Professional Documents
Culture Documents
Corporate Governance
practice in listed
companies in Bahrain
(Commercial Banks)
Shameem Ebrahim
Naveed Karim
Mohammad Zaman
Rafiullah Abdul Aziz
Submitted to
Submitted on
20126301
20124656
20111640
20112942
Sec 01
Sec 01
Sec 01
Sec 02
Table of Contents
1.
2.
3.
4.
5.
6.
Abstract ....................................................................................................... 2
Introduction ................................................................................................. 3
Background .................................................................................................. 5
Literature Review ......................................................................................... 7
Methodology.............................................................................................. 13
Findings and discussion .............................................................................. 14
Conclusions and Summary .......................................................................... 21
References ................................................................................................. 23
Appendix .................................................................................................... 25
1. Introduction
Corporate governance, in simple terms, is the system by which organisations are
directed and controlled. It identifies the duties and responsibilities among
various participants of an organization including board of directors,
shareholders, managers, creditors, suppliers, customers and other stakeholders.
Stakeholders refers to those who are affected by organisations decisions and
whose decisions can affect an organizations performance.
Agency principle refers to the relationship between principles and their agents,
who are appointed by the principles in order to carry out the work for them
(Jensen and Meckling, 1976). Today, in most of the organisations, there is a
separation between those who own the company and those who run the
company and look after its day to day operations. Due to the separation,
conflicts could occur between both the parties. Agents, i.e. the managers, could
act on their own interest and work to achieve their personal objectives instead
of working to attain organisations objective. As a result, scandals occur.
Corporate Governance practices has become an important topic of discussion
especially after the recent corporate scandals including the Volkswagen scandal,
Enron scandal, WorldCom, HIH, etc.
Prior to the Asian financial crisis that took place in 1997-1998, corporate
governance didnt play an important role in Malaysian economy. Lack of
independent directors, absence of audit committees and independent external
auditor were various bad corporate governance factors that were exposed
during the crisis. Dominance of major shareholders led to acting on their own
interest and also resulted in poor protection of minority group. This led to
corporate misbehaviour. This led to financial distress and a number of
organizations collapsed. This provided a basis for Malaysia to create Malaysian
Code of Corporate Governance (MCCG), that provides best possible framework
for governing companies in Malaysia.
Various mechanisms, both internal and external, have been suggested by
Corporate governance in order to reduce agency costs and conflicts. Internal
mechanisms include managers compensation, Board of Directors, major
shareholders control (Jensen, 1986). External mechanism consists of controlling
and managing markets for products, services and labours. An effective
2. Background
Bahrain has been a central hub for investors in the Middle East due to its
geographical and time zone location connecting Asian and European markets.
Bahrain tries to attract investors to ensure sustainable economic growth in the
region and also to reduce unemployment to a great extent (Desoky and Mousa,
2013). Recent developments show Bahrain have been successful in attracting
international investors to invest in Bahrain. One such example is the
establishment of Dragon City at Diyar Al Muharraq. Due to this, there is an
increasing concern for Corporate Governance in Bahrain.
In Bahrain, the corporate governance code was established on 1st January, 2011
with an aim of establishing best practice codes in Bahrain and to enhance
investor confidence. The Ministry of Industry and Commerce along with Central
Bank of Bahrain (CBB) has worked over the past several years in order to
recognise various stakeholders and their interests. The code was made effective
on 1st January 2011 and the companies were required to comply by the end of
2011.
The Bahrain Corporate Governance code was based on 9 core principles of
corporate governance which adhere to international best practices. The code
further explains each principle in detail and provides recommendations that are
best suited for companies as per the Companys Commercial Law of Bahrain. The
principles are as follows:
The company shall be headed by an effective, collegial and informed
board. It emphasises on the need for board members to understand their
duties and responsibilities. It also explains the decision making process of
the board. There should be formal communication between the board
and the management so as to know to have knowledge about board
meeting discussions. There should be evaluation of board members and
board committees on a timely basis.
The directors and officers shall have full loyalty to the company. They
should be held accountable for organisations performance. In case of any
conflict of interest that arises, he/she shall try to avoid them and disclose
them to shareholders.
The board shall have rigorous controls for financial audits and reporting,
internal control and compliance with law. This focuses on audit
committee, which is one of the main committees of board of directors.
According to this principle, committee shall have at least three
independent, non-executive directors. It should also include at least one
member who is a financial expert.
The company shall have rigorous procedures for appointment, training
and evaluation of the board. Nominating committee is the main focus of
this principle which should include at least three members with majority
of independent directors. It also suggests that there should be a formal
induction for new directors.
The company shall remunerate directors and officers fairly and
responsibly. A remuneration committee must be established which
should have at least three members which has a majority of independent
members.
