搜索
DF411.91StudyonIndependentDirectorSystemsupervisoryboard,corporategovernanceindependentdirector1901.2.3.CEO4.independentdirectorunaffiliatedoutsidedirectorindependentNED21.2.3.3AbstractForthelastfewyears,peoplehaveattachedgreater&greaterimportancetoimprovingthestructureofcorporategovernance,especiallytoimprovingtheindependentdirectorsystem.Althoughindependentdirectorisahouseholdword,peoplehaven’tstudieddeeplyandobjectivelysuchreasonablecoreasitsproducingbackground&operatingmechanismetc.Eventhevaluejudgementaboutitisnotcomprehensiveandfair.YetasthemainstayinthenationalcorporateinnersupervisionmechanismofEngland-Americalegalsystem,theindependentdirectorsystemcan’tbeunderestimatedinpractice.Therefore,today,withthecorporategovernancebecomingmorebalancedandsimilarinternationally,weshouldmakeafull&comprehensivestudyofit,anddrawusefullessonsfromforeigncountries.Part:ProbeandanalysisoftheconceptAtfirst,thesectiondescribesthedevelopingoftheindependentdirectorsystem,includingtheembryonicstage,developingstageandmaturestage,andrevealeditsproducingbackgroundandhistoricalroots.Iregardthisindependenceasthebasicqualityoftheindependentdirector.Soonthebasisofimportantcorporategovernancedocuments,Iintroducethespecificcriteriausedforjudging“independence”inEngland&America.Fromwhichthefollowingconclusionsaredrawn:First,theindependencecriteriaisdynamic,andonalargedegreeisdependentonsuchrelatedfactorsasthebody,surroundings&benefitsflowingetc.Second,theindependencecriteriaarerelativebecauseithasawealthofcontents.Third,theindependencecriteriamainlyincludetherelationsinemploying,economy,statusandotheronesthatcaninfluenceourindependentjudgement.Atlast,relyingontheprecedingones,Imakethebriefconceptionofindependentdirector:itisthedirectorhavingthecharacterofindependenceinthecorporateonthemarket.Astotheindependence,thatdepends.Andnexttoit,IdistinguishtherelatedconceptsofindependentdirectoranddefinethesynonymsofindependentdirectorasunaffiliatedoutsidedirectorandindependentNED.PartTwo:TheoperationoftheindependentdirectorsystemItbeginswiththefunctionpositioningoftheindependentdirector,and4thenthesummarizingofbothrolestheindependentplaysmeanwhile,i.e.thesupervisorandsupporter,basedonsomeimportantdocumentsandthecorporategovernancepractice.Ofthetwo,supervisionisthemainfunctionwhilesupportsupplementary,andeachsubsidiarycommitteesofthedirectoratefulfillthespecificwork.Thenittellsusthequalificationoftheindependentdirectorbeingappointed,includingpositiveandpassiveones.Withtheformermainlyabouttheabilitiesandqualitiespossessedbyanindependentdirector,theyarenotdemandedmandatorybyrelateddocumentsingeneral,whilethelatteraboutconditionsthatanindependentdirectorshouldn’thave,i.e.dependence,whichisdemandedmandatory.Andfinally,itconcentratesontheoperatingmechanismoftheindependentdirector,includingthedetailedprinciplesofappointing,proportion,worktime,informationexchangingmechanism,salarystructureandresponsibility,etc.Andbythis,showstheoperatingtruthoftheindependentdirectorsystem.PartThree:ThevalueanalysisoftheindependentdirectorsystemItfirstintroducessomeforeignscholars’theoreticresearchesandauthenticproofanalysisaboutthesystem,discoversthesuperiorityofthesystem,especiallyinpromotinginnersupervision,atthesametime,itlistseverydifficultpositionsthesystemencountersinpractice,andrevealsobjectivelyitslimits.Foundingonthese,andcombiningthesystem’sproducingbackgroundandoperatingmechanism,Imakeacomprehensivevalueanalysisaboutthesystem,andthinkthesystemcomesintobeinglogicallyandnecessarily,andthesystemitself’sdesignisreasonablyonthewhole,anditreallystrengthenstheinnersupervisioneffectively.Weneedtodependontheimprovementofthecomprehensivegovernancetosolvethedifficultiesencounteredinpractice,mostofwhichderivefromotherbadfactors,andwehopetoovercometheintrinsicshortcomingsinourpractice.PartFour:DrawingusefullessonsfromtheindependentdirectorsystemFirst,Iinvestigatedthedifficultpositionsthedomesticsonthemarketcorporatehaveininnersupervision,andsummarizethreecauses:1.Unreasonableshare-and-rightstructure.2.Imperfectrelatedcompletesystemandmarketmechanism.3.Ineffectivesupervisionfromsupervisoryboard,andIemphasizeondiscussingthecauseofthethirdpoint.Usingsomeusefullessonsfromthem,Iproposethatweovercometheintrinsiclimitsofthesupervisoryboardsystembytransplantingtheindependentdirectorsystem,andIalsoprovestrictlythefeasibilityandnecessityoftransplantingit.Aftercomparingeverytransplantingplans,Ithinkthatthe5timehasn’tcomefortheindependentdirectortotakechargeofthewholelocalityatpresent,soIadvicetothesupervisoryboardandcoordinateitwiththeindependentdirectorsystem,untiltheindependentdirectorsystemcanundertakethetask.Intheend,Iputforwardmytentativeideasabouttheestablishmentofourindependentdirectorsystem,rangingfromstandardlevels,functionpositioning,qualificationofholdingthepost,appointing,worktime,salarystructureetc.Ithinkalthoughtheindependentdirectorsystemwasborninthesingle-levelboardEngland-and-Americalegalsystem,ithasmanypointstobeimproved,yetthecoreideathatindependenceisthecorner