Corporate Governance Guidelines of Globe Life Inc
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The Expanding Role of the CFO: Do Outside Directorships Facilitate Strategic Learning?
The Expanding Role of the CFO: Do Outside Directorships Facilitate Strategic Learning? By Sarfraz Khan Department of Accounting University of Louisiana, Lafayette [email protected] Elaine Mauldin Trulaske College of Business University of Missouri Columbia MO 65211 573-884-0933 [email protected] February 2018 The manuscript is partially based on the first author’s dissertation at the University of Texas at San Antonio. We thank Sharad Asthana, James Groff, Stewart Miller, Emeka Nwaeze and John Wald for valuable suggestions. We also thank Sung-Jin Park, Juan Manuel Sanchez, Sarah Shonka and workshop participants at University of Arkansas, Florida Atlantic University, and University of Texas at San Antonio for helpful comments on ealier versions of the manuscript. The Expanding Role of the CFO: Do Outside Directorships Facilitate Strategic Learning? ABSTRACT We study the association between chief financial officer (CFO) outside board directorships and their home firm strategic financing and investment policies. Using a sample of firms from 2003-2014, we find only about nine percent of CFOs sit on outside boards. We find evidence of strategic learning because CFO outside directorships are associated with greater home firm financial flexibility, as reflected in faster adjustment toward target debt ratios, fewer underinvestment problems, and lower sensitivity between cash holdings and cash flows. We also distinguish CFO ouside director from CEO outside director effects and find that CFOs more likely transfer strategic learning to their home firm. Our findings support the argument that outside directorships provide CFOs an opportunity to network with and learn from other executives and directors, enabling these CFOs to improve strategic financing and investing practices in their home firm. -
SAN JUAN BASIN PUBLIC HEALTH Chief Strategy Officer
SAN JUAN BASIN PUBLIC HEALTH CLASS SPECIFICATION Chief Strategy Officer JOB FAMILY BAND/GRADE/SUBGRADE FLSA STATUS Management E81 Exempt CLASS SUMMARY: This class is the second level in a three-level Management Series. Incumbents serve as a high- level leader and strategist devoted to the management and administration of divisions and functions, reporting to the Executive Director, but working in close collaboration with the Deputy Director of Operations and the Deputy Director of Administrative Services. Incumbents apply advanced management principles to formulate, facilitate and communicate the organization’s vision, initiatives and goals. Incumbents; represent SJBPH; act as an advisor to the chief executive officer and to the Board of Health; develop and implement programs critical to SJBPH; and exercise control and supervision of multiple assigned functions and/or divisions and significant resources/assets. Within the incumbant’s designated division, managerial oversight and responsibilities cross multiple functional units within the organization. The position is responsible for program outcomes across a designated department, as assigned. Incumbents supervise management staff including overseeing and conducting performance evaluations, coordinating training; and implementing hiring, discipline and termination procedures. ESSENTIAL DUTIES: This class specification represents only the core areas of responsibilities; specific position assignments will vary depending on the needs of SJBPH. Supervises staff including overseeing and conducting -
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. -
Inside the C-Suite: the CEO, the Board, and the ELT
Center for Executive Succession Inside the C-Suite: The CEO, the Board, and the ELT Results of the 2017 HR@Moore Survey of Chief HR Officers Patrick M. Wright Anthony J. Nyberg Donald J. Schepker Ormonde R. Cragun Christina B. Hymer From the: Center for Executive Succession Department of Management Darla Moore School of Business University of South Carolina Executive Summary The 2017 HR@Moore Survey of Chief HR Officers asked respondents to provide information on the relationships among those in the C-suite and the board. The results revealed that half of the respondents reported that their CEO also served as the Chairman of the Board (indicating there is a separate Lead Director), while the other half had an Non-Executive Independent Chairman of the Board (Non-executive Chair). Non-executive Chairs tended to exert greater monitoring of the CEO and provide more advice relative to Lead Directors. There did not seem to be any differences in the effectiveness of the relationship or the level of collaboration between the CEO and the Non-executive Chair or the Lead Director. However, higher levels of trust existed between This and cover photo courtesy of the University of South Carolina the CEO and the Lead Director than between the Athletics Communications and Public Relations Department CEO and the Non-executive Chair. When asked In terms of dynamics among the ELT, CEOs were about the kinds of tensions that existed between most likely to rely on the CHRO as a confidant, the CEO and either the Non-executive Chair or followed by the CFO and the President/COO. -
