Annual General Meeting (AGM) by Detailing What an AGM Is, It’S Purpose, the Benefit of Attending, and What to Expect at an AGM
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
How Boards Drive Value in Family-Owned Businesses
A Enduring Across Generations—How Boards Drive Value in Family-Owned Businesses ENDURING ACROSS GENERATIONS How Boards Drive Value in Family-Owned Businesses © 2015 | WomenCorporateDirectors. All materials, logos, etc., unless otherwise stated, are the property of WomenCorporateDirectors, Ltd. Copyright and other intellectual property laws protect these materials. Reproduction or retransmission of the materials, in whole or in part, in any manner, without the prior written consent of the copyright holder, is a violation of copyright law. Contact information for requests for permission to reproduce or distribute materials: [email protected]. © 2015 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 310255 TABLE OF CONTENTS Introduction 1 Chapter 1 – The Benefits of Governance 2 Chapter 2 – The Three Enablers: Clarity, Culture, Communication 3 Chapter 3 – Building a Strong Board 8 Chapter 4 – Keys to an Effective Family Business Board 13 Chapter 5 – Cultivating and Motivating Talent 19 Conclusion 23 WCD Thought Leadership Council 25 2015 WCD Thought Leadership Commissioners 26 Unless otherwise designated, all persons quoted in this report are WCD Thought Leadership Council Members or Commissioners. A full list of Council Members and Commissioners appears on pages 25 – 28. © 2015 | WomenCorporateDirectors. All materials, logos, etc., unless otherwise stated, are the property of WomenCorporateDirectors, Ltd. Copyright and other intellectual property laws protect these materials. Reproduction or retransmission of the materials, in whole or in part, in any manner, without the prior written consent of the copyright holder, is a violation of copyright law. -
Notice of Annual General Meeting Overview Overview
Standard Life Private Equity Trust plc 97 Notice of Annual General Meeting Overview NOTICE IS HEREBY GIVEN the twentieth Annual General Meeting of Standard Life Private Equity Trust plc (the “Company”) will be held at the offices of Aberdeen Standard Investments, 6 St Andrew Square, Edinburgh EH2 2BD on Tuesday, 23 March 2021 at 12.30 p.m. for the following purposes: Ordinary Business As ordinary business, to consider and, if thought fit, pass the following resolutions, in the case of numbers 1 to 11 inclusive, as ordinary resolutions and, in the case of numbers 12 and 13 , as special resolutions: Strategic Report 1. That the Annual Report and Financial Statements for the year ended 30 September 2020, including the Directors’ Report and the Independent Auditor’s Report be received. 2. That the Directors’ Remuneration Report for the year ended 30 September 2020 (excluding the Directors’ Remuneration Policy) be approved. 3. That the Company’s dividend policy to pay four interim dividends be approved. 4. That Mr Bond be re-elected as a Director. Review Investment 5. That Mr Devine be re-elected as a Director. 6. That Ms McComb be re-elected as a Director. 7. That Ms Seymour-Williams be re-elected as a Director. 8. That Mr Thomson be re-elected as a Director. 9. That BDO LLP be re-appointed as Independent Auditor of the Company to hold office until the conclusion of the next general meeting at which accounts are laid before the Company. Governance 10. That the directors be authorised to fix the remuneration of the Independent Auditor for the year to 30 September 2021. -
Notice of Annual General Meeting of Shareholders and 2021 Proxy
Bunge 2021 Proxy Statement Bunge 2021 Proxy Notice of Annual General Meeting of Shareholders and 2021 Proxy Statement March 23, 2021 FSC insignia is FPO. Broadridge to update as necessary. Bunge’s COVID-19 Response No review of 2020 would be complete without noting how COVID-19 touched everything that Bunge did. Our Customers Bunge was deemed an essential organization in delivering Bunge’s ability to keep operating was important as we food, feed and fuel to the world, enabling us to continue are a critical industry whose purpose is to connect farmers to operate our facilities around the globe. As the breadth to consumers to deliver essential food, feed and fuel of the pandemic became clear, we focused on three to the world. Bunge views our farmers and customers key areas: as key partners in the value chain so as countries and communities faced increased restrictions imposed by 1 Ensuring the health and safety of our colleagues; local and national governments, we were ready to help. Companies that provide packaged foods saw extreme 2 Serving our customers; and demand increases as families moved to eating at home. 3 Supporting the communities where we operate. We were able to work with them so they could continue to supply their retail consumers. For our foodservice customers, we helped them manage swings in demand Our Colleagues as lockdowns shifted to restaurant re-openings. Our At Bunge, safety is at the core of who we are. Our collaborative approach garnered recognition from a approach to caring for each other — Stop. Think. Protect. number of our key accounts who appreciated our — worked well in adapting to the COVID environment. -
Meeting Leadership Skills
