family ain worry with no large scale manufacturing or national dissemination. The worry did non envelop current engineerings or market plans for their present industry and henceforth requests to survey its requests in the commercial center. The utilization of data building and the Internet between little family unit concerns and their monetary condition empowers asset trade and electronic association inside the organization. with their customer base and dealers ( Niehm. Tyner. Shelly. A ; Fitzgerald. 2010 ) . Fire Art needs to ticket tune their anxiety in the building nation to keep up before their opposition and stay competitory in the glass business. Industry Competition Constant changes can be normal in stocks. in stock lines. also, hypothetical records of bing stocks in a competitory society ( Cassady. 1964 ) . With the improvement of grouped stocks. today’s designing plays a mind boggling segment in how a worry rivals their opposition. Plan. Assembling. what's more, Distribution are on the whole cardinal capacities that are interwoven together to set out the best product to the commercial center. It’s basic that worries remain side by side of the new engineerings as it identifies with their industry so as to stay in front or compete against their adversaries. Fire Art is a family unit possessed worry that has stood the preliminary of clasp for around 80 mature ages as a high terminal glass producer. Along these lines. their Brand has length of administration against the adversaries in regards to hanging out in the business. † In present day times. exchange names and exchange name bearing have gotten a cardinal trait of the advanced monetary framework and a fundamental of concern hypothesis and concern practice† ( Desai A ; Waller. 2010 ) . Fire Art can utilize their exchange name to affect them frontward as realign and reconstitute their anxiety to take on the opposition in glass industry. Suggestions The program of activity is for the CEO to keep a companywide meeting to go to the issue the organization is defying and why vital repositioning needs to take topographic point now. All together for the vital repositioning to be adequate and gracefully effect on the overall gains and gross. the CEO needs to coordinate senior degree course in the newly shaped crew. Since the CEO has just acquired a Strategic Director for the occupation. he should let Eric to meet the conceivable crew individuals before arranging the crew to ensure the closures and points can be met. When the crew is framed a month to month study ought to be given to the CEO to quantify the headway of the key realignment. The CEO has mentioned the vital repositioning to be done in a half year. The proposal here is to hold a complete program in topographic point in a half year thus execute the program in following a half year to give the crew clasp to turn out to be any issues or factors that may prevent the crew from making a definitive point of moving the organization. So as to mitigate any occupations that may begin during crew improvement. it is suggested the chose crew members experience the Stages of Group Development Model by Bruce Tuckman. Preparing and advancement is prescribed for all representatives to increment and keep their present achievements so they keep on being a significant mployee to the organization endeavors to move. The organization in general requests to put and actualize ne

3 Books By Funny Women

3 Books By Funny Women You guys. YOU GUYS.  This is occasion for unbridled giddiness over three books that are coming out this fall three memoirs by three actresses that are pretty much going to send me into binge-reading weekends where my wife is not allowed to speak to me. This fall will be characterized by funny women with books. At least at my house. So lets get into the details. Normally, This Would Be Cause for Concern: Tales of Calamity and Unrelenting Awkwardness  by Danielle Fishel Release Date:  September 9, 2014 So you guys know how Im into  Boy Meets World, right? Im a longtime fan of Danielle Fishels, and a lot of us grew up watching her on  Boy Meets World.  I cant tell you the number of disappointing conversations I had with hair stylists in my teen years when I would bring a photo of Topanga Lawrence and say, Make my hair look like this. (I would suffer similar disappointment when I brought in pictures of Meg Ryan.) Fishel has written a memoir that promises to be funny and heart-warming, offering behind-the-scenes looks at red carpet mishaps, dating (mis)adventures, and the general awkwardness that comes in life. In an interview for  Entertainment Weekly, Fishel said    â€œLife is an incredible, and often embarrassing, journey and I can’t wait to share my experiences in  Normally, This Would Be Cause for Concern.  Get ready to laugh with me (or at me â€" that’s okay, too!).”   Not That Kind of Girl: A Young Woman Tells You What Shes Learned  by Lena Dunham Release Date:  September 30, 2014 Lena Dunhams collection of personal essays promises wit, comedy, and brutal, occasionally uncomfortable, honesty.  Already being compared to Tina Fey, David Sedaris, and Nora Ephron, Lena Dunham is filling a tall order of poignancy and comedy. But this writer-actress-director-producer-wunderkind seems equal to the challenge. In Dunhams own words, No, I am not a sexpert, a psychologist, or a dietician. I am not a mother of three or the owner of a successful hosiery franchise. But I am a girl with a keen interest in having it all, and what follows are hopeful dispatches from the frontlines of that struggle.” Yes Please  by Amy Poehler Release Date:  October 28, 2014 Whether on SNL,  Parks and Recreation, or hosting an awards show with fellow funny woman with a book, Tina Fey, Amy Poehler is one seriously funny lady, and in her first book, she gives us personal stories on both comedy and seriousness, love and friendship and parenthood and sex. Ive known this thing was coming out since BookCon, and Im like, OMG, why is October so far away? The waiting! Poehler has characterized her book as a  missive from the middle of my life, an attempt to describe what its like to feel young and old at the same time.  And after the years that shes spent making us laugh on television, I can only imagine that her book will provide the same kind of smart humor weve come to expect. ____________________ Expand your literary horizons with New Books!, a weekly newsletter spotlighting 3-5 exciting new releases, hand-picked by our very own Liberty Hardy. Sign up now!   Sign up for True Story to receive nonfiction news, new releases, and must-read forthcoming titles. Thank you for signing up! Keep an eye on your inbox.

Examine And Analyse The Mechanisms Of Corporate Governance Finance Essay - Free Essay Example

Sample details Pages: 26 Words: 7872 Downloads: 7 Date added: 2017/06/26 Category Finance Essay Type Analytical essay Did you like this example? In 2008 a paper by Dr. Roger Barker was published which remained on the website of Institute of Directors. This paper provided that there is a good balancing among self-regulation and law in the UK model of corporate governance1. Don’t waste time! Our writers will create an original "Examine And Analyse The Mechanisms Of Corporate Governance Finance Essay" essay for you Create order International Monetary Fund during 2003 assessment found out that the UK is one of the leading countries internationally for setting standards about corporate governance2 including public disclosure practices. Its success have made almost all (26 out of 27) European Unions (EU) Member States to adopt UK-style corporate governance codes during the past few years.3 As regards to present crisis in financial market the paper argues that the fiasco in the financial sector should not be interpreted as the UKs failure of corporate governance regime, and thus, there is a requirement to focus upon improving the practical application of the present corporate governance framework rather than taking new initiatives. For example, the revised Combined Code 2003 and various amendments carried out in 2006 and 2008 have few of the worlds best recommendations recognised internationally in the fields of the separation of the CEO and chairman positions, board independence, and information disclosure. Th e Financial Reporting Council 4in March 2009 made another review of the Combined Code for strengthening and further updating their recommendations in the light of the current developments. There is a requirement to follow the Comply-or-Explain5 rule for the companies to report on their corporate governance practices annually and account for deviation from the codes recommendations. There have been various changes incorporated in the Companies Act 6 2006 in order to increase directors accountability to the company as a whole; strengthen the rights of the shareholder, particularaly the minority; and requiring a Business Review for encouraging transparency and improve shareholders ability for assessing the progress, or lack thereof.7 Furthermore, the EUs Takeover Directive and Transparency Directives have provided the new criteria for transparency and disclosure.8 The effectiveness of the governance system will depend upon type of the company under consideration. In small companys where shareholders are the directors the problem of alignment is not present, however if shareholders are not the directors, they may well find worrying how they can influence what directors are doing. In the dispersed-ownership company the control of directors, how shareholders will do it, becomes acute specially the ways in which shareholders can bring litigation in respect of failures of corporate governance. The other stakeholders like customers, regulators, employees, NGOs and also the tax and treasury departments plays an important role in the corporations performance. There is widespread agreement that shareholders have a dominating role in ensuring good governance. For some, good governance requires a restoration of shareholder supervision and control.9 Therefore, it means that on one hand the companies should be ready to review and explain their governance policies, including any special circumstances in which they view justification in departure from the best practice, and on the other hand that shareholders and others should show flexibility in the interpretation of the governance code and should listen to directors explanations and judge them on their merits.10 5. 2nd code Combined Code on Corporate Governance. https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 6.https://www.opsi.gov.uk/acts/acts2006/pdf/ukpga_20060046_en.pdf 7.https://www.estandardsforum.org/report_generator/report.pdf?best_practices=truecountry_id=18 8.https://www.simmons-simmons.com/index.cfm?fuseaction=service_industry.display_leftpage=2071 9. https://kar.kent.ac.uk/1939/1/Myth_of_Shareholder_Ownership.pdf 10.https://www.econsense.de/_CSR_INFO_POOL/_CORP_GOVERNANCE/images/hampel_report.pdf 3.3 The Role of Shareholders In the UK during 1990, institutional investors 11 insurance companies, pension funds, unit and investment trusts, were holding most of the shares in listed companies (more than 50%), this share has now dropped down to less than a third. 