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CR03138-2017

SECURITIES AND EXCHANGE COMMISSION

SEC FORM ACGR

ANNUAL CORPORATE GOVERNANCE REPORT

1. Report is Filed for the Year May 8, 2017

2. Exact Name of Registrant as Specified in its Charter FAR EASTERN UNIVERSITY, INC.

3. Address of principal office

Nicanor Reyes Street, Sampaloc, Manila Postal Code

1015

4.SEC Identification Number PW538

5. Industry Classification Code(SEC Use Only)

6. BIR Tax Identification No.

000-225-442

7. Issuer's telephone number, including area code (632) 735-8686

8. Former name or former address, if changed from the last report -

The Exchange does not warrant and holds no responsibility for the veracity of the facts and representations contained in all corporate disclosures, including financial reports. All data contained herein are prepared and submitted by the disclosing party to the Exchange, and are disseminated solely for purposes of information. Any questions on the data contained herein should be addressed directly to the Corporate Information Officer of the disclosing party.

Far Eastern University, Incorporated

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FEU

PSE Disclosure Form ACGR-1 - Annual Corporate Governance Report Reference: Revised Code of Corporate Governance of the

Securities and Exchange Commission

Description of the Disclosure

Attached is the 2016 Annual Corporate Governance Report (ACGR) of Far Eastern University, Inc., in compliance with SEC Memorandum Circular No. 20, Series of 2016.

Filed on behalf by:

Name Santiago Jr. Garcia

Designation Corporate Secretary/Compliance Officer

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2 SUMMARY OF ACGR UPDATES FOR 2016

A. BOARD MATTERS

 Board Of Directors - Composition of the Board, p. 5

- Summary of the Corporate Governance Policy that the BOD has adopted, p. 5-6 - Directorship in Other Companies, p. 7

 Chairman And CEO, p. 10

 Other Executive, Non-Executive and Independent Directors, pp. 12-13

 Changes In The Board Of Directors –

- Selection/Appointment, Re-election, Disqualification, Removal, Reinstatement and Suspensions, pp. 13-17 - Voting Result of the Last Annual General Meeting, p. 18

 Orientation And Education Program, pp. 18-22 B. CODE OF BUSINESS CONDUCT AND ETHICS

 Company Policies On:

- Insider Trading, pp.26-29

 Code Of Conduct Implementation, p. 30

 Related Party Transactions - Policies and Procedures, pp. 30-32 - Mechanisms, pp. 32-33

C. BOARD MEETINGS & ATTENDANCE

 Attendance Of Directors, p. 34

 Access To Information – Role of the Company Secretary, pp. 35-36 D. REMUNERATION MATTERS

 Aggregate Remuneration, pp.38-39

 Remuneration of Management, p.40 E. BOARD COMMITTEES

 Number Of Members, Functions And Responsibilities - Audit, pp. 40-47

 Committee Members, pp. 48-50

 Changes In Committee Members, p. 50

 Work Done And Issues Addressed, pp. 50-52 F. RISK MANAGEMENT SYSTEM – No updates

G. INTERNAL AUDIT AND CONTROL – No updates H. ROLE OF STAKEHOLDERS -

 Performance – Company’s Training and Development Program for its Employees, pp. 68-69

- Company Procedures for Handling Complaints by Employees Concerning Illegal and Unethical behavior, p.70 I. DISCLOSURE AND TRANSPARENCY

 External Auditor’s Fee, p.71

 Date of Latest Release of Audited Financial Report, p.71

 Disclosure of Related Party Transaction, pp.72-73 J. RIGHTS OF STOCKHOLDERS

 Dividends, p. 74

 Notices to the Annual Stockholders Meeting, p.75

 Questions and answers during Annual Stockholders Meeting, pp.76-77

 Result of Annual Stockholders Meeting Resolutions, pp.77-78

 Date of Publishing the Results of the Votes, p.78

 Stockholders Attendance,p.79

 Definitive Information Statement and Management Report, p.80 K. INVESTORS RELATION PROGRAM – No updates

L. CORPORATE SOCIAL RESPONSIBILITY INITIATIVES

 Initiative Undertaken, pp.82-93

M. BOARD, DIRECTOR, COMMITTEE AND CEO APPRAISAL – No Updates N. INTERNAL BREACHES AND SANCTIONS – No updates

N.B. Updates in blue font.

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3

TABLE OF CONTENTS

A. BOARD MATTERS……… 5

1) BOARD OF DIRECTORS………..… 5

(a) Composition of the Board ………. 5

(b) Directorship in Other Companies ……….. 7

(c) Shareholding in the Company ……….. 9

2) CHAIRMAN AND CEO………. 10

3) PLAN FOR SUCCESSION OF CEO/PRESIDENT & TOP KEY MANAGEMENT POSITIONS………... 11

4) OTHER EXECUTIVE, NON-EXECUTIVE AND INDEPENDENT DIRECTORS………... 12

5) CHANGES IN THE BOARD OF DIRECTORS……….…. 13

6) ORIENTATION AND EDUCATION PROGRAM……….……….

18

B. CODE OF BUSINESS CONDUCT & ETHICS ……… 22

1) POLICIES………..……….…… 22

2) DISSEMINATION OF CODE………..…….………..…… 30

3) COMPLIANCE WITH CODE………..………..……….... 30

4) RELATED PARTY TRANSACTIONS………..……….…. 30

(a) Policies and Procedures ………. 30

(b) Conflict of interest ……… 32

5) FAMILY, COMMERCIAL AND CONTRACTUAL RELATIONS………..… 33

6) ALTERNATIVE DISPUTE RESOLUTION……….…. 34

C. BOARD MEETINGS & ATTENDANCE……… 34

1) SCHEDULE OF MEETINGS……….…… 34

2) DETAILS OF ATTENDANCE OF DIRECTORS……….….. 34

3) SEPARATE MEETING OF NON-EXECUTIVE DIRECTORS………..……….… 34

4) QUORUM REQUIREMENTS FOR BOARD DECISIONS ……….…….. 35

5) ACCESS TO INFORMATION……….…. 35

6) EXTERNAL ADVICE……….……… 36

7) CHANGES IN EXISTING POLICIES………. 37

D. REMUNERATION MATTERS……….… 37

1) REMUNERATION PROCESS………..……….……. 37

2) REMUNERATION POLICY AND STRUCTURE FOR DIRECTORS……….…. 37

3) AGGREGATE REMUNERATION ……….…… 38

4) STOCKRIGHTS, OPTIONS AND WARRANTS………..… 39

5) REMUNERATION OF MANAGEMENT………..………. 40

E. BOARD COMMITTEES……….…. 40

1) NUMBER OF MEMBERS, FUNCTIONS AND RESPONSIBILITIES……….…….. 40

2) COMMITTEE MEMBERS……….……… 48

3) CHANGES IN COMMITTEE MEMBERS……….……. 51

4) WORK DONE AND ISSUES ADDRESSED………..… 51

5) COMMITTEE PROGRAM………...… 52

F. RISK MANAGEMENT SYSTEM………... 53

1) DISCLOSURES ………..………... 53

2) RISK POLICY………... 54

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3) CONTROL SYSTEM SET-UP.……….…… 56

