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Role of a Diversity Officer
The Role of the Chief Diversity Officer in Academic Health Centers Acknowledgements The CDO Forum was convened by the AAMC (Association of American Medical Colleges) in partnership with the American Hospital Association Institute for Diversity in Health Management (AHA-IFD). This report could not have been accomplished without considerable support from Damon Williams, Ph.D., who recorded and distilled information that was captured during the forum, led a series of follow-up interviews with chief diversity officers, and worked closely with AAMC staff to author this publication. We also want to thank Christopher Metzler, Ph.D., for moderating the discussion during the CDO Forum. A special thank you goes to the staff at the AHA-IFD for their work in this partnership and their contributions to the content of this document. We also would like to thank Witt/Kieffer, a top-tier executive search firm, which provided statistics on chief executive and diversity roles, and generously shared their knowledge of qualifications and responsibilities of the role. AAMC’s Diversity Policy and Programs team that led this project include: Marc Nivet, Ed.D., Chief Diversity Officer Laura Castillo-Page, Ph.D., Senior Director, Diversity Policy and Programs Tiffani St.Cloud, Lead Program Management Specialist Jessica Vaughan, Administrative Specialist Kate Gampfer, Administrative Associate Emily Yunker, Administrative Specialist 1 Association of American Medical Colleges, 2012 The Role of the Chief Diversity Officer in Academic Health Centers Table of Contents -
Walgreens Boots Alliance Appoints Valerie Jarrett to Its Board of Directors
Walgreens Boots Alliance Appoints Valerie Jarrett to Its Board of Directors 10/30/2020 Brings deep leadership experience and expertise in the private and public sectors DEERFIELD, Ill.--(BUSINESS WIRE)-- Walgreens Boots Alliance, Inc. (Nasdaq: WBA) today announced the appointment of Valerie Jarrett to the company’s board of directors and to the board’s audit committee and compensation and leadership performance committee, eective immediately. She joins the board as an independent director and becomes the board’s eleventh member. This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20201030005125/en/ Valerie Jarrett appointed to Walgreens Boots Alliance board of directors (Photo: Jarrett is an acclaimed business executive Business Wire) and civic leader, and will bring important perspective and business experience to the company’s board. Her appointment will also provide further momentum to meet WBA’s diversity and inclusion goals, which are a top priority for the company. She is the rst African-American woman appointed to the board and fourth woman on the current board. “Valerie is an outstanding addition to our board. She is a deeply inuential and highly admired leader. Our company will benet greatly from her wide and diverse experience at a time when our essential healthcare role in the 25 countries where we operate has never been more important,” said James Skinner, executive chairman, Walgreens Boots Alliance. “We are very pleased to welcome Valerie to our board, and look forward to her sharing extensive expertise on critical issues related to the many communities that we support and help around the world,” said Stefano Pessina, executive vice chairman and chief executive ocer, Walgreens Boots Alliance. -
Continues the Journey To
THE JOURNEY TO global CONTINUES Walgreens, Alliance Boots and our joint venture have accomplished a lot in one year – another step in establishing the world’s first global health and well-being enterprise. By James Warda ast year at this time, the Walgreen World cover story and our company’s biggest news was that we had entered into a groundbreak- ing agreement with the European-based Lcompany Alliance Boots. One year later, we sat down with three of the leaders closely involved in making this a successful partnership: from Walgreens, Alliance Boots and the joint venture Walgreens Boots Alliance Development GmbH*. Walgreen World: What convinced you about the partnership with Walgreens? John Donovan, co-president of Walgreens Boots Alliance Development GmbH (previously with Alliance Boots): Alliance Boots already set a successful precedent at a European level a few years ago. Now we have the opportunity to add greater dimension, geo- graphical reach and extra scale to this model. What we can ultimately offer our customers, pharmacists, patients and manufacturers can only be dramatically increased by our strategic partnership with Walgreens. WW: What have Walgreens and Alliance Boots been doing together this past year? Bob Zimmerman, Walgreens senior vice president and global chief administration officer:To help us organize the efforts involved in delivering synergies, or making the most of cost savings, new ideas and improved processes, we’ve developed six teams in the last year. Each one focus- es on a different aspect of our combined capabilities and expertise, with five focused on procurement: Este artículo está disponible en Español en “StoreNet.” 10 WALGREEN WORLD SEP | OCT 2013 • Generic drug procurement identified cost savings and ways to learn from each to other pharmacies or directly to patients. -