12 The recent statistics13 of 2006 provides that foreign institutional investors owned 40% of UK shares. The foreign investment in UK plc reached at 41.5% in 2008. By following the pattern of the current rate, foreign investors will hold the majority of UK shares by 2018.14 This shows the importance of the role that could be played by the institutional investors in corporate governance. Institutional investors have an overriding responsibility to their clients with different investment objectives, as they are not a homogeneous group. The prime objective of these institutional investors is for income and capital growth. These institutions did not take much interest in corporate governance. Mostly these institutions made an effort to achieve the desired target performance by buying and selling share, with their reliance basing on the judgement of the underlying strength of companies and their ability to exploit anomalies at the stock exchange share prices. Institutions were not habitual to vote their shares regularly, and tried to contact directly with company managements during the circumstances of crisis. The recent credit crunch shockwaves and the UK banking industry turmoil have given a call to the companies (and the government) for a fresh look at corporate governance. Therefore, then Chancellor Alistair Darling tasked Sir David Walker 15 to review the corporate governance systems of UK banks. The Walker Review recommends strengthening the role of non-executives and giving them new responsibilities to monitor risk and remuneration; it also recommends a stewardship duty on institutional shareholders to play a more active role as owners of businesses.16 11 Institutional investors mainly include: all types of investment funds, social security funds, insurance funds, securities companies and QFII (Qualified Foreign Institutional Investors). https://www.ccsenet.org/journal/index.php/ijbm/article/viewFile/1633/1543 12https://www.iod.com/intershoproot/eCS/Store/en/pdfs/policy_publication_The_UK_Model_of_Corporate_Governance.pdf 13. Office for National Statistics; Share Ownership: A report on ownership of UK shares as at 31 December 2006; 2007 14 https://www.efinancialnews.com/story/2010-03-15/foreign-investors-pour-onto-uk-plc-shareholder-register 15.https://www.telegraph.co.uk/finance/newsbysector/banksandfinance/5840342/Sir-David-Walker-to-shake-up-bank-boards.html 16. https://www.hm-treasury.gov.uk/walker_review_information.htm The number of shares, which they posses has increased, and they are facing difficulty to sell shares in large number without depressing the market. Few of the institutions are now aiming to match their portfolio to the components of a share index index tracking which they think may have better long-term results than an active trading policy. This has resulted that most of the institutions now have started taking active interest in corporate governance. Their participation can be by either by voting on resolutions in General Meetings, or informally making contact with the company. Institutions are not experienced business directors and cannot substitute for them. However, it is believed that they can take a constructive interest in, and test strategy and performance over time. As an investor organisation, Hermes Investment Management Limited (Hermes), one of the largest fund managers in Britain (a pension fund ) with approximately 36 billion 17 under management and managed assets. On 31 March 2003 took an active stance on corporate governance in its relation with its clients and emphasised that companies should be run in the long-term interest of shareholders having a vision of their clients interests first. 18 It is believed that companies following this principle will not only benefit their shareholders but the wider economy of the country where the company and its shareholders participates. Hermes approach for engaging the investee companies, is based on the fundamental belief that those companies with shareholders involvement having active participation and interest would likely to achieve superior long-term returns than those without. In short, it believes that good stewardship creates value. Hermes has given greater importance on engagement with all companies in which it invests and has enjoyed as a leader in promoting better corporate governance for over a decade. Walker has stressed in the recommendations about institutional investors to follow the Code on the Responsibilities of Institutional Investors which was prepared by the Institutional Shareholders Committee (ISC) in November 2009. Walker Review also provide that ISC Code is good starting point for the Stewardship Code. 19(Para 1.15 -FRC Stewardship Code for institutional investors 2010) There was a requirement that it should be ratified by the FRC and should operate as a Stewardship Code on a comply or explain basis, and should be reviewed by the FRC on a regular basis.20(Para 1.7-FRC Stewardship Code for institutional investors 2010) FRC is seeking views on the proposals of Stewardship Code for institutional investors by 16 April 2010. 21(P.6- FRC Stewardship Code for institutional investors 2010) 17.https://www.article13.com/A13_ContentList.asp?strAction=GetPublicationPNID=578 18.https://www.article13.com/A13_ContentList.asp?strAction=GetPublicationPNID=578 19https://www.frc.org.uk/images/uploaded/documents/Stewardship%20Code%20Consultation%20January%202010.pdf 20https://www.frc.org.uk/images/uploaded/documents/Stewardship%20Code%20Consultation%20January%202010.pdf 21https://www.frc.org.uk/images/uploaded/documents/Stewardship%20Code%20Consultation%20January%202010.pdf The company law is reinforced by the Listing Rules; the companies are under obligation to follow them. 17 There is a further provision in the Listing Rules for the rights of the shareholders (i.e. that major transactions must be put to a vote), and require certain information should be disclosed to the market. There is also a formal requirement regarding the provision of a corporate governance statement in the annual report, showing how the company applied Combined Code. 18 The corporate governance behaviour provides an incentive for boards and shareholders for engaging with one another in a constructive dialogue on non-statutory aspects of corporate governance. 3.4 Shareholder Activism One of the writers wrote about Corporate Governance with a title, Watching the Boss 19 published in Economist January 29, 1994 highlights the intensity of Investor Activism, in following words: Everywhere shareholders are re-examining their relationships with company bosses what is known as their system of corporate governance. The accountability of bosses has been around since 19th century. 20 However, the litigation in the form of class action filed by World Com shareholders in 2005 resulted in a US$ 6 Billion payout, shareholders of Enron got a pay out of US$ 7 Billion. 21 The shareholders with a simple majority by calling a special meeting of the members, can vote to remove any any (or indeed all) of the directors.22 Does Shareholder activism really provide a tangible return real pounds and pence that boost investors portfolios? The answer could be: May be. Shareholder activism does boost the possible returns, said by Richard Cohen, a senior partner with the law firm of Lowey Dannenberg Bemporad Selinger Cohen in White Plains, NY. 23 After 2 years of miserable performance, the largest shareholder of a publicly traded closed-end venture capital fund, a hedge fund, took action. The two advisers were sued for the recovery of excessive compensation, also sued the 17. Listed on the Main Market of the London Stock Exchange (and which are policed by the Financial Services Authority). 18.https://www.iod.com/intershoproot/eCS/Store/en/pdfs/policy_publication_The_UK_Model_of_Corporate_Governance.pdf 19. https://www.highbeam.com/doc/1G1-14965217.html 20. https://www.highbeam.com/doc/1G1-14965217.html 21. https://thefirm.moneycontrol.com/news_details.php?autono=407987 directors for breach of duty, and fought an NYSE policy that did not allowed the firm to renew the advisory contract. In these circumstances, the new board hired a new, CEO, cut costs, cut executive and director compensation, and there was an over hauling of the policies. After four years of the changes, the fund was consistently profitable, the share price has boosted and net asset value, paid hefty dividends. Cohen says, Frankly, people invest to make money. When management becomes holier-than-thou about someone looking to make a buck, theyre living in a glass house,24 Shareholder (investor) activism could also force for better corporate governance. Historically it has been observed that individual shareholders, whether institutions or private persons, have had little chance of influencing the board or management given the fragmentation of ownership. There is a provision that shareholders can ask questions at the annual general meeting, but they would need a majority of votes in order to pass a motion that was binding on management. Even the institutional shareholders do not, in most countries, hold as much as 5 per cent of the ordinary shares of one company. However, it is worth noting that in Germany there are cases, such as Volkswagen 25 and Daimler where single institutions hold much larger proportions. In fact, the shares are mostly held by multinationals in Europe are held by financial institutions rather than private individuals. Such investors, in the past have preferred to sell their shares in case of disagreeing with company policy, rather than intervene in the management of the company. However, this attitude has changed with the passage of time. Presently the Institutional investors have become more aggressive, and individual investors have formed associations, which enable them to work together and command more votes in investee companies. 26 22.https://corporategovernanceoup.wordpress.com/category/shareholder-proposals/ 23. https://pview.findlaw.com/view/1461772_1 24. https://pview.findlaw.com/view/1461772_1 25.https://dailynews.muzi.com/news/ll/english/10085776.shtml?cc=25548ccr=) 26.https://openlearn.open.ac.uk/file.php/2785/formats/print.htm The California Public Employees Retirement System (CalPERS) is the biggest pension fund in the United States with $160 billion investments. It started its corporate governance process in 1984. It has its own website, and its annual Focus List is a hit list of companies that need, in the view of the fund, to improve their performance. 27 CalPERSs general strategy of public naming and shaming forces the change where it is sluggish. It is one of the few funds making its proxy votes public; it is there practice to publish them on its website in advance of company annual meetings. There has been a requirement for those institutional investors to disclose how they vote. CalPERS asked for the resignation of the chief executive of the New York Stock Exchange, in 2003, and he was ultimately obliged to resign. 