Meeting Leadership Skills WORKSHOP By: Gord Sheppard Do you love meetings? Why I love meetings • What is your biggest meeting challenge? • How did you solve it? Ground Rules The Meeting Leadership Solution – 10 Step System Get Real With Yourself Get Real With Your Team Know Your Total Meeting Cost $ Get A Great Facilitator Get Real With Your Strategy Create A Blockbuster AGENDA Meet In The Right Space Get Awesome Resources Follow Up FAST Take Action! The Meeting Leadership Solution – 10 Step System Get Real With Yourself You can choose “ how you act during a meeting” Man’s Search For Meaning by Viktor E. Frankl Meeting Self-Awareness 1. How do you act during a meeting? 2. How do you want to act during a meeting? 3. How are you going to get there? P-O-I-N-T P repare your idea O ptimize and Deliver I nvite feedback N ame the hurdles and solutions T ake action Get Real With Your Team Know Your Total Meeting Cost $ + Total Wages + Total Room Cost + Refreshments = $ TOTAL MEETING COST PER HOUR Get A Great Facilitator Get A Meeting Mentor The Meeting Leadership Solution – 10 Step System Get Real With Your Strategy Connect every meeting directly to your Strategy ? Vision ? Mission ? Strategic Objectives What’s the most important thing you’ve learned so far? The Meeting Leadership Solution – 10 Step System Create A Blockbuster Agenda A-G-E-N-D-A A ttention Grabber G reat goals E xcitement N avigation Tools D ecide Now A ccountability Check-In Marketing The A-G-E-N-D-A • Short ‘movie trailer’ • Call each person individually • Mail the agenda to -
Annual Meeting Planning Committee Job Description
Annual Meeting Planning Committee Job Description Purpose of Committee The role of the Committee is to define the theme of the meeting, determine content for each session, and recruit speakers. In most cases, individual members of the committee will take responsibility for individual sessions by identifying panelists, serving as their contact, and working with them to develop the session. The Committee is also responsible for identifying and contacting potential sponsors and sponsorship opportunities. Reviewing and selecting posters, papers, and other proposals is also an important role of the Committee. Committee members must attend the Annual Meeting and be present at the opening session to be recognized. In addition, members may be asked to assist with staffing sessions. Role of Chairs Planning Co-Chair The role of the Planning Co-Chair includes keeping the committee on schedule (see recommended timeline), setting planning committee meeting dates, creating meeting agendas with staff, assigning tasks within the committee, and following up on tasks. Program Co-Chair The Program co-chair is responsible for identifying and recruiting speakers, liaising with speakers prior to the meeting to ensure their understanding of the audience and meeting theme, and assisting the education sessions planning group in aligning sessions to the meeting theme. Sponsorship Co-Chair The Sponsorship co-chair is responsible for identifying and soliciting sponsorship from national and local corporate entities as well as AUPHA member programs and supporters. Role of Member • Attends via conference call the meetings called by the Chair. • Helps in development of theme and general meeting direction. • Serves on at least one sub-committee responsible for Sponsorship, Posters, or Education Sessions. -
Annotated Sample of Minutes, Consents, and Board Resolutions
____________________________________________________________________________________________________________ PUBLIC COUNSEL | COMMUNITY DEVELOPMENT PROJECT | FORM OF MINUTES | 2017 Annotated Sample of Minutes, Consents, and Board Resolutions California Nonprofit Public Benefit Corporation About This Form: Public Counsel’s Community Development Project has designed these annotated sample minutes, consents, and board resolutions to serve as a tool for non-membership California nonprofit public benefit corporations and pro bono attorneys who represent them. Exercise of Board Authority and Resolutions Subject to the provisions of its articles of incorporation, California Nonprofit Corporation Law and any other applicable laws, a California nonprofit public benefit corporation’s business and affairs are managed, and all corporate powers are exercised, by or under the direction of its board of directors (sometimes referred to as “the board”). The board may delegate its management authority to any person or persons, management company, or committee, provided that, ultimately, the activities and affairs of the Corporation are managed and all corporate powers are exercised under the direction of the board.i A resolution is the written documentation of a binding decision regarding the affairs of a corporation made by its board of directors or committee, either at a meeting or through unanimous written consent. This publication provides sample resolutions for common board actions. Corporate Minutes Minutes are the official record of the proceedings of a board or a committee meeting. Every California nonprofit corporation is required to maintain minutes of its board and committee proceedings either in written hardcopy or another format that can be converted into “clearly legible tangible form” (e.g., as an electronic data file).ii Board meeting minutes are typically drafted by or under the supervision of the corporation’s secretary, and committee meeting minutes are typically drafted by or under the supervision of the committee chair or secretary. -
Simplified Parliamentary Procedure