All Together. Different. Svi Zajedno
Diversity & Inclusion Report 2018–19 All Together. Different. Svi zajedno. Različiti. • Všichni společně. • Každý jiný. • Eensgezind. Anders. • Tous ensem- ble, tous différents. • Einträchtig. Anders. • Tut- ti assieme, ma diversi. • Visi kartu. Skirtingi. • Alle sammen. Forskjellige • Todos juntos. TableDifer of Contents- Deepening Our Diversity and Inclusion entes. • Împreună. Diferiți • Hep birlikte. FaEmphasisrklı. ............................................... 1 • Svi zajedno. Različiti. • Všichni společněMessages. • from Our CEO, Global Chief Human Resources Officer and Our Global Každý jiný. • Eensgezind. Anders. • Tous enChief -Diversity Officer ........................2–3 Our D&I Impact Is Expansive semble, tous différents. • Einträchtig. Anderand Expandings. • ...................................... 4 WBA Strengthens Its D&I Strategy, Tutti assieme, ma diversi. • Visi kartu. SkirtiData Collectionngi. ............................... 6–13 Our Business Resource Groups Foster Inclusive Global Cultures ................ 14–21 All Together. Different. Împreună. Diferiți • Expanding Business Opportunities Todos juntos. Diferentes. • Hep birlikte. Farklby Attracting,ı. Nurturing Diverse Suppliers .......................... 22–25 • Svi zajedno. Različiti. • Všichni společně.WBA • Earns Wide Recognition for D&I Leadership ........................ 26–27 Každý jiný. • Eensgezind. Anders. • Tous ensemLooking Ahead ....................................- 29 ble, tous différents. • Einträchtig. Anders. • Tut- ti assieme, ma diversi. • Visi kartu. -
Chief Diversity Officer and the Diversity Office
Journal of Student Research (2012) Volume 1, Issue 3: pp. 38-42 Research Article Chief Diversity Officer and the Diversity Office Sabine Cherenfanta and Dr. Rex Crawleya Six universities and colleges were analyzed in this research to assist Robert Morris University in finding a structure for its chief diversity officer and diversity office. Those universities and colleges were chosen because of their already established diversity- related departments. Among other observations, title XI was explored in regards to who is responsible for its coordination. After thoroughly examining those institutions, the RMU potential CDO job description was shared and recommendations were offered. Keywords: Chief Diversity Officer, Diversity Office, Higher Education Institutions Introduction and positions within departments in an organization,” and work teams imply “the groups of employees that work to The purpose of this paper is to explore a structure for the complete a specific task within the organization” proposed position, Vice President for Equity and Chief (Organizational structure, 2004, para. 9-10).Within the Diversity Officer (CDO) and a structure for the proposed diversity office, tasks specialization needs to be established. office of Institutional Diversity and Equity (OIDE). The CDO David Schmidtchen construed specialization as the motor of a task force is in the process of developing a proposal to assist creatively, generatively and dynamically boosting workplace in the position creation process at Robert Morris University. (2007, p. 84). Specialization allows the workplace to run The proposed OIDE will oversee diversity and equity smoothly. management for the university. Research from this paper will Overall, communication is the key to applying diversity assist the task force in determining the most effective in an institution. -
HD [email protected] Or by Writing to the Directors at the Following Address
THE HOME DEPOT PROXY STATEMENT AND NOTICE OF 2020 ANNUAL MEETING OF SHAREHOLDERS Thursday, May 21, 2020 at 9:00 a.m., Eastern Time COBB GALLERIA CENTRE, ATLANTA, GA Table of Contents INVESTOR FACTSHEET Strategy Our One Home Depot strategy aims to deliver shareholder value and grow our market share by providing best- in-class customer service through a seamless, interconnected shopping experience for our customers. We are continuously improving our online and in-store experience and providing enhanced training for our associates. In addition, to ensure we are the product authority in home improvement, we strive to provide unique and comprehensive product offerings, continued innovation, and exceptional convenience and value. To execute our strategy, we have committed approximately $11 billion over a multi-year period to investments in our stores, associates, interconnected and digital experience, pro customer experience, services business, supply chain, and product and innovation. Shareholder Return Principles Our first priority for our use of cash is investing in our business, as reflected by our One Home Depot strategy. Our use of the remainder of our cash is guided by our shareholder return principles: • Dividend Principle: Look to increase the dividend every year as we grow earnings • Return on Invested Capital Principle: Maintain a high return on invested capital, benchmarking all uses of excess liquidity against value created for shareholders through share repurchases • Share Repurchase Principle: After meeting the needs of the business, look to return excess cash to shareholders in the form of share repurchases Key Financial Performance Metrics Set forth below are key financial performance metrics for the indicated fiscal years. -
