AT&T Inc. Notice of Annual Meeting of Stockholders and Proxy Statement
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Job Satisfaction 2017 EDITION CHARTBOOK
Job Satisfaction 2017 EDITION CHARTBOOK MORE OPPORTUNITY AND JOB SATISFACTION IN A TIGHTER LABOR MARKET Job Satisfaction 2017 Edition Chartbook More Opportunity and Job Satisfaction in a Tighter Labor Market by Michelle Kan; Gad Levanon, PhD; Allen Li; and Rebecca L. Ray, PhD Methodology The Conference Board Job Satisfaction survey is a barometer of satisfaction from the perspective of US workers. Survey results are based on workers’ perceptions of their current role and their workplace environment. The Job Satisfaction survey questions are asked as part of the Consumer Confidence Survey®. In 1967, The Conference Board began the Consumer Confidence Survey (CCS) as a mail survey conducted every two months; in June 1977, the CCS began monthly collection and publication. The CCS has maintained consistent concepts, definitions, questions, and mail survey operations since its inception. As of February 2011, The Conference Board changed survey providers from TNS to The Nielsen Company for ongoing CCS operational support. Nielsen uses a mail survey specifically designed for the Consumer Confidence Survey. In addition, to improve the accuracy of the estimates and ensure the proportionate representation of these categories in the estimates, the CCS uses a post-stratification weighting structure. The Job Satisfaction questions are based on a 5-point scale ranging from “least satisfied” to “most satisfied” and have remained consistent over time. However, with the addition of post-stratification weighting and a qualifying question that was included after 2011, the historical trend of the series may not be fully comparable. Top Four Findings Examining annual job satisfaction continues to provide useful insights into US employees’ sentiments about work and offers interesting insights into the national labor market and macroeconomic trends. -
Notice of AT&T Inc. 2018 Annual Meeting of Stockholders and Proxy
Notice of AT&T Inc. 2018 Annual Meeting of Stockholders and Proxy Statement To Our Stockholders Letter from the Chairman, CEO Letter from the Lead Director and President Dear Stockholders: Dear Stockholders: I’m pleased to invite you to join us for our 2018 Annual As your company’s Lead Independent Director, I’m Meeting of Stockholders on Friday, April 27, 2018, at proud of the commitment to strong governance that is 9:00 a.m., at the Moody Performance Hall, 2520 Flora a hallmark of AT&T. The Board’s role is to keep our Street, Dallas, Texas 75201. company focused on the long term and protect the interests of our stockholders. We do that by challenging At this year’s meeting, we will discuss our business and conventional thinking and offering different points of strategy to create the best entertainment and view, while maintaining a sharp focus on creating value communications experiences in the world. for stockholders. Everything we’ve done is about executing that strategy: As the marketplace around us has changed, so too has From our wildly popular DIRECTV NOW video streaming the composition of our Board. Since 2013, we have service to the success of our bundled video, wireless elected seven new directors, resulting in a Board with and broadband offerings, to being named by the U.S. the rich diversity of knowledge, experience and per- First Responder Network Authority to build a best-in- spectives across technology, finance, marketing and class nationwide network for first responders and public public policy that AT&T needs to continue creating safety officials. -
CED Brochure
Committee for Economic Development Reasoned Solutions from Business in the Nation’s Interest The Committee for Economic Development of The Conference Board (CED) is a nonprofit, nonpartisan, business-led public policy organization that delivers well-researched analysis and reasoned solutions to our nation’s most critical issues. CED’s work is grounded on seven core principles: sustainable capitalism, long-term economic growth, efficient fiscal and regulatory policy, competitive and open markets, a globally competitive workforce, equal economic opportunity, and nonpartisanship in the nation’s interest. CED’s research falls under four issue areas: fiscal health, education, global competitiveness, and democratic institutions. A Distinguished History The Committee for Economic Development was CED’s membership structure offers business leaders an founded in 1942 during World War II by a group of opportunity to impact public policy in numerous areas business leaders who were concerned about the future and through multiple platforms, including: formulating of the global economy. policies that are derived from rigorous research; CED’s work in those first few years led to great policy briefing lawmakers about the need for sound policies; accomplishments, including the Bretton Woods and raising issue awareness by participating in events Agreement, establishing both the World Bank and and media interviews across the U.S. International Monetary Fund, and the Marshall Plan, the economic development program that helped rebuild Europe. In recent decades, CED has made significant contributions across its portfolio, including increasing access to pre-kindergarten and college, advancing campaign finance reform nationwide, placing more women in corporate leadership, and reducing government spending. Today, CED continues to have an impact through its trusted research and advocacy. -