G. INTERNAL AUDIT AND CONTROL……….………..…… 59

1) STATEMENT ON EFFECTIVENESS OF INTERNAL CONTROL SYSTEM ………. 59

2) INTERNAL AUDIT ……….…. 60

(a) Role, Scope and Internal Audit Function ………. 60

(b) Appointment/Removal of Internal Auditor ……….. 61

(c) Reporting Relationship with the Audit Committee ………. 61

(d) Resignation, Re assignment and Reasons ………. 62

(e) Progress against Plans, Issues, Findings and Examination Trends ……… 62

(f) Audit Control Policies and Procedures ………. 63

(g) Mechanisms and Safeguards ………. 63

H. ROLE OF STAKEHOLDERS……….… 65

1) DISCLOSURE OF COMPANY’S POLICY AND ACTIVITIES……….………... 65

2) SEPARATE CORPORATE RESPONSIBILITY……...………... 67

3) PERFORMANCE-ENHANCING MECHANISMS FOR EMPLOYEE PARTICIPATION ………. 67

4) COMPANY’S PROCEDURE FOR HANDLING COMPLAINTS BY EMPLOYEES ………..…. 69

I. DISCLOSURE AND TRANSPARENCY……….….. 70

1) OWNERSHIP STRUCTURE ……… 70

2) ANNUAL REPORT DISCLOSURE………..……….…. 71

3) EXTERNAL AUDITOR’S FEE……….…. 71

4) MEDIUM OF COMMUNICIATIONS.………... 71

5) DATE OF LATEST RELEASE OF AUDITED FINANCIAL REPORT ……….…… 71

6) COMPANY WEBSITE.………... 71

7) DISCLOSURE OF RPT……….…… 72

J. RIGHTS OF STOCKHOLDERS……….…. 73

1) RIGHT TO PARTICIPATE AND VOTE IN ANNUAL/SPECIAL STOCKHOLDERS’ MEETING………..…... 73

2) COMPANY POLICY ON SHAREHOLDERS’ PARTICIPATION IN CORPORATE DECISIONS…….………. 74

3) DATE OF SENDING OF NOTICES AND ANNUAL/SPECIAL STOCKHOLDERS’ MEETING………..….... 75

4) QUESTIONS AND ANSWERS DURING THE ANNUAL/SPECIAL STOCKHOLDERS’ MEETING…….…. 76

5) RESULT OF ANNUAL/SPECIAL STOCKHOLDERS’ MEETING RESOLUTIONS………..….. 77

6) PUBLISHING OF THE RESULTS OF VOTES FOR ALL RESOLUTIONS.………..……... 78

7) TREATMENT OF MINORITY STOCKHOLDERS.……….……… 81

K. INVESTORS RELATIONS PROGRAM………...… 81

1) COMPANY’S EXTERNAL & INTERNAL COMMUNICATIONS POLICIES……….…... 89

2) COMPANY’S INVESTOR RELATIONS PROGRAM ………..… 81

3) COMPANY’S RULES & PROCEDURES GOVERNING ON CORPORATE CONTROL…..………... 82

L. CORPORATE SOCIAL RESPONSIBILITY INITIATIVES……….….. 82

M. BOARD, DIRECTOR, COMMITTEE AND CEO APPRAISAL……….…. 94

N. INTERNAL BREACHES AND SANCTIONS……….……. 94

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5 A.BOARD MATTERS

1) Board of Directors

Number of Directors per Articles of Incorporation 9

Actual number of Directors for the year 9

(a) Composition of the Board

Complete the table with information on the Board of Directors:

Director’s Name

Type [Executive (ED), Non-

Executive (NED) or Independent

Director (ID)]

If nomi

nee, identi fy the princi

pal

Nominator in the last election (if ID, state the

relationship with the nominator)

Date first elected

Date last elected (if ID, state the number of years served as ID)1

Elected when (Annual /Special Meeting)

No. of years served as director

Lourdes R. Montinola NED

None

Ms. Fe V. Canilao 06/1989 08/27/2016 Annual 27

Aurelio R. Montinola, III ED Ms. Fe V. Canilao 06/1989 08/27/2016 Annual 27

Michael M. Alba ED Ms. Fe V. Canilao 10/2012 08/27/2016 Annual 4

Angelina P. Jose ED Ms. Fe V. Canilao 06/1990 08/27/2016 Annual 26

Paulino Y. Tan NED Ms. Fe V. Canilao 06/1991 08/27/2016 Annual 25

Antonio R. Montinola ED Ms. Fe V. Canilao 08/2012 08/27/2016 Annual 4

Sherisa P. Nuesa ID No Relationship 08/2010 as ID

08/27/2016 [Served as ID for 4

Yrs & 7 mos from Jan 2012]

Annual 6

Edilberto C. De Jesus ID No Relationship 08/2012 as ID

08/27/2016 [Served as ID for 4 Yrs from Aug 2012]

Annual 4

Robert F. Kuan ID No Relationship 09/2004 as ID

08/27/2016 [Served as ID for 4 Yrs and 7 mos from

Jan 2012]

Annual 12

(b) Provide a brief summary of the corporate governance policy that the board of directors has adopted. Please emphasis the policy/ies relative to the treatment of all shareholders, respect for the rights of minority shareholders and of other stakeholders, disclosure duties, and board responsibilities.