Forward-Looking Statements
Forward-Looking Statements This presentation includes “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995. Statements including words such as “believe”, “expect”, “anticipate”, “plan”, “desire”, “project”, “estimate”, “intend”, “will”, “should”, “could”, “would”, “may”, “strategy”, “potential”, “opportunity”, “outlook”, “scenario”, “guidance”, and similar expressions are forward- looking statements. Forward-looking statements involve, among other things, expectations, projections, and assumptions about future financial and operating results, objectives, business outlook, priorities, sales growth, shareholder value, capital expenditures, cash flows, the housing market, the home improvement industry, demand for products and services, share repurchases, Lowe’s strategic initiatives, including those relating to acquisitions and dispositions and the impact of such transactions on our strategic and operational plans and financial results. Such statements involve risks and uncertainties and we can give no assurance that they will prove to be correct. Actual results may differ materially from those expressed or implied in such statements. A wide variety of potential risks, uncertainties, and other factors could materially affect our ability to achieve the results either expressed or implied by these forward-looking statements including, but not limited to, changes in general economic conditions, such as the rate of unemployment, interest rate and currency fluctuations, fuel and other energy costs, slower growth in personal income, changes in consumer spending, changes in the rate of housing turnover, the availability of consumer credit and of mortgage financing, changes in commodity prices, trade policy changes or additional tariffs, outbreaks of public health crises, such as the COVID-19 pandemic, availability and cost of goods from suppliers, and other factors that can negatively affect our customers. -
Comcast Corporation; Rule 14A-8 No-Action Letter
GIBSON DUNN Gibson, Dunn & Crutcher LLP 200 Park Avenue New York, NY 10166-0193 Tel 2 12.351.4000 www.gibsondunn.com Lori Zyskowski Direct +1 212.351.2309 Fax +1 212.351.6309 [email protected] Febrna1y 3, 2021 VIAE-MAIL Office of Chief Counsel Division of Co1poration Finance Securities and Exchange Commission 100 F Sti·eet, NE Washington, DC 20549 Re: Comcast Corporation Shareholder Proposal ofDavid Friedman 1993 Rev Tr (S) et al. Securities Exchange Act of 193 4- Rule 14a-8 Ladies and Gentlemen: This letter is to infonn you that our client, Comcast Co1poration (the "Company"), intends to omit from its proxy statement and fo1m of proxy for its 2021 Annual Meeting of Shareholders (collectively, the "2021 Proxy Materials") a shareholder proposal and statements in suppo1i thereof (the "Proposal") received from As You Sow on behalf of David Friedman 1993 Rev Tr (S) and from United Church Funds, as a co-filer of the Proposal (together, the "Proponents"). Pursuant to Rule 14a-8(j), we have: • filed this letter with the Securities and Exchange Commission (the "Commission") no later than eighty (80) calendar days before the Company intends to file its definitive 2021 Proxy Materials with the Commission; and • concmTently sent copies of this con espondence to the Proponents. Rule 14a-8(k) and Staff Legal Bulletin No. 14D (Nov. 7, 2008) ("SLB 14D") provide that shareholder proponents are required to send companies a copy of any conespondence that the proponents elect to subrnit to the Commission or the staff of the Division of Co1poration Finance (the "Staff'). -
TC Energy 2021 Management Information Circular
Management information circular March 4, 2021 Notice of annual meeting of shareholders to be held May 7, 2021 24668 TC_ENGLISH Circular cover spread.pdf - p1 (March 6, 2021 00:22:29) DT Letter to shareholders ........................................... 1 Notice of 2021 annual meeting ................................ 2 About Management information circular ............................3 TC Energy Summary ....................................................................4 About the shareholder meeting ...............................6 Delivering the energy people need, every day. Safely. Delivery of meeting materials ........................................7 Responsibly. Collaboratively. With integrity. Attending and participating in the meeting .....................8 We are a vital part of everyday life — delivering the energy millions of people rely on to power their lives in a Voting ...................................................................... 10 sustainable way. Thanks to a safe, reliable network of natural gas and crude oil pipelines, along with power generation Business of the meeting .............................................. 14 and storage facilities, wherever life happens — we’re there. Guided by our core values of safety, responsibility, Governance ........................................................33 collaboration and integrity, our 7,500 people make a positive difference in the communities where we operate across About our governance practices ...................................33 Canada, the U.S. and Mexico. -
