Corporate Governance Statement 2020
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Job Title: Vice President Sales & Marketing Reports To
Job Title: Vice President Sales & Marketing Reports To: CEO COMPANY OVERVIEW Leave the shirt & tie routine at home and come work for a progressive energy services company offering natural gas and electricity services across the country. The energy industry is booming and XOOM is growing right along with it. The fact is, when you join XOOM Energy, the opportunities for professional and personal development have very few boundaries. We’re looking for individuals that are ready for a challenge, willing to jump in and be a team player and able to make a difference. JOB DESCRIPTION The Vice President of Sales and Marketing charts the course, develops the vision, and implements the plan that will propel the company towards increased market share and greater brand recognition. Reporting directly to the CEO, the Vice President will be a strategic thinker with proven leadership experience. Accountable for delivering measurable results that achieves and exceeds revenue and margin targets, this position will be capable of contributing meaningful insight to the sales and marketing functions and play an integral role in the overall development of the organization. KNOWLEDGE, SKILL SET & QUALIFICATIONS REQUIRED Serves as Chief Marketing Officer of the company, providing support in the area of marketing strategy and management; develop the annual marketing plan and the strategies, tactics and resources necessary to achieve goals Develop strategies and tactics for increasing market share within existing accounts and markets, while expanding into new -
Nokia in 2010 Review by the Board of Directors and Nokia Annual Accounts 2010
Nokia in 2010 Review by the Board of Directors and Nokia Annual Accounts 2010 Key data ........................................................................................................................................................................... 2 Review by the Board of Directors 2010 ................................................................................................................ 3 Annual Accounts 2010 Consolidated income statements, IFRS ................................................................................................................ 16 Consolidated statements of comprehensive income, IFRS ............................................................................. 17 Consolidated statements of financial position, IFRS ........................................................................................ 18 Consolidated statements of cash flows, IFRS ..................................................................................................... 19 Consolidated statements of changes in shareholders’ equity, IFRS ............................................................. 20 Notes to the consolidated financial statements ................................................................................................ 22 Income statements, parent company, FAS .......................................................................................................... 66 Balance sheets, parent company, FAS .................................................................................................................. -
1 (3) Proposal by the Corporate
1 (3) PROPOSAL BY THE CORPORATE GOVERNANCE AND NOMINATION COMMITTEE FOR COMPOSITION OF THE BOARD OF DIRECTORS Henning Kagermann and Helge Lund have informed the Corporate Governance and Nomination Committee that they will no longer be available to serve on the Nokia Board of Directors after the Annual General Meeting. Mr. Kagermann has been a Nokia Board member since 2007 and Mr. Lund since 2011. The Committee proposes to the Annual General Meeting that the number of Board members be nine (9), consistent with the provisions of the Company’s Articles of Association. Based on past experience and the current business situation at the Company, the Committee regards nine as an appropriate number of directors for the needed diversity in experience and skills to perform the Board’s work effectively. The Committee proposes that the following current Board members be re-elected as members of the Nokia Board of Directors for a term until the close of the Annual General Meeting 2015: Bruce Brown, Elizabeth Doherty, Jouko Karvinen, Mårten Mickos, Elizabeth Nelson, Risto Siilasmaa and Kari Stadigh. In addition, the Committee proposes that Vivek Badrinath, who is Deputy CEO of Accor, and Dennis Strigl, who is Retired CEO of Verizon Wireless and Author and Consultant, be elected as a member of the Nokia Board of Directors for a term until the close of the Annual General Meeting 2015. All Board member candidates have been determined to be independent under the rules of the New York Stock Exchange and the Finnish Corporate Governance Code, except Mr. Siilasmaa, because of his role as the interim CEO of Nokia in addition to his role as the Chairman of the Board from September 3, 2013 through April 30, 2014, and Mr. -
Picking the Vice President
