2021 Proxy Statement 1 Executive Summary
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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 -
Proxy Voting Guidelines Benchmark Policy Recommendations TITLE
UNITED STATES Proxy Voting Guidelines Benchmark Policy Recommendations TITLE Effective for Meetings on or after February 1, 2021 Published November 19, 2020 ISS GOVERNANCE .COM © 2020 | Institutional Shareholder Services and/or its affiliates UNITED STATES PROXY VOTING GUIDELINES TABLE OF CONTENTS Coverage ................................................................................................................................................................ 7 1. Board of Directors ......................................................................................................................................... 8 Voting on Director Nominees in Uncontested Elections ........................................................................................... 8 Independence ....................................................................................................................................................... 8 ISS Classification of Directors – U.S. ................................................................................................................. 9 Composition ........................................................................................................................................................ 11 Responsiveness ................................................................................................................................................... 12 Accountability .................................................................................................................................................... -
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. -
Women Owned Small Business (Wosb) Program
WOMEN-OWNED SMALL BUSINESS (WOSB) PROGRAM Small Entity Compliance Guide to the WOSB Program December 2010 U.S. Small Business Administration A handbook for small businesses interested in learning about the WOSB Program, including eligibility requirements, Federal contracting opportunities, and how the program works in general. This document is published by the U.S. Small Business Who Should Read this Guide? Administration as the official All small businesses that believe they may be eligible to qualify compliance guide for small entities, as required by the as a woman owned small business or economically Small Business Regulatory disadvantaged woman owned small business should read this Enforcement Fairness Act of guide. 1996 (SBREFA). What is the purpose of this Guide? SBREFA requires that The purpose of the guide is to provide an easy to use summary agencies publish compliance of the purpose and requirements of the WOSB Program. guides for all rules with a However, to ensure compliance with the program requirements, significant small business you should also read the complete rule on which the program is impact. These guides must based. While SBA has summarized the provisions of the rule in explain in plain language this guide, the legal requirements that apply to the program are how the firms can comply governed by 13 C.F.R. part 127, ―The Women-Owned Small with the regulations. Business Federal Contract Assistance Procedures.‖ A copy of the rule is available on the U.S. Small Business Administration‘s (SBA‘s) website at www.sba.gov/wosb. This guide has no legal effect and does not create any legal A companion guide will be prepared for distribution to rights. -
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. -
Notice of Annual Meeting of Shareholders
999 LakeDrive Issaquah, Washington98027 NOTICE OF ANNUAL MEETING OF SHAREHOLDERS TO OURSHAREHOLDERS: TheAnnualMeeting of theShareholders of Costco Wholesale Corporation (the “Company”) will be held by live webcast,onThursday,January 21, 2021, at 2:00 p.m. Pacific time, to: 1. Elect the seven directors nominated by the Board of Directors to hold office until the 2022 Annual Meeting of Shareholders anduntiltheir successors are elected and qualified; 2. Ratifythe selection of KPMG LLP ("KPMG")asthe Company’s independent auditors forfiscal 2021; 3. Approve, on an advisory basis, thecompensation of the Company’snamed executive officers for fiscal 2020 as disclosed in these materials; and 4. Transact such other business as mayproperly come before the meeting or any adjournments thereof. In light of COVID-19and for the safety of our shareholders, employees, and other members of the community, our 2021 Annual Shareholders' Meeting will be held in avirtual format only.Shareholderscan participatefrom any geographic location withInternet connectivity. We believe thisisanimportant steptoenhancing accessibility to our Annual Meeting for all of our shareholders and reducing the carbon footprint of our activities,and is particularly important this year in light of public health andsafety considerations posed by COVID-19. Shareholders may view alive webcast of theAnnualMeeting andsubmit questions digitally during the meeting at www.virtualshareholdermeeting.com/COST2021. Please refertothe "Participating in the Annual Meeting" section of the Proxy Statement formore details. Shareholders can vote their shares before the meeting online at www.proxyvote.com, by calling 1-800-690-6903, by mailing acompleted proxy card or by mobile device by scanning the QRcode on the proxy card or Notice of Internet Availability of Proxy Materials. -
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. -