G. CHRISTINE TAYLOR, Ph.D
G. CHRISTINE TAYLOR, Ph.D. EXECUTIVE SUMMARY An innovative and seasoned senior executive with a successful background in change management, program development, marketing, recruitment and process improvement. More than 20 years of progressive leadership experience in higher education with a strong focus on systems thinking and the development of synergistic and collaborative approaches to problem solving. A results-oriented visionary, recognized as a strong communicator and a proactive team builder with the ability to thrive in dynamic and changing environments. EDUCATION American Council for Education (ACE) Fellowship Program Georgia State University, Atlanta, Georgia 8/02 - 7/03 The ACE Fellowship Program is the premiere leadership training program in higher education which includes intensive leadership training programs and mentoring by the senior leadership of the fellow’s host institution. I was hosted by Georgia State University for an academic year and received mentoring from President Carl Patton and members of his cabinet. Areas of emphasis included higher education leadership, organizational governance, enrollment management, foundation board development and management, diversity and change management. Served as a subcommittee member of the University System of Georgia Board of Regents’ African American Male Initiative. Ohio University, Athens, Ohio 1997 Ph.D. Mass Communication Dissertation – A Few in a Thousand: A study of the Experiences of African American Female General Managers of Broadcast Radio and Television Stations. Ohio University, Athens, Ohio 1989 M.A. Telecommunications Management Middle Tennessee State University, Murfreesboro, Tennessee. 1979 B.S. Broadcast Journalism Dr. G. Christine Taylor, Page 2 PROFESSIONAL EXPERIENCE Purdue University, West Lafayette, Indiana Inaugural Vice Provost for Diversity and Inclusion/ Chief Diversity Officer 10/09 - 6/15 Purdue University is a STEM-focused research-intensive institution with a full-time, part-time and continuing education enrollment of more than 38,770. -
Domini Impact Equity Fundsm Performance Commentary - First Quarter 2018
Domini Impact Equity FundSM Performance Commentary - First Quarter 2018 Investor Shares - DSEFX | Institutional Shares - DIEQX | Class R Shares - DSFRX | Class A Shares - DSEPX The Fund invests primarily in mid- and large-cap U.S. equities. It is managed through a two-step process designed to capitalize on the strengths of Domini Impact Investments and Wellington Management Company, the Fund’s subadviser. Domini creates an approved list of companies based on its social, environmental and governance analysis, and Wellington seeks to add value and manage risk through a systematic and disciplined portfolio construction process. DSEPX (without (with Total Returns as of DSEFX DIEQX DSFRX DSEPX S&P 500 3 March 31, 2018 load) 2 max load) 2 First Quarter 2018 -0.70% -0.63% -0.77% -0.71% -5.43% -0.76% Year to Date -0.70% -0.63% -0.77% -0.71% -5.43% -0.76% One Year 9.03% 9.37% 9.35% 9.07% 3.89% 13.99% Three Year* 5.35% 5.71% 5.65% 5.30% 3.60% 10.78% Five Year* 10.19% 10.59% 10.51% 10.16% 9.10% 13.31% Ten Year* 1 7.81% 7.81% 8.16% 7.81% 7.29% 9.49% market overview Following nine straight quarters of positive returns, U.S. equities had a more subdued start to 2018, with the S&P 500 Index down 0.76% for the first quarter. The year started off strong, with better-than-expected corporate earnings driving the Index to all-time highs in January. However, concerns over lofty equity valuations and risks of stronger inflation and rising interest rates caused a spike in market volatility, beginning with a steep selloff in late January. -
Observations 3.2.2018
OBSERVATIONS 3.2.2018 Financial Markets Review Coming into February it was well documented how equity markets in the U.S. and around the world were shattering records daily. The low volatility and one-way nature of stocks led many financial pundits and high-profile money managers to claim this time is different. It was becoming increasingly difficult to point to a reason stocks should fall more than a few percent or for volatility to ever rear its ugly head again. On January 23rd, Ray Dalio, who is head of the world’s largest hedge fund, had this to say during a CNBC interview: “If you’re holding cash, you’re going to feel pretty stupid.” – Ray Dalio, Bridgewater Associates Three days later the market peaked and proceeded to fall nearly 12% over the following 10 trading days. This is not a knock against Mr. Dalio, as he’s clearly been extremely successful over the course of his career. It just goes to show what type of sentiment we were dealing with over a month ago at market highs. There is no single reason to explain the volatility surge and subsequent correction in equity markets around the world. One could point to the worries of increasing inflation, rising bond yields, the decimation of volatility products or the uncertainty that comes with a new Fed chair. None of these reasons should have caught anyone off guard. In fact, we’ve touched on just about every one of these topics at one point or another in our commentary. However, the best explanation could be as simple as a return to normalcy.