SYNCHRONY FINANCIAL Audit Committee Key Practices the Audit Committee Has Adopted the Following Key Practices to Assist It in Un

Total Page:16

File Type:pdf, Size:1020Kb

SYNCHRONY FINANCIAL Audit Committee Key Practices the Audit Committee Has Adopted the Following Key Practices to Assist It in Un SYNCHRONY FINANCIAL Audit Committee Key Practices The Audit Committee has adopted the following key practices to assist it in undertaking the functions and responsibilities set forth in its charter. Capitalized terms used in this document without definition have the meanings ascribed to them in the charter of the Audit Committee. 1. Meetings. Each year, an agenda of matters to be considered by the Committee at its scheduled meetings will be prepared and may be updated from time to time as appropriate. The Committee shall meet at least eight (8) times a year and maintain minutes of its meetings. The Committee shall hold an executive session, without management present, at the conclusion of every Committee meeting. During the executive session, the Committee shall meet privately with each of the Chief Audit Executive, such other members of management as it deems appropriate and the independent auditor. 2. Review of Periodic Reports. The Committee shall meet with the Chief Executive Officer and the Chief Financial Officer to review the Company’s Annual Report on Form 10-K and Quarterly Reports on Form 10-Q and report the results of its reviews to the Board. These reviews shall include the “Management’s Discussion and Analysis of Financial Condition and Results of Operations” section in the periodic reports. The Chief Audit Executive, General Counsel, the Chairman of the Company’s Disclosure Committee, the Chief Risk Officer, the Chief Accounting Officer and the Company’s independent auditor will be present at these meetings. 3. Review of Chief Executive Officer and Chief Financial Officer Certifications, Disclosure Committee Process and Annual Evaluations of Internal Control Over Financial Reporting. In conjunction with its reviews of the Form 10-Ks and Form 10-Qs, the Committee shall review the related Chief Executive Officer and Chief Financial Officer certifications required by the SEC with respect to the financial statements and the Company’s disclosure controls and procedures and internal control over financial reporting. The Committee shall discuss with the Chairman of the Disclosure Committee any significant issues that arose as part of the Disclosure Committee process used to support the certifications. The Committee shall discuss with the Chief Audit Executive any significant findings of the internal audit function with regard to internal control over financial reporting during the period covered by the certifications, including (1) the identification of any significant deficiencies or material weaknesses and, in the event any is identified, the process and timetable for remediation, (2) any fraud, whether or not material, involving management or other employees who have a significant role in the Company’s internal control over financial reporting and (3) any change during the preceding quarter in the Company’s internal control over financial reporting that has materially affected, or is reasonably likely to materially affect, the Company’s internal control over financial reporting. The Committee shall review, in advance of the filing of the Form 10-K, the annual evaluations by management and, when applicable, the independent auditor of the Company’s internal control over financial reporting, as required by Section 404 of the Sarbanes-Oxley Act of 2002. The Committee shall also review, at least annually, the overall Disclosure Committee process with the Chairman and other representatives of the Disclosure Committee. 4. Review of Earnings Releases and Information Provided to Analysts and Rating Agencies. The Chief Financial Officer shall review with the Committee, prior to their release to the public, earnings releases and any other disclosure of earnings guidance. The Chief Financial Officer shall also review with the Committee, which need not be in advance, the type and presentation of any other financial information provided to analysts and rating agencies. 5. Review of Internal Audit Function. In reviewing the effectiveness of the internal audit function, the Committee shall consider, among other factors, its coordination with the independent auditor, its standing within the Company and its freedom from management and other constraints. The Committee shall review personnel matters, including the qualifications, training and experience of senior management of the internal audit function and succession planning for key roles in the internal audit function. The Committee shall review and approve the internal audit function’s charter. 6. Selection of the Independent Auditor. In selecting the independent auditor for any fiscal year, the Committee shall consider, among other factors, the firm’s performance during the prior year (if applicable), its independence, and its attention to quality control matters. 7. Communication with the Independent Auditor and Management. The Committee shall maintain an open avenue of communication with the independent auditor, the Chief Audit Executive, other members of management and the Board. The Committee shall review and discuss with the independent auditor, at least quarterly, the matters brought to its attention by the independent auditor under Auditing Standard No. 1301adopted by the Public Company Accounting Oversight Board and other applicable standards and matters required to be discussed under NYSE standards. The Committee shall also address these matters, as appropriate, with management. The Committee shall review the management letter from the independent auditor and monitor management’s response thereto, including with respect to any material issues raised in the management letter. 