28 In the UK, the National Association of Pension Funds (NAPF) 29 is an establishment representing the interests of employer-sponsored pension funds. The investment made by its members is more than 600 billion. NAPF has become increasingly active. NAPF is carrying out a practice of publishing position papers and advice to institutional shareholders about what standards they should expect from multinational companies in which they invest. Few of the pension funds ask the board of directors of a company in which they are planning to invest for signing a document that sets out minimum governance undertakings. Recently, NAPF joined hands with the forces of the Institutional Shareholder Services to reinforce its lobbying for shareholders rights The International Corporate Governance Network (ICGN) is an example of a worldwide multi-stakeholder coalition within the investment community with its members holding assets exceeding $10 trillion. The ICGN originates from the corporate governance endeavours of CalPERs, the College Retirement Equities Fund (TIAA-CREF), the Council of Institutional Investors in the USA, the Association of British Insurers, the Cadbury and Hampel Committees on Corporate Governance, NAPF and the Corporate Governance Forum of the Centre for European Policy Studies in Belgium. 30 ICGN tries to develop a global consensus on capital market corporate governance and, for laying down best practice for both issuers and investors. It seeks to promote best practice through its annual meetings, studies, toolkits, and awards programme. In case, informal negotiations among shareholder and the boards prove inadequate. Shareholders can in extreme cases resort to their rights through the courts. According to the UK co mpany law, shareholders have the voting rights among them the right for appointing and dismissing the individual directors and, in special circumstances, for calling an Extraordinary General Meeting. There are certain requirements pertaining to the AGM, having the provision regarding providing the information to shareholders, and various arrangements needed for voting on resolutions, are also set out in company law. 27..https://www.calpers.ca.gov/ https://www.lowey.com/SiteData/docs/LostInTranslation/722f802cc285d463f2343e9919327337/LostInTranslation.pdf 28..https://openlearn.open.ac.uk/file.php/2785/formats/print.htm 29.https://www.napf.co.uk/DocumentArchive/Policy/Reports%20and%20Responses%20to%20Consultations/10_2007/20070122_Institutional%20Investment%20in%20the%20UK%20Six%20Years%20On%20-%2022%20Jan%202007.pdf 30..https://openlearn.open.ac.uk/file.php/2785/formats/print.htm 3.5 The strength of the UK corporate governance The key strength of the UK approach to corporate governance lies in its ability to provide high standards of corporate governance with relatively low associated costs. The Combined Code measures although voluntary in nature have been successful in driving significant changes in governance behaviour. For example, there were very few companies with split role of Chairman and CEO prior to 1992. But today this division exist among 94% of FTSE 350 companies. 31 NEDs and board committees have increased in numbers and could influence and play a major governance role. As a result, the UK outperforms the US and most other countries in terms of governance standards.32 The reports published in 2005, by the FTSE ISS Corporate Governance Index and Governance Metrics International both have placed the UK at the top of the list of countries by average corporate governance score. 33 A latest review of UK corporate governance was carried in 2007 by the Financial Reporting Council (FRC) 34 The conclusion made by the board was that the current UK framework was working reasonably well, and was of the view that there was no need for major changes. However, only two relatively minor changes were made to the Combined Code in 2008:35 ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ The restrictions on chairing more than one FTSE 100 company were removed. ÃÆ' ¢Ãƒ ¢Ã¢â‚¬Å¡Ã‚ ¬Ãƒâ€šÃ‚ ¢ The chairman of a listed company outside the FTSE 350 was permitted to be a member of the audit committee, provided he was regarded as independent on appointment 31. (Grant Thornton 2007). https://www.grant-thornton.co.uk/pdf/Corporate-Governance-Review-2008.pdf 32.https://www.iod.com/intershoproot/eCS/Store/en/pdfs/policy_publication_The_UK_Model_of_Corporate_Governance.pdf 33.https://www.iod.com/intershoproot/eCS/Store/en/pdfs/policy_publication_The_UK_Model_of_Corporate_Governance.pdf 34..https://www.frc.org.uk/CORPORATE/COMBINEDCODE.CFM 35. https://www.frc.org.uk/corporate/reviewCombined.cfm The UK model although is in good shape, but it is not very pleasing. There are numerous areas which are worthy of renewed attention from market participants and policy makers. Following areas need attention for improving the system: Improving Dialogue Between Companies and shareholders A leading authority on corporate governance, late Jonathan Charkham once famously described UK institutional investors as supine, reflecting their lack of engagement with the companies that they owned. A constructive dialogue among shareholders and companies is a key element of the UK model of corporate governance. This sentiment is reflected in the recommendations made by Cadbury 36 that Institutional investors should encourage regular, systematic contact at senior executive level to exchange views and information on strategy, performance, board membership and quality of management (report, 6.11). Company performance will be influenced by the initiatives and decisions of the shareholder that they directly or indirectly, actively or passively take. As most the principles of best practice of the UK approach in corporate governance are not defined by company law, but arise from the Combined Code, which are monitored and enforced by shareholders. The best practice in corporate governance thus, highlight that the governance should promote both accountability to shareholders and the boards ability to manage the company effectively in the best possible manner. These codes have undergone further changes to the combined Code in 2006 and 2008 pointing out that the governance should promote both accountability to shareholders and the boards ability to manage the company effectively. The combined Code 2006 provides that The board as a whole has responsibility for ensuring that a satisfactory dialogue with shareholders takes place, (Main principle D.1). 37 The Code also states that instit utional shareholders should enter into a dialogue with companies based on the mutual understanding of objectives (Main principle E.1).38 Furthermore, it also acknowledges that there exist a strong commonality of interest among shareholders and companies that should be encouraged by giving shareholders a central role in the enforcement of corporate governance standards. 39 36. https://www.ecgi.org/codes/documents/cadbury.pdf 37.https://www.frc.org.uk/documents/pagemanager/frc/Combined%20Code%20June%202006.pdf 38.https://www.frc.org.uk/documents/pagemanager/frc/Combined%20Code%20June%202006.pdf 39.https://www.iod.com/intershoproot/eCS/Store/en/pdfs/policy_publication_The_UK_Model_of_Corporate_Governance.pdf Combined code 2006 provides that Institutional shareholders should enter into a dialogue with companies based on the mutual understanding of objectives. (Main Principle- combined code 2006) 40 Institutional shareholders should make an effort to apply the principles as provided in the Institutional Shareholders Committees The Responsibilities of Institutional Shareholders and Agents Statement of Principles 41 which should be reflected in fund manager contracts. Resultantly, corresponding to these efforts, now more institutions publish their engagement policies and voting records. Furthermore, about 55% of shareholder cast votes (on average) at company AGMs, 42 which is not considered to be suggestive a real good degree of shareholder engagement. Dr Roger Barker, institute of directors report on Corporate Governance, that this lack of dialogue puts business at risk, and makes a mockery of claims of good corporate governance. 43 In nutshell, a strong dialogue is very essential between boards and shareholders for the UK model of corporate governance. Without it, there is a fear of the risk that government might take to fill the vacuum in a corporate governance by transferring responsibility to regulators from shareholders for corporate governance enforcement. This might reduce the flexibility of the UK model, and impose some additional compliance costs on UK companies. 44 Implementation of comply or explain code in more meaningful manner There is a provision in the combined code offering an advice that, If a company chooses not to comply with one or more provisions of the Code, it must give shareholders a careful and clear explanation which shareholders should evaluate on its merits. In providing an explanation, the company should aim to illustrate how its actual practices are consistent with the principle to which the particular provision relates and contribute to good governance 45 (paragraph 5). 40.https://www.frc.org.uk/documents/pagemanager/frc/Combined%20Code%20June%202006.pdf 41.www.investmentuk.org/news/research/2005/topic/corporate_governance/isc0905.pdf 42.https://www.ethicalcorp.com/corporategovernance/agenda.asp 43.https://www.ethicalcorp.com/corporategovernance/agenda.asp 44.https://www.iod.com/intershoproot/eCS/Store/en/pdfs/policy_publication_The_UK_Model_of_Corporate_Governance.pdf 45.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf The companies are required to justify their corporate governance behaviour in their annual reports. However, the explanations given by the companies of non-compliance should be meaningful. The FRC, in recent reviews have argued that there is a need for more informative explanations of non-compliance in annual reports. The company is under obligation to provide indications of the likely future development of the business in a business review which should contain a fair review of the companys business. 45 It also include that the company to provide a balanced and comprehensive analysis of the development and performance of the companys business during the financial year. 46 The company by law must provide in the business review, the description of the principal risks and uncertainties facing the company. 47 It has emphasised by the combined code that When evaluating a companies governance arrangements, particularly those relating to board structure and composition, institutional shareholders should give due weight to all relevant factors drawn to their attention. 48 (Main Principle E.2). It was advised by the code that Institutional shareholders should consider carefully explanations given for departure from this Code and make reasoned judgements in each case. They should give an explanation to the company, in writing where appropriate, and be prepared to enter a dialogue if they do not accept the companys position. They should avoid a box-ticking approach to assessing a companys corporate governance 49.