232 paragraph 3). Copies of accounting documents and audit reports shall be attached to the notice of convening the Annual General Meeting of Shareholders (Article 283 paragraph 2).
The 2005 Law on Enterprises of Vietnam stipulates that the notice must be sent at least 7 days before the meeting takes place, but it only provides general regulations on the documents that must be sent with the summons. In addition, the notice of the meeting is also published on the website (if the company has one), but the notice of the meeting must still be sent to the shareholders (Article 100). Thus, it is clear that we are also applying electronic technology in handling company affairs, but it is not really open like the regulations in Japanese law, partly because the level of information technology of companies in our country is still not uniform.
1.3. Differences in time and place of conference convening
The period specified in the Commercial Code of Japan 2002 is not to exceed 3 months from the end of the fiscal year until the General Meeting of Shareholders is held. The General Meeting of Shareholders, unless otherwise provided in the Articles of Incorporation, shall be held at the company's head office or a nearby location (Article 233, Article 498, Clause 1.17).
Maybe you are interested!
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Solutions for tourism development in Tien Lang - 10
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zt2a3gstourism, tourism development
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- District People's Committees and authorities of communes with tourist attractions should support, promote, and provide necessary information to people, helping them improve their knowledge about tourism. Raise tourism awareness for local people.
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Due to limited knowledge and research time, the thesis inevitably has shortcomings. Therefore, I look forward to receiving guidance from teachers, experts as well as your comments to make the thesis more complete.
Chapter III Conclusion
Through the issues presented in Chapter II, we can come to some conclusions:
Based on the strengths of available tourism resources, the types of tourism in Tien Lang that need to be promoted in the coming time are sightseeing and resort tourism, discovery tourism, weekend tourism. To improve the quality and diversify tourism products, Tien Lang district needs to combine with local cultural tourism resources, at the same time combine with surrounding areas, build rich tourism products. The strengths of Tien Lang tourism are eco-tourism and cultural tourism, so developing Tien Lang tourism must always go hand in hand with restoring and preserving types of cultural tourism resources. Some necessary measures to support and improve the efficiency of exploiting tourism resources in Tien Lang are: strengthening the construction of technical facilities and labor force serving tourism, actively promoting and advertising tourism, and expanding forms of capital mobilization for tourism development.
CONCLUDE
I Conclusion
1. Based on the results achieved within the framework of the thesis's needs, some basic conclusions can be drawn as follows:
Tien Lang is a locality with great potential for tourism development. The relatively abundant cultural tourism resources and ecological tourism resources have great appeal to tourists. Based on this potential, Tien Lang can build a unique tourism industry that is competitive enough with other localities within Hai Phong city and neighboring areas.
In recent years, the exploitation of the advantages of resources to develop tourism and build tourist routes in Tien Lang has not been commensurate with the available potential. In terms of quantity, many resource objects have not been brought into the purpose of tourism development. In terms of time, the regular service time has not been extended to attract more visitors. Infrastructure and technical facilities are still weak. The labor force is still thin and weak in terms of expertise. Tourism programs and routes have not been organized properly, the exploitation content is still monotonous, so it has not attracted many visitors. Although resources have not been mobilized much for tourism development, they are facing the risk of destruction and degradation.
2. Based on the results of investigation, analysis, synthesis, evaluation and selective absorption of research results of related topics, the thesis has proposed a number of necessary solutions to improve the efficiency of exploiting tourism resources in Tien Lang such as: promoting the restoration and conservation of tourism resources, focusing on investment and key exploitation of ecotourism resources, strengthening the construction of infrastructure and tourism workforce. Expanding forms of capital mobilization. In addition, the thesis has built a number of tourist routes of Hai Phong in which Tien Lang tourism resources play an important role.
Exploiting Tien Lang tourism resources for tourism development is currently facing many difficulties. The above measures, if applied synchronously, will likely bring new prospects for the local tourism industry, contributing to making Tien Lang tourism an important economic sector in the district's economic structure.
REFERENCES
1. Nhuan Ha, Trinh Minh Hien, Tran Phuong, Hai Phong - Historical and cultural relics, Hai Phong Publishing House, 1993
2. Hai Phong City History Council, Hai Phong Gazetteer, Hai Phong Publishing House, 1990.
3. Hai Phong City History Council, History of Tien Lang District Party Committee, Hai Phong Publishing House, 1990.
4. Hai Phong City History Council, University of Social Sciences and Humanities, VNU, Hai Phong Place Names Encyclopedia, Hai Phong Publishing House. 2001.