The board shall establish a clear and efficient management structure. A
management structure that includes CEO, CFO, secretary and internal
auditor must be established and duties should be allocated among the
members. Each member shall have their authorities defined well.
The company shall communicate with shareholders, encourage their
participation and respect their rights. There should be a regular meeting
between the owners/shareholders of the company and its board of
directors which helps in providing them with insights into the companys
strategies and also allow them to make recommendations.
Company shall disclose its corporate governance. There should be written
corporate governance guidelines which should be disclosed in the
companys website, if they have any. Compliance to the guidelines must
also be disclosed to the shareholders during their meeting.
Companies which refer themselves as Islamic must follow the principles
of Islamic Sharia. Apart from the normal guidelines, companies which are
Islamic have certain guidelines to ensure that they follow the Sharia laws.
The code was established to promote best governance practice in the kingdom
and to protect investors and other stakeholders of companies. Experiences from
other countries have proven that good governance practices are able to attract
more investment and increase companys value. However, this code isnt
considered as the minimum required standard. Companies can adapt standards
of higher quality and additional directives may be issued by the regulators such
as Central Bank of Bahrain (CBB).
10
11
be a positive sign for the investors and improves their confidence in the stock
market due to their specialised skills which makes them a financial monitor
(Defond et al., 2005; and Agrawal and Chadda, 2005). As per Lin et al. (2006),
audit committee size (ACSIZE) helps in improving governance and is negatively
related to earnings management.
A study, which was based in Bahrain, by Ali (2014) found that audit committee
meetings were not regular and frequent and at times, and at times, no meeting
takes place during a whole year, thus reducing the effectiveness of audit
committee. Less number of audit committee meetings reduces the additional
cost of meeting and increases the company profits (Abdul and Haneem, 2006;
and Saleh et al, 2007).
H4: there exist a relationship between size of audit committee and performance
H5: there is a relationship between INED and performance
H6: there is an association between ACFE and performance
H7: there is a relationship between audit committee meeting and performance
3.5 Firm Performance:
For firm performance, our research deployed return on assets (ROA), return on
equity (ROE), Earnings per share (EPS) and firm size (SIZE). ROA and ROE are the
most commonly used measures of performance used by many researchers. ROA
indicates how well the assets of a firm have been utilized by the company in
order to generate profits, while ROE represents how well shareholders
investment have been utilized for profit generation (Epps and Cereola, 2008). A
recent study by Niresh and Velnampy (2014) concluded that theres no
significant relationship between firm size and performance. Amato and Burson
(2007) tested the impact of financial firms size on their performance and
concluded that theres a negative impact. A similar conclusion was also provided
by Shepherd (1972).
12
4. Methodology
The main objective of our study was to know how far the corporate governance
practices have an influence on banks performance. In order to analyse, the
following variables were used:
Corporate Governance Variables
Board size (BDSIZE)
Total number of directors on board.
Proportion of independent directors Ration of independent directors to
(BDINED)
total number of directors on board.
CEO duality (DUAL)
Indicator variables with the value of
0 if the role of chairman and CEO
combines and 1 otherwise.
INED in the Audit Committee
1 for companies that have all of the
(ACINED)
members in the audit committee
being INED, and 0 for otherwise
AC financial expertise (ACFE)
1 for companies that have a person
being a member of an accounting
associates or body, and 0 for
otherwise
Numbers of BOD meetings (BDNM)
Number of Board meetings per
annum
Numbers of AC meetings (ACNM)
Number of AC meetings per annum
Size of the AC (ACSIZE)
Number of members in the audit
committee
Firm Performance
Firm Size (SIZE)
Natural log of Total Assets
Earnings per share (EPS)
(Net income Dividends on
preferred stock)/ Average
outstanding shares
Return on equity (ROE)
Net Income / Shareholders fund
Return on Assets (ROA)
Net Income / Shareholder's Equity
Table 1 Variables and their measurements
Data regarding the above variables were collected only for the year 2015 from
annual reports as the data are found to be almost the same in other years as
well. IBM SPSS was used for descriptive analysis and Pearson correlation to
determine the relationship between each variable.
13
Minimum
Maximum
Mean
Std. Deviation
BDSIZE
12
10.71
1.254
NED
.33
.82
.4776
.16511
DUAL
1.00
.000
ACINED
.14
.378
ACFE
.43
.535
BDNM
10
6.57
2.149
ACNM
4.57
1.512
ACSIZE
3.86
.690
SIZE
14.83255
23.27286
20.5710734
2.70609980
EPS
-.01000
.05300
.0249029
.02279541
ROA
-.05800
.01930
.0033286
.02738015
ROE
-.12970
.16000
.0791857
.10286803
7
Table 2 Results of Descriptive Statistics
The Table above (table 2) shows the descriptive statistics for all variables. It
indicates that across the seven commercial banks selected, the mean score i.e. the
average size of boards (BDSIZE) for the commercial banks are 10.71 with standard
deviation of 1.254. The maximum size of the boards is 12 members and the
minimum size of the boards is 9 members. This is somewhat consistent with what
the studies of Leblanc and Gillies (2003) suggested that eight to eleven members
should be present in the boards.