(E.2 Supporting Principle) In fact, this widespread box-ticking approach, undermines the entire comply or explain concept, which is about retaining flexibility in corporate behaviour. Keeping that in mind, a suggestion is offered that the term apply or explain to be replaced with comply or explain, for avoiding the impression that failure to comply means non-compliance, i.e. rule-breaking. Smaller companies and their governance needs Smaller companies as per the FRC are increasingly adopting the provisions of the Combined Code, despite not being subject to the comply or explain requirements of the LSEs Listing Rules. 50 45. Companies Act 2006 s417; 3 46. Companies Act 2006 s417; 4 47. Companies Act 2006 s417; 3 48..https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 49.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 50..https://www.frc.org.uk/documents/pagemanager/frc/Combined%20Code%20review%20main%20findings%2018%20January%202006.pdf Small and medium-sized enterprises (SMEs) often look Code compliance as a means of inspiring confidence in their operations with other stakeholders, or possibly with an eye to a future listing. The smaller firms with their meagre resources are unable to develop their own corporate governance template. So they require off-the-shelf solution, and look towards the combined code as providing such a solution. 51 Facing the challenge of a changing ownership structure The UK institutions owned more than 50% of UK equities during 1990 (at the time of the Cadbury Report), this share has now dropped down to less than a third. The foreign investors 52 and the Hedge funds 53 have managed to increase their share of UK corporate ownership. 54 The foreign investment in UK plc reached at 41.5% in 2008. By following the pattern of the current rate, foreign investors will hold the majority of UK shares by 2018.55 There is growing uncertainty about this new ownership structure; as the new investors may not share the corporate governance perspectives of traditional UK institutional investors. Consequently, it would be harder for boards and shareholders for establishing relationships. Resultantly, the UK model of corporate governance might be at risk, as it relies on shareholders for monitoring and enforcing corporate governance standards (in partnership with boards). However, this change in the composition of corporate ownership may not necessarily disrupt the effective functioning of the UK model. The codes on the content of corporate governance can be adapted with the passage of time reflecting the new priorities of owners. However, the advantage of voluntary codes is with their greater flexibility in adjusting with the changing governance perspectives in comparison with formal company law. However, there may be a problem, which could arise if the new owners simply do not show any interest in engaging with companies over governance. Alternatively, the foreign investors may seek to use their ownership stakes in the pursuit of the foreign policy of their controlling governments. These are the main concerns about the growing role of foreign wealth in the UK corporate ownership. 51..https://www.iod.com/intershoproot/eCS/Store/en/pdfs/policy_publication_The_UK_ Model_of_Corporate_Governance.pdf 52..https://www.iod.com/intershoproot/eCS/Store/en/pdfs/policy_publication_The_UK_Model_of_Corporate_Governance.pdf 53.https://www.herbertsmith.com/NR/rdonlyres/CE2AD02B-EE94-456A-B108-169D8B26FBEF/0/7818HedgeFundsWhiteListBriefing.pdf 54..https://www.efinancialnews.com/story/2010-03-15/foreign-investors-pour-onto-uk-plc-shareholder-register 55..https://www.efinancialnews.com/story/2010-03-15/foreign-investors-pour-onto-uk-plc-shareholder-register The present success in the UK model of corporate governance is basing on the consent and participation of shareholders. In case if that does not exist, it could tend to encourage for a shift towards a legislative approach, e.g. where national policy makers and the EU decide that comply or explain is no more viable, and there is increasing requirement to hand over governance enforcement to Securities and Exchange Commission (SEC) style regulators. Approach to form proportionate corporate social responsibility Corporate social responsibility (CSR) is an essential part of any corporate governance framework, though no part of the Combined Code  is specifically elaborates the Corporate social responsibility. However,the combined code on corporate goverance provides that, The board should set the companys values and standards and ensure that its obligations to its shareholders and others are understood and met56 (supporting principles, A.1.) In this regard the Turnbull Guidance provides that risk assessment should cover not only narrow financial risks but also those related to health, safety and environmental, reputation, and business probity issues 57. The Association of British Insurers 58 has about 20% of the companies trading on the London Stock Exchange, provided guidelines on CSR-related issues for both investors and companies. In 2007, its report on the subject of Socially Responsible Investment Guidelines provided that there should be a companys environmental, social and governance (ESG) risks included in the annual report. It also provided that whether the remuneration committee considered and disclosed about corporate performance on ESG issues before deciding remuneration for senior executives.59 There is a requirement set by law that directors must give due regard to community and environmental issues during the process of the consideration of their duty in order to promote the success of their company 60 and any such action be disclosed in the Business Review. 61 The big companies like Unilever and BP 62 have talked in detail regarding social and environmental issues in their annual reports, and most of the people argue that complying with CSR guidelines have contributed a lot to attract customers, it differentiate you from the competition as such can have a positive effect on the share price. 56.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 57.https://www.accaglobal.com/pubs/general/activities/library/sustainability/sus_archive/turnbull.pdf 58. . https://www.abi.org.uk/ 59.https://www.abi.org.uk/ 60. S. 172 CA 2006) 61.https://www.cipd.co.uk/nedresource/information/boardperf.htm 62.https://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=ArticlehdAction=lnkpdfcontentId=869562 The increasing number of green and ethical investment funds seeking to find green and ethical businesses to invest in.63 As regards to bigger companies in particular, it can be argued, corporate social responsibility (CSR) guidelines is, not an add-on or an optional extra: it is an integral part of good governance. 64 Engagement between boards and shareholders over remuneration The directors Report introduced the introduction of a major reform in the field of remuneration in the UK in 2002.65 This has placed a legislative requirement for companies publishing the details regarding the remuneration of the executives in the annual reports and also allowed an advisory vote of the shareholders on the issue. It was thought at the time that this would encourage sufficient engagement between boards and shareholders over remuneration. However, it did not produce the results as anticipated. There have been concerns shown by the UK business community in recent years over executive remuneration with a range of voluntary actions. There has been an appreciation for this approach and it did work well in many respects. Significant changes in respect of directors service contracts have been observed in CA 2006, which provide that contracts of more than two years duration need to be approved by shareholders in general meeting. In the absence of such an approval, the term is void and the contract terminable on reasonable notice 66 The current financial turmoil has once again raised the spectre of the executive remuneration issue. The media blamed highly rewarded bankers for the adoption of excessively risky and short-termist trading strategies. This has demanded, for taking measures that should control executive pay. The UK Government asked Lord Turner in October 2008 to review the reasons of the global financial problem. Lord Turner Review was issued in March 2009, with the recommendation for the redesigning of regulation and supervisory approach required to create a more robust banking system for the future. In the review, it was stressed that there is a requirement to improve the effectiveness of internal risk management and corporate governance. 67 63.https://www.iii.co.uk/articles/articledisplay.jsp?article_id=10092961special_id=10060887 64..https://www.lawsociety.org.uk/documents/downloads/corporate%20social%20responsibility.pdf 65..https://www.opsi.gov.uk/si/si2002/20021986.htm 66..https://www.acca.org.uk/pubs/general/activities/library/company_law/tech-tp-cdd.pdf 67..https://www.fsa.gov.uk/pubs/other/turner_review.pdf In these circumstances of financial turmoil, the UK Prime Minister, in 2009 asked Sir David Walker (ex-City regulator) to review corporate governance in the banks of the UK in the light of the current critical loss and the failure throughout in the banking system. The Walker Review with the recommendation was published in November 2009 stressing more transparent pay and bonus structures for all highly paid earners following serious and ongoing corporate governance failing in the financial sector. 68 After Walkers recommendations, the Chief Risk Officers role may fundamentally change. Walker suggested that the Chief Risk Officer mandate should include all material risks and become, at least in part, the eyes and ears of the Board Risk Committee. 69 However, no automatic link exist between the current financial crisis and remuneration levels in banking. The recent problems in the UK financial institutions mainly arisen due to the freezing-up of wholesale funding markets, on which, the business models of certain UK banks (e.g. Northern Rock, HBOS, Alliance and Leicester, Bradford and Bingly) had grown highly dependent. The link is tenuous between remuneration and these problems. Any measure taken by regulators in contrast, to micromanage remuneration structures would be counterproductive. These measures will not solve the underlying causes of financial sector instability. Furthermore, they will create the negative effects of undermining the spirit in UK competitiveness, and distorting the allocation of resources within the enterprises. It would be, however, appropriate that the shareholders must increase their engagement with companies over remuneration. In case if they feel necessary, they could make use of their voting rights more effectively if they believe that levels of director remuneration, in the end are not consistent with long-term value generation. Shareholders should have an opportunity and the right to participate in, and be equipped with sufficient information on, decisions about fundamental corporate changes, such as authorization of additional shares, amendments to constitutional documents, major acquisitions or dispositions, and closure of businesses Thus in the UK model of corporate governance, shareholder voting right on directors pay is an important safeguard which is not present in the United States. The US corporate governance framework arguably could benefit from the grant of similar voting rights to US shareholders. 