Picking the Vice President Elaine C. Kamarck Brookings Institution Press Washington, D.C. Contents Introduction 4 1 The Balancing Model 6 The Vice Presidency as an “Arranged Marriage” 2 Breaking the Mold 14 From Arranged Marriages to Love Matches 3 The Partnership Model in Action 20 Al Gore Dick Cheney Joe Biden 4 Conclusion 33 Copyright 36 Introduction Throughout history, the vice president has been a pretty forlorn character, not unlike the fictional vice president Julia Louis-Dreyfus plays in the HBO seriesVEEP . In the first episode, Vice President Selina Meyer keeps asking her secretary whether the president has called. He hasn’t. She then walks into a U.S. senator’s office and asks of her old colleague, “What have I been missing here?” Without looking up from her computer, the senator responds, “Power.” Until recently, vice presidents were not very interesting nor was the relationship between presidents and their vice presidents very consequential—and for good reason. Historically, vice presidents have been understudies, have often been disliked or even despised by the president they served, and have been used by political parties, derided by journalists, and ridiculed by the public. The job of vice president has been so peripheral that VPs themselves have even made fun of the office. That’s because from the beginning of the nineteenth century until the last decade of the twentieth century, most vice presidents were chosen to “balance” the ticket. The balance in question could be geographic—a northern presidential candidate like John F. Kennedy of Massachusetts picked a southerner like Lyndon B. -
Position Specification
Position Specification The Pew Charitable Trusts Executive Vice President, Chief Operating Officer and Chief Financial Officer (EVP) Position Specification Ref: Executive Vice President, Chief Operating Officer and Chief Financial Officer (EVP) Pew Charitable Trusts Our Client Organizational Overview The Pew Charitable Trusts uses data to make a difference. For more than 70 years, Pew has focused on serving the public, invigorating civic life, conducting nonpartisan research, advancing effective public policies and practices, and achieving tangible results. Through rigorous inquiry and knowledge sharing, Pew informs and engages public-spirited citizens and organizations, linking diverse interests to pursue common cause. The organization comprises a dedicated team of researchers, communicators, advocates, subject matter experts, and professionals working on today’s big challenges. With Philadelphia as its hometown and the majority of its staff located in Washington, DC, its U.S. and international staff find working at Pew personally and professionally rewarding. Wise stewardship of resources allows Pew employees to pursue work that strategically furthers their philanthropic mission in significant and measurable ways. Pew collaborates with a diverse range of philanthropic partners, public and private organizations, and concerned citizens who share their interest in fact-based solutions and goal-driven investments to improve society. Pew attracts top talent, people of integrity who are service-oriented and willing to take on challenging assignments. They provide competitive pay and benefits, a healthy work-life balance, and a respectful and inclusive workplace. Pew employees are proud of their colleagues, proud of where they work, and proud of the institution’s reputation. Mission, Values, and Strategies The Pew Charitable Trusts is a global nongovernmental organization that was established in 1948. -
Ensuring the Effectiveness of Federal Chief Technology Officers
Ensuring the Effectiveness of Federal Chief Technology Officers September 2016 A Report of the PSC Technology Council Table of Contents Introduction ............................................................................. 2 Current Range of CTO Roles and Responsibilities ................. 3 Organizational Placement and Authority ................................. 6 The CTO Community ............................................................... 9 PSC Recommendations ........................................................ 11 Acknowledgements ............................................................... 14 PSC is the voice of the government technology and professional services industry, representing the full range and diversity of the government services sector. As a trusted industry leader on legislative and regulatory issues related to government acquisition, business and technology, PSC helps build consensus between government and industry. Our more than 400 member companies represent small, medium, and large businesses that provide federal agencies with services of all kinds, including information technology, engineering, logistics, facilities management, operations and maintenance, consulting, international development, scientific, social, environmental services, and more. Together, PSC’s members employ hundreds of thousands of Americans in all 50 states. 1 Ensuring the Effectiveness of Federal Chief Technology Officers Introduction Today, more than ever, federal agencies must create and foster an environment of technology innovation -
Chief Technology Officer (CTO) / Chief Information Officer (CIO) (80-100%)