Asia Council On
Asia Council on Business Conduct The Asia Council on Business Conduct provides an exclusive network for the candid discussion of the key ethics, governance, and business practice issues confronting corporations at home and in host countries. Council members exchange views on areas of common concern, including how to develop effective compliance systems, balance stakeholder interests, and articulate the core principles of corporate governance. The Council Program Conference Board Councils are exclusive, cross-industry groups comprised of both local companies and MNCs that meet in person 2–3 times a year for a day and a half to share knowledge and discuss emerging business trends. Council members benchmark with peers and can take advantage of council resources online through our Members Only Web site. Each council has its own Web site, with links to partner councils, which provides council members with even greater access to our global network of executives. Membership Requirements Meetings per year: 2 Council Representative Poonam Barua Members must be the senior execu- [email protected] tive—chief executive officer, chief (91) 11 2689 8869 financial officer, Board director, Jed Luksin legal counselor, ethics officer, or [email protected] (1) 212 339 0208 senior manager—responsible for devel- www.conference-board.org oping internal ethics policies and compliance systems and for articulat- ing their company’s core “values” to A Partial List of Represented external constituencies, stakeholders, Companies and -
The Conference Board
THE BUSINESS KNOWLEDGE NETWORK THE CONFERENCE BOARD newsletter summer 2002 Sharon Patrick on the Conference Board Strategic Model of Martha Forms Blue-Ribbon Governance Group Stewart Living Omnimedia The Conference Board’s newly-formed Com- mission on Public Trust and Private Enter- prise has begun to examine critical corporate Sharon Patrick is President and Chief governance issues and will issue its first Operating Officer of Martha Stewart report and recommendations this fall. Living Omnimedia Inc. The creator of The co-chairs of this blue-ribbon group MSLO’s “Omni” business model and a are Peter G. Peterson, Chairman of The major force in the profitable growth of Blackstone Group and Chairman of the Fed- the company, Patrick is responsible for eral Reserve Bank of New York, and John the company’s strategic development W. Snow, Chairman of CSX and former and transactions, and runs MSLO’s S Chairman of the Business Roundtable. day-to-day business operations. “Misconduct by highly visible corpora- A Trustee of The Conference Board, tions is eroding shareholder value for all cor- Patrick was Martha Stewart’s consultant porations and public confidence in critical beginning in 1993, a founding partner of elements of our economic system,” they MSLO with Stewart in 1996, and declared. assumed her current position in 1997. The Conference Board’s long-standing She received an MBA from the Harvard Sharon Patrick Business School, and a bachelor’s degree reputation for independent fact-finding and in history from Stanford University. She the experience, accomplishments, and rep- was interviewed by Randall Poe in The Q. -
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The Conference Board
THE BUSINESS KNOWLEDGE NETWORK THE CONFERENCE BOARD newsletter F a l l 2 0 01 Fidelity’s Pozen Examines Tony Blair Briefs Conference Board Threats to Economic Growth Members in London British Prime Minister Tony Blair briefed Conference Board Trustees, and chairmen and chief executives of FT 500 companies, at a special Conference Board meeting in obert Pozen is Vice Chairman of Fidelity London. The Prime Minister was welcomed Investments. Formerly president of by Lord Marshall of Knightsbridge, Chair- Fidelity Management & Research Com- man of British Airways Plc and Chairman of pany—Fidelity’s investment advisor for its The Conference Board’s Board of Trustees. nearly $1 trillion in mutual funds—Mr. Lord Marshall organized a series of events Pozen is a member of the President’s for the gathering, which included Conference RCommission to Strengthen Social Secu- Board Trustees and CEOs of U.K. member rity and a Trustee of The Conference companies. The program featured a boat jour- Board. His book, The Mutual Fund Busi- ney up the Thames, culminating at the Tower ness, is widely used in business schools. of London with the “Ceremony of the Keys” and a private viewing of the Crown Jewels. In this interview (conducted prior to the Robert Pozen events of September 11, 2001), Pozen con- siders current threats—and positive impulses—to business growth. In this envi- ronment, says Pozen—who also offers a look Growing Clout for ahead for mutual funds—The Conference Board is a vital resource for business lead- Global Investors ers around the globe. As corporations around the world become What are the major threats to U.S. -