5. Law on Cultural Heritage and documents guiding its implementation, National Political Publishing House, Hanoi, 2003.
6. Tran Duc Thanh, Lecture on Tourism Geography, Faculty of Tourism, University of Social Sciences and Humanities, VNU, 2006
7. Hai Phong Center for Social Sciences and Humanities, Some typical cultural heritages of Hai Phong, Hai Phong Publishing House, 2001
8. Nguyen Ngoc Thao (editor-in-chief, Tourism Geography, Hai Phong Publishing House, two volumes (2001-2002)
9. Nguyen Minh Tue and group of authors, Hai Phong Tourism Geography, Ho Chi Minh City Publishing House, 1997.
10. Nguyen Thanh Son, Hai Phong Tourism Territory Organization, Associate Doctoral Thesis in Geological Geography, Hanoi, 1996.
11. Decision No. 2033/QD – UB on detailed planning of Tien Lang town, Hai Phong city until 2020.
12. Department of Culture, Information, Hai Phong Museum, Hai Phong relics
- National ranked scenic spot, Hai Phong Publishing House, 2005. 13. Tien Lang District People's Committee, Economic Development Planning -
Culture - Society of Tien Lang district to 2010.
14.Website www.HaiPhong.gov.vn
APPENDIX 1
List of national ranked monuments
STT
Name of the monument
Number, year of decisiondetermine
Location
1
Gam Temple
938 VH/QĐ04/08/1992
Cam Khe Village- Toan Thang commune
2
Doc Hau Temple
9381 VH/QĐ04/08/1992
Doc Hau Village –Toan Thang commune
3
Cuu Doi Communal House
3207 VH/QĐDecember 30, 1991
Zone II of townTien Lang
4
Ha Dai Temple
938 VH/QĐ04/08/1992
Ha Dai Village –Tien Thanh commune
APPENDIX II
STT
Name of the monument
Number, year of decision
Location
1
Phu Ke Pagoda Temple
178/QD-UBJanuary 28, 2005
Zone 1 - townTien Lang
2
Trung Lang Temple
178/QD-UBJanuary 28, 2005
Zone 4 – townTien Lang
3
Bao Khanh Pagoda
1900/QD-UBAugust 24, 2006
Nam Tu Village -Kien Thiet commune
4
Bach Da Pagoda
1792/QD-UB11/11/2002
Hung Thang Commune
5
Ngoc Dong Temple
177/QD-UBNovember 27, 2005
Tien Thanh Commune
6
Tomb of Minister TSNhu Van Lan
2848/QD-UBSeptember 19, 2003
Nam Tu Village -Kien Thiet commune
7
Canh Son Stone Temple
2160/QD-UBSeptember 19, 2003
Van Doi Commune –Doan Lap
8
Meiji Temple
2259/QD-UBSeptember 19, 2002
Toan Thang Commune
9
Tien Doi Noi Temple
477/QD-UBSeptember 19, 2005
Doan Lap Commune
10
Tu Doi Temple
177/QD-UBJanuary 28, 2005
Doan Lap Commune
11
Duyen Lao Temple
177/QD-UBJanuary 28, 2005
Tien Minh Commune
12
Dinh Xuan Uc Pagoda
177/QD-UBJanuary 28, 2005
Bac Hung Commune
13
Chu Khe Pagoda
177/QD-UBJanuary 28, 2005
Hung Thang Commune
14
Dong Dinh
2848/QD-UBNovember 21, 2002
Vinh Quang Commune
15
President's Memorial HouseTon Duc Thang
177/QD-UBJanuary 28, 2005
NT Quy Cao
Ha Dai Temple
Ben Vua Temple
Tien Lang hot spring
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Identify Rating Levels and Rating Scales
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zt2a3gstourism,quan lan,quang ninh,ecology,ecotourism,minh chau,van don,geography,geographical basis,tourism development,science
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of the islanders. Therefore, this indicator will be divided into two sub-indicators:
a1. Natural tourism attractiveness a2. Cultural tourism attractiveness
b. Tourist capacity
The two island communes in Quan Lan have different capacities to receive tourists. Minh Chau Commune is home to many standard hotels and resorts, attracting high-income domestic and international tourists. Meanwhile, Quan Lan Commune has many motels mainly built and operated by local people, so the scale and quality are not high, and will be suitable for ordinary tourists such as students.
c. Time of exploitation of Quan Lan Island Commune:
Quan Lan tourism is seasonal due to weather and climate conditions and festivals only take place on certain days of the year, specifically in spring. In Quan Lan commune, the period from April to June and from September to November is considered the best time to visit Quan Lan because the cultural tourism activities are mainly associated with festivals taking place during this time.