8. Approval of Audit and Non-Audit Services. The Committee shall have the sole authority to approve all audit engagement fees and terms and the Committee, or the Chairman of the Committee, must pre-approve all audit and non-audit services provided to the Company by the Company’s independent auditor. The Committee shall adopt policies and procedures for pre- approving all audit and non-audit work performed by the Company’s independent auditor. To minimize relationships which could appear to impair the objectivity of the independent auditor, it shall be the Committee’s practice to restrict the non-audit services that may be provided to the Company by the Company’s independent auditor primarily to tax services and merger and acquisition due diligence and integration services. 2 9. Hiring Guidelines for Independent Auditor Employees. The Committee has adopted the following practices regarding the hiring by the Company of any partner, director, manager, staff, advising member of the department of professional practice, reviewing actuary, reviewing tax professional and any other persons having responsibility for providing audit assurance to the Company’s independent auditor on any aspect of their certification of the Company’s financial statements. “Audit assurance” includes all work that results in the expression of an opinion on financial statements, including audits of statutory accounts. a. No member of the audit team that is auditing a Company business can be hired into that Company business or into a position to which that business reports for a period of two years following association with that audit. b. No former employee of the independent auditor may sign a Company or Company subsidiary’s SEC filing for five years following employment with the independent auditor. c. No former employee of the independent auditor may be named a Company, Bank or other subsidiary’s officer for three years following employment by the independent auditor. d. The Company’s Chief Financial Officer and the Audit Committee Chairman must approve all hires made from the independent auditor at or above a 1 designated executive grade under the Company’s compensation structure. e. The Company’s Chief Financial Officer shall report to the Committee the profile of the preceding year’s hires from the independent auditor, if any. 10. Process for Handling Complaints About Accounting Matters. As part of the Board’s procedure for receiving and handling complaints or concerns about the Company’s conduct, the Committee has established the following procedures for: (a) the receipt, retention, and treatment of complaints received by the Company regarding accounting, internal accounting controls, or auditing matters; and (b) the confidential, anonymous submission by Company employees of concerns regarding questionable accounting or auditing matters. The Company has established and published on its Web site special mail and e- mail addresses and a toll-free telephone number for receiving complaints regarding accounting, internal accounting controls, or auditing matters. All such complaints will be sent directly to the Chairman of the Committee. All such complaints will be tracked on a separate board of directors’ ombuds docket, but handled by the Company’s ombuds, finance and legal staffs in the normal manner, except as the Committee may request. 1 This refers to Grade 15. 3 The status of such complaints will be reported at least four times a year to the Chairman of the Committee and, if he or she so directs, more frequently and/or to the Committee or the Board. The Chairman of the Committee may request special treatment, including the retention of outside counsel or other advisors, for any complaint addressed to him or her. The Company’s integrity manual prohibits any employee from retaliating or taking any adverse action against anyone for raising or helping to resolve an integrity concern. 11. Audit Committee Memberships.
Recommended publications
  • Chief Financial Officer (Cfo) of the Department of Defense”
    DoD2B 7000.14-R Financial Management Regulation Volume 1, Chapter 1 * June 2010 VOLUME 1, CHAPTER 1: “CHIEF FINANCIAL OFFICER (CFO) OF THE DEPARTMENT OF DEFENSE” SUMMARY OF MAJOR CHANGES All changes are denoted by blue font. Substantive revisions are denoted by an * symbol preceding the section, paragraph, table, or figure that includes the revision. Unless otherwise noted, chapters referenced are contained in this volume. Hyperlinks are denoted by bold, italic, blue and underlined font. The previous version dated June 2008 is archived. PARAGRAPH EXPLANATION OF CHANGE/REVISION PURPOSE All Inserted and updated hyperlinks. Update 010602.D Added Business Integration Directorate responsibilities. Add Figure 1-1 Updated the DoD Chief Financial Officer Structure. Update 1-1 DoD2B 7000.14-R Financial Management Regulation Volume 1, Chapter 1 * June 2010 Table of Contents VOLUME 1, CHAPTER 1: ”CHIEF FINANCIAL OFFICER (CFO) OF THE DEPARTMENT OF DEFENSE” ............................................................................................................................... 1 0101 GENERAL ..................................................................................................................... 3 010101. Purpose ................................................................................................................. 3 010102. Overview .............................................................................................................. 3 0102 APPOINTMENT OF CHIEF FINANCIAL OFFICER OF THE DEPARTMENT OF DEFENSE ...................................................................................................................................