To Be Or Not to Be Both CEO and Board Chair Thuy-Nga T
Mitchell Hamline School of Law Mitchell Hamline Open Access Faculty Scholarship 2010 To Be or Not to Be Both CEO and Board Chair Thuy-Nga T. Vo William Mitchell College of Law, [email protected] Publication Information 76 Brooklyn Law Review 65 (2010) Repository Citation Vo, Thuy-Nga T., "To Be or Not to Be Both CEO and Board Chair" (2010). Faculty Scholarship. Paper 184. http://open.mitchellhamline.edu/facsch/184 This Article is brought to you for free and open access by Mitchell Hamline Open Access. It has been accepted for inclusion in Faculty Scholarship by an authorized administrator of Mitchell Hamline Open Access. For more information, please contact [email protected]. To Be or Not to Be Both CEO and Board Chair Abstract Part I of this article discusses the management and monitoring responsibilities of the board of directors. Part II explores the duality governance structure and its prevalence in corporate America. In Part III, the article examines and weighs the theoretical arguments for and against duality. Based on these arguments, this part assesses the impact of combined or separate CEO and Chair positions on the board’s performance of its management and monitoring responsibilities. Part IV turns to the empirical data on the effect of combined, rather than separate, CEO-Chair roles on corporate performance. Part V explains the views of corporate stakeholders on the duality debate. The ra ticle concludes that theoretical arguments and empirical evidence, as reflected in financial and nonfinancial metrics, strongly suggest that a corporate governance structure with a nonexecutive Chair, instead of a dual CEO-Chair, is better suited to the fulfillment of the directors’ fundamental responsibilities to oversee business operations and monitor management for the purpose of enhancing shareholder value. -
Radiology Department Report 2017–2019
Radiology Department Report 2017–2019 Radiology Department Report 2017–2019 Contents Letter from the Chair 2 Clinical Divisions 84 In Memoriam 6 Research Divisions 92 Canary Center at Stanford for Cancer Radiology Faculty 8 Early Detection 94 Department Leadership 10 Integrative Biomedical Imaging All Faculty 14 Informatics at Stanford (IBIIS) 100 New Faculty Appointments 18 Molecular Imaging Program at Stanford (MIPS) 106 Faculty Leadership Appointments 26 Precision Health and Integrated New Chair of Biomedical Data Science 27 Diagnostics (PHIND) Center at Stanford 120 radiology.stanford.edu Faculty Retirements and Recalls 28 Radiological Sciences Laboratory (RSL) 128 Faculty Departures 29 Faculty Honors and Awards 30 Feature: IMMERS 33 Active Sponsored Research 138 Future Faculty and Staff 34 Funded Projects Summary 149 Feature: 3DQ Lab 37 Equipment 38 Radiology Snapshot 150 Feature: Industry Collaborations 40 Radiology Family 152 Translational Research 42 Artificial Intelligence in Radiology 44 Thank You to our Colleagues 154 Theragnostics: Combining Diagnostic and Therapeutic Radiopharmaceuticals to Fight Cancer 50 Acknowledging our Diagnostic Ultrasound through a Different Lens 52 Generous Supporters 156 Cover Image Training Programs 54 Shear waves were induced in a cylindrical gelatin phantom using a mechanical vibra- Clinical Training Programs 56 How you can tor, causing them to scatter and reflect. Their displacements were imaged using a phase- Graduating Residents 60 Support the Department 157 contrast 3T MRI technique (MR elastography). This work highlights the importance of image reconstruction algorithms. Each individual wave image (represented by each Graduating Fellows 64 circle) is chaotic and difficult to interpret by itself. However, thousands of wave images can Research Training Programs 69 Canary Challenge 158 be thoughtfully fused together using an image reconstruction algorithm to produce a single Graduating PhDs 73 image representing the gelatin’s mechanical properties. -
Corporate Governance(PDF:852KB)
NGK Group’s ESG Corporate Governance The NGK Group is conducting measures to expand and strengthen its corporate governance to increase corporate value with the intent of becoming a company trusted by all its stakeholders. Basic Policies To ensure appropriate operations and transparent management, efficacy by deliberating and reviewing important matters. Conference of Outside Directors and Outside Audit & Supervisory ethics. All executives and employees are well versed in the code the NGK Group has set its sights on establishing and maintaining In recognition of needs to execute swift and optimal Board Members, and a Business Ethics Committee to ensure the and are obligated to abide by it. To reflect changes in society since an organization capable of swiftly responding to changes in the decision-making and respond promptly to changes in the operating effectiveness of the Corporate Governance Code. the previous revision, in January 2019 the NGK Group Code of