Minh Chau island commune:
Tourism exploitation time is all year round, because this is a place with a number of tourist attractions with diverse ecosystems such as Bai Tu Long National Park Research Center, Tram forest, Turtle Laying Beach, so besides coming to the beach for tourism and vacation in the summer, Minh Chau will attract research groups to come for tourism combined with research at other times of the year.
d. Sustainability
The sustainability of ecotourism sites in Quan Lan and Minh Chau communes depends on the sensitivity of the ecosystems to climate changes.
landscape. In general, these tourist destinations have a fairly high level of sustainability, because they are natural ecosystems, planned and protected. However, if a large number of tourists gather at certain times, it can exceed the carrying capacity and affect the sustainability of the environment (polluted beaches, damaged trees, animals moving away from their habitats, etc.), then the sustainability of the above ecosystems (natural ecosystems, human ecosystems) will also be affected and become less sustainable.
e. Location and accessibility
Both island communes have ports to take tourists to visit from Van Don wharf:
- Quan Lan – Van Don traffic route:
Phuc Thinh – Viet Anh high-speed boat and Quang Minh high-speed boat, depart at 8am and 2pm from Van Don to Quan Lan, and at 7am and 1pm from Quan Lan to Van Don. There are also wooden boats departing at 7am and 1pm.
- Van Don - Minh Chau traffic route:
Chung Huong high-speed train, Minh Chau train, morning 7:30 and afternoon 13:30 from Van Don to Minh Chau, morning 6:30 and afternoon 13:00 from Minh Chau to Van Don.
f. Infrastructure
Despite receiving investment attention, the issue of infrastructure and technical facilities for tourism on Quan Lan Island is still an issue that needs to be resolved because it has a direct impact on the implementation of ecotourism activities. The minimum conditions for serving tourists such as accommodation, electricity, water, communication, especially medical services, and security work need to be given top priority. Ecotourism spots in Minh Chau commune are assessed to have better infrastructure and technical facilities for tourism because there are quite complete and synchronous conditions for serving tourists, meeting many needs of domestic and foreign tourists.
3.2.1.4. Determine assessment levels and assessment scales
Corresponding to the levels of each criterion, the index is the score of those levels in the order of 4, 3, 2, 1 decreasing according to the standard of each level: very attractive (4), attractive (3), average (2), less attractive (1).
3.2.1.5. Determining the coefficients of the criteria
For the assessment of DLST in the two communes of Quan Lan and Minh Chau islands, the students added evaluation coefficients to show the importance of the criteria and indicators as follows:
Coefficient 3 with criteria: Attractiveness, Exploitation time. These are the 2 most important criteria for attracting tourists to tourism in general and eco-tourism in particular, so they have the highest coefficient.
Coefficient 2 with criteria: Capacity, Infrastructure, Location and accessibility . Because the assessment area is an island commune of Van Don district, the above criteria are selected by the author with appropriate coefficients at the average level.
Coefficient 1 with criteria: Sustainability. Quan Lan has natural and human-made ecotourism sites, with high biodiversity and little impact from local human factors. Most of the ecotourism sites are still wild, so they are highly sustainable.
3.2.1.6. Results of DLST assessment on Quan Lan island
a. Assessment of the potential for natural tourism development
For Minh Chau commune:
+ Natural tourism attractiveness is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12.
+ Capacity is determined as average (2 points) and the coefficient is quite important (coefficient 2), then the score of Capacity criterion is 2 x 2 = 4.
+ Exploitation time is long (4 points), the most important coefficient (coefficient 3) so the score of the Exploitation time criterion is 4 x 3 = 12.
+ Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points
+ Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points.
+ Infrastructure is assessed as good (3 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 3 x 2 = 6 points.