    [Show full text]
  • The Chief Financial Officer
    THE CHIEF FINANCIAL OFFICER Chief Financial Officer.indd 1 13/01/2014 18:21 otHER EcoNOMIST BOOKS Guide to Analysing Companies Guide to Business Modelling Guide to Business Planning Guide to Cash Management Guide to Commodities Guide to Decision Making Guide to Economic Indicators Guide to Emerging Markets Guide to the European Union Guide to Financial Management Guide to Financial Markets Guide to Hedge Funds Guide to Investment Strategy Guide to Management Ideas and Gurus Guide to Managing Growth Guide to Organisation Design Guide to Project Management Guide to Supply Chain Management Numbers Guide Style Guide Book of Business Quotations Book of Isms Book of Obituaries Brands and Branding Business Consulting Business Strategy Buying Professional Services Doing Business in China Economics Managing Talent Managing Uncertainty Marketing Marketing for Growth Megachange – the world in 2050 Modern Warfare, Intelligence and Deterrence Organisation Culture Successful Strategy Execution The World of Business Directors: an A–Z Guide Economics: an A–Z Guide Investment: an A–Z Guide Negotiation: an A–Z Guide Pocket World in Figures Chief Financial Officer.indd 2 13/01/2014 18:21 THE CHIEF FINANCIAL OFFICER What CFOs do, the influence they have, and why it matters Jason Karaian Chief Financial Officer.indd 3 13/01/2014 18:21 THE ECONOMIST IN ASSOCIATION WITH PROFILE BOOKS LTD Published by Profile Books Ltd 3a Exmouth House Pine Street London ec1r 0jh www.profilebooks.com Copyright © The Economist Newspaper Ltd, 2014 Text copyright © Jason Karaian, 2014 All rights reserved. Without limiting the rights under copyright reserved above, no part of this publication may be reproduced, stored in or introduced into a retrieval system, or transmitted, in any form or by any means (electronic, mechanical, photocopying, recording or otherwise), without the prior written permission of both the copyright owner and the publisher of this book.
    [Show full text]
  • Chief Financial Officer Opportunity Guide ABOUT the NEW ORGANIZATION
    Chief Financial Officer Opportunity Guide ABOUT THE NEW ORGANIZATION Envision Unlimited and United Cerebral Palsy Envision and UCP Seguin will be partners, or Seguin of Greater Chicago (UCP Seguin) are “affiliates,” of this new administrative entity. Within this entering into a strategic partnership that will create federation structure, each organization will retain its a stronger advocate for people with intellectual or 501(c)(3) nonprofit status and its board of directors. developmental disabilities and those with mental Each will continue to deliver the highest quality direct illness. Working together, they will be able to expand service possible while sharing a single mission, services, serve more people, and achieve greater strategic direction, brand, and back office. effectiveness. To read the full announcement, including They have three overarching goals: FAQs about the new partnership, please click here. 1. Achieve greater administrative efficiencies that will This consolidation will bring together nearly 150 years enable them to enhance their services. of combined experience, building on each other’s strengths, and filling in each other’s gaps. Serving 2. Become more innovative to provide those they more than 4,000 individuals and families, programs serve with more choice, independence, and include residential services, day supports, and opportunities to enjoy activities and be fully employment for people with I/DD and serious mental included within the larger society. illness. Additional programs include respite services 3. Leverage their larger size and efficiencies as for the I/DD population and specialized foster care for benefits to funders and policymakers. children with disabilities. The vision for the new organization is for everyone with Jointly, they will be an even greater champion to an intellectual or mental challenge to live a happy and improve the lives of those they serve.