68.https://www.hm-treasury.gov.uk/walker_review_information.htm 69.https://www.hm-treasury.gov.uk/walker_review_information.htm Recommendations Following recommendations are offered: In all listed companies shareholders should have an advisory vote at the AGM on risk. There is evidence to suggest that in the recent financial crisis number of bank boards were unable to exercise effective oversight of risk. There was lack of engagement among shareholders and boards on this issue. The advisory votes at company AGMs by the shareholders would be an effective way of focusing their (investors) minds on particular issues. As in 2002 an advisory vote on remuneration was introduced which increased investors interest in firms remuneration arrangements. Thus it is proposed that shareholders should have the an advisory vote at the AGM on risk basing on the forward looking risk disclosures provided in the Business Review. Investors should be subject to their own combined code, with regard to which they should either comply or explain. In order to increase an incentive for investors to engage with boards, there is a requirement that shareholders should be subject to a Combined Code for investors in relation to which they should either comply or explain[emailprotected] There should be a code containing statements of best practice in respect of investors engagement with boards. This will increase the moral pressure on fund managers to be good owners. Institutional investors have the best practice codes which was published in 2007 by the International Corporate Governance Network providing Institutional Shareholder Responsibilities. The best practice principles in respect of both the internal governance of investment institutions and with regard to the exercise of their ownership rights are included in it. Institutional Shareholders Committee also published similar set of principles The Responsibilities of Institutional Shareholders and Agents: Statement of Principles in June 2007. The primary aim focuses on the ownership responsibilities of shareholders. As a result the need is for an officially sanctioned code of best practice for investors based on the comply or explain principle which can be used by beneficiaries to hold investors to account, both in terms of investors own internal governance and the exercise of their ownership rights vis--vis investee Companies. The FRC should produce guidance on remuneration to assist in the implementation of the principles and provisions of section B of the Combined Code. There is a requirement to encourage boards to implement a remuneration policy for rewarding long-term performance, and avoids creating perverse incentives that encourage excessive risk-taking. A non-binding Recommendation on the Remuneration of Directors of Listed Companies (IP/09/673) was published by the European Commission in April 2009. There is a requirement for the FRC to promote the application of these principles through guidance on remuneration (similar to the Turnbull and Smith Guidance on internal control and audit committees) Such guidance would support boards in their implementation of section B of the Combined Code. It would be worthwhile that the guidance to promote the following remuneration principles in respect of executive board members: a limit on severance pay (2 years maximum) and an end to severance pay in case of failure; a balance between fixed and variable pay, and the linkage of variable pay to predetermined and measurable performance criteria; the use of remuneration to promote the longer-term sustainability of companies, e.g. through a balance between long and short term performance criteria (financial and non-financial); deferment of variable pay; a minimum vesting period for stock options and shares (at least three years); and retention of part of shares until the end of employment; The reclaim of variable pay paid on the basis of data which subsequently proves to be manifestly misstated (clawback). In addition, the role and operation of remuneration committees should be strengthened. The remuneration committees should incorporate members having specific experience in the design of remuneration. At the AGMs the remuneration committee should be present to provide explanations to shareholders. https://www.frc.org.uk/documents/pagemanager/frc/Responses_to_March_2009_combined_code_consultation/Institute%20of%20Directors.pdf In order to encourage UK institutional investors to become more engaged in corporate governance issues, an idea of shareholder-led nomination committees, as used in Sweden, 70 could be a practical solutions to bridge the engagement gap. The nomination committee which is a sub-committee of the board and made up of board members, appoints the UK boards of directors. In contrast, four or five of the largest shareholders form part of Swedish shareholder-led nomination committees headed by the non-executive chair of the board. The recommendations made by the committee are directly coomunicated to the annual general meeting with the details of the structure and amount of remuneration for each director, which is then voted on by investors. 71 Further more there is nothing in the existing comply or explain UK corporate governance code to stop UK companies from adopting similar arrangements for their nomination committees. It would solve the engagement gap to tackle the issue of ownerless corporations as described by Lord Myners. 72 This would increase the confidence and trust in the board by improving transparency. However, it depends upon the willingness of institutional investors to participate for making this process a success. In order to increase the insufficient dialogue between investors and companies another obvious solution could be the nomination of their own non-executive board members by the institutional investors. However, this recommendation might not be embraced by the investment community, because it might reduces their flexibility in buying and selling a companys shares as it would exposes them to insider dealing legislation. Thus, there is arguably a need for a code of responsibilities for institutional investors to match the Combined Code that relates to companies. In short, a strong dialogue among shareholders and boards is essential and important for the company in the UK model of corporate governance. In order to achieve the success for the UK model, it should be based on the consent and participation of shareholders. If in case that is no longer present, it could encourage a shift towards a legislative approach. 70https://www.ecgi.org/codes/documents/code_sweden.pdf 71.https://www.forceforgood.com/Uploaded_Content/tool/303201018345974.pdf 72. Myners says trustees must meet governance legal duty and Myners wants legal governance duty for managers In order to increase a discipline among the companies and their management the UKs takeover rules continue to make the UK as a leading destination for foreign investment and as a leading location for corporate HQs and operations.73 However, it is believed that there is need for reforming certain aspects of the existing rules. Hostile Takeovers a last resort with an approval of two-thirds majority support The threat of hostile takeover would provide a source of discipline for improving the most underperforming companies and their management. However, it should be noted that hostile takeovers should be used as a last resort because it is believed that it constitutes a short-termist management approach. 74 As regards to approval of takeovers, it would be a matter for shareholders to decide. Since such a decision is likely to exert a crucial impact on all of the companies involved. So it is important to ensure that as many shareholders as possible are fully supportive of such a step. Thus the threshold for approval of a hostile takeover should be raised to a shareholder majority of two-thirds (rather than a simple majority, as at present). 75 Summary The UK corporate governance framework is governed by the Listing Rules issued by the FSA, the Combined Code issued by the FRC and the Companies Act. 76 The first Combined Code was issued in 1998, and has been updated at regular intervals with 2003, 2006, 2008 versions since then. However, the June 2008 edition incorporates minor changes.77 Relations with shareholders A key component of UK model of Corporate Governance is for having a constructive dialogue among shareholders and companies. This is also reflected in the recommendations of the Combined Code which says that The board as a whole has responsibility for ensuring that a satisfactory dialogue with shareholders takes place 78(Section 1, D.1). The Code also states that institutional shareholders should enter into a dialogue with companies based on the mutual understanding of objectives79 (Section 2, E.1). 73. https://corporatelawandgovernance.blogspot.com/ 74.https://press.iod.com/2010/04/22/takeover-rules-need-reform-says-iod/?utm_source=rssutm_medium=rssutm_campaign=takeover-rules-need-reform-says-iod 75.https://press.iod.com/2010/04/22/takeover-rules-need-reform-says-iod/?utm_source=rssutm_medium=rssutm_campaign=takeover-rules-need-reform-says-iod 76.https://www.estandardsforum.org/united-kingdom/standards/principles-of-corporate-governance 77.https://www.flmemo.co.uk/newsletters/afr/2008/issue_1_files/combined_code.htm 78.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 79.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf The UK Combined Code encourages Institutional shareholders to take an active role in governance enter into a dialogue with companies based on the mutual understanding of objectives. 80 (Main Principle- E.1 combined code 2008) Constructive use of AGM The board has the provision of making use the AGM to communicate with the investors and to encourage their participation 81(Main Principle D.2). At any AGM, a separate resolution on each separate issue should be proposed by the company, including to the report and accounts 82(Code Provisions D.2.1) The chairman should ensure attendance by all directors and chairmen of the audit, remuneration and nomination committees to answer questions at the AGM. It is recommended by the combined code for major shareholders to attend AGMs where appropriate and Practicable 83(Supporting Principles E.3) Evaluation of governance disclosures The combined code has emphasised about the evaluation of the companies governance arrangements and provide that When evaluating a companies governance arrangements, institutional shareholders should give due weight to all relevant factors drawn to their attention. (Main Principle, E.2). It was advised by the code that Institutional shareholders should consider carefully explanations given for departure from this Code and make reasoned judgements in each case. They should give an explanation to the company, in writing where appropriate, and be prepared to enter a dialogue if they do not accept the companys position. They should avoid a box-ticking approach to assessing a companys corporate governance.84 (Supporting 80.