Targets and performance indicators relating to the Core Corporate Commitments for Children in Emergencies (CCCs) were also being developed.

To measure institutional performance, UNDP has produced a new corporate scorecard', which has inspired other mainstream agencies and donors to do likewise.

National Association of Corporate Directors (2000). Report of the NACD Blue Ribbon Commission on Performance Evaluation of Chief Executive Officers, Board and Directors.

Even where no legislation exists, it is considered good practice to make additional commitments, as corporate reputation and performance may require recognition of broader interests.

Improved economic performance, a more favourable policy environment and corporate profitability, as well as an increase in M A activity in the region, are key underlying factors.

Grundsatzkommission Corporate Governance (German Panel for Corporate Governance) (2000). Corporate Governance Rules for German Quoted Companies.

Statement on Global Corporate Governance Principles. International Corporate Governance Network.

Revised Statement on Global Corporate Governance Principles. International Corporate Governance Network.

Finance Committee on Corporate Governance (2000). Malaysian Code on Corporate Governance.

Mandatory (e.g. performance requirements), inducive (e.g. incentives) and hortatory (e.g. voluntary guidelines) approaches to increasing corporate contributions to development have been pursued at various times, in various circumstances and with various degrees of success.

Corporate Governance Committee (2004). The Belgian Code on Corporate Governance ('Lippens Code')

Committee on Corporate Governance (1999). Code of Best Practice for Corporate Governance.

Corporate strategy

Corporate responsibility

Corporate leaders realized that economic incentives accrued from being a good corporate citizen.

Committee on Corporate Governance (1997). Corporate Governance in the Netherlands Forty Recommendations (Peters Code).

European Corporate Governance Institute. (In particular, see index of corporate governance codes by country.

Corporate specific reasons.

The RFC document itself, individual programme documents and corporate Strategic Results Framework Results Oriented Annual Reports (SURF ROARs) that pertained to relevant years during the RCF were all considered as potentially viable bases for the assessment of performance.

Government Commission on the German Corporate Governance Code (2005). The German Corporate Governance Code ('Cromme Code')

JPK Working Group I on Corporate Governance in Malaysia (2000). Report on Corporate Governance in Malaysia.

The Secret Corporate Takeover

The Corporate Tax Conundrum

Whose Corporate Social Responsibility?

Operationalizing the corporate strategy

Corporate and income tax

In the ensuing discussion, questions were raised regarding the precise definitions of general terms such as corporate responsibility , corporate social responsibility and positive corporate contribution , and regarding the notion of a corporate responsibility for development, as well as UNCTAD's mandate in this regard.

arts,media,performance,performance art,storytelling,theater

Instituto Brasileiro de Governança Corporativa (Brazilian Institute of Corporate Governance) (2001). Code of Best Practice of Corporate Governance.

General Motors Board of Directors (2000). GM Board of Directors Corporate Governance Guidelines on Significant Corporate Governance Issues.

Corporate strategy Vision 2006 2007

What Corporate Tax for Europe?

Expert Meeting on Positive Corporate

Commonwealth Association of Corporate Governance.

(5) Corporate governance and its status

Quick example from the corporate world.

Compassion takes on a corporate dynamic.

The UNIDO corporate strategy states that

Internal audit and corporate risk management

(l) Forest ethics and corporate responsibility

Euroshareholders (2000). Euroshareholders Corporate Governance Guidelines.

Corporate Governance in Europe, KPMG Survey.

Treatment of corporate groups in insolvency

Furthermore, in a globalizing world economy, corporate activities in one country may also affect the success of corporate operations in another country.

The Government Performance Project model did not measure performance per se.