    [Show full text]
  • ROLE of CFO (Chief Financial Officer)
    ROLE OF CFO (Chief Financial Officer) In Corporate Governance By Abdul Naeem Khan Professional I ICMAP TRADITIONAL ROLE OF CHIEF ACCOUNTANT The Chief Accountants used to perform several tasks which were preparing accounts, preparing budgets, operational reporting and interpreting, evaluating operating results, preparing income tax returns, establishing internal control procedures to safe-guard the companies assets. TRANSITION FROM CHIEF ACCOUNTANT TO CHIEF FINANCIAL OFFICER Due to increased governance requirement there arises a need to empower the chief accountant and to make him responsible by requiring him to sign the accounts. There comes the code of corporate governance, which makes the chief accountant powerful and more responsible. With the new role, Chief Accountant becomes Chief Financial Officer (CFO). Appointment and Approval Requirement The appointment, removal and remuneration terms and conditions of employment of the chief financial officer of a listed company shell be determined by the Chief Executive Officer with the approval of the Board of Directors. Qualification Requirement The qualification requirement is defined under the code of corporate governance that is the person appointed as the Chief Financial Officer must be Member of recognized body of professional accountants or A graduate from a recognized university or equivalent, having at least 5 years experience in handling financial and corporate affairs of a listed company. Attending Board Meetings. The Chief Financial Officer of a listed company is required to attend the meeting of the board of directors. IMPLICATION OF NEW RESPONSITBILITES The new responsibilities apply to all Chief Financial Officers of Listed Companies, Insurance Companies, Banks and DFIs. Mostly the CFO presents the financial position relating to the period which has been over, and the period which has to come that is the financial position attained and the financial projection i.e.
    [Show full text]
  • NAHU Board of Trustees Job Description Treasurer the By-Laws' Perspective – a Pretty Quiet Office NAHU By-Laws Spells out Th
    NAHU Board of Trustees Job Description Treasurer The By-Laws’ Perspective – A Pretty Quiet Office NAHU By-Laws spells out the tasks of the Treasurer. It reads, “The Treasurer shall submit a financial report at the Annual Meeting of the House of Delegates. The Treasurer shall oversee the preparation of the annual financial report required by ARTICLE XIV, Section 2. The Treasurer shall be responsible for other duties as they are assigned by the President, Executive Committee or Board of Trustees.” The “annual financial report required by ARTICLE XIV, Section 2” is known as “the annual audit” and it is required that “There shall be an independent audit of the association’s books every year.” The Finance Committee is not the “Treasurer’s Committee” because the By-Laws do not give that ownership to the Treasurer. The Finance & Audit Committee, as it is named in the By-Laws, was established as a Standing Committee and the President appoints chairpersons of such committees. Lastly, the of submitting “a financial report at the Annual Meeting of the House of Delegates” requires merely turning in the report without oral comment if that is the will of the meeting planners. To the degree that the By-Laws barely define the Treasurer’s job, P&Ps make up for it in over drive. The Treasurer has a most specifically described set of job tasks. P&P 95-03-EX, says in part - “The Treasurer shall be responsible to the Board of Trustees for the oversight of all expenditures. The Treasurer shall review with the appropriate Board member or committee chair, or the Executive Vice President and/or the Chief Financial Officer any departmental budget, which exceeds its approved allocation by 5% or more.
    [Show full text]
  • Credit Union Bylaws
    Contents Article I. Name and Place of Business 2 Article II. Purpose and Powers 2 Article III. Membership 2 Article IV. Meeting of Members 3 Article V. Board of Directors 3 Article VI. Officers 4 Article VII. Legal Reserve 4 ~ 1 ~ AMENDED AND SUBSTITUTED BYLAWS of CREDIT UNION Article I. NAME AND PLACE OF BUSINESS The name of this corporation shall be: and its principal place of business shall be in the City or Town of County of , and State of Iowa. Article II. PURPOSE AND POWERS The purposes of this credit union shall be to create a source of credit at a fair and reasonable rate of interest, encourage habits of thrift among its members, and provide the opportunity for its members to use and control their savings for their mutual benefit. In this regard, credit unions organized in this State shall have all the rights, powers, and privileges conferred by the law of Iowa and shall be subject to the limitation and restrictions of the laws of Iowa. Article III. MEMBERSHIP Section 3.1 Membership of this credit union shall consist of, and be limited to such natural persons and entities as approved from time to time by, and recorded at the office of, the Superintendent of Credit Unions. All such approvals are recorded on the following Page 2-A. Section 3.2 The credit union may charge an entrance fee and, from time to time, may establish and impose fines which, in the opinion of the Board of Directors, are necessary or required. Section 3.3 Money paid into or out of member accounts shall be evidenced by the credit union by an appropriate voucher, receipt, or passbook entry.