business environment, and a fair and open management system environment, NGK introduced an executive officer system, thus In addition, we have formulated the NGK Group Code of Conduct was revised with an emphasis on respect for human emphasizing the interests of shareholders. These components separating the management decision-making and supervision Conduct to stipulate how everyone working for the NGK Group rights, thorough compliance, and the realization of a sustainable make up NGK’s basic approach to corporate governance. functions from business execution functions, and clearly defining should execute their jobs so that they abide by society’s laws and society through business activities. To put this approach into practice, NGK has chosen a corporate the responsibilities of both. -
Corporate Governance Statement 2020
Corporate governance statement This corporate governance statement is prepared in Corporate accordance with Chapter 7, Section 7 of the Finnish Securities Markets Act (2012/746, as amended) and the Finnish governance Corporate Governance Code 2020 (the “Finnish Corporate Governance Code”). statement Introduction In 2020, we continued delivering on Nokia’s commitment to strong corporate governance and related practices. To do that, the Board activities are structured to develop the company’s strategy and to enable the Board to support the management on the delivery of it within a transparent governance framework. The table below sets out a high-level overview of the key areas of focus for the Board’s and its Committees’ activities during the year in addition to regular business and financial updates at each Board meeting and several reviews of the impacts and actions relating to the COVID-19 pandemic. January February/March April May July September/October December Board – Digitalization update – CEO change – Transformation update – Technology Strategy update – Annual sustainability review – Annual strategy meeting – Annual plan and long-range plan – Ethics & compliance and litigation – Postponing 2020 AGM due to – Convening the remote AGM – Digitalization update – Key market strategies – New operating model planning – Enterprise Risk Management update COVID-19 – Appointment of the new – Business group strategy planning – Board evaluation – Remuneration Policy to be Board Chair presented to the AGM – Nokia Equity Program 2020 Corporate -
Chief Strategy Officer Summit Gain Greater Insight with Strategic Planning
Chief Strategy Officer Summit Gain greater insight with strategic planning March 25 & 26, 2014 Intercontinental Grand Stanford Hong Kong Speakers Include: Confirmed Speakers: • Simeon Preston, Group Chief Strategy & Operations Officer, AIA • Matthew Smith, Global Head of Transformational Strategy, Cisco Systems • Tiziana Figliolia, Director, Strategic Planning Program, Emerging Markets, Autodesk • Kam Soon Siew, Head of Strategic Planning, Harley-Davidson • Leo Burnett, Chief Strategy Officer, Leo Burnett • Michael, Huddart, EVP & CEO, Manulife • Ayhan Siriner, Head of Strategy & Marketing, APAC, Osram • Jerry Lou, Chief Strategy Officer, Morgan Stanley • Carina Ho, Senior VP, Global Strategy & Development, Schneider Electric • Andy Liu, VP, Strategy & Business Development, Asia Pacific, IMS Health • Craig Dungey, Head of Strategy, Asia Pacific, Aon Benfield • Patrick Lau, Managing Director, Head of M&A, China Construction Bank Intl • Martin Thaysen, Vice President, CEVA Logistics • Robin Speculand, Chief Executive Officer, Bridges Business Consultancy Who Will You Meet? There is no question that IE. provides the gold standard events in the industry and will Job Title Of Attendees connect you with decision makers within the Attendees are at Director analytics industry. You will be meeting 82% senior level executives from major level or above corporations and innovative small to medium size companies. President 3% /Principal 21% Company Size Of Attendees SVP/VP 1000+ Employees 300-999 Employees 50-299 Employees 12% C-Level Less than 49 Employees 42% Snr. Director /Director 56% 81% 25% Attendees are companies with at least 300 employees Global Head 13% / Head 11% Snr. Manager 8% 8% /Manager Academic (1%) Past Delegates Include • Head of Strategic Planning, DBS Bank • Associate Dir. -
Corporate Governance Corporate Governance
Strengthening Foundations for Growth Strengthening Foundations for Growth Corporate Governance Corporate Governance The EBARA Group has created a definition for “The Ebara Way,” which comprises the founding spirit of EBARA, its corporate philosophy, and the EBARA Group CSR Policy. Under the Ebara Way, the EBARA Group recognizes the enhancement of its corporate value through ongoing business development and the continuous return of profit to shareholders as one of its most important management missions. To achieve such missions, we pursue the best possible corporate governance structure and strive for its further enhancement. Corporate Governance Basic Policy Transformation of Corporate Governance System 1. The Company respects shareholders’ rights and fosters an 5. The Company engages in constructive dialogue with