Extension to Communities Simplifi ed Parliamentary Procedure 2 • Iowa State University Extension Introduction Effective Meetings — Simplifi ed Parliamentary Procedure “We must learn to run a meeting without victimizing the audience; but more impor- tantly, without being victimized by individuals who are armed with parliamentary procedure and a personal agenda.” — www.calweb.com/~laredo/parlproc.htm Parliamentary procedure. Sound complicated? Controlling? Boring? Intimidating? Why do we need to know all those rules for conducting a meeting? Why can’t we just run the meetings however we want to? Who cares if we follow parliamentary procedure? How many times have you attended a meeting that ran on and on and didn’t accomplish anything? The meeting jumps from one topic to another without deciding on anything. Group members disrupt the meeting with their own personal agendas. Arguments erupt. A few people make all the decisions and ignore everyone else’s opinions. Everyone leaves the meeting feeling frustrated. Sound familiar? Then a little parliamentary procedure may just be the thing to turn your unproductive, frustrating meetings into a thing of beauty — or at least make them more enjoyable and productive. What is Parliamentary Procedure? Parliamentary procedure is a set of well proven rules designed to move business along in a meeting while maintaining order and controlling the communications process. Its purpose is to help groups accomplish their tasks through an orderly, democratic process. Parliamentary procedure is not intended to inhibit a meeting with unnecessary rules or to prevent people from expressing their opinions. It is intended to facilitate the smooth func- tioning of the meeting and promote cooperation and harmony among members. -
Basic Responsibilities of the Co-Op Board of Directors
OVERVIEW BASIC RESPONSIBILITIES OF THE CO-OP BOARD OF DIRECTORS At start-up co-ops develop documents that spell out how the organization will operate. The corporate code often sets legal parameters for the co-op. The Articles of Incorporation contain the purpose of the co-op and its legal definitions. This document is filed with the Secretary of State. The Bylaws include the over-arching rules of the co- ops such as when where and how decisions will be made. The Board of Directors is the legal entity responsible for directing the affairs of the corporation. Every corporation MUST have a board. If a co-op operates as a collective then technically all members are on the Board. The Board must follow the rules set out in the Corporate Code, the Articles of Incorporation, and the Bylaws. Bylaw changes usually require a full membership vote to change. The members of the cooperative elect the Board.1 Three legal charges for Boards are fiduciary duty, duty of loyalty and duty of care. As trustees of the cooperative, board members have a special relationship to the cooperative to make business decisions focused only on what benefits the cooperative and all of its members. Decisions must be based on careful consideration of the issues. The fundamental legal standard for board members is to act in good faith, in a manner they believe to be in the best interests of the cooperative, and with such care, including reasonable inquiry, as an ordinary prudent person in a like position would use under similar circumstances. -
The Circle of Responsibilities for Co-Op Boards
The Circle of Responsibilities for Co-op Boards REPRINT Management Tip Series By James Baarda Foreword All boards of directors are under increasing pressure to perform well and justify their decisions. Cooperative boards are no exception. But increasing scrutiny of director behavior is not always accompanied by better information about exactly what directors are supposed to do and how they are to perform their many duties. The series of articles reprinted here originally appeared during 2002 as Management Tip articles in three issues of USDA’s "Rural Cooperatives" magazine. These articles lay out fundamental guidelines for cooperative directors. Along with practical guides, the articles explain underlying principles and give suggestions for specific actions cooperative boards and directors can take to improve their service to cooperatives. Cooperative members can use this well-received series to assess board and individual director performance and make informed choices about directors. Directors can apply the information to carry out the full range of their responsibilities with the assurance that they are satisfying the high standards of conduct required of them. The U.S. Department of Agriculture (USDA) prohibits discrimination in all its programs and activities on the basis of race, color, national origin, gender, religion, age, disability, political beliefs, sexual orientation, and marital or family status. (Not all prohibited bases apply to all programs.) Persons with disabilities who require alternative means for communication of program information (braille, large print, audiotape, etc.) should contact USDA’s TARGET Center at (202) 720-2600 (voice and TDD). To file a complaint of discrimination, write USDA, Director, Office of Civil Rights, Room 326-W, Whitten Building, 14th and Independence Avenue, SW, Washington, D.C. -