Ava is a digital health company with offices in Zurich, San Francisco, Belgrade and Makati that aims to advance women’s reproductive health by bringing together artificial intelligence and clinical research. Our wearable device, smart app and proprietary predictive algorithms empower women by giving them unique clinically researched insights and personalized data about their menstrual cycle, fertile window, and pregnancy delivered in a way that’s convenient and non-invasive. Ava was voted Best of Baby Tech at CES 2017, named a Women’s Health “Editors’ Choice” product and has been honoured as the best Swiss startup in 2017 and 2018. Our current key markets include USA, Germany, Switzerland and UK. Would you like to join us on our challenging adventure? To strengthen our team, we are looking for a: Chief Technology Officer (CTO) / Chief Information Officer (CIO) (80-100%) Location: Zurich, Switzerland Responsibilities: • Lead, develop and motivate Ava’s largest team, consisting of Software, Data Science, Hardware & Firmware and Technical Product Ownership • Define and execute Ava’s strategic Product Roadmap for Data Science, Software and Hardware & Firmware within budget, schedule and design/quality guidelines • Develop and own implementation of Ava’s short and midterm Enterprise Technology strategy • Oversee and own Enterprise Architecture and Enterprise Security across Ava • Own and optimize product development processes, applying appropriate Methodologies and Organizational concepts (Business Agility, Lean Development etc.) • Fully accountable -
SAN JUAN BASIN PUBLIC HEALTH Chief Strategy Officer
SAN JUAN BASIN PUBLIC HEALTH CLASS SPECIFICATION Chief Strategy Officer JOB FAMILY BAND/GRADE/SUBGRADE FLSA STATUS Management E81 Exempt CLASS SUMMARY: This class is the second level in a three-level Management Series. Incumbents serve as a high- level leader and strategist devoted to the management and administration of divisions and functions, reporting to the Executive Director, but working in close collaboration with the Deputy Director of Operations and the Deputy Director of Administrative Services. Incumbents apply advanced management principles to formulate, facilitate and communicate the organization’s vision, initiatives and goals. Incumbents; represent SJBPH; act as an advisor to the chief executive officer and to the Board of Health; develop and implement programs critical to SJBPH; and exercise control and supervision of multiple assigned functions and/or divisions and significant resources/assets. Within the incumbant’s designated division, managerial oversight and responsibilities cross multiple functional units within the organization. The position is responsible for program outcomes across a designated department, as assigned. Incumbents supervise management staff including overseeing and conducting performance evaluations, coordinating training; and implementing hiring, discipline and termination procedures. ESSENTIAL DUTIES: This class specification represents only the core areas of responsibilities; specific position assignments will vary depending on the needs of SJBPH. Supervises staff including overseeing and conducting -
Chief Technology Officer
Sonoma County Office of Education – Job Description ══════════════════════════════════════════════════════ Classified Management CHIEF TECHNOLOGY OFFICER Definition: Under the direction of the Deputy Superintendent, Business Services, the Chief Technology Officer is responsible both for ensuring an effective technology and information services infrastructure and for organizational process control systems focused on continual service improvement and the achievement of operational excellence. This position is responsible for strategic information systems requirements and information technology resources and services to support the business and educational mission and priorities of the County Office of Education. This includes planning and delivery of services in the area of information systems, software applications, data center operations, telecommunications systems, media systems and comprehensive client support and services. Serves as a member of the Superintendent’s cabinet. Distinguishing Characteristics: This is the senior level position involved in the Information Technology series. This position is distinguished from the IT Director position because of the higher level of knowledge and experience required for the complexity inherent in today’s connectivity, information system technology, and contract administration for fiber optics and other technological advances. This job class exercises considerable responsibility for the successful provision and supervision of information technology services for the County Office and participates in the development, implementation and evaluation of data processing programs and systems. This job class requires specialized knowledge in the areas of information technology systems, operations and programming and functions at a full supervisory/management level of classification, including developing policies and procedures pertaining to Information Technology. Supervision Exercised and Received: Employees in this class receive intermittent supervision within a broad framework of policies and procedures. -
The Chief Technology Officer: Strategic Responsibilities and Relationships Research Technology Management, July-August 2003