The Conference Board Newsletter Is Written and Edited by Randall Poe, Carol Courter, and Sandra Lester
THE CONFERENCE BOARD newsletter Winter 2003 The Conference Board Conference Board Forms Directors’ Blue-Ribbon Commission Institute The Conference Board has formed the Calls for Major Reforms Directors’ Institute to provide broad-based education for corporate directors. Endorsed by The Commission on Public Trust and Pri- vate Enterprise, the new Institute offers briefings on key governance issues and pro- vides high-level networking opportunities for directors of major companies. The comprehensive programs will include sessions on compliance, liability and ethics, as well as auditing and compensation issues. Most importantly, it will allow directors to share best practices with their peers. Further information: Diane Insolia, Global Corporate Governance Research Center, 212 339 0392 Members of The Conference Board Commission on Public Trust and Private Enterprise at a press briefing in New York. A Call to Tighten Port Security The Conference Board blue-ribbon In a move to restore investor confidence More than 85 business and government lead- Commission on Public Trust and Private and improve corporate governance, the ers met in Washington D.C. to examine pos- Enterprise has called on companies to seri- Commission also recommended that audit- sible terrorist threats to America’s ports. ously consider separating the offices of ing firms confine their activities to auditing. Co-sponsored by The Conference Board chairman of the board and CEO. “The Commission recommends against pub- and Booz Allen Hamilton, the group learned “The roles of the chairman and CEO lic audit firms performing services that put that a “dirty bomb” attack through Amer- should be performed by two separate indi- them in an advocacy position, such as prof- ica’s port system could cost business more viduals,” concludes the Commission’s final fering novel and debatable tax strategies and than $58 billion and have a crippling impact report. -
The Confernce Board Newsletter Fall 2002
THE CONFERENCE BOARD newsletter Fall 2002 Charles R. Shoemate on the Mario Monti Briefs Challenges Facing Business The Conference Board Mario Monti, European Commissioner for Competition, gave The Conference Board’s and Restoring Public Trust Board of Trustees a timely update on economic and legal relationships between the United States and Europe. Charles R. Shoemate was Chairman, He explored a wide range of issues, from President and CEO of Bestfoods until it was how to deal with illegal cartels and mergers acquired by Unilever in 2000. He became to liberalizing trade. Monti said that jurisdic- an advisory director in 2001. He is a tions in Europe and the United States are Director of Cigna Corporation, International working closely together and reach agreement Paper Company, Texaco Inc. and is a on the vast majority of cases before them. former Chairman of the Board of Trustees Cat The Conference Board. Q: What is the greatest single challenge facing business? What are the barriers Charles R. Shoemate to success? Shoemate: The single greatest business challenge is to maintain worldwide eco- open markets, can produce sustainable eco- nomic liberalization and growth. nomic growth and improvement in the well Mario Monti (center), Commissioner, Competition Directorate-General, European Commission, at In the short term, the barriers are the dis- being of all that participate in the “system.” The Conference Board’s Trustees Meeting in Europe. trust and the crises of confidence in the busi- The barriers to success are in some ways ness establishment that have resulted from inherent in the strengths of the system. Per- the high-profile failures in a few large U.S. -
The Conference Board