The corporate governance policies adopted by FEU (or the University) are embodied in the FEU Amended Revised Manual on Corporate Governance which was approved by the Board of Trustees on July 15, 2014 and the FEU Code

1Reckoned from the election immediately following January 2, 2012.

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of Business Conduct and Ethics. The University firmly believes that good corporate governance is necessary to achieve its corporate goals. The Board of Trustees (the Board or BOT) as the governing body of the corporation has adopted a management style of transparency and participative leadership that is open to ideas but employs only sound business practices to achieve its corporate objectives.

BOARDRESPONSIBILITIES

It is the Board’s responsibility to foster the long-term success of the University, and to sustain its competitiveness and profitability in a manner consistent with its corporate objectives and the best interests of its stockholders and other stakeholders and the public it serves, especially as an educational institution.

DISCLOSURE AND TRANSPARENCY

The essence of corporate governance is transparency. The more transparent the internal works of the organization are, the more difficult it will be for Management and dominant stockholders to mismanage the organization or misappropriate its assets. It is therefore essential that all material information about the University which could adversely affect its viability or the interests of the stockholders and other stakeholders should be publicly and timely disclosed. Such information should include, among others, earning results, acquisition or disposition of assets, off balance sheet transactions, related party transactions, and direct and indirect remuneration of members of the Board and Management. The Board shall therefore commit at all times to full disclosure of material information dealings. It shall cause the filing of all required information through the appropriate Exchange mechanisms for listed companies and submissions to the Securities and Exchange Commission for the interest of its stockholders and other stakeholders.

STOCKHOLDER’S RIGHTS AND PROTECTION OF MINORITY STOCKHOLDER’S INTERESTS

The Board shall respect the rights of the stockholders as provided for in the Corporation Code, namely:

a) Right to vote on all matters that requires their consent or approval;

b) Pre-emptive right to all stock issuances of the corporation;

c) Right to inspect corporate books and records;

d) Right to information;

e) Right to dividends; and f) Appraisal right.

The Board shall be transparent and fair in the conduct of the annual and special stockholders’ meeting of the corporation and shall encourage stockholders to personally attend such meetings.

It is the duty of the Board to promote the rights of the stockholders, remove impediments to the exercise of those rights and provide an adequate avenue for them to seek timely redress for breach of their rights.

The Board shall give the minority stockholders the right to propose the holding of meetings and the items for discussion that relate directly to the business of the University.

(c) How often does the Board review and approve the vision and mission?

The Board reviews the University’s vision and mission statements at least on an annual basis, and approves any changes therein as necessary.

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(d) Directorship in Other Companies

(i) Directorship in the Company’s Group2

Identify, as and if applicable, the members of the company’s Board of Directors who hold the office of director in other companies within its Group:

Director’s Name Corporate Name of the Group Company

Type of Directorship (Executive, Non-Executive, Independent).

Indicate if director is also the Chairman.

Lourdes R. Montinola FERN Realty Corporation Far Eastern College Silang, Inc.

Non-Executive (Chairman) Non-Executive (Chairman)

Aurelio R. Montinola, III

East Asia Computer Center, Inc.

FEU High School, Inc.

Roosevelt College, Inc.

Non-Executive (Chairman) Non-Executive (Chairman) Non-Executive (Chairman)

Michael M. Alba

East Asia Computer Center, Inc.

Far Eastern College Silang, Inc.

FEU High School, Inc.

FEU Alabang, Inc.

Roosevelt College, Inc.

Executive (President) Executive (President) Executive (President) Executive (President) Executive (President) Angelina P. Jose

FERN Realty Corporation Far Eastern College Silang, Inc.

FEU Alabang, Inc.

Non-Executive Executive (Secretary) Non-Executive

Paulino Y. Tan

FERN Realty Corporation Far Eastern College Silang East Asia Computer Center, Inc.

FEU Alabang, Inc.

FEU High School, Inc.

Roosevelt College, Inc.

Non-Executive Non-Executive

Non-Executive (Vice-Chair) Non-Executive (Chairman) Non-Executive

Non-Executive Antonio R. Montinola

FERN Realty Corporation Far Eastern College Silang, Inc.

Juliana Management Co., Inc.

Executive (President) Non-Executive (Vice Chair) Executive (President)

Sherisa P. Nuesa

FERN Realty Corporation East Asia Computer Center, Inc.

Far Eastern College Silang, Inc.

Independent Independent Independent Robert F. Kuan Far Eastern College Silang, Inc.

Roosevelt College, Inc.

Independent (until Oct 25, 2015) Independent

Edilberto C. de Jesus Roosevelt College, Inc. Independent

2The Group is composed of the parent, subsidiaries, associates and joint ventures of the company.

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(ii) Directorship in Other Listed Companies

Identify, as and if applicable, the members of the company’s Board of Directors who are also directors of publicly-listed companies outside of its Group:

Director’s Name Name of Listed Company

Type of Directorship (Executive, Non-Executive, Independent).

Indicate if director is also the Chairman.

Aurelio R. Montinola, III Bank of the Philippine Islands Non-Executive

Robert F. Kuan China Banking Corporation Independent

Sherisa P. Nuesa Manila Water Company, Inc. Independent

(iii) Relationship within the Company and its Group

Provide details, as and if applicable, of any relation among the members of the Board of Directors, which links them to significant shareholders in the company and/or in its group:

Director’s Name Name of the

Significant Shareholder

Description of the relationship Lourdes R. Montinola Seyrel Investments and Realty Corporation

Desrey, Inc.

President President

Aurelio R. Montinola, III Seyrel Investments and Realty Corporation Desrey, Inc.

Chairman Chairman

Antonio R. Montinola Seyrel Investments and Realty Corporation Desrey, Inc.

1st Vice President 1st Vice President

The Chairperson, Dr. Lourdes R. Montinola, is the mother of Mr. Aurelio R. Montinola, III and Mr. Antonio R.

Montinola, all of whom are members of the Board of Trustees. Likewise, Dr. Montinola is the mother of Atty.

Gianna R. Montinola, Vice President for Corporate Affairs, and Mr. Juan Miguel R. Montinola, Chief Finance Officer.

