Corporate GovernanceRanganath Jagannath MPE 100409

ObjectivesThe guidelines, in conjunction with the

Corporation’s articles of incorporation, bylaws, and the charters of the committees of the Board, form the framework of governance of the Corporation.

The governance structure of the Corporation is designed to be a working structure for principled actions, effective decision-making and appropriate monitoring of both compliance and performance.

Roles and Responsibility of the BoardOversees the Chief Executive Officer and other

senior management in the competent and ethical operation of the Corporation on a day-to-day basis.

Assures that the long term interests of the shareholders are being served.

To satisfy its duties, directors are expected to take a proactive, focused approach to their position, and set standards to ensure that the Corporation is committed to business success through the maintenance of high standards of responsibility and ethics.

Board Committees (1/3)Standing Committees: The Board currently has a Nominating and Corporate Governance

Committee, an Audit and Finance Committee and a Compensation Committee. From time to time, the Board may form new committees as it deems appropriate.

Independence and Qualifications of Standing Committee Members

All of the members of the standing committees will meet the then-effective criteria for independence established by NASDAQ and, in the case of the Audit and Finance Committee, the Sarbanes-Oxley Act of 2002 and the independence definition as set forth in Rule 10A-3(b)(1) of the Securities Exchange Act of 1934, as amended. The members of these committees also will meet the other membership criteria specified in the respective charters for these committees. At least one member of the Compensation Committee will not serve simultaneously on the Audit and Finance Committee.

Board Committees (2/3)Standing Committee Member Assignments and

Rotation: The Nominating and Corporate Governance

Committee makes recommendations to the Board concerning the structure and composition of the Board committees. The Board will designate the chair, committee members and, where applicable, alternate standing committee members, by the vote of a majority of the directors. From time to time, there will be occasions on which the Board may want to rotate standing committee members, but the Board does not believe that it should establish a formal policy of rotation.

Board Committees (3/3)Standing Committee Charters: Each standing committee will have its own charter. The charter

will set forth the purpose, authority and responsibilities of the standing committee in addition to the qualifications for standing committee membership.

Meeting and Agenda: The chair of each standing committee will determine, in

consultation with the appropriate standing committee members and members of management, and in accordance with the standing committee’s charter, the frequency and length of standing committee meetings and the standing committee’s agenda. Each standing committee will establish, to the extent foreseeable and practical, a schedule of agenda items to be discussed during the year. The schedule for each standing committee will be furnished to the full Board.

Director CompensationThe Compensation Committee will review

the form and amount of director compensation annually and recommend any changes to the Board. Non-employee directors are expected to receive a substantial portion of their annual retainer in the form of equity. Employee directors are not paid additional compensation for their services as directors.

Board EvaluationThe Board should undertake an evaluation

of the Board, its Committees and each member at least annually to determine whether it and its members and committees are functioning effectively. The Nominating and Corporate Governance Committee is responsible for coordinating and overseeing the annual Board evaluation process in accordance with the charter and principles of that committee.

Management Review and Succession PlanningThe Compensation Committee should conduct, and

review with the Board, an annual evaluation of the performance of all executive officers, including the CEO. The Compensation Committee is expected to use this review in the course of its deliberations when considering the compensation of the CEO and senior management. The Board also reviews the CEO performance evaluation to ensure that the CEO is providing effective leadership of the Corporation. As part of the annual evaluation, the Board and the CEO should conduct an annual review of management development and succession planning for senior management, including the CEO.

Audit and Finance CommitteePurpose

Assist the Board in oversight and monitoring of:The Corporation’s financial statements and other financial

information provided by the Corporation to its shareholders and others

Compliance with legal, regulatory and public disclosure requirements

Enterprise risk managementThe independent auditors, including their qualifications and

independenceThe Corporation’s systems of internal controls, including the

Internal Audit function The auditing, accounting, and financial reporting process

generallyPrepare the report required by the rules of the Securities and

Exchange Commission (the “SEC”) to be included in the Corporation’s annual proxy statement.

Compensation CommitteePurpose

Establish and modify compensation and incentive plans and programs

Review and approve compensation and awards under compensation and incentive plans and programs for elected officers of the Corporation

Act as the administering committee for equity compensation plans as designated by the Board.

Nominating and Corporate Governance CommitteePurpose

Consider and report periodically to the Board on matters relating to the identification, selection and qualification of Board members and candidates nominated to the Board

Advise and make recommendations to the Board of Directors with respect to corporate governance matters.

Business Conduct EthicsApple’s success is based on creating innovative, high-quality

products and services and on demonstrating integrity in every business interaction. Apple’s principles of business conduct define the way it does business worldwide. These principles are:

Honesty. Demonstrate honesty and high ethical standards in all business dealings.

Respect. Treat customers, suppliers, employees, and others with respect and courtesy.

Confidentiality. Protect the confidentiality of Apple’s information and the information of it’s customers, suppliers, and employees.

Compliance. Ensure that business decisions comply with all applicable laws and regulations.

A complete listing of Apple’s Business Conduct Ethics is available at http://files.shareholder.com/downloads/AAPL/1250487002x0x443008/5f38b1e6-2f9c-4518-b691-13a29ac90501/business_conduct_policy.pdf

ComplianceTo ensure compliance in all its business conduct,

Apple has well constituted committees and policies to oversee the effectiveness of compliance worldwide. Some of the visible mechanisms that it enforces compliance is by the formation of various committees and policies. Examples:Business Conduct Policy for Employees and VendorsCorporate Governance GuidelinesGuidelines regarding Director conflicts of interestPolitical Contributions and Expenditure PolicyRelated Party transactions policyReporting Questionable Accounting or Auditing Matters

Enterprise Risk ManagementIt is the Audit Committee’s charter to review

and discuss with management :The management’s enterprise risk management

program and policies, including financial risk assessment and risk management policies

The Corporation’s major financial risk exposures and the steps management has taken to monitor and control such exposures, and ,

Major legislative and regulatory developments that could materially impact the Corporation’s contingent liabilities and risks.

Tone at the topIt is not whether someday Apple shareholders will wish they had a more robust corporate governance regime.  It is only a

matter of when this will occur, and at what price.Apple's Chairmanship, which is informally held by Steve Jobs, has

never been properly documented.The board meets infrequently and there is no reasonable way such a

small number of directors could properly discharge their duties serving on Apple’s various committees, especially on top of the other outside roles most board members have.

Three of Apple’s five outside directors serve as either chairman or CEO of other companies and sit on additional boards as well.

Steve Jobs remains synonymous with Apple and a key to its success. Despite much ballyhoo about having others who could fill his shoes when he took his medical leave a few years ago, this is widely viewed as wishful thinking. The board has done little to show that an active succession plan is in place.Source: http://finlayongovernance.com/?p=2168