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washingtonpost.com > Business > Special Reports > Governance
Ben White on Corporate Governance
Ben White is a New York-based reporter. He is writing a series of articles examining the way companies are being run, assessing changes in the make-up and independence of corporate boards and the power and pay of top executives. The series will also gauge the impact of new laws and stock market listing standards.

Questions? Comments? Send
e-mail to Ben White at whiteben@washpost.com

Resources
Web Links Sarbanes, Oxley Act (PDF)
 The Corporate Library
 Corporate Library Report on CEO/Chairman splits in the S&P 500
 Council of Institutional Investors
 International Corporate Governance Network
 Investor Responsibility Research Center
 Proposed NYSE Listing Standard Requirements
 Proposed NASDAQ Listing Standard Requirements
Top CEOs
Excellent Year for Executives
Take-home pay for chief executives at some of the largest U.S. companies swelled last year, driven by fatter bonuses and bigger payouts from long-term incentive plans.

Dissatisfied Investors Push Corporations to Reform
PEMBROKE, Bermuda -- In 1996, no board members bothered to show up for Tyco's annual meeting. The few shareholders who attended heard from just one man: chairman and chief executive L. Dennis Kozlowski. When one investor complained about not being able to question directors on the company's ferocious appetite for acquisitions, Kozlowski brushed him off.

Declining a Place at the Table
When Richard K. Armey left public life earlier this year, he received a handful of offers to join corporate boards. The former House majority leader appeared to have the perfect high-profile director's risumi: Capitol Hill power broker, PhD and former economics professor, tax-cut evangelist. But after considering the possible hazards of board service and discussing the issue with former Maine senator George J. Mitchell, a boardroom veteran, Armey rejected every offer.

Bond-Rating Firms Get Into Governance
When bond-rating agency Standard & Poor's Corp. launched a service in 1998 to assess how effectively companies are run, executives planned to concentrate on Europe, Asia and other places. Then S&P realized that the biggest market might well be the United States.

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