(iv) Has the company set a limit on the number of board seats in other companies (publicly listed, ordinary and companies with secondary license) that an individual director or CEO may hold simultaneously? In particular, is the limit of five board seats in other publicly listed companies imposed and observed? If yes, briefly describe other guidelines:

The University has not set a fixed limit on the number of board seats in other companies that an individual Trustee or the CEO may hold simultaneously because such fixed limit may not give due regard to differences in individual capabilities and nature of directorships; instead, qualitative factors are assessed and taken into consideration in allowing whether a Trustee or the CEO may hold board seat in other company. The FEU Amended Revised Manual on Corporate Governance provided guidelines in order to ensure that individual Trustees and the CEO, who hold board seats in other companies, can diligently and efficiently perform their duties and responsibilities to the University.

Applying the University’s guidelines, none of the Trustees and the CEO holds more than five (5) board seats in other listed companies.

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Guidelines Maximum Number of

Directorships in other companies

Executive Director

Per FEU Amended Revised Manual on Corporate Governance:

The Board has adopted a qualitative guideline on the number of directorships that its members can hold in stock and non-stock corporations. The optimum number takes into consideration the capacity of a Trustee to diligently and efficiently perform his duties and responsibilities.

The Chief Executive Officer (“CEO”) and other executive trustees may be covered by a lower indicative limit for membership in other boards. A similar limit may apply to

independent or non-executive Trustees who, at the same time, serve as full-time executives in other corporations. In any case, the capacity of the Trustees to diligently and efficiently perform their duties and responsibilities to the board they serve should not be compromised.

Please see the standard described in the second column on the left under

Guidelines.

Non-Executive Director

Please see the standard described in the second column on the left under

Guidelines.

CEO

Please see the standard described in the second column on the left under

Guidelines.

(c) Shareholding in the Company

Complete the following table on the members of the company’s Board of Directors who directly and indirectly own shares in the company:

Name of Director Direct sharesNumber of

Number of

Indirect shares / Through (name of record owner)

% of Capital Stock

Lourdes R. Montinola 7,962 4,513,389 / Through Seyrel Investment &

Realty Corporation, Desrey, Inc. and ZARE, Inc. 27.44034%

Aurelio R. Montinola, III 313,812

436,374 / Through Seyrel Investment & Realty Corporation, Desrey, Inc., ZARE, Inc and DERRC, Inc.

4.55292%

Michael M. Alba 1 0.00001%

Angelina P. Jose 531,873 3.22797%

Paulino Y. Tan 1 0.00001%

Antonio R. Montinola 72,412

401,468 / Through Seyrel Investment & Realty Corporation, Desrey, Inc., ZARE, Inc and DERRC, Inc.

2.87600%

Sherisa P. Nuesa 1,521 0.00923%

Robert F. Kuan 1 0.00001%

Edilberto C. De Jesus 227 0.00138%

TOTAL 927,810 5,351,231 38.10786%

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2) Chairman and CEO

(a) Do different persons assume the role of Chairman of the Board of Directors and CEO? If no, describe the checks and balances laid down to ensure that the Board gets the benefit of independent views.

Yes (v) No X

The combined Chairman and CEO position has not negatively affected the quality of discussions at the Board meetings. Among the checks and balances laid down to ensure that the Board gets the benefit of independent views are:

(1) The President, who also serves as the Chief Operating Officer (COO), is also a member of the Board of Trustees. This ensures that there is another distinct executive officer other than the Chairman/CEO who participates in the functions of the Board of Trustees.

(2) Only four of the nine directors are executive directors;

(3) Three of the nine directors are independent directors; and

(4) There are committees (Audit, Corporate Governance, Risk Management, Nomination and Compensation) which assist the Board of Trustees in good corporate governance. Audit, Corporate Governance, Risk Management and Nomination Committees are chaired by independent directors

Identify the Chair and CEO:

Chairman of the Board Aurelio R. Montinola, III

Chief Executive Officer Aurelio R. Montinola, III

President/Chief Operating Officer Michael M. Alba

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(b) Roles, Accountabilities and Deliverables

Define and clarify the roles, accountabilities and deliverables of the Chairman and CEO.

Chairman Chief Executive Officer President/COO

Role The head of the Board of

Trustees

Chief Executive Officer Chief Operating Officer

Accountabilities

● Preside at all meetings of the stockholders and trustees;

● Ensure that the meetings of the Board are held in accordance with the by- laws or as the Chairman may deem necessary;

● Supervise the preparation of the agenda of the meeting in coordination with the Corporate Secretary, taking into consideration the suggestions of the CEO, COO, Management and the trustees; and

● Maintain qualitative and timely lines of

communication and information between the Board and Management

● See to it that all resolutions of the Board are duly carried out

● Exercise general supervision over the corporate affairs of the University

● Direct and administer the financial and

administrative affair of the University

Direct and administer the academic affairs of the University

Deliverables

Attainment of corporate goals set

Execute and implement company policies set by the Board

Ensure effective and efficient operations in line with the corporate goals and objectives of the University

3) Explain how the board of directors plans for the succession of the CEO/Managing Director/President and the top key management positions?

As set forth in the University’s Amended Revised Manual on Corporate Governance, the Board’s Nomination Committee reviews and evaluates the qualifications of all persons nominated by the Board and of other appointments that require Board approval3.

Prospective candidates for key management positions undergo relevant trainings including executive-level seminars, practical applications through close supervision and participative leadership in preparation for their assumption of their respective duties and responsibilities in the University.

Based on circumstances or as the need arises, candidates for the position of the President and other key management officers may also be sourced from outside the organization.

3See Amended Revised Manual on Corporate Governance, Item No. 4 BOARD GOVERNANCE, (J) Board Committees (b.)

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4) Other Executive, Non-Executive and Independent Directors

Does the company have a policy of ensuring diversity of experience and background of directors in the board? Please explain.

Yes. As embodied in the University’s Amended Revised Manual on Corporate Governance4, the following additional qualifications are required other than the qualifications provided under the Corporation Code, Securities Regulation Code and other relevant laws:

1. College education or equivalent academic degree;

2. Practical understanding of the business of the corporation;

3. Membership in good standing in relevant industry, business or professional organizations; and 4. Previous business experience

Item nos. 1, 3 and 4 above promotes diversity or different trainings and experiences of the members of the Board involving educational or academic training, professional and business affiliations and work experience. Board members have varied industry and educational backgrounds as can be seen in the profile of the Board of Trustees shown in the FEU Annual Report.