The total score for evaluating DLST in Minh Chau commune according to 6 evaluation criteria is determined as: 12 + 4 + 12 + 4 + 4 + 6 = 42 points
Similar assessment for Quan Lan commune, we have the following table:
Table 3.3: Assessment of the potential for natural ecotourism development in Quan Lan and Minh Chau communes
Attractiveness of self-tourismof course
Capacity
Mining time
Sustainability
Location and accessibility
Infrastructure
Result
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
CommuneMinh Chau
12
12
4
8
12
12
4
4
4
8
6
8
42/52
Quan CommuneLan
6
12
6
8
9
12
4
4
4
8
4
8
33/52
b. Assessment of the potential for humanistic tourism development
For Quan Lan commune:
+ The attractiveness of human tourism is determined to be very attractive (4 points) and the most important coefficient (coefficient 3), so the score of the Attractiveness criterion is 4 x 3 = 12.
+ Capacity is determined to be large (3 points) and the coefficient is quite important (coefficient 2), then the score of the Capacity criterion is 3 x 2 = 6.
+ Mining time is average (3 points), the most important coefficient (coefficient 3) so the score of the Mining time criterion is 3 x 3 = 9.
+ Sustainability is determined as sustainable (4 points), the important coefficient is the average coefficient (coefficient 1), so the score of the Sustainability criterion is 4 x 1 = 4 points.
+ Location and accessibility are determined to be quite favorable (2 points), the coefficient is quite important (coefficient 2), the criterion score is 2 x 2 = 4 points.
+ Infrastructure is rated as average (2 points), the coefficient is quite important (coefficient 2), then the score of the Infrastructure criterion is 2 x 2 = 4 points.
The total score for evaluating DLST in Quan Lan commune according to 6 evaluation criteria is determined as: 12 + 6 + 6 + 4 + 4 + 4 = 36 points.
Similar assessment with Minh Chau commune we have the following table:
Table 3.4: Assessment of the potential for developing humanistic eco-tourism in Quan Lan and Minh Chau communes
Attractiveness of human tourismliterature
Capacity
Mining time
Sustainability
Location and accessibility
Infrastructure
Result
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Point
DarkMulti
Quan CommuneLan
12
12
6
8
9
12
4
4
4
8
4
8
39/52
Minh CommuneChau
6
12
4
8
12
12
4
4
4
8
6
8
36/52
Basically, both Minh Chau and Quan Lan localities have quite favorable conditions for developing ecotourism. However, Quan Lan commune has more advantages to develop ecotourism in a humanistic direction, because this is an area with many famous historical relics such as Quan Lan Communal House, Quan Lan Pagoda, Temple worshiping the hero Tran Khanh Du, ... along with local festivals held annually such as the wind praying ceremony (March 15), Quan Lan festival (June 10-19); due to its location near the port and long exploitation time, the beaches in Quan Lan commune (especially Quan Lan beach) are no longer hygienic and clean to ensure the needs of tourists coming to relax and swim; this is also an area with many beautiful landscapes such as Got Beo wind pass, Ong Phong head, Voi Voi cave, but the ability to access these places is still very limited (dirt hill road, lots of gravel and rocks), especially during rainy and windy times; In addition, other natural resources such as mangrove forests and sea worms have not been really exploited for tourism purposes and ecotourism development. On the contrary, Minh Chau commune has more advantages in developing ecotourism in the direction of natural tourism, this is an area with diverse ecosystems such as at Rua De Beach, Bai Tu Long National Park Conservation Center...; Minh Chau beach is highly appreciated for its natural beauty and cleanliness, ranked in the top ten most beautiful beaches in Vietnam; Minh Chau commune is also home to Tram forest with a large area and a purity of up to 90%, suitable for building bridges through the forest (a very effective type of natural ecotourism currently applied by many countries) for tourists to sightsee, as well as for the purpose of studying and researching.
Figure 3.1: Thenmala Forest Bridge (India) Source: https://www.thenmalaecotourism.com/(August 21, 2019)
3.2.2. Using SWOT matrix to evaluate Quan Lan island tourism
General assessment of current tourism activities of Quan Lan island is shown through the following SWOT matrix:
Table 3.5: SWOT matrix evaluating tourism activities on Quan Lan island
Internal agent
Strengths- There is a lot of potential for tourism development, especially natural ecotourism and humanistic ecotourism.- The unskilled labor force is relatively abundant.- resource environmentunpolluted, still
Weaknesses- Poorly developed infrastructure, especially traffic routes to tourist destinations on the island.- The team of professional staff is still weak.- Tourism products in general
quite wild, originalintact
general and DLST in particularalone is monotonous.
