Bridgestone Global Partners Reiterates Its Assurance to Good Governance
Bridgestone Global Partners reiterated its assurance to corporate governance as it hosted a corporate governance orientation program for all its branches, partners, and alliances across America, Canada, Europe, and Asia.
London, United Kingdom, September 14, 2012 --(PR.com)-- The corporate governance orientation program organized by the HRD in cooperation with the Finance Department brought together members of the boards of directors, corporate executives, and department heads. The program is in compliance with President Robert Campbell’s MO furthering corporate governance among branches, partners, and alliances. It likewise helped the leaders and participants to develop a better appreciation for corporate governance principles and translate these into allocable practices.
During the two-day orientation program, Mr. Robert Campbell-President & CEO, discussed the institutionalization of the Bridgestone Global Partners corporate governance program and how it has positively affected the firm’s operations.
He said that as a company dealing with the people’s money, trust is of paramount importance to the Bridgestone Global Partners. “The success of all our operations is predicated on our reputation, our credibility, integrity, and track record in managing these hard earned funds and channeling them to their intended initiatives,” he explained.
He further added that good corporate governance in the Bridgestone Global Partners starts with the Board of Directors, adding that the present Board works well with management to ensure the financial health and sustainability of the firm over the years.
“The Bridgestone Global Partners Board espouses the union of governance and risk mitigation mechanisms in the firm’s operations. As a general rule, good governance is practiced as everybody’s business, and risk management has become an operational responsibility of risk-taking units,” he noted.
Self-assessment and peer assessment systems are in place to provide the check and balance and credibility of performance and contributions. Last year’s assessment system showed an adjectival rating of strong, which is a testament to Bridgestone Global Partners Board’s demonstrated excellent level of skills, ability and performance.
Bridgestone Global Partners has put in place training programs, an internal communications system, performance management system, feedback mechanism, rewards program, and a major control system of checks and balances to implement its Code of Ethics.
During the two-day orientation program, Mr. Robert Campbell-President & CEO, discussed the institutionalization of the Bridgestone Global Partners corporate governance program and how it has positively affected the firm’s operations.
He said that as a company dealing with the people’s money, trust is of paramount importance to the Bridgestone Global Partners. “The success of all our operations is predicated on our reputation, our credibility, integrity, and track record in managing these hard earned funds and channeling them to their intended initiatives,” he explained.
He further added that good corporate governance in the Bridgestone Global Partners starts with the Board of Directors, adding that the present Board works well with management to ensure the financial health and sustainability of the firm over the years.
“The Bridgestone Global Partners Board espouses the union of governance and risk mitigation mechanisms in the firm’s operations. As a general rule, good governance is practiced as everybody’s business, and risk management has become an operational responsibility of risk-taking units,” he noted.
Self-assessment and peer assessment systems are in place to provide the check and balance and credibility of performance and contributions. Last year’s assessment system showed an adjectival rating of strong, which is a testament to Bridgestone Global Partners Board’s demonstrated excellent level of skills, ability and performance.
Bridgestone Global Partners has put in place training programs, an internal communications system, performance management system, feedback mechanism, rewards program, and a major control system of checks and balances to implement its Code of Ethics.
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David Jones
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442033591459
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