    [Show full text]
  • 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.
    [Show full text]
  • JOB DESCRIPTION: Chief Financial Officer (CFO) Reports To: Chief Executive Officer Employment Type: Full Time POSITION SUMMARY
    JOB DESCRIPTION: Chief Financial Officer (CFO) Reports To: Chief Executive Officer Employment Type: Full Time POSITION SUMMARY: Reporting to the Chief Executive Officer and as a member of the Leadership Team, the Chief Financial Officer (CFO) directs the fiscal functions and management of the Gateway Center’s $4M budget, is responsible for the financial books and records of the organization including the preparation of periodic financial statements, for the annual audit conducted in accordance with nonprofit generally accepted accounting principles, and, to the extent applicable, Government Auditing Standards, the preparation of the Form 990 report to the Internal Revenue Service and other required reporting. The CFO will also be responsible for partnering with senior management to establish standards and best practices that support the agency’s strategic growth plan, as well as managing the overall financial reporting of the agency. This includes developing budgets and timely, accurate monthly financial statements, analyzing budget variances and developing recommendations for improvements. KEY RESPONSIBILITIES ➢ Develop credibility for the business office by providing timely and accurate analysis of budgets, financial reports, financial trends, and by effectively developing solutions to business challenges in order to assist the CEO, the Board and others on the Leadership Team in leading the organization and fulfilling the mission. ➢ Oversee timely completion of monthly general ledger management and accounting close, e.g., accruals, deferred revenue, sub ledger reconciliation and other monthly closing procedures. ➢ Establish guidelines for budget and forecast preparation, and prepare the annual budget in consultation with the CEO, Senior Leaders, and the Board of Directors ➢ Drive continual improvement of the budgeting process through education of department directors and managers on financial issues impacting department budgets.
    [Show full text]
  • Chief Financial Officer Manna, Inc. Washington, DC WE CHANGE LIVES, NEIGHBORHOODS and HISTORY
    Position Profile Chief Financial Officer Manna, Inc. Washington, DC WE CHANGE LIVES, NEIGHBORHOODS AND HISTORY. Manna is seeking an energetic and accomplished Chief Financial Officer (CFO) to work with Manna’s new President & CEO to advance Manna’s work as a strong and high performing, financially strong organization and support implementation of operational vision and strategy. BACKGROUND Manna, Inc. is a 39-year-old leading faith-based affordable housing nonprofit organization located in Washington D.C. and operating in the District of Columbia and Maryland. Since its founding in 1982, Manna has developed over 1,200 affordable units in Washington DC. Manna’s portfolio includes both affordable ownership and rental units with a growing rental housing pipeline. Manna has helped more than 1,000 families in Washington D.C. become successful homeowners. Manna is a certified member of NeighborWorks America® with an exemplary rating and is also a HUD certified housing counseling organization and Community Housing Development Organization (CHDO). Manna has multiple lines of business and program areas that are handled through several organizational affiliates: • Affordable homeownership and rental housing development. • Construction management and general contracting services through a wholly owned for- profit, Providence Construction. • Educating first-time homebuyers through Manna’s highly regarded Homebuyers Club and HUD certified housing counseling. • Serving as a vocal and effective advocate for low-income people in Washington, DC. • Providing training and education to affordable homeowner and condominium associations. • Sales and marketing of affordable homeownership housing. Manna and Providence Construction have a combined annual budget of $4 million for FY2021. Manna’s revenue comes from developer fees, philanthropic support, and government grants and contracts.