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 81.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 82.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 83.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 84.https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf The combined code has also emphasised to follow the Comply-or-Explain85 rule for the companies to report on their corporate governance practices annually and account for deviation from the codes recommendations. The directors are accountable to the company as a whole under the 2006 Act; which has strengthened the rights of the shareholder, particularaly the minority; and requiring a business review for encouraging transparency and improve shareholders ability for assessing the progress.86 In addition, the EUs Takeover Directive and Transparency Directives have provided the new criteria for transparency and disclosure.87 Shareholders should have an opportunity and the right to participate in, and be equipped with sufficient information on, decisions about fundamental corporate changes, such as authorization of additional shares, amendments to constitutional documents, major acquisitions or dispositions, and closure of businesses. The companies are also required for ensuring shareholders effective participation in key corporate governance decisions on the nomination, election and removal of members of the board as well as external auditors and give shareholders the opportunity to express their views on remuneration policies for top managers and board members. 88 The 2008 Barker paper indicates that the shareholders in extreme cases resort to legally-underpinned shareholders rights if informal negotiations with the board are not adequate. However, the Company Law provide that shareholders have comparatively extensive voting rights which include the right to appoint and dismiss individual directors and under special circumstances call an EGM. Requirements with regards to AGM , including the provision of information to shareholders arrangements for voting on resolutions are also laid out in Company Law. The Listing Rules provide further rights to Shareholders major transactions being put to vote or disclosure of information to the market. The new Companies Law, introduces a new procedure for shareholders to bring proceeding, on behalf of the company, against a director for negligence, default, breach of duty or breach of trust, enabling minority shareholders to better bring action against those in control. 85. 2nd code Combined Code on Corporate Governance. https://www.frc.org.uk/documents/pagemanager/frc/Combined_Code_June_2008/Combined%20Code%20Web%20Optimized%20June%202008(2).pdf 86.https://www.estandardsforum.org/report_generator/report.pdf?best_practices=truecountry_id=18 87.https://www.simmons-simmons.com/index.cfm?fuseaction=service_industry.display_leftpage=2071 88.https://www.iod.com/intershoproot/eCS/Store/en/pdfs/policy_publication_The_UK_Model_of_Corporate_Governance.pdf

Ezekiel Essay - 1090 Words

Ezekiel meaning the strength of God, is one of the four greater prophets in the Old Testament. Ezekiel was the son of a priest named Buzi. Not much is known about Ezekiel’s childhood; much more is know after the age of twenty-five. Ezekiel was taken captive in the captivity of Jehoiachin, about eleven years before the destruction of Jerusalem. He was one of the many members of a community of Jewish people who settled on the banks of the Chebar, a river of Babylon. Ezekiel began prophesying in 595 B.C, and finished prophesying in 573 B.C. Ezekiel prophesied for a period that lasted about twenty-two years. Ezekiel was a married man but little else is known about his family life, he also had a house in his place of exile. His wife died a†¦show more content†¦Ezekiel’s ministry began with a many performances of symbolic acts, all these acts was a symbol of God’s warnings of the coming fall of Jerusalem and the scattering of its people. Chapters 8-11 containe d an extended vision where Ezekiel was in a temple in Jerusalem where he saw hateful worship practices. Ezekiel strongly marked woes on the false prophets and prophetesses that were leading the people astray. Even with this he did not excuse each individual from his or her responsibility to God. God told Ezekiel not to mourn when his wife died during the taking of Jerusalem to show the people that God’s sympathy for His disobedient people was running out. Chapters 25-32 contains messages against the surrounding nations. This is unusual because usually a prophet’s task was to warn his own people, these messages served as warnings that all people could not escape punishment if they did not acknowledge Him. After the fall of Jerusalem, Ezekiel changed the basis of his messages. There was no longer need for warning of punishment. Instead, the devastated nation needed encouragement and be told that there was hope for the future. Beginning with chapter 33, there are mainly m essages of hope. The vision of the valley of dry bones shows the future resurrection of the nation. The prophecies concerning God of the land of Magdog gives assurance that God would protect His people from their enemies.Show MoreRelatedThe Book Of Ezekiel And The Destruction Of Jerusalem1463 Words   |  6 PagesThe Book of Ezekiel is and the man himself is in the midst of historical event associated with the demise of Judah and the destruction of Jerusalem (587 B.C.E) Ezekiel, along with other Judahites were taken into exile in Babylon in 597. In effect there were two Judahs one in the land of Judah and one in exile. One king, Jehoiachin was in exile and Zedekiah in Jerusalem. Under Babylonian bonds and rejecting prophetic advice, they refused to pay their tribute. 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Although the way the message is portrayed is very difficult to discern what it is saying at times, it still holds a lot of truth that all Christians need to apply to their lives today. In order for one to begin to understandRead MoreFrom Man Of Sin Of Satan Essay2321 Words   |  10 PagesFrom Man of Sin to Man of Satan It is amazing how much God has revealed to us in His word, the Bible. It’s all there, right in front of us, if we’d only look. Ezekiel 28 is one of the most remarkable of ALL the passages on the Antichrist. From a personal â€Å"inside† perspective, it rivals 2 Thessalonians 2 and Revelation. It reveals for us a person who will stop at nothing to gain wealth, and a person who is wise in his own eyes. I list the chapter in its entirety— 1The word of the LORD came againRead MoreEzekiel and the New Temple Essay2378 Words   |  10 Pagesthat held observance of the Mosaic law. Therefore, the meaning and purpose of Ezekiel’s vision of a futuristic temple will show that both the literal and figurative exegetical interpretation of Ezekiel 40-48 are critical to God’s worldview for Israel to be restore back to God. Examining the book of Ezekiel three are three key visions incorporate into God’s worldview for Israel. The proto-apocalyptic vision shows the progression of how Israel experienced God’s revealed glory, then because of theirRead MoreEzekiel s Prophecies : Restoration Of Israel2063 Words   |  9 PagesEzekiel’s Prophecies: Restoration of Israel The purpose of this analysis is to consider parts of the context in which the Book of Ezekiel was written in. Through this, we can come to a better understanding of the meaning of the passages by studying the authorship, time period, the setting, and the people to whom it was written. In Ezekiel 36:22-32, Ezekiel prophesies about the restoration of Israel and delivers God’s promises to the people of Israel. 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The Da Vinci Code Chapter 84-86 Free Essays

string(42) " plane and rapped loudly on the fuselage\." CHAPTER 84 In a rubbish-strewn alley very close to Temple Church, Remy Legaludec pulled the Jaguar limousine to a stop behind a row of industrial waste bins. Killing the engine, he checked the area. Deserted. We will write a custom essay sample on The Da Vinci Code Chapter 84-86 or any similar topic only for you Order Now He got out of the car, walked toward the rear, and climbed back into the limousine’s main cabin where the monk was. Sensing Remy’s presence, the monk in the back emerged from a prayer-like trance, his red eyes looking more curious than fearful. All evening Remy had been impressed with this trussed man’s ability to stay calm. After some initial struggles in the Range Rover, the monk seemed to have accepted his plight and given over his fate to a higher power. Loosening his bow tie, Remy unbuttoned his high, starched, wing-tipped collar and felt as if he could breathe for the first time in years. He went to the limousine’s wet bar, where he poured himself a Smirnoff vodka. He drank it in a single swallow and followed it with a second. Soon I will be a man of leisure. Searching the bar, Remy found a standard service wine-opener and flicked open the sharp blade. The knife was usually employed to slice the lead foil from corks on fine bottles of wine, but it would serve a far more dramatic purpose this morning. Remy turned and faced Silas, holding up the glimmering blade. Now those red eyes flashed fear. Remy smiled and moved toward the back of the limousine. The monk recoiled, struggling against his bonds. â€Å"Be still,† Remy whispered, raising the blade. Silas could not believe that God had forsaken him. Even the physical pain of being bound Silas had turned into a spiritual exercise, asking the throb of his blood-starved muscles to remind him of the pain Christ endured. I have been praying all night for liberation.Now, as the knife descended, Silas clenched his eyes shut. A slash of pain tore through his shoulder blades. He cried out, unable to believe he was going to die here in the back of this limousine, unable to defend himself. I was doing God’s work.TheTeacher said he would protect me. Silas felt the biting warmth spreading across his back and shoulders and could picture his own blood, spilling out over his flesh. A piercing pain cut through his thighs now, and he felt the onset of that familiar undertow of disorientation – the body’s defense mechanism against the pain. As the biting heat tore through all of his muscles now, Silas clenched his eyes tighter, determined that the final image of his life would not be of his own killer. Instead he pictured a younger Bishop Aringarosa, standing before the small church in Spain†¦ the church that he and Silas had built with their own hands. The beginning of my life. Silas felt as if his body were on fire. â€Å"Take a drink,† the tuxedoed man whispered, his accent French. â€Å"It will help with your circulation.† Silas’s eyes flew open in surprise. A blurry image was leaning over him, offering a glass of liquid. A mound of shredded duct tape lay on the floor beside the bloodless knife. â€Å"Drink this,† he repeated. â€Å"The pain you feel is the blood rushing into your muscles.