The Chief Technology Officer: Strategic Responsibilities and Relationships Research Technology Management, July-August 2003 The Chief Technology Officer: Strategic Responsibilities and Relationships Roger D. Smith Titan Corporation [email protected] Introduction Origins of the Chief Technology Officer The significant role of technology in In the 1950s and 1960s, many large strategic business decisions has created the corporations established beautiful research need for executives who understand laboratories at locations remote from their technology and recognize profitable headquarters and manufacturing facilities. applications to products, services, and The goal was to collect brilliant scientists processes. Many companies have addressed and allow them to study relevant topics in an this need through the appointment of a Chief environment unhindered by day-to-day Technology Officer (CTO) whose business concerns. The director of the responsibilities include monitoring new laboratory was often a corporate vice technologies and assessing their potential to president who did not participate in become new products or services, decisions regarding corporate strategy and overseeing the selection of research projects direction. Instead, his responsibilities were to insure that they have the potential to add to attract the best scientists, explore new value to the company, providing reliable ideas, and publish respected research technical assessments of potential mergers papers.1 and acquisitions, explaining company By the late 1980s, companies began to products and future plans to the trade media, anoint R&D laboratory directors as Chief and participating in government, academic, Technology Officers. Technology was and industry groups where there are becoming such a prevalent part of company opportunities to promote the company’s products and services that senior reputation and to capture valuable data. -
Mckinsey Special Collection the Role of the CFO
McKinsey Special Collection The Role of the CFO Selected articles from the Strategy and Corporate Finance Practice The Role of the CFO articles Why CFOs need a bigger role in business transformations Ryan Davies and Douglas Huey April 2017 read the article Are today’s CFOs ready for tomorrow’s demands on finance? Survey December 2016 read the article Profiling the modern CFO A panel discussion October 2015 read the article Building a better partnership between finance and strategy Ankur Agrawal, Emma Bibbs and Jean-Hugues Monier October 2015 read the article The Role of the CFO McKinsey Special Collection 3 © Martin Barraud/Getty Images Why CFOs need a bigger role in business transformations CFO involvement can lead to better outcomes for organization-wide performance improvements. Ryan Davies and Douglas Huey When managers decide that a step change in that underlie a transformation. And they often have performance is desirable and achievable, they’ll an organization-wide credibility for measuring often undertake a business transformation. value creation. The way it usually works, though, is Such transformations are large-scale efforts that that CEOs sponsor transformations. A full-time run the full span of a company, challenging executive—often a chief transformation officer— the fundamentals of every organizational layer. assumes operational control, and individual That includes the most basic processes in business units take the lead on their own perfor- everything from R&D, purchasing, and production mance. That often leaves CFOs on the sidelines, to sales, marketing, and HR. And the effect on providing transaction support and auditing the earnings can be substantial—as much as 25 percent transformation’s results. -
Inside the C-Suite: the CEO, the Board, and the ELT
Center for Executive Succession Inside the C-Suite: The CEO, the Board, and the ELT Results of the 2017 HR@Moore Survey of Chief HR Officers Patrick M. Wright Anthony J. Nyberg Donald J. Schepker Ormonde R. Cragun Christina B. Hymer From the: Center for Executive Succession Department of Management Darla Moore School of Business University of South Carolina Executive Summary The 2017 HR@Moore Survey of Chief HR Officers asked respondents to provide information on the relationships among those in the C-suite and the board. The results revealed that half of the respondents reported that their CEO also served as the Chairman of the Board (indicating there is a separate Lead Director), while the other half had an Non-Executive Independent Chairman of the Board (Non-executive Chair). Non-executive Chairs tended to exert greater monitoring of the CEO and provide more advice relative to Lead Directors. There did not seem to be any differences in the effectiveness of the relationship or the level of collaboration between the CEO and the Non-executive Chair or the Lead Director. However, higher levels of trust existed between This and cover photo courtesy of the University of South Carolina the CEO and the Lead Director than between the Athletics Communications and Public Relations Department CEO and the Non-executive Chair. When asked In terms of dynamics among the ELT, CEOs were about the kinds of tensions that existed between most likely to rely on the CHRO as a confidant, the CEO and either the Non-executive Chair or followed by the CFO and the President/COO.