    [Show full text]
  • The Changing Role of the Chief Financial Officer
    The Changing Role of the Chief Financial Officer lobally, the role of the Chief Financial Officer data is the surest road to profitable growth. People (CFO), sometimes referred to as the Finance Skills of which 97% of CEOs said that attracting GDirector, has transformed over the past decade and retaining top talent was the path to improve due to the global financial crisis, rise of big data and the finance function. Global reach where 48% of the impact of social and digital media. the CEOs surveyed listed global experience as the most important attribute a CFO can possess. Tech Traditionally, the CFO role entailed supervising, Savvy how the Mastery of IT like cloud enabled ERP managing and engaging the work of the financial systems. controller, credit manager and insurance manager, The CEO and Board now expect the CFOs to lead the and duties including managing investments, way in areas such as strategy and guide key business analysing expenses and tracking regulatory trends. initiatives which have traditionally been aligned with All pretty challenging tasks in themselves but the other C-Suite Roles (e.g. Chief Operating Officer and expectations of the Chief Executive Officer (CEO) even the CEO). This means that the modern day CFO and indeed the Board of Directors (“Board”) of the is required to develop unique skills which would not CFOs require that the focus of the role will need to have been critical a decade ago. change. To succeed in today’s business environment and Organisations are in a state of continuous change, to thrive in tomorrows, the CFO needs to excel and the CFO needs understanding and experience in the following five areas.
    [Show full text]
  • AMENDMENT NO. 1 to the THIRD AMENDED and RESTATED BYLAWS of METROPCS COMMUNICATIONS, INC. the Following Amendment No. 1 To
    AMENDMENT NO. 1 TO THE THIRD AMENDED AND RESTATED BYLAWS of METROPCS COMMUNICATIONS, INC. The following Amendment No. 1 to the Third Amended and Restated Bylaws, is adopted by the Board of Directors of MetroPCS Communications, Inc. (the “Corporation”) as of June 27, 2007: The Third Amended and Restated Bylaws is amended by restating Article V thereof in its entirety as follows: “ARTICLE V OFFICERS 1. The officers of the Corporation shall be chosen by the Board of Directors and shall include a chief executive officer, president, chief financial officer, treasurer, and secretary and may include such additional officers as may from time to time be authorized by these Bylaws or the Board. The Board of Directors may elect from among its members a Chairman of the Board and a Vice Chairman of the Board of Directors. The Board of Directors may also choose one or more vice- presidents, a chief operating officer, and or more assistant secretaries and assistant treasurers. Any number of offices may be held by the same person, unless the Certificate of Incorporation or these Bylaws otherwise provide. 2. The Board of Directors, at its first meeting after each annual meeting of stockholders, shall choose a chief executive officer, president, chief financial officer, treasurer and secretary and may include such additional officers as may from time to time be authorized by these Bylaws or the Board of Directors. 3. The Board of Directors may appoint such other officers and agents as it shall deem necessary or appropriate who shall hold their offices for such terms and shall exercise such powers and perform such duties as shall be determined from time to time by the Board of Directors.
    [Show full text]
  • HAC By-Laws 2000.Wpd
    BY-LAWS OF HOUSING ASSISTANCE CORPORATION (as adopted May 16, 2000) ARTICLE I - THE CORPORATION Section 1. Name of Corporation. The name of the Corporation shall be the Housing Assistance Corporation (the “Corporation”). Section 2. Description. The Corporation is a subsidiary corporation of the New York City Housing Development Corporation and is a public benefit corporation of the State of New York, created by and having the powers and functions set forth in Section 654-b of the New York City Housing Development Corporation Act, as amended (such Section hereinafter referred to as the “Act”). Section 3. Membership. The membership of the Corporation shall consist of such Members as shall be selected and hold office as provided in the Act. Section 4. Office of Corporation. The principal office of the Corporation shall be in the offices of the New York City Housing Development Corporation, or in such other place in the City of New York as the Members may from time to time designate by resolution. Section 5. Fiscal Year. The fiscal year of the Corporation shall commence and conclude on the same dates as the fiscal year of the New York City Housing Development Corporation or upon such other dates as may be designated in a resolution adopted at a regular or special meeting of the Corporation. ARTICLE II - OFFICERS Section 1. Officers. The officers of the Corporation shall be a Chairperson, a Vice- Chairperson, a President, a Chief Financial Officer, one or more Senior Vice Presidents, a General Counsel, a Secretary and such other officers as may from time to time be appointed by the Members of the Corporation upon the recommendation of the President.
    [Show full text]