THE BUSINESS KNOWLEDGE NETWORK THE CONFERENCE BOARD newsletter spring 2002 A.P. Moller/Maersk: The Drive to Make Dealing with a Sluggish Boards More Effective The collapse of Enron is spurring many com- World Economy panies to re-examine their board management systems. A new Conference Board report, available online, provides a valuable check- list of do’s and don’ts in making board A.P. Moller/Maersk,headquartered in Copenhagen, is a leading global shipping firm. The company is processes more effective. also engaged in a multitude of other businesses, The report urges corporate directors, who including the exploration and production of oil and no longer enjoy broad legal protection, to ques- gas, shipbuilding, aviation, supermarkets, and infor- tion management when “red flags” appear and mation technology services. The company has more than 60,000 employees in some 100 coun- even when they sense that serious problems tries operating a fleet of about 250 vessels. are developing. “The first response is to blame Most well-known is A.P. Moller’s shipping arm, the accountants. But the accountants don’t AMaersk Sealand, the world’s leading containerline act in isolation. It takes a board, management, with a network of services connecting all six con- legal counsel and a host of others to create tinents and more than 20,000 port calls per year. The following is a conversation with leaders of some of these spectacular failures of corpo- this remarkable firm. Mærsk Mc-Kinney Møller is rate governance.” Chairman of the Board of the firms comprising The Conference Board report presents a Mærsk Mc-Kinney Møller the nucleus of the A.P. -
Connecting with People, Everywhere They Live and Work AT&T’S Corporate Citizenship Commitment AT&T Citizenship: Contents
AT&T’s support for the LULAC Empower Hispanic America with Technology Initiative is just one snapshot of our citizenship commitment. With the help of $2.5 million in grants from AT&T, LULAC has developed 55 community technology centers in low-income Hispanic communities. Connecting With People, Everywhere They Live and Work AT&T’s Corporate Citizenship Commitment AT&T Citizenship: Contents AT&T Citizenship 3 • Contents .........................................................................................2 • Commitment .....................................................................................3 Community • Philanthropy .....................................................................................4 • Education ........................................................................................5 • Military and Veterans .............................................................................7 • Volunteerism .....................................................................................9 Diversity • Diversity & Inclusion: Overview ...................................................................11 • African-Americans .............................................................................12 • Asian-Americans ..............................................................................14 • Hispanics/Latinos ..............................................................................16 • LGBT Community ..............................................................................18 • Native Americans -
DIRECTOR NOTES Maximizing the Benefits of Board Diversity Lessons Learned from Activist Investing
DIRECTOR NOTES Maximizing the Benefits of Board Diversity Lessons Learned from Activist Investing By Jared L. Landaw, Chief Operating Officer and General Counsel, Barington Capital Group, L.P. Introduction In recent years, publicly traded companies in the United States have faced increasing pressure to improve diversity on their corporate boards. Influenced by state legislation1 as well as the efforts of institutional investors2 and other diversity advocates,3 companies are recruiting more female directors than ever before. Approximately 45 percent of the directors added to the boards of companies in the Russell 3000 during the 2019 proxy season were women, up from 12 percent in 2008.4 The percentage of new directors who are minorities is also increasing, although at a significantly slower rate, with approximately 15 percent of the directors added to the boards of Russell 3000 companies during the 2019 proxy season belonging to a racial or ethnic minority group.5 One of the central arguments cited for improving the diversity of demographic characteristics such as gender, race, and ethnicity on corporate boards is that such diversity is necessary to ensure that boards are able to perform their obligations effectively in today’s competitive business landscape.6 In calling for an increase in gender diversity on boards, Ronald P. O’Hanley of State Street Global Advisors stated, “In a more complex, innovation-driven environment, embracing a diversity of thinking, competencies, and backgrounds is a business imperative.”7 David Solomon, CEO of Goldman Sachs, expressed a similar sentiment when announcing that, beginning July 1, 2020, Goldman Sachs will not take a company public unless it has at least one diverse board member: “I come from a position of my own experience where I look DN-V11N2 | JUNE 2020 | Subscribe for free at www.conferenceboard.org/directornotes © 2020 The Conference Board, Inc.