Corporate Governance of Company Groups: International and Latin American Experience
Corporate Governance of Company Groups: International and Latin American Experience Preliminary version for comment. Hosted by : Please send written comments to [email protected] by 5 December, 2014 Latin American Roundtable Task Force on Corporate Governance of Company Groups 17 November, 2014 Hotel Hilton Bogotá, CARRERA 7 NO. 72-41, BOGOTA, 00000, COLOMBIA http://www.oecd.org/daf/ca/latinamericanroundtableoncorporategovernance.htm With funding support of: TABLE OF CONTENTS International and Latin American Overview ............................................................................. 3 1. Introduction............................................................................................................................ 3 2. Economic Rationale for Corporate Groups and the Role of Corporate Governance ............. 4 3. International Work on Corporate Governance of Groups ...................................................... 8 4. Economic Relevance of Company Groups in LatAm .......................................................... 12 5. What is an Economic Group in LatAm? .............................................................................. 12 6. Structure of the Regulatory and Supervisory Framework ................................................... 13 7. Protection of Minority Shareholder Rights .......................................................................... 14 8. Economic Groups and Conflicts of Interest ......................................................................... 15 9. Multinational -
Nominating/Annual General Meeting (Agm) Committee
Langs Farm Village Association Job Description for NOMINATING/ANNUAL GENERAL MEETING (AGM) COMMITTEE Purpose: To identify, recruit and recommend candidates for election to the LFVA Board. To plan the organization’s Annual General Meeting. Membership: The membership of the committee shall consist of 3-5 board members, Executive Assistant and the Executive Director as required. Accountability: The committee is accountable to the Langs Farm Board. The Chairperson of the Committee shall be responsible for reporting to the Board on a monthly basis while the committee meets. Frequency of The Committee shall meet 4 to 6 times/year Meetings: Quorum: Quorum shall be 50 % of the current membership of the committee. Decision Making: Decisions will be reached by consensus or by a majority vote of a quorum when consensus cannot be reached. Chairperson: The Chairperson of the Committee shall be current members of the Board of Directors. Minutes: Minutes shall be taken by the recording secretary appointed by the committee or on a rotating basis by committee members. Minutes shall be approved at the following committee meeting and will be available to all board and staff members. Responsibilities: Recruitment/Screening and Selection of Potential Board Members 1. To encourage members of the Langs Farm Village Association to consider and seek election to the Board of Directors. 2. To ensure due notice is given of up-coming elections and election procedures. /…2 3. To seek out and recruit candidates for election to the board by identifying and encouraging members who have certain characteristics and/or qualifications, as specified by the Board. To identify and recruit more candidates then required and ensuring the organization has an ongoing contact list of potential leaders for succession planning. -
Minutes of the Annual General Meeting
MINUTES OF THE ANNUAL GENERAL MEETING Date: July 3, 2006 Time 17:30 to 18:30 (Local time) Location: Adelaide Convention Centre, Adelaide, Australia 1.0 Welcome The Society’s President Berit Mørland opened the meeting by welcoming all members present to the Society’s Annual General Meeting and thanking them for attending. 2.0 Approval of Agenda No amendments or deletions to the agenda were proposed and a motion to accept the agenda as submitted was moved and seconded by John Gabbay. The motion was approved with none opposed. 3. Approval of Minutes of the 2005 Annual General Meeting After some discussion of the contents of the minutes of the 2005 Annual General Meeting in Rome, Italy, the Secretary requested any additional, deletions or amendments to those minutes. None were received and a motion to accept the minutes was seconded by David Hailey. The motion was approved with none opposed. 4. President’s Report The President delivered a report titled ‘Where We Have Come to Now’. The report provided a retrospective on the previous three years of the Society from the perspectives of the six aims identified in the Society's 2003- 2008 Corporate Plan, growth in Society membership by individuals and organizations, and plans for the Society in the future related to those aims. Highlights of the report were; the ongoing activities of the Policy Forum, launching and support of Interest Sub-Groups (ISG’s) on topics in HTA, exploring sponsorship opportunities for Society activities, expanding the Society’s role as an information source for HTA through the Vortal, providing opportunities for HTA colleagues from developing countries to participate in the Society’s annual conferences through a travel grant program, and the hiring of a full time Managing Director for the Secretariat.