Annual Report of Proxy Voting Record Date Of
ANNUAL REPORT OF PROXY VOTING RECORD DATE OF REPORTING PERIOD: JULY 1, 2018 - JUNE 30, 2019 FUND: THE VANGUARD US FUNDAMENTAL VALUE FUND --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ISSUER: American International Group, Inc. TICKER: AIG CUSIP: 026874784 MEETING DATE: 5/21/2019 FOR/AGAINST PROPOSAL: PROPOSED BY VOTED? VOTE CAST MGMT PROPOSAL #1a: ELECT DIRECTOR W. DON CORNWELL ISSUER YES FOR FOR PROPOSAL #1b: ELECT DIRECTOR BRIAN DUPERREAULT ISSUER YES FOR FOR PROPOSAL #1c: ELECT DIRECTOR JOHN H. FITZPATRICK ISSUER YES FOR FOR PROPOSAL #1d: ELECT DIRECTOR WILLIAM G. JURGENSEN ISSUER YES FOR FOR PROPOSAL #1e: ELECT DIRECTOR CHRISTOPHER S. LYNCH ISSUER YES FOR FOR PROPOSAL #1f: ELECT DIRECTOR HENRY S. MILLER ISSUER YES FOR FOR PROPOSAL #1g: ELECT DIRECTOR LINDA A. MILLS ISSUER YES FOR FOR PROPOSAL #1h: ELECT DIRECTOR THOMAS F. MOTAMED ISSUER YES FOR FOR PROPOSAL #1i: ELECT DIRECTOR SUZANNE NORA JOHNSON ISSUER YES FOR FOR PROPOSAL #1j: ELECT DIRECTOR PETER R. PORRINO ISSUER YES FOR FOR PROPOSAL #1k: ELECT DIRECTOR AMY L. SCHIOLDAGER ISSUER YES FOR FOR PROPOSAL #1l: ELECT DIRECTOR DOUGLAS M. STEENLAND ISSUER YES FOR FOR PROPOSAL #1m: ELECT DIRECTOR THERESE M. VAUGHAN ISSUER YES FOR FOR PROPOSAL #2: ADVISORY VOTE TO RATIFY NAMED EXECUTIVE ISSUER YES FOR FOR OFFICERS' COMPENSATION PROPOSAL #3: ADVISORY VOTE ON SAY ON PAY FREQUENCY ISSUER YES ONE YEAR FOR PROPOSAL #4: RATIFY PRICEWATERHOUSECOOPERS LLP AS ISSUER YES FOR FOR AUDITORS PROPOSAL #5: REDUCE OWNERSHIP THRESHOLD FOR SHAREHOLDER YES AGAINST FOR SHAREHOLDERS TO CALL SPECIAL MEETING --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ISSUER: Amgen, Inc. TICKER: AMGN CUSIP: 031162100 MEETING DATE: 5/21/2019 FOR/AGAINST PROPOSAL: PROPOSED BY VOTED? VOTE CAST MGMT PROPOSAL #1.1: ELECT DIRECTOR WANDA M. -
Annual Report & Accounts 2019
ANNUAL REPORT & ACCOUNTS 2019 WHO WE ARE WPP IS A CREATIVE TRANSFORMATION COMPANY. WE USE THE POWER OF CREATIVITY TO BUILD BETTER FUTURES FOR OUR PEOPLE, CLIENTS AND COMMUNITIES. STRATEGIC REPORT Covid-19 2 Chief Executive’s statement 3 At a glance 8 Our business model 9 Investment case 10 Where we are 12 The market 14 Our strategy 16 Delivering on our strategy 18 Jeremy Bullmore’s essay 48 Remembering two industry greats 50 Financial review 52 Sustainability 58 Assessing and managing our risks 80 CORPORATE GOVERNANCE Chairman’s letter 94 Our Board 96 Our Executive Committee 98 Corporate governance report 100 Sustainability Committee report 107 Nomination and Governance Committee report 108 Audit Committee report 109 Compliance with the Code 112 Compensation Committee report 114 FINANCIAL STATEMENTS Accounting policies 140 Consolidated financial statements 147 Notes to the consolidated financial statements 152 Company financial statements 182 Notes to the Company financial statements 185 Independent auditor’s report 187 ADDITIONAL INFORMATION Taskforce on Climate-related Financial Disclosures 196 Other statutory information 198 Five-year summary 201 Information for shareholders 202 To learn more see Financial glossary 204 wpp.com Where to find us 206 WPP ANNUAL REPORT 2019 1 STRATEGIC REPORT COVID-19 The coronavirus pandemic has touched all our lives. At WPP our first priority is the wellbeing of our people and doing what we can to limit the impact of the virus on society. Our second is continuity of service for our clients. We have thrown ourselves into achieving both objectives. To ensure the safety of employees and We have also modelled a range of revenue When we come through the current to help reduce transmission, we moved declines resulting from the pandemic and, situation, the world will have been changed to a global policy of managed remote in the most extreme scenarios tested, in ways that we cannot fully anticipate yet. -
280440Paper0international0po
INTERNA International Political Risk Management: The Brave New World is the latest in a series based on the International MIGA–Georgetown University Symposium on International Political Risk Management. Volumes in this series offer leading-edge assessments of needs and capabilities in the international political risk insurance industry. These assessments come from 19 experts in the fields of international investment, finance, insurance, and academe. T I Public Disclosure Authorized O Contributors to this volume consider “The Brave New World” of the political risk insurance (PRI) industry in NAL PO political the wake of September 11, 2001, the Argentine economic crisis, and other upheavals. The book begins with the supply-side perspective of insurers and then turns to the concerns of investors and lenders, in particular those involved in large infrastructure projects in emerging markets. It concludes with in-depth assessments of new challenges to definitions and coverage of currency transfer, expropriation, breach of contract, and politi- cal force majeure. The diverse and detailed arguments collected here come together in a surprising consen- LITI sus: recent changes, contractions, and even losses are fueling the search for creative solutions and will ulti- mately prove beneficial for the industry and its clients. CAL RISK M An in-depth analysis from the front lines of international political risk management, this book will be a valu- able guide to those who are considering private sector investments in the developing world, whether as equi- ty sponsors, lenders, or insurers. It should also be of interest to independent analysts and scholars working in risk the field of political risk management.