share- 2008 Two Outside Directors environment for shareholders to effectively exercise their holders and investors on the basis of its IR Basic Policy, 2011 2015 2002 were appointed. The number of Outside Pursuit of further corporate EBARA transitioned rights while ensuring equality among shareholders. with a view to contributing to sustainable growth and the The Executive Officer The Nominating Committee Directors was raised from governance system to a Company with 2. The Company strives to appropriately cooperate with vari- medium-to-long-term enhancement of corporate value. System was introduced. and Compensation two to four (one-third of enhancement Three Committees ous stakeholders, including customers, business partners, Committee were voluntarily all Directors). The EBARA Corporate Governance Basic Policy can be viewed on the established. employees, and local communities. The Company also Company’s corporate website. strives to develop a corporate culture and climate in which Corporate Governance System at a Glance such stakeholders’ rights and viewpoints are respected and Corporate Governance Framework business is effectively executed. -
MFHA's 2013 Tribute to Hispanic/Latino Leadership In
MFHA’s 2013 Tribute to Hispanic/Latino Leadership in Foodservice & Hospitality Valerie Insignares Jose Luis Prado Enrique Ramirez Dan Kiernan Jose Dias Pablo Graf President President Chief Financial Officer Executive Vice President Executive Vice President Senior Vice President LongHorn Steakhouse Quaker Foods Pizza Hut Operations Global Development and Southwest Asia Operations Darden North America Yum! Brands, Inc. Olive Garden President of Latin America Hyatt Hotels Corporation PepsiCo Darden & Carribean Burger King Corporation Bernard Acoca Bea Perez Senior Vice President Chief Sustainability Category Brand Valentin Ramirez J.C. Gonzalez-Mendez Officer Multicultural Foodservice & Vice President and General Senior Vice President The Coca-Cola Company Management, Americas Hospitality Alliance Starbucks Coffee Company Manager of Diversified Global Corporate Social Brands & Business Responsibility, Sustainability Development & Philanthropy McCormick & Company, Inc. McDonald’s Corporation Michael Montelongo Charlie Vizoso Oscar Budejen Senior Vice President Vice President Vice President Public Policy & Lourdes F. Diaz Strategy & Program Norma Barnes-Euresti Channel Growth Corporate Affairs Vice President Diversity Management Office Vice President and ARAMARK Higher Sodexo North America Relations ARAMARK Healthcare Chief Counsel Education Sodexo Labor-Employment & Intellectual Property Martha Tomas Flynn Javier Benito Kellogg Company Director Chief Strategy Officer Global Development Services Yum! Brands, Inc. Dunkin’ Brands, Inc. PREMIER ` DIAMOND GOLD SILVER BRONZE PARTNER SUPPORTER AdvancePierre Foods The MATLET Group Corner Bakery Café BJ’s Restaurants, Inc. The Bama Companies Marriott International, Inc. Culver’s The Cheesecake Factory, Inc. Ben E. Keith Foods MGM Resorts International Kimpton Hotels & Restaurants Legal Sea Foods Choice Hotels International OTG Management Oakwood Temporary Housing Perkins & Marie Callendar’s, Inc. Gordon Food Service Romano’s Macaroni Grill Starbucks Coffee Company Red Roof Innc, Inc. -
Corporate Governance
Foundations for Growth Foundations for Growth Board of Directors (As of June 23, 2017) Back row, from left Back row, from left Shiro Kuniya Shozo Yamazaki Manabu Tsujimura Hajime Sawabe Tetsuji Fujimoto Atsuo Ohi Masao Namiki Shusuke Tsumura Chairperson of the Compensation Member of the Audit Committee Senior Managing Executive Officer Member of the Compensation Chairperson of the Audit Committee Senior Managing Executive Officer Member of the Audit Committee Member of the Audit Committee Committee Committee Front row, from left Front row, from left Nobuko Matsubara Sakon Uda Natsunosuke Yago Toichi Maeda Izumi Sato Member of the Nomination Lead Independent Director Director, Chairman President and Member of the Audit Committee Committee Chairperson of the Nomination Chairman of the Board of Directors Representative Executive Officer Committee Member of the Nomination Committee Member of the Compensation Independent Director Committee 38 Integrated Report 2017 EBARA CORPORATION EBARA CORPORATION Integrated Report 2017 39 Foundations for Growth Foundations for Growth Composition of the Board of Directors To ensure the Board of Directors effectively fulfills its roles and of “legal affairs and risk management,” “personnel and human appropriate knowledge in all of these areas, the Company The chart below details the areas in which the Company responsibilities, the Company shall make up the Board of per- resource development,” “finance, accounting, and capital policy,” appoints nominees for Director positions by specifying areas in expects the Directors elected for the fiscal year ending sonnel with sufficient knowledge and experience inside and “auditing,” “management of individual businesses (in the Com- which the Company particularly expects them to contribute. December 31, 2017, to contribute based on these policies.