Gerhard Hambusch
Laramie, Sydney
Passionate about finance, ethics and industry engagement.
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Articles by Gerhard Hambusch
What does the Mineral Resources crisis tell us about the state of corporate governance in Australia?
The $7 billion Australian mining giant Mineral Resources (MinRes) is facing a governance crisis. Chris Ellison, the company’s founder and managing director, faces allegations of tax evasion and using company resources for his personal benefit. Ellison is now set to stand down as managing director in the next 12 to 18 months. He’ll also pay the company almost $9 million in penalties. But serious questions remain about how the company got into this situation in the first place.
What does the Mineral Resources crisis tell us about the state of corporate governance in Australia?
The $7 billion Australian mining giant Mineral Resources (MinRes) is facing a governance crisis. Chris Ellison, the company’s founder and managing director, faces allegations of tax evasion and using company resources for his personal benefit. Ellison is now set to stand down as managing director in the next 12 to 18 months. He’ll also pay the company almost $9 million in penalties. But serious questions remain about how the company got into this situation in the first place.
What does the Mineral Resources crisis tell us about the state of corporate governance in Australia?
The $7 billion Australian mining giant Mineral Resources (MinRes) is facing a governance crisis. Chris Ellison, the company’s founder and managing director, faces allegations[1] of tax evasion and using company resources for his personal benefit[2]. Ellison is now set to stand down as managing director in the next 12 to 18 months. He’ll also pay the company almost $9 million[3] in penalties. But serious questions remain about how the company got into this situation in the first place.
Reversal evidence from investor sentiment in international stock markets
REFERENCES , , & (2016). Investor sentiment, beta, and the cost of equity capital. Management Science, 62, 347–367. , , & (2011). Benchmarks as limits to arbitrage: Understanding the low-volatility anomaly. Financial Analysts Journal, 67, 40–54. , & (2000). The equity share in new issues and aggregate stock returns. Journal of Finance, 55, 2219–2257. , & (2002). Market timing and capital structure. Journal of Finance, 57, 1–32. , & (2004). A catering theory of dividends. Journal of Finance, 59, 1125–1165.
The new banking code looks impressive, but what will it achieve?
On July 1, the banking industry got yet another code of conduct[1] – its fifth since 1993 – and although it is voluntary, all of the retail banks have signed up. In the promotional video, Australian Banking Association chairman Shayne Elliott describes it as “a step”, acknowledging that there is a lot of work to do[2]. In and of itself it won’t restore trust, but it will absolutely help.
The new banking code looks impressive, but what will it achieve?
On July 1, the banking industry got yet another code of conduct – its fifth since 1993 – and although it is voluntary, all of the retail banks have signed up. In the promotional video, Australian Banking Association chairman Shayne Elliott describes it as “a step”, acknowledging that there is a lot of work to do. “In and of itself it won’t restore trust, but it will absolutely help. It’s about the industry saying: Hey this is what we stand for. This is how we are going to live our lives.
The new banking code looks impressive, but what will it achieve?
On July 1, the banking industry got yet another code of conduct – its fifth since 1993 – and although it is voluntary, all of the retail banks have signed up. In the promotional video, Australian Banking Association chairman Shayne Elliott describes it as “a step”, acknowledging that there is a lot of work to do. In and of itself it won’t restore trust, but it will absolutely help.
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