From the table it is also shown that the mean of independent to the total
number of the board members (NED) is 47.76% with a standard deviation of
16.511% indicating that a reasonable number of the members in Bahraini listed
companies are independent. This finding is in line with what has been reported
by Desoky and Mousa (2013), in their study which was based on Bahrain, they
14
EPS
ROA
ROE
R
Sig. (2 tailed)
N
.275
-.421
-.275
.550
.347
.550
7
7
7
Table 3 Correlation between Board Size and Firm Performance
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
a. Cannot be computed because at least one of the variables is constant.
Table 3 represents the relationship between board size and variables of firm
performance. According to our analysis, based on 7 commercial banks listed in
Bahrain, theres a negative relationship between board size and ROA and board
size and ROE. on the other hand, R= .275 for EPS, indicating that there is a
positive weak relationship between the board size and EPS. This means that
presences of larger board triggers a positive effect on the banks performance
thereby increasing their returns to shareholders. This relationship is consistent
with the study of Chen et al. (2006), and Andres and Vallelado (2008). The ROA
and ROEs negative relationship, which indicates the performance of banks, is
found to be in consistent with the studies of Beiner et al. (2004) and Van Ees et
al. (2008). As Colley et al. (2005), suggested, this could be because of other
factors such as board structure and leadership.
15
CG variable
INED
EPS
R
Sig. (2 tailed)
N
ROA
ROE
.106
.051
-.101
.821
.914
.829
7
7
7
Table 4 Correlation between board independence and firm performance
CG variable
DUAL
EPS ROA
R
Sig. (2 tailed)
N
ROE
.a
.a
.a
7
7
7
Table 5 Correlation between Duality and Firm Performance
Since no banks in Bahrain have appointed the same person as both the CEO and
chairperson of board of directors, the correlation couldnt be computed.
However, this is in line with the code of corporate governance in Bahrain. This
is supported by studies of Schmid and Zimmerman (2005), Elsayed (2007),
Rahman and Haniffa (2005), and Abdullah (2006), who found that there was no
relationship between duality and corporate performance.
16
CG variable
BDNM
EPS
R
Sig. (2 tailed)
N
ROA
ROE
.735
.387
.529
.060
.391
.222
EPS
R
Sig. (2 tailed)
N
ROA
ROE
-.359
-.190
-.227
.429
.683
.624
7
7
7
Table 7 correlation between Firm Size and Firm Performance
The impact banks size has on its performance is represented in table 7. It shows
that there is a negative correlation, at 0.05 significant level, between a banks
size and its ESP (R = -.359), ROA (R = -.190) and ROE (R = -.227). The insignificant
negative relationship is consistent with the studies of Amato and Burson (2007),
Shepherd (1972) and Whittington (1980).
CG variable
ACSIZE
EPS
R
Sig. (2 tailed)
N
ROA
ROE
.356
-.040
.104
.433
.932
.824
7
7
7
Table 8 Correlation between Audit Committee Size and Performance
17
From table 8, a positive relation of EPS (R = .356) and ROE (R = .104) with size of
the audit committee (ACSIZE) shows that the higher the ACSIZE, it will have a
positive impact on shareholders and potential investors confidence (Defond et
al., 2005). Whereas, the negative correlation of ROA with ACSIZE (-.040) shows
it doesnt affect the organisations profits. However, all three relationships are
insignificant.
CG variable
ACINED
EPS
R
Sig. (2 tailed)
N
ROA
ROE
.099
.038
-.200
.833
.935
.667
7
7
7
Table 9 Correlation between Audit Committee Independence and Firm Performance
The impact of have all INED as members of audit committee is shown in table 9.
EPS and ROA which have R = .099 and R = .038 indicates that there exists a very
weak positive relationship with ACINED. This relationship is similar to the
conclusion made by Kallamu and Saat (2013) that positive relationship between
the two exist. It can also be related to conclusion made by Zainal et al. (2009)
that presence of high INEDs helps to improve firm performance. However, a
negative and weak relationship is found between ACINED and ROE (R = -.200)
indicating their presence in audit committee wont produce any positive returns
for banks shareholders. This could be because, only one bank (Al Salaam Bank)
has all their members in audit committee as independent nonexecutive
directors. Even though other six banks have at least two INEDs, all their audit
committee members are not INEDS. This could help to reduce managers trying
to manage their earnings which is supported by the studies of Klien et al. (2002)
and Bedard et al. (2004). The majority presence could also mean that there is a
positive relation between ACNIEDs and reporting process as suggested by
Persons (2005).