Does it ensure that at least one non-executive director has an experience in the sector or industry the company belongs to? Please explain.

Yes. The University ensures that at least one Non-Executive Trustee has an experience in the education sector or industry. For the current year, the University has as its trustees Robert F. Kuan and Paulino Y. Tan who was currently a member of the Board and a President, respectively, of other educational institutions. Further, Edilberto C. De Jesus was also a former President of the University and a former Secretary of the country’s Department of Education.

Define and clarify the roles, accountabilities and deliverables of the Executive, Non-Executive and Independent Directors:

Executive Non-Executive Independent Director

Role

1) Sets corporate goals, both short-term and long-term;

2) Formulates policies for the attainment of corporate set goals;

3) Executes and

implements policies and procedures for the attainment of corporate goals

1) Sets corporate goals, both short term and long term;

2) Formulates policies for the attainment of corporate set goals

1) Sets corporate goals, both short term and long term;

2) Formulates policies for the attainment of corporate set goals;

3) Protects the interest of minority stockholders Accountabilities

Deliverables

4See Amended Revised Manual on Corporate Governance, Item No. 4 BOARD GOVERNANCE, (D) Qualification of Trustees

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Provide the company’s definition of "independence" and describe the company’s compliance to the definition.

The University defines independence as – a state of being free from any business relationship which could, or could reasonably be perceived to, materially interfere with the exercise of independent judgment in carrying out responsibilities.

In relation to independent directors, the FEU Amended Revised Manual on Corporate Governance defines an independent trustee as – “a person who, apart from his fees and shareholdings, is independent of management and free from any business or other relationship which could, or could reasonably be perceived to, materially interfere with his exercise of independent judgment in carrying out his responsibilities as a trustee”. Further, FEU’s By Laws provides that an independent trustee who becomes an officer shall be automatically disqualified from being an independent trustee.

Does the company have a term limit of five consecutive years for independent directors?

Effective January 2, 2012, the University adheres to the five (5) consecutive years term limit for its Independent Trustees in accordance with SEC Memorandum Circular No. 9 Series of 2011.

If after two years, the company wishes to bring back an independent director who had served for five years, does it limit the term for no more than four additional years? Please explain.

As stated in the immediately preceding item, the University observes the requirement of SEC Memorandum Circular No.

9 Series of 2011. Accordingly, an Independent Trustee may be re-elected and serve for another five (5) consecutive years in the University’s Board after the two-year “cooling off” period.

5) Changes in the Board of Directors (Executive, Non-Executive and Independent Directors) (a) Resignation/Death/Removal

Indicate any changes in the composition of the Board of Directors that happened during the period:

Name Position Date of Cessation Reason

None Not applicable Not applicable Not applicable

(b) Selection/Appointment, Re-election, Disqualification, Removal, Reinstatement and Suspension

Describe the procedures for the selection/appointment, re-election, disqualification, removal, reinstatement and suspension of the members of the Board of Directors. Provide details of the processes adopted (including the frequency of election) and the criteria employed in each procedure:

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Procedure Process Adopted Criteria

a. Selection/Appointment (i) Executive

Directors

(ii) Non-Executive Directors

(iii) Independent Directors

Per FEU By Laws on nomination of trustees/independent trustees:

A. The Nomination Committee with four (4) members, one of whom is an Independent Trustee, shall promulgate the guidelines or criteria to govern the conduct of the nomination. The same shall be properly disclosed in the University’s information or proxy statement or such other reports required to be submitted to the Commission.

B. Nomination of Independent Trustees shall be conducted by the Committee prior to a

stockholders’ meeting. All recommendations shall be signed by the nominating stockholders together with the acceptance and conformity by the would-be nominees.

C. The Committee shall pre-screen the qualifications and prepare a final list of all candidates and put in place screening policies and parameters to enable it to effectively review the qualifications of the nominees for Independent Trustee/s.

D. After the nomination, the Committee shall prepare a Final List of Candidates which shall contain all the information about all the nominees for independent trustees, as required under Part IV (A) and (C) of Annex “C” of SRC Rule 12, which list shall be made available to the Commission (SEC) and to all stockholders through the filing and distribution of the Information Statement in accordance with SRC Rule 20, or in such other reports the University is required to submit to the Commission. The name of the person or group of persons who recommended the nomination of the

Independent Trustee shall be identified in such report including any relationship with the nominee.

E. Only nominees whose names appear on the Final List of Candidates shall be eligible for election as Independent Trustee/s. No other nominations shall be entertained after the Final List of Candidates shall have been prepared. No further nominations shall be entertained or allowed on the floor during the actual annual stockholders’ / memberships’ meeting.

F. Actual Election of Independent Trustee/s

Per FEU By Laws:

1. Holder of at least 1 share of stock of FEU 2. At least a college graduate or have sufficient

experience in managing the business 3. At least 21 years old

4. Have proven to possess integrity and probity 5. Shall be assiduous

Per FEU Amended Revised Manual on Corporate Governance:

In addition to the qualifications for membership in Board provided for in the Corporation Code, Securities Regulation Code and other relevant laws, the Board may provide for additional qualifications which include, among others,

the following:

● College education or equivalent academic degree;

● Practical understanding of the business of the corporation;

● Membership in good standing in relevant industry, business or professional

organizations; and

● Previous business experience

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b. Re-appointment (i) Executive

Directors

Same as the Selection/Appointment process

Same as the Selection/Appointment criteria

(ii) Non-Executive Directors (iii) Independent

Directors

c. Permanent Disqualification (i) Executive

Directors

Per FEU Amended Revised Manual on Corporate Governance and/or FEU By Laws Any of the Trustees shall be subject to permanent disqualification by order of the Chairman of the Board in writing, subject to the subsequent action of the Board of Trustees.