External agents
Opportunity- Tourism is a key industry in the socio-economic development strategy of the province and Van Don economic zone.- Quan Lan was selected as a pilot area for eco-tourism development within the framework of the green growth project between Quang Ninh province and the Japanese organization JICA.- The flow of tourists and especially ecotourism in the world tends toincreasing
Challenge- Weather and climate change abnormally.- Competition in tourism products is increasingly fierce, especially with other localities in the province such as Ha Long, Mong Cai...- Awareness of tourists, especially domestic tourists, about ecotourism and nature conservation is not high.
Through summary analysis using SWOT matrix we see that:
To exploit strengths and take advantage of opportunities, it is necessary to:
- Diversify products and service types (build more tourism routes aimed at specific needs of tourists: experiential tourism immersed in nature, spiritual cultural tourism...)
- Effective exploitation of resources and differentiated products (natural resources and human resources)
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Law on Corporate Income Tax Management -
Some Theoretical Issues on Corporate Bond Market Law -
Subjects, Time and Place of Experiment
According to the 2005 Law on Enterprises of Vietnam, the annual general meeting of shareholders must be held within 4 months from the end of the fiscal year. The meeting location is not clearly specified but is only required to be within the territory of Vietnam.
1.4. Operator differences

According to the Japanese Commercial Code, the General Meeting of Shareholders is chaired by the Chairman. The Chairman of the meeting shall be elected at the meeting unless otherwise provided in the Articles of Incorporation. Most Japanese companies stipulate in their Articles of Incorporation that the Representative Director of the company shall be the Chairman of the meeting (Article 237-4). The Chairman shall maintain order at the meeting and arrange the motions. Procedure of the General Meeting of Shareholders
must be recorded in writing (Article 244, paragraph 1). The documents must include the main content of the meeting and its results. The attending Directors as well as the Chairman must sign the minutes of the meeting (Article 244, paragraph 3). The Directors must keep these documents for 10 years at the head office and a copy (for 5 years) at each branch of the company (Article 244, paragraph 5).
According to the 2005 Law on Enterprises of Vietnam, the chairman of the meeting is the Chairman of the Board of Directors if the meeting is convened by the Board of Directors. In case the Chairman is absent or temporarily unable to work, the remaining members shall elect one of them to chair the meeting. In case there is no one who can chair the meeting, the member of the Board of Directors with the highest position shall preside over the General Meeting of Shareholders electing the chairman of the meeting from among the attendees and the person with the highest number of votes shall preside over the meeting. However, in case the Board of Directors does not convene the General Meeting of Shareholders, the person who signs the summons for the General Meeting of Shareholders shall preside over the General Meeting of Shareholders electing the chairman of the meeting and the person with the highest number of votes shall preside over the meeting (Article 103). It can be said that this is an improvement of the 2005 Law on Enterprises of Vietnam because instead of the Chairman of the Board of Directors always chairing the meeting, now other members, in addition to having the right to convene a meeting when necessary, also have the right to chair the meeting to speak for themselves and the group they represent. Regarding the minutes of the General Meeting of Shareholders, Article 106 stipulates that it must be made in Vietnamese (and possibly in a foreign language) with equal legal effect, must have 8 main contents and must be kept at the company's headquarters but does not specify the storage period.
1.5. Differences in the issues decided and the method of decision at the Shareholders' Meeting
Regarding the issues decided at the General Meeting of Shareholders, according to the Japanese Commercial Code, we can divide them into the following types of decisions:
Ordinary decisions: such as appointing Directors and Auditors; appointing and dismissing payers; deciding on remuneration for Directors, Auditors or payers; approving accounting documents... An ordinary decision is passed by a majority vote of the shareholders present (Article 239, paragraph 1). Shareholders can exercise their voting rights through a representative provided that this representation must be notified to the company by the said shareholder (Article 239, paragraph 2). It should also be noted that shareholders can vote in writing or electronically in some cases with the permission of the Board of Directors and must be decided by the competent authority, which is the court (Articles 293-2, 293-3). This may be a somewhat bold method but it is also good and we should consider applying it in Vietnam. The number of delegates required can be changed by regulation in the company's charter. Therefore, many Japanese companies stipulate in their articles of incorporation that a quorum is not required for passing a decision, and that a decision can normally be passed by a majority vote of the shareholders present. However, the quorum cannot be reduced to less than 1/3 of the total number of shares by stipulating in the articles of incorporation for the decision to appoint a Director and Auditor.