† Silas felt the fiery throb transforming now to a prickling sting. The vodka tasted terrible, but he drank it, feeling grateful. Fate had dealt Silas a healthy share of bad luck tonight, but God had solved it all with one miraculous twist. God has not forsaken me. Silas knew what Bishop Aringarosa would call it. Divine intervention. â€Å"I had wanted to free you earlier,† the servant apologized,† but it was impossible. With the police arriving at Chateau Villette, and then at Biggin Hill airport, this was the first possible moment. You understand, don’t you, Silas?† Silas recoiled, startled. â€Å"You know my name?† The servant smiled. Silas sat up now, rubbing his stiff muscles, his emotions a torrent of incredulity, appreciation, and confusion. â€Å"Are you†¦ the Teacher?† Remy shook his head, laughing at the proposition. â€Å"I wish I had that kind of power. No, I am not the Teacher. Like you, I serve him. But the Teacher speaks highly of you. My name is Remy.† Silas was amazed. â€Å"I don’t understand. If you work for the Teacher, why did Langdon bring the keystone to your home?† â€Å"Not my home. The home of the world’s foremost Grail historian, Sir Leigh Teabing.† â€Å"But you live there. The odds†¦Ã¢â‚¬  Remy smiled, seeming to have no trouble with the apparent coincidence of Langdon’s chosen refuge. â€Å"It was all utterly predictable. Robert Langdon was in possession of the keystone, and he needed help. What more logical place to run than to the home of Leigh Teabing? That I happen to live there is why the Teacher approached me in the first place.† He paused. â€Å"How do you think the Teacher knows so much about the Grail?† Now it dawned, and Silas was stunned. The Teacher had recruited a servant who had access to all of Sir Leigh Teabing’s research. It was brilliant. â€Å"There is much I have to tell you,† Remy said, handing Silas the loaded Heckler Koch pistol. Then he reached through the open partition and retrieved a small, palm-sized revolver from the glove box. â€Å"But first, you and I have a job to do.† Captain Fache descended from his transport plane at Biggin Hill and listened in disbelief to the Kent chief inspector’s account of what had happened in Teabing’s hangar. â€Å"I searched the plane myself,† the inspector insisted,† and there was no one inside.† His tone turned haughty. â€Å"And I should add that if Sir Leigh Teabing presses charges against me, I will – â€Å" â€Å"Did you interrogate the pilot?† â€Å"Of course not. He is French, and our jurisdiction requires – â€Å"Take me to the plane.† Arriving at the hangar, Fache needed only sixty seconds to locate an anomalous smear of blood on the pavement near where the limousine had been parked. Fache walked up to the plane and rapped loudly on the fuselage. You read "The Da Vinci Code Chapter 84-86" in category "Essay examples" â€Å"This is the captain of the French Judicial Police. Open the door!† The terrified pilot opened the hatch and lowered the stairs. Fache ascended. Three minutes later, with the help of his sidearm, he had a full confession, including a description of the bound albino monk. In addition, he learned that the pilot saw Langdon and Sophie leave something behind in Teabing’s safe, a wooden box of some sort. Although the pilot denied knowing what was in the box, he admitted it had been the focus of Langdon’s full attention during the flight to London. â€Å"Open the safe,† Fache demanded. The pilot looked terrified. â€Å"I don’t know the combination!† â€Å"That’s too bad. I was going to offer to let you keep your pilot’s license.† The pilot wrung his hands. â€Å"I know some men in maintenance here. Maybe they could drill it?† â€Å"You have half an hour.† The pilot leapt for his radio. Fache strode to the back of the plane and poured himself a hard drink. It was early, but he had not yet slept, so this hardly counted as drinking before noon. Sitting in a plush bucket seat, he closed his eyes, trying to sort out what was going on. The Kent police’s blunder could cost me dearly. Everyone was now on the lookout for a black Jaguar limousine. Fache’s phone rang, and he wished for a moment’s peace. â€Å"Allo?† â€Å"I’m en route to London.† It was Bishop Aringarosa. â€Å"I’ll be arriving in an hour.† Fache sat up. â€Å"I thought you were going to Paris.† â€Å"I am deeply concerned. I have changed my plans.† â€Å"You should not have.† â€Å"Do you have Silas?† â€Å"No. His captors eluded the local police before I landed.† Aringarosa’s anger rang sharply. â€Å"You assured me you would stop that plane!† Fache lowered his voice. â€Å"Bishop, considering your situation, I recommend you not test my patience today. I will find Silas and the others as soon as possible. Where are you landing?† â€Å"One moment.† Aringarosa covered the receiver and then came back. â€Å"The pilot is trying to get clearance at Heathrow. I’m his only passenger, but our redirect was unscheduled.† â€Å"Tell him to come to Biggin Hill Executive Airport in Kent. I’ll get him clearance. If I’m not here when you land, I’ll have a car waiting for you.† â€Å"Thank you.† â€Å"As I expressed when we first spoke, Bishop, you would do well to remember that you are not the only man on the verge of losing everything.† CHAPTER 85 You seek the orb that ought be on his tomb. Each of the carved knights within the Temple Church lay on his back with his head resting on a rectangular stone pillow. Sophie felt a chill. The poem’s reference to an† orb† conjured images of the night in her grandfather’s basement. Hieros Gamos. The orbs. Sophie wondered if the ritual had been performed in this very sanctuary. The circular room seemed custom-built for such a pagan rite. A stone pew encircled a bare expanse of floor in the middle. A theater in the round, as Robert had called it. She imagined this chamber at night, filled with masked people, chanting by torchlight, all witnessing a† sacred communion† in the center of the room. Forcing the image from her mind, she advanced with Langdon and Teabing toward the first group of knights. Despite Teabing’s insistence that their investigation should be conducted meticulously, Sophie felt eager and pushed ahead of them, making a cursory walk-through of the five knights on the left. Scrutinizing these first tombs, Sophie noted the similarities and differences between them. Every knight was on his back, but three of the knights had their legs extended straight out while two had their legs crossed. The oddity seemed to have no relevance to the missing orb. Examining their clothing, Sophie noted that two of the knights wore tunics over their armor, while the other three wore ankle-length robes. Again, utterly unhelpful. Sophie turned her attention to the only other obvious difference – their hand positions. Two knights clutched swords, two prayed, and one had his arms at his side. After a long moment looking at the hands, Sophie shrugged, having seen no hint anywhere of a conspicuously absent orb. Feeling the weight of the cryptex in her sweater pocket, she glanced back at Langdon and Teabing. The men were moving slowly, still only at the third knight, apparently having no luck either. In no mood to wait, she turned away from them toward the second group of knights. As she crossed the open space, she quietly recited the poem she had read so many times now that it was committed to memory. In London lies a knight a Pope interred. His labor’s fruit a Holy wrath incurred. You seek the orb that ought be on his tomb. It speaks of Rosy flesh and seeded womb. When Sophie arrived at the second group of knights, she found that this second group was similar to the first. All lay with varied body positions, wearing armor and swords. That was, all except the tenth and final tomb. Hurrying over to it, she stared down. No pillow. No armor. No tunic. No sword. â€Å"Robert? Leigh?† she called, her voice echoing around the chamber. â€Å"There’s something missing over here.† Both men looked up and immediately began to cross the room toward her. â€Å"An orb?† Teabing called excitedly. His crutches clicked out a rapid staccato as he hurried across the room. â€Å"Are we missing an orb?† â€Å"Not exactly,† Sophie said, frowning at the tenth tomb. â€Å"We seem to be missing an entire knight.† Arriving beside her both men gazed down in confusion at the tenth tomb. Rather than a knight lying in the open air, this tomb was a sealed stone casket. The casket was trapezoidal, tapered at the feet, widening toward the top, with a peaked lid. â€Å"Why isn’t this knight shown?† Langdon asked. â€Å"Fascinating,† Teabing said, stroking his chin. â€Å"I had forgotten about this oddity. It’s been years since I was here.† â€Å"This coffin,† Sophie said,† looks like it was carved at the same time and by the same sculptor as the other nine tombs. So why is this knight in a casket rather than in the open?† Teabing shook his head. â€Å"One of this church’s mysteries. To the best of my knowledge, nobody has ever found any explanation for it.† â€Å"Hello?† the altar boy said, arriving with a perturbed look on his face. â€Å"Forgive me if this seems rude, but you told me you wanted to spread ashes, and yet you seem to be sightseeing.† Teabing scowled at the boy and turned to Langdon. â€Å"Mr. Wren, apparently your family’s philanthropy does not buy you the time it used to, so perhaps we should take out the ashes and get on with it.† Teabing turned to Sophie. â€Å"Mrs. Wren?† Sophie played along, pulling the vellum-wrapped cryptex from her pocket. â€Å"Now then,† Teabing snapped at the boy,† if you would give us some privacy?† The altar boy did not move. He was eyeing Langdon closely now. â€Å"You look familiar.† Teabing huffed. â€Å"Perhaps that is because Mr. Wren comes here every year!† Or perhaps, Sophie now feared, because he saw Langdon on television at the Vatican last year. â€Å"I have never met Mr. Wren,† the altar boy declared. â€Å"You’re mistaken,† Langdon said politely. â€Å"I believe you and I met in passing last year. Father Knowles failed to formally introduce us, but I recognized your face as we came in. Now, I realize this is an intrusion, but if you could afford me a few more minutes, I have traveled a great distance to scatter ashes amongst these tombs.† Langdon spoke his lines with Teabing-esque believability. The altar boy’s expression turned even more skeptical. â€Å"These are not tombs.† â€Å"I’m sorry?† Langdon said. â€Å"Of course they are tombs,† Teabing declared. â€Å"What are you talking about?† The altar boy shook his head. â€Å"Tombs contain bodies. These are effigies. Stone tributes to real men. There are no bodies beneath these figures.† â€Å"This is a crypt!† Teabing said. â€Å"Only in outdated history books. This was believed to be a crypt but was revealed as nothing of the sort during the 1950 renovation.† He turned back to Langdon. â€Å"And I imagine Mr. Wren would know that. Considering it was his family that uncovered that fact.† An uneasy silence fell. It was broken by the sound of a door slamming out in the annex. â€Å"That must be Father Knowles,† Teabing said. â€Å"Perhaps you should go see?† The altar boy looked doubtful but stalked back toward the annex, leaving Langdon, Sophie, and Teabing to eye one another gloomily. â€Å"Leigh,† Langdon whispered. â€Å"No bodies? What is he talking about?