Per FEU Amended Revised Manual on Corporate Governance and/or FEU By Laws

A. Any person convicted by final judgment or order by a competent judicial or administrative body of any crime that (a) involves the purchase or sale of securities, as defined in the Securities Regulation Code; (b) arises out of the person’s conduct as an underwriter, broker, dealer, investment adviser, principal, distributor, mutual fund dealer, futures commission merchant, commodity trading advisor, or floor broker; or (c) arises out of his fiduciary relationship with a bank, quasi-bank, trust company, investment house or as an affiliated person of any of them;

B. Any person who, by reason of misconduct, after hearing, is permanently enjoined by a final judgment or order of the Commission or any court or administrative body of competent jurisdiction from: (a) acting as underwriter, broker, dealer, investment adviser, principal distributor, mutual fund dealer, futures commission merchant, commodity trading advisor, or floor broker; (b) acting as director or officer of a bank, quasi-bank, trust company, investment house, or investment company; (c) engaging in or continuing any conduct or practice in any of the capacities mentioned in sub-paragraphs (a) and (b) above, or willfully violating the laws that govern securities and banking activities. The disqualification shall also apply if such person is currently the subject of an order of the Commission or any court or administrative body denying, revoking or suspending any registration, license or permit issued to him under the Corporation Code, Securities Regulation Code, or any other law administered by the Commission or Bangko Sentral ng Pilipinas (BSP), or under any rule or regulation issued by the Commission or BSP, or has otherwise been restrained to engage in any activity involving securities and banking; or such person is currently the subject of an effective order of a self-regulatory organization suspending or expelling him from membership, participation or association with a

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member or participant of the organization;

C. Any person convicted by final judgment or order by a court or competent administrative body of an offense involving moral turpitude, fraud,

embezzlement, theft, estafa, counterfeiting, misappropriation, forgery, bribery, false affirmation, perjury or other fraudulent acts;

D. Any person who has been adjudged by final judgment or order of the Commission, court, or competent administrative body to have willfully violated, or willfully aided, abetted, counseled, induced or procured the violation of any provision of the Corporate Code, Securities Regulation Code or any other law administered by the Commission or BSP, or any of its rule, regulation or order;

E. Any person earlier elected as Independent Trustee who becomes an Officer, employee or consultant of the same corporation (the University);

F. Any person judicially declared as insolvent;

G. Any person found guilty by final judgment or order of a foreign court or equivalent financial regulatory authority of acts, violations or

misconduct similar to any of the acts, violations or misconduct enumerated in sub-paragraphs (a) to (e) above;

H. Conviction by final judgment of an offense punishable by imprisonment for more than six (6) years, or a violation of the Corporation Code committed within five (5) years prior to the date of his election or appointment.

(ii) Non-Executive Directors

(iii) Independent Directors

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d. Temporary Disqualification (i) Executive

Directors

Per FEU Amended Revised Manual on Corporate Governance and/or FEU By Laws Any of the Trustees shall be subject to temporary disqualification by order of the Chairman of the Board in writing, subject to the subsequent action of the Board of Trustees.

Per FEU Amended Revised Manual on Corporate Governance and/or FEU By Laws

A. Refusal to comply with the disclosure

requirements of the Securities Regulation Code and its Implementing Rules and Regulations. The disqualification shall be in effect as long as the refusal persists.

B. Absence in more than fifty (50) percent of all regular and special meetings of the Board during his incumbency, or any twelve (12) month period during the said incumbency, unless the absence is due to illness, death in the immediate family or serious accident. The disqualification shall apply for purposes of succeeding election.

C. Dismissal or termination for cause as Director/Trustee of any corporation. The disqualification shall be in effect until he has cleared himself from any involvement in the cause that gave rise to his dismissal or termination.

D. If the beneficial equity ownership of an Independent Trustee in the University or its subsidiaries and affiliates exceeds two percent of its subscribed capital stock. The disqualification shall be lifted if the limit is later complied with.

E. If any of the judgments or orders cited in the grounds for permanent disqualification has not yet become final.

F. Being under preventive suspension by FEU.

G. If the independent trustee becomes an officer or employee of the same corporation he shall be automatically disqualified from being an independent trustee.

(ii) Non-Executive Directors (iii) Independent

Directors e. Removal (i) Executive

Directors

Per FEU By Laws

Any of the Trustees shall be subject to removal by order of the Chairman of the Board in writing, subject to the subsequent action of the Board of Trustees.

Per FEU By Laws

All the Trustees shall be subject to removal by resolution of the Board at any time, with or without cause, provided a majority of the Board shall vote in favor thereof.

(ii) Non-Executive Directors

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(iii) Independent Directors

f. Re-instatement

(i) Executive Directors

Same as Selection/Appointment and Re-appointment process

Same as Selection/Appointment and Re- appointment criteria

(ii) Non-Executive Directors

(iii) Independent Directors

g. Suspension (i) Executive

Directors

Any of the Trustees shall be subject to preemptory suspension by a written order of the Chairman of the Board, subject to the subsequent action of the Board of Trustees.

Any of the Trustees of the University shall be subject to suspension by a valid written resolution of the Board, at any time, with or without cause, provided a majority of the Board shall vote in favor thereof.

(ii) Non-Executive Directors (iii) Independent

Directors

Voting Result of the last Annual General Meeting

Name of Trustee Number of shares voting in favor

Number of shares not voting in favor

Number of shares abstained

Lourdes R. Montinola 13,734,284 0 2,761

Aurelio R. Montinola, III 13,734,284 102 2,761

Michael M. Alba 13,734,284 0 2,863

Angelina P. Jose 13,734,284 0 2,761

Paulino Y. Tan 13,734,284 0 2,761

Antonio R. Montinola 13,734,284 0 2,761

Sherisa P. Nuesa 13,734,284 0 2,761

Edilberto C. de Jesus 13,734,284 0 2,761

Robert F. Kuan 13,734,284 0 2,863

6) Orientation and Education Program

(a) Disclose details of the company’s orientation program for new directors, if any.

Newly elected Trustees are required to attend a seminar on Corporate Governance which is to be conducted by an accredited provider/organization. Most of the seminars and trainings attended by the University’s Trustees are conducted by the Institute of Corporate Directors (ICD).

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(b) State any in-house training and external courses attended by Directors and Senior Management5 for the past three (3) years:

Name of Director/Officer Date of Training Program Name of Training Institution

Aurelio R. Montinola, III

March 29, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

February 18, 2015 Orientation Course for Corporate Governance

Institute of Corporate Directors

February 4, 2014 Corporate Governance and Risk Management Summit

Institute of Corporate Directors

Michael M. Alba

August 3, 2016 SEC Corporate Governance Forum

Securities and Exchange Commission September 29,

2015

Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

April 29, 2014 Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors

Angelina P. Jose

March 29, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

April 8, 2015 Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors

April 29, 2014 Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors

Antonio R. Montinola

November 18,

2016 Corporate Governance Seminar

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

March 5, 2015 Orientation Course for Corporate Governance

Institute of Corporate Directors

Paulino Y. Tan

September 9, 2016 Corporate Governance Seminar

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

April 8, 2015 Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors November 21,

2014

Seminar on Corporate

Governance SGV and Co.