Special decisions: such as amending the Charter; transferring all or a significant part of the company's business; entering into an amendment to the lease of the entire business; acts that will change or terminate contracts on entrusting the company's business to another party or offering to share profits and losses with another party (including similar contracts); contracts made within 2 years from the company's establishment to achieve continued use in the business
the company's assets existing before the company's establishment and having a value of 5% or more of the total capital; the removal with or without cause of a Director or a Statutory Auditor before the end of his term of office; the issuance of new shares (or bonds with the right to pre-purchase new shares or convertible bonds) at a price advantageous to others who are not shareholders of the company; the dissolution of the company; the approval of a merger of the company... A special decision is passed when more than 2/3 of the votes of the shareholders present who are holding more than 1/2 of the total number of shares issued at that time are approved. The number of delegates required for this decision cannot be reduced as prescribed in the Charter.
Other exceptional decisions: decisions requiring the votes of shareholders holding at least 2/3 of the total number of shares, including the exemption of a Director from liability for losses caused to the company due to a transaction conducted by a Director with the company on his own behalf or on behalf of a third party; decisions requiring the votes of more than 1/2 of shareholders who hold at least 2/3 of the total number of issued and outstanding shares on a) Amending the Articles of Association to restrict the transfer of shares and b) Reorganizing or converting the company into a limited liability company; if it is a decision to exempt a Director from liability other than the above, it must have the consent of all shareholders including shareholders without votes.
The powers of the General Meeting of Shareholders have been expanded in the 2005 Law on Enterprises of Vietnam but are still not as specific as in the Japanese Commercial Code. However, the 2005 Law on Enterprises of Vietnam stipulates that if the first convening of the General Meeting of Shareholders cannot be held, it can be convened for the second and third times. The approval of decisions by the General Meeting of Shareholders is divided into 3 types: for normal decisions requiring at least
At least 65% of the total number of votes approved by the shareholders attending the meeting. For special decisions (decisions on types of shares and total number of shares of each type that are allowed to be offered for sale; amendments and supplements to the Company Charter; reorganization and dissolution of the company...), this rate is 75% unless otherwise provided in the Company Charter. Voting to elect members of the Board of Directors and the Board of Supervisors must be carried out by cumulative voting.
The decisions of the General Meeting of Shareholders have an important impact on many related issues, so the Japanese Commercial Code 2002 as well as the Vietnamese Enterprise Law 2005 stipulate that, depending on the level of violation, there are reasons to request the Court or Arbitration to review and cancel the decision of the General Meeting of Shareholders and the time limit for implementation is 90 days. Only shareholders, Directors or General Directors, Supervisory Board and members of the Board of Directors (for joint stock companies in Vietnam) have this right.
2. Differences in regulations related to the Board of Directors
2.1. Status and authority of the Board of Directors
Instead of having a Board of Directors like in Vietnam, in Japan, the Board of Directors (including all Directors) are the ones who will manage the company's affairs and at the same time supervise the performance of the Directors' duties. The Board of Directors will handle the company's administrative affairs, matters other than those decided at the General Meeting of Shareholders, according to the Commercial Law or the Company's Charter.
The Board of Directors has the authority to resolve the following matters under the Commercial Code of Japan 2002: Deciding on the division of shares (Article 218, paragraph 1); Converting between registered shares and non-registered shares (Article 213, paragraph 1); Appointing a representative director (Article 261, paragraph 1); Deciding on the convening of a general meeting of shareholders (Article 231); Approving a competitive transaction by a director (Article 264, paragraph 1); Approving a transaction that conflicts with the interests of the company (Article 265, paragraph 1); Issuing new shares (Article 261, paragraph 1);
280); Approval of accounting books (Article 281, paragraph 1); Creation of reserve funds from existing capital (Article 293, paragraph 3); Issuance of bonds, convertible bonds or bonds with the right to subscribe for new shares (Article 296, Article 341, paragraph 2.2 and Article 341, paragraph 8.2). The Board of Directors cannot allow a Director to decide on the following matters without the Board of Directors' decision (Article 260): Sale and takeover of important assets; Borrowing large sums of money; Appointing or dismissing important employees such as managers; Establishing, changing and dissolving important bodies of the company such as a branch; Other important administrative tasks.