† Teabing looked distraught. â€Å"I don’t know. I always thought†¦ certainly, this must be the place. I can’t imagine he knows what he is talking about. It makes no sense!† â€Å"Can I see the poem again?† Langdon said. Sophie pulled the cryptex from her pocket and carefully handed it to him. Langdon unwrapped the vellum, holding the cryptex in his hand while he examined the poem. â€Å"Yes, the poem definitely references a tomb.Not an effigy.† â€Å"Could the poem be wrong?† Teabing asked. â€Å"Could Jacques Sauniere have made the same mistake I just did?† Langdon considered it and shook his head. â€Å"Leigh, you said it yourself. This church was built by Templars, the military arm of the Priory. Something tells me the Grand Master of the Priory would have a pretty good idea if there were knights buried here.† Teabing looked flabbergasted. â€Å"But this place is perfect.† He wheeled back toward the knights. â€Å"We must be missing something!† Entering the annex, the altar boy was surprised to find it deserted. â€Å"Father Knowles?† I know Iheard the door, he thought, moving forward until he could see the entryway. A thin man in a tuxedo stood near the doorway, scratching his head and looking lost. The altar boy gave an irritated huff, realizing he had forgotten to relock the door when he let the others in. Now some pathetic sod had wandered in off the street, looking for directions to some wedding from the looks of it. â€Å"I’m sorry,† he called out, passing a large pillar,† we’re closed.† A flurry of cloth ruffled behind him, and before the altar boy could turn, his head snapped backward, a powerful hand clamping hard over his mouth from behind, muffling his scream. The hand over the boy’s mouth was snow-white, and he smelled alcohol. The prim man in the tuxedo calmly produced a very small revolver, which he aimed directly at the boy’s forehead. The altar boy felt his groin grow hot and realized he had wet himself. â€Å"Listen carefully,† the tuxedoed man whispered. â€Å"You will exit this church silently, and you will run. You will not stop. Is that clear?† The boy nodded as best he could with the hand over his mouth. â€Å"If you call the police†¦Ã¢â‚¬  The tuxedoed man pressed the gun to his skin. â€Å"I will find you.† The next thing the boy knew, he was sprinting across the outside courtyard with no plans of stopping until his legs gave out. CHAPTER 86 Like a ghost, Silas drifted silently behind his target. Sophie Neveu sensed him too late. Before she could turn, Silas pressed the gun barrel into her spine and wrapped a powerful arm across her chest, pulling her back against his hulking body. She yelled in surprise. Teabing and Langdon both turned now, their expressions astonished and fearful. â€Å"What†¦ ?† Teabing choked out. â€Å"What did you do to Remy!† â€Å"Your only concern,† Silas said calmly,† is that I leave here with the keystone.† This recovery mission, as Remy had described it, was to be clean and simple: Enter the church, take the keystone, and walk out; no killing, no struggle. Holding Sophie firm, Silas dropped his hand from her chest, down to her waist, slipping it inside her deep sweater pockets, searching. He could smell the soft fragrance of her hair through his own alcohol-laced breath. â€Å"Where is it?† he whispered. The keystone was in her sweater pocket earlier. So where is it now? â€Å"It’s over here,† Langdon’s deep voice resonated from across the room. Silas turned to see Langdon holding the black cryptex before him, waving it back and forth like a matador tempting a dumb animal. â€Å"Set it down,† Silas demanded. â€Å"Let Sophie and Leigh leave the church,† Langdon replied. â€Å"You and I can settle this.† Silas pushed Sophie away from him and aimed the gun at Langdon, moving toward him. â€Å"Not a step closer,† Langdon said. â€Å"Not until they leave the building.† â€Å"You are in no position to make demands.† â€Å"I disagree.† Langdon raised the cryptex high over his head. â€Å"I will not hesitate to smash this on the floor and break the vial inside.† Although Silas sneered outwardly at the threat, he felt a flash of fear. This was unexpected. He aimed the gun at Langdon’s head and kept his voice as steady as his hand. â€Å"You would never break the keystone. You want to find the Grail as much as I do.† â€Å"You’re wrong. You want it much more. You’ve proven you’re willing to kill for it.† Forty feet away, peering out from the annex pews near the archway, Remy Legaludec felt a rising alarm. The maneuver had not gone as planned, and even from here, he could see Silas was uncertain how to handle the situation. At the Teacher’s orders, Remy had forbidden Silas to fire his gun. â€Å"Let them go,† Langdon again demanded, holding the cryptex high over his head and staring into Silas’s gun. The monk’s red eyes filled with anger and frustration, and Remy tightened with fear that Silas might actually shoot Langdon while he was holding the cryptex. The cryptex cannot fall! The cryptex was to be Remy’s ticket to freedom and wealth. A little over a year ago, he was simply a fifty-five-year-old manservant living within the walls of Chateau Villette, catering to the whims of the insufferable cripple Sir Leigh Teabing. Then he was approached with an extraordinary proposition. Remy’s association with Sir Leigh Teabing – the preeminent Grail historian on earth – was going to bring Remy everything he had ever dreamed of in life. Since then, every moment he had spent inside Chateau Villette had been leading him to this very instant. I am so close, Remy told himself, gazing into the sanctuary of the Temple Church and the keystone in Robert Langdon’s hand. If Langdon dropped it, all would be lost. Am I willing to show my face? It was something the Teacher had strictly forbidden. Remy was the only one who knew the Teacher’s identity. â€Å"Are you certain you want Silas to carry out this task?† Remy had asked the Teacher less than half an hour ago, upon getting orders to steal the keystone. â€Å"I myself am capable.† The Teacher was resolute. â€Å"Silas served us well with the four Priory members. He will recover the keystone. You must remain anonymous. If others see you, they will need to be eliminated, and there has been enough killing already. Do not reveal your face.† My face will change, Remy thought. With what you’ve promised to pay me, I will become an entirely new man.Surgery could even change his fingerprints, the Teacher had told him. Soon he would be free – another unrecognizable, beautiful face soaking up the sun on the beach. â€Å"Understood,† Remy said. â€Å"I will assist Silas from the shadows.† â€Å"For your own knowledge, Remy,† the Teacher had told him,† the tomb in question is not in the Temple Church. So have no fear. They are looking in the wrong place.† Remy was stunned. â€Å"And you know where the tomb is?† â€Å"Of course. Later, I will tell you. For the moment, you must act quickly. If the others figure out the true location of the tomb and leave the church before you take the cryptex, we could lose the Grail forever.† Remy didn’t give a damn about the Grail, except that the Teacher refused to pay him until it was found. Remy felt giddy every time he thought of the money he soon would have. One third oftwenty million euro.Plenty to disappear forever.Remy had pictured the beach towns on the Cà ´te d’Azur, where he planned to live out his days basking in the sun and letting others serve him for a change. Now, however, here in the Temple Church, with Langdon threatening to break the keystone, Remy’s future was at risk. Unable to bear the thought of coming this close only to lose it all, Remy made the decision to take bold action. The gun in his hand was a concealable, small-caliber, J-frame Medusa, but it would be plenty deadly at close range. Stepping from the shadows, Remy marched into the circular chamber and aimed the gun directly at Teabing’s head. â€Å"Old man, I’ve been waiting a long time to do this.† Sir Leigh Teabing’s heart practically stalled to see Remy aiming a gun at him. What is he doing! Teabing recognized the tiny Medusa revolver as his own, the one he kept locked in the limousine glove box for safety. â€Å"Remy?† Teabing sputtered in shock. â€Å"What is going on?† Langdon and Sophie looked equally dumbstruck. Remy circled behind Teabing and rammed the pistol barrel into his back, high and on the left, directly behind his heart. Teabing felt his muscles seize with terror. â€Å"Remy, I don’t – â€Å" â€Å"I’ll make it simple,† Remy snapped, eyeing Langdon over Teabing’s shoulder. â€Å"Set down the keystone, or I pull the trigger.† Langdon seemed momentarily paralyzed. â€Å"The keystone is worthless to you,† he stammered. â€Å"You cannot possibly open it.† â€Å"Arrogant fools,† Remy sneered. â€Å"Have you not noticed that I have been listening tonight as you discussed these poems? Everything I heard, I have shared with others. Others who know more than you. You are not even looking in the right place. The tomb you seek is in another location entirely!† Teabing felt panicked. What is he saying! â€Å"Why do you want the Grail?† Langdon demanded. â€Å"To destroy it? Before the End of Days?† Remy called to the monk. â€Å"Silas, take the keystone from Mr. Langdon.† As the monk advanced, Langdon stepped back, raising the keystone high, looking fully prepared to hurl it at the floor. â€Å"I would rather break it,† Langdon said, â€Å"than see it in the wrong hands.† Teabing now felt a wave of horror. He could see his life’s work evaporating before his eyes. All his dreams about to be shattered. â€Å"Robert, no!† Teabing exclaimed. â€Å"Don’t! That’s the Grail you’re holding! Remy would never shoot me. We’ve known each other for ten – â€Å" Remy aimed at the ceiling and fired the Medusa. The blast was enormous for such a small weapon, the gunshot echoing like thunder inside the stone chamber. Everyone froze.† I am not playing games,† Remy said. â€Å"The next one is in his back. Hand the keystone to Silas.† Langdon reluctantly held out the cryptex. Silas stepped forward and took it, his red eyes gleaming with the self-satisfaction of vengeance. Slipping the keystone in the pocket of his robe, Silas backed off, still holding Langdon and Sophie at gunpoint. Teabing felt Remy’s arm clamp hard around his neck as the servant began backing out of the building, dragging Teabing with him, the gun still pressed in his back. â€Å"Let him go,† Langdon demanded. â€Å"We’re taking Mr. Teabing for a drive,† Remy said, still backing up. â€Å"If you call the police, he will die. If you do anything to interfere, he will die. Is that clear?† â€Å"Take me,† Langdon demanded, his voice cracking with emotion. â€Å"Let Leigh go.† Remy laughed. â€Å"I don’t think so. He and I have such a nice history. Besides, he still might prove useful.† Silas was backing up now, keeping Langdon and Sophie at gunpoint as Remy pulled Leigh toward the exit, his crutches dragging behind him. Sophie’s voice was unwavering. â€Å"Who are you working for?† The question brought a smirk to the departing Remy’s face. â€Å"You would be surprised, Mademoiselle Neveu.† How to cite The Da Vinci Code Chapter 84-86, Essay examples