Sherisa P. Nuesa March 8, 2016 Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors

5Senior Management refers to the CEO and other persons having authority and responsibility for planning, directing and controlling the activities of the company.

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February 18, 2015 Orientation Course for Corporate Governance

Institute of Corporate Directors

February 4, 2014 Corporate Governance and Risk Management Summit

Institute of Corporate Directors

Edilberto C. De Jesus

June 9,2016 Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors January 26, 2015 Distinguished Corporate

Governance Speaker Series

Institute of Corporate Directors

Roberto F. Kuan

November 2, 2016 Corporate Governance Training Program

Institute of Corporate Directors June 3, 2015 Orientation Course for Corporate

Governance

Institute of Corporate Directors

January 8, 2014 Exclusive Corporate Governance Workshop

Institute of Corporate Directors

Gianna R. Montinola

August 3, 2016 SEC Corporate Governance Forum

Securities and Exchange Commission March 5, 2015 Orientation Course for Corporate

Governance

Institute of Corporate Directors

April 29, 2014 Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors

Juan Miguel R. Montinola

June 10, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

September 29, 2015

Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

April 29, 2014 Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors

Maria Teresa Trinidad P. Tinio

June 10, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

September 29, 2015

Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

May 19, 2014 Corporate Governance Seminar Philippine Securities Consultancy Corporation

Rosanna E. Salcedo March 29, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

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May 29, 2015 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

October 28, 2014 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

Glenn Z. Nagal November 20,

2014

Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors

Rudy M. Gaspillo6 September 29,

2015

Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

Myrna P. Quinto

June 10, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

March 5, 2015 Orientation Course for Corporate Governance

Institute of Corporate Directors

Rogelio C. Ormilon, Jr.7

June 10, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

December 17, 2015 Corporate Governance Seminar

Philippine Corporate Enhancement and

Governance, Inc.

October 15, 2015 SEC-PSE Corporate Governance

Forum Manila Business Club

Renato L. Serapio8

June 10, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

September 29, 2015

Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

(c) Continuing education programs for directors: programs and seminars and round tables attended during the year.

Name of Director/Officer Date of Training Program Name of Training Institution Dr. Lourdes R. Montinola March 29, 2016 Seminar on Corporate

Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

6Engr. Rudy M. Gaspillo, Vice President for Facilities and Technical Services has availed of an optional retirement effective August 1, 2016.

7 Mr. Rogelio C. Ormilon, Jr. has been appointed as Compliance Officer effective September 21, 2015.

8Mr. Renato L. Serapio has been appointed as Vice President for Human Resources Development effective October 1, 2015.

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Mr. Aurelio R. Montinola, III March 29, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

Dr. Michael M. Alba August 3, 2016 SEC Corporate Governance Forum

. Securities and Exchange Commission

Ms. Angelina P. Jose March 29, 2016 Seminar on Corporate Governance

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

Ms. Sherisa P. Nuesa March 8, 2016 Distinguished Corporate Governance Speaker Series

Institute of Corporate Directors Dr. Edilberto C. De Jesus June 9,2016 Distinguished Corporate

Governance Speaker Series

Institute of Corporate Directors

Dr. Paulino Y. Tan September 9, 2016 Corporate Governance Seminar

Risks, Opportunities, Assessment and

Management (ROAM), Inc.

Mr. Roberto F. Kuan November 2, 2016 Corporate Governance Training Program

Institute of Corporate Directors

B. CODE OF BUSINESS CONDUCT & ETHICS

1) Discuss briefly the company’s policies on the following business conduct or ethics affecting directors, senior management and employees:

Business Conduct &

Ethics

Directors Senior Management Employees

(a) Conflict of Interest

If an actual or potential conflict of interest may arise, a Trustee should fully and immediately disclose it and should not participate in the decision-making process. A Trustee who has a continuing material conflict of interest with the University should seriously consider resigning from his post. A conflict of interest shall be considered material if the Trustee’s personal or business interest is antagonistic to that of the University or stands to gain financial advantage at the expense of the University.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

If an actual or potential conflict of interest may arise, a Senior Manager should fully and immediately disclose it and should not participate in the decision-making process.

A Senior Manager who has a continuing material conflict of interest with the University should seriously consider resigning from his post. A conflict of interest shall be considered material if the Senior Manager’s personal or business interest is antagonistic to that of the University or stands to gain financial advantage at the expense of the University.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

If an actual or potential conflict of interest may arise, an employee should fully and immediately disclose it and should not participate in the decision-making process. An employee who has a continuing material conflict of interest with the University should seriously consider resigning from his post. A conflict of interest shall be considered material if the employee’s personal or business interest is antagonistic to that of the

University or stands to gain financial

advantage at the

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expense of the University.

Implementing policy:

FEU Code of Business Conduct and Ethics Policy posted in FEU website.

(b) Conduct of Business and Fair Dealings

The basic principle to observe is that a Trustee should not use his position to profit or gain some benefit or advantage for himself and/or his related interest. He should avoid situations that may compromise his impartiality.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

The basic principle to observe is that a Senior Manager should not use his position to profit or gain some benefit or advantage for himself and/or his related interest. He should avoid situations that may

compromise his impartiality.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

The basic principle to observe is that an employee should not use his position to profit or gain some benefit or advantage for himself and/or his related interest. He should avoid situations that may compromise his impartiality.

Implementing policy:

FEU Code of Business Conduct and Ethics Policy posted in FEU website.

(c) Receipt of gifts from third parties

Receipt of gifts, of significant value, from third parties especially with business dealings with the University is strictly prohibited as it may compromise a Trustee’s impartiality.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

Receipt of gifts, of significant value, from third parties especially with business dealings with the University is strictly prohibited as it may compromise a Senior Manager’s impartiality.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

Receipt of gifts, of significant value, from third parties especially with business dealings with the University is strictly prohibited as it may compromise an employee’s impartiality.