The Board of Directors shall supervise the performance of the duties of the Directors (Article 260-2). This right of the Board of Directors shall not only supervise the legality and legitimacy but also the adequacy and appropriateness. In order to carry out supervision effectively, the Directors shall report to the Board of Directors on important operations at least once every three months or more frequently. The Board of Directors shall deal with matters specified in the Commercial Code, and matters other than those specified in the Commercial Code and the Articles of Association that are not decided at the General Meeting of Shareholders.
2.2. Board of Directors Meeting
A meeting of the Board of Directors may be convened by any Director, unless the Board of Directors has designated a Director to do so (Article 259). However, even in the case provided for above, another Director may request the convening of the Board of Directors by submitting a document stating the matters subject to the meeting (Article 259). The Controller may request the convening of the Board of Directors in specific cases as provided for in the Commercial Code (Article 259). Regarding the convening of a meeting of the Board of Directors, the notice of convening must be
sent to each Director and each Auditor at least one week before the meeting. However, this period may be shortened by the provisions of the Articles of Incorporation (Article 259-2). With the consent of all Directors and Auditors, a meeting of the Board of Directors may be held without following the usual procedures for convening (Article 259-2).
The Board of Directors' decisions are made by a majority vote of the Directors present, whose number constitutes a majority (Article 260). However, these conditions may be more stringently stipulated in the Articles of Incorporation (Article 260). Unlike decisions at the General Meeting of Shareholders, decisions of the Board of Directors cannot be voted on by proxy. A Director with a special interest related to the decision of the Board of Directors shall not participate in the decision (Article 260). The number of Directors who are not allowed to participate in the decision shall not be counted towards the number of Directors required to decide the matter (Article 260). When the Board of Directors decides on matters such as " competitive transactions " or " transactions that conflict with the interests of the company ", such Director is considered to have special interests. The proceedings of the Board of Directors' meetings must be recorded in writing (Article 260-4). The minutes must include the basic content of the meeting proceedings and the results of the meeting. The attending Directors and Supervisors must sign the minutes (Article 260-4). The Directors shall keep the minutes for 10 years at the company's head office (Article 260-4). Unlike the General Meeting of Shareholders, errors in the decisions of the Board of Directors will invalidate those decisions.
2.3. Director
Appointment of Directors: Directors shall be appointed or removed by decision of the General Meeting of Shareholders (Article 254, Clause 1, Article 257, Clauses 1 and 2). A company shall have at least 3 directors (Article 255). The names of the Directors shall be registered (Article 188, Clause 2.7). Unless otherwise provided in Article
In accordance with the Articles of Association, a shareholder may request that the election of two or more directors be conducted by cumulative voting (Article 256-3). When such a request is made, each shareholder shall receive votes equal to the number of directors to be elected. In this case, a shareholder may aggregate all his or her votes for one person or may vote for two or more candidates (Article 256-3). This request must be made in writing at least five days before the date of the General Meeting of Shareholders (Article 256-3). In general, most Japanese companies exclude this cumulative voting by a provision in the Articles of Association.
According to the 2005 Law on Enterprises of Vietnam, the Director or General Director is appointed by the Board of Directors or hired by another person. The Director is the legal representative of the company (if the Company Charter does not stipulate that the Chairman of the Board of Directors is the legal representative of the company). The Director or General Director is the person who runs the daily business of the company, is supervised by the Board of Directors and is responsible to the Board of Directors and before the law for the implementation of assigned rights and duties.
Qualifications: According to the Japanese Commercial Code, a director of a company is not required to be a shareholder, but a Controller cannot concurrently serve as a director of a company or its subsidiary. The following persons cannot become directors of a company: a person who is unqualified or has little or no qualifications; a person who has been declared bankrupt but has not been rehabilitated; a person who has been convicted of a crime prescribed in the Commercial Code, the law on special exceptions to the Commercial Code on joint-stock company control, the LLC law for which the term of 2 years has not expired from the date of execution of the sentence or it is proven that it is not required to be executed; a person who has been convicted of a sentence heavier than imprisonment for a crime other than the crime prescribed in the preceding item for which the execution of the sentence has not been completed or it is proven that the sentence has not been completed;