18
CG variable
ACFE
EPS
R
Sig. (2 tailed)
N
ROA
ROE
-.064
-.417
-.180
.891
.352
.699
Bahrains Corporate governance code require that at least one of the members
of the committee to be a financial expert. This was not the case with banks with
only three out of seven commercial banks having a financial expert. Thus, the
above table (Table 10) indicates a negative relation with performance of banks.
The negative EPS (R = -.064) correlation suggests reduced investors confidence
due to absence of financial expert. Defond et al. (2005) s conclusion that it
improves investors confidence is hence proved. Lack of financial experts could
also result in reporting problems going undetected. (Agrawal and Chadda, 2005)
CG variable
ACNM
EPS
R
Sig. (2 tailed)
N
ROA
ROE
-.211
.141
.170
.650
.763
.716
19
BDNM
ACNM
ACSIZE
SIZE
EPS
ROA
ROE
10
11
12
ACINED
ACFE
DUAL
NED
BDSIZE
1
-0.354
-0.322
-0.167
0.091
0.107
0.099
0.038
-0.2
.a
.a
.a
.a
.a
.a
.a
.a
.a
.a
.a
.910**
-0.093
-0.388
-0.088
0.365
0.218
0.106
0.051
-0.101
0.101
0.711
0.256
-0.603
0.716
-0.205
0.275
-0.421
-0.275
ACINED
.a
DUAL
NED
0.188
BDSIZE
20
-0.18
-0.417
-0.064
-0.203
0.645
-0.354
0.041
ACFE
0.529
0.387
0.735
-0.672
-0.048
0.088
BDNM
0.17
0.141
-0.211
0.021
-0.548
ACNM
0.104
-0.04
0.356
0.254
ACSIZE
-0.227
-0.19
-0.359
SIZE
1
.946**
.765*
ROA
0.717
EPS
ROE
6. Conclusions
The study aims to provide an insight of corporate governances practices in
commercial banks in Bahrain. It also examines the relationship between various
corporate governance factors and banks performance. For our study, a sample
consisting of 7 commercial banks that are listed on Bahrain bourse, was used.
Data regarding the factors were found from annual reports of banks. Only one
year (2015) was considered because the variables are almost similar doesnt
change significantly in other years. IBM SPSS (trial version 22) was deployed to
carry out descriptive statistics and run correlation.
On the basis of our results of descriptive statistics, it was found that all banks
had different CEO and Chairperson, which is as required by countrys CG code.
Only 3 banks have a financial expert in their audit committee while majority and
not all the members were independent non-executive directors.
The correlation results show that at 0.05 significant level, there exist a positive
relationship between size of the board of directors and EPS. It was also found
that presence of independent directors influenced banks EPS and ROA while it
didnt have much impact on ROE. Since all banks included in our sample didnt
have same person as CEO and chairperson, correlation couldnt be computed
even though as per our literature review, theres no impact on performance
whether there is a separation or not. The bank size had a negative impact on
banks performance.
When audit committee variables were used, presence of more directors in the
committee enhanced investors confidence as there was a positive association
between size of audit committee and EPS and ROE. Independent nonexecutive
directors also play an important role in determining the firm performance.
Presence of INEDs reduces chances of earning management taking place.
Moreover, their presence could also improve reporting quality.
Since not all banks have a financial expert in their audit committee, there is a
negative relationship between ACFE and performance. This could result in
financial reporting problems. It also has been found that number of meetings of
audit committee is in accordance with the code and improves profitability by
reducing additional cost of having more meetings.
21
The results of our study somewhat provide an evidence for current literature.
However, none of the relationships were found to be significant which means,
the corporate governances factors have no much effect on financial
performance which is consistent with Yusoff and Alhajji (2012) s study based on
Malaysia.
From our understanding, we conclude that, even after four years of establishing
corporate governance code, even though most of the principles are complied
with, it is not strictly followed by banks for instance, appointment of financial
expert in audit committee. They also need to increase the proportion of
independent non-executive directors on board which will provide more
confidence to the stakeholders as well as boost the performance of banks.
The sample size is too small. For further research, it is recommended to use a
bigger sample size. Researches could be based on listed commercial banks in
GCC. We couldnt find any related literature regarding board More corporate
governance variables could also be employed for future studies such as external
auditor, nomination committee, etc. Regression analysis was not conducted.
Major focus for future studies should be on audit committee practices as they
were considered to be weak in a recent study by Ali (2014).
22
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Appendix
Commercial Banks listed in Bahrain Bourse
S.NO
1
2
3
4
5
6
7
25