Implementing policy:

FEU Code of Business Conduct and Ethics Policy posted in FEU website.

(d) Compliance with Laws and Regulations

As a listed corporation, the University as well as its Trustees and Officers are strictly enjoined to faithfully comply with all applicable laws, rules and regulations.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

As a listed corporation, the University, as well as its Senior Managers, is strictly enjoined to faithfully comply with all applicable laws, rules and regulations.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

As a listed corporation, the University, as well as its employees, is strictly enjoined to faithfully comply with all applicable laws, rules and regulations.

Implementing policy:

FEU Code of Business Conduct and Ethics Policy posted in FEU website.

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(e) Respect for Trade Secrets/Use of Non- public Information

A Trustee should keep secure and confidential all non-public information he may acquire as a Trustee. He should not reveal confidential information to unauthorized persons without the authority / permission of the Board.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

A Senior Manager should keep secure and confidential all non-public information he may acquire as a Senior Manager. He should not reveal confidential information to unauthorized persons without the authority / permission of the Board.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

An employee should keep secure and confidential all non- public information he may acquire as an employee. He should not reveal confidential information to unauthorized persons without the authority / permission of the Board.

Implementing policy:

FEU Code of Business Conduct and Ethics Policy posted in FEU website.

(f) Use of Company Funds, Assets and Information

Corporate funds and assets should be used effectively and exclusively for business related activities only.

Corporate information shall, likewise, be used for the exclusive benefit of the University.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

Corporate funds and assets should be used effectively and exclusively for business related activities only. Corporate information shall, likewise, be used for the exclusive benefit of the University.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

Only employees duly authorized, directly or by delegation, shall have custody of funds or property belonging or entrusted to the University. Employees are required to exercise due diligence and care in handling thereof.

Publication, circulation, or divulging of matters classified by the University as confidential is considered inimical to the interest of the University.

Implementing policy:

FEU Code of Business Conduct and Ethics Policy posted in FEU website.

(g) Employmen t & Labor Laws and Policies

The University and its Trustees and Officers are strictly enjoined to comply with all applicable labor laws, rules and regulations including employment and labor laws and policies.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

The University and its Senior Managers are strictly enjoined to comply with all applicable labor laws, rules and regulations including employment and labor laws and policies.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

The University has Human Resources Manual that stipulates the policies and procedures governing people management.

Such policies and procedures are compliant with labor laws and policies.

Implementing policy:

FEU Code of Business

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Conduct and Ethics Policy posted in FEU website.

(h) Disciplinary action

While positive approach is still the best approach, it is nevertheless, necessary to impose disciplinary actions as deterrent to fraud and other misdeeds.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

The FEU Code of Conduct sets the norm of conduct to be observed by all FEU employees including all Managers, while within the University premises or while engaged in the discharge and performance of their official functions. The Code of Conduct also provides a guide to the University in imposing corrective actions to employees found guilty of offenses with which an employee is charged.

Implementing policy: FEU Code of Business Conduct and Ethics Policy posted in FEU website.

The FEU Code of Conduct sets the norm of conduct to be observed by all FEU employees while within the University premises or while engaged in the discharge and performance of their official functions. The Code of Conduct also provides a guide to the University in imposing corrective actions to employees found guilty of offenses with which an employee is charged.

Implementing policy:

FEU Code of Business Conduct and Ethics Policy posted in FEU website.

(i) Whistle Blower

The University encourages responsible whistle blowers the opportunity to raise valid concerns that directly affect the company and gives them adequate protection. On the other hand, irresponsible and indiscriminate accusations are netted the corresponding sanctions.

Implementing policy: FEU Whistle Blowing Policy posted in FEU website

The University encourages responsible whistle blowers the opportunity to raise valid concerns that directly affect the company and gives them adequate protection. On the other hand, irresponsible and indiscriminate

accusations are netted the corresponding sanctions.

Implementing policy: FEU Whistle Blowing Policy posted in FEU website

The University encourages responsible whistle blowers the opportunity to raise valid concerns that directly affect the company and gives them adequate protection. On the other hand, irresponsible and indiscriminate accusations are netted the corresponding sanctions.

Implementing policy:

FEU Whistle Blowing Policy posted in FEU website

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(j) Conflict Resolution

Conflicts and issues are resolved through conciliation meetings.

Implementing policy: FEU Conflict of Interest Policy posted in FEU website.

The University resolves conflicts/issues through:

- Conduct of Audit

- Ad Hoc Committees for administrative cases

- Committee on Sexual Harassment and Decorum

- Conciliation Meetings with Human Resources Department (HRD)

- Department Meetings

Implementing policy: FEU Conflict of Interest Policy posted in FEU website.

The University resolves conflicts / issues through:

- Labor Management Committee Meetings

- Grievance Committee and Procedure - Conduct of Audit

- Ad Hoc Committees

for

administrative cases

- Committee on Sexual

Harassment and Decorum

- Conciliation Meetings with the Human Resources Department (HRD) - Department

Meetings

Implementing policy:

FEU Conflict of Interest Policy posted in FEU website.

(k) Insider Trading

1. Insider information must not be transmitted without authorization to persons outside Far Eastern University (e.g. to journalists, financial analysts, customers, consultants, family members, or friends).

a. Within Far Eastern University, such information may only be transmitted if the recipient truly needs it in order to perform his/her job.

2. While it is not possible to define all categories of material information, there are various categories of information that are particularly sensitive and, as a

1. Insider information must not be transmitted without authorization to persons outside Far Eastern University (e.g. to journalists, financial analysts, customers, consultants, family members, or friends).

a. Within Far Eastern University, such information may only be transmitted if the recipient truly needs it in order to perform his/her job.

2. While it is not possible to define all categories of material information, there are various categories of information that are particularly sensitive and, as a

1. Insider information must not be

transmitted without authorization to persons outside Far Eastern University (e.g. to journalists, financial analysts, customers, consultants, family members, or friends).

a. Within Far Eastern University, such information may only be transmitted if the recipient truly needs it in order to perform his/her job.

Mga Sanggunian

NAUUGNAY NA DOKUMENTO

2 A person will be deemed to have an indirect beneficial interest in any equity security which is: A held by members of a person's immediate family sharing the same household; B