December, 2016 in THIS ISSUE President's Message Page 3-4 Vice
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Executive Biography
Executive Biography Oscar Munoz Chief Executive Officer United Airlines Oscar Munoz is chief executive officer of United Airlines. He brings to this position deep and broad experience in both the transportation industry and large consumer brands. Previously, Oscar served as president and chief operating officer of CSX Corporation, a premier freight transportation company. He also served as a director at CSX. During his tenure, CSX transformed itself into an industry leader in customer focus, reliability and financial performance. CSX was named one of Institutional Investor’s Most Honored Companies for a decade of excellent financial performance, including increasing its operating income by nearly 600%. Additionally, Oscar served in various financial and strategic capacities at some of the world’s most recognized consumer brands, including AT&T, Coca-Cola Enterprises, and PepsiCo. Before joining CSX, Oscar held the position of chief financial officer and vice president of consumer services at AT&T Corporation. Prior to joining AT&T, he served as senior vice president of finance and administration for U.S. West, regional vice president of finance and administration for Coca-Cola Enterprises and held various financial positions at PepsiCo. Oscar has served on the board of directors for United Continental Holdings, Inc. since 2010 and served on the board of directors of Continental Airlines, Inc. since 2004. He is active in several industry coalitions and philanthropic and educational organizations including the University of North Florida’s Board of Trustees and the PAFA advisory board of Vanderbilt University. Oscar graduated from the University of Southern California with a B.S. in business administration, and he received an MBA from Pepperdine University. -
Prescription Savings for You and Your Family
Prescription Savings for You and Your Family Filling a Prescription Shouldn’t ScriptSave® Works for Everyone! Empty Your Wallet Seniors with Medicare Part D With prescription drug costs on the rise, it can be diffi cult The ScriptSave® card can be used for prescriptions to fi t those expenses into your monthly budget. Even if you that are EXCLUDED by Medicare Part D law. do have insurance, some of your prescriptions may not be covered. That’s where ScriptSave® can help. Families with limited or no ScriptSave® has partnered with pharmacies all over the country prescription coverage to offer you and your family a program that saves you money If not everyone in your family has prescription and helps you maintain your health. With ScriptSave®, you have coverage or if your coverage does not cover all of access to both brand name and generic prescriptions. There are your prescriptions, the ScriptSave® card can help. no limits on usage and no income or age restrictions. Best of Use the ScriptSave® card for any brand name or all, you receive ScriptSave® savings at NO COST to you. generic prescription you or a family member pays for out-of-pocket. With the ScriptSave® Best Price Advantage, if a drug is ever “on sale,” or if the pharmacy price is less than the discounted Individuals with prescription coverage price, you will pay the lower of the two prices on your retail The ScriptSave® card can be used for prescriptions prescription purchases. that are not covered by your insurance or for savings for your family members not covered by Discover the savings with ScriptSave® yourself. -
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. -
Employee Reactions to Lottery-Based Incentives at United Airlines
Journal of Business Cases and Applications Volume 25 Employee reactions to lottery-based incentives at United Airlines Kelly Mollica University of Memphis ABSTRACT This case describes an event in 2018 when United Airlines announced to employees that its quarterly performance-based bonus system was being replaced with a lottery incentive program. Under the previous bonus system, employees were guaranteed a monetary bonus each quarter that specific performance goals were met by the company. For the new incentive program, employees’ names would be entered into a random lottery-style drawing, resulting in only a small percentage of employees receiving prizes ranging from cash to new cars to vacation packages. Due to overwhelmingly negative reaction from employees, United retracted the lottery program just three days after it was announced. The case asks students to consider why the lottery program was poorly received by employees. The case is designed for human resource management and general management courses as part of discussions on employee incentives, motivation, and performance management. Keywords: incentives, bonuses, rewards, customer service, employee feedback, United Airlines Copyright statement: Authors retain the copyright to the manuscripts published in AABRI journals. Please see the AABRI Copyright Policy at http://www.aabri.com/copyright.html Employee reactions to lottery, Page 1 Journal of Business Cases and Applications Volume 25 INTRODUCTION On a Friday in March 2018, United Airlines President Scott Kirby sent a company-wide email to employees announcing an “exciting” new performance-based incentive program called Core4 Score Rewards. Within hours, Kirby’s announcement resulted in widespread anger from United employees, many of whom posted scathing criticisms of the program on social media. -
Press Release Contains Forward-Looking Statements Based on the Current Expectations of Searchlight Capital Partners, LP, Forgelight LLC and Grupo Televisa, S.A.B
New Independent Directors Named to Univision Board World-Class U.S. Hispanic Business Leaders to Join Univision’s Newly Constituted Board as Independent Directors MIAMI, NEW YORK & MEXICO CITY – November 11, 2020 – Searchlight Capital Partners, LP (“Searchlight”), a global private investment firm and ForgeLight LLC (“ForgeLight”), an operating and investment company focused on the media and consumer technology sectors, and Grupo Televisa SAB (“Televisa”), a leading media company in the Spanish-speaking world, today announced the appointment of independent members to a reconstituted Board of Directors for Univision Holdings, Inc. (“Univision”), the leading U.S. Hispanic media company. The new Board will take effect upon the close of the previously announced acquisition of a majority ownership interest in Univision, expected to take place by the end of this year. The independent directors consist of four leading U.S. Hispanic business leaders who collectively possess a deep understanding of Univision’s U.S. Spanish-speaking audiences and the communities the company serves, backed by substantial financial and operational expertise across a variety of sectors. This new Board, after closing, will help oversee Univision’s strategy as it builds on recent content and programming momentum, expands its portfolio of advertising products, substantially enhances its digital presence, and features best-in-class content through its continued partnership with Televisa. The new directors include: • Marcelo Claure, Chief Executive Officer of Softbank Group International and Chief Operating Officer of SoftBank Group Corp; • Oscar Munoz, Executive Chairman of United Airlines Holdings, Inc.; • María Cristina “MC” González Noguera, Senior Vice President of Global Public Affairs for The Estée Lauder Companies; and • Gisel Ruiz, a 26-year veteran of Walmart Inc., having served most recently as Chief Operating Officer of Sam’s Club. -
Carrier Codes
CARRIER CARRIER PHONE CODE CARRIER NAME NUMBER CARRIER ADDRESS CITY STATE ZIP CODE 326 1199 NATIONAL BENEFIT FUN (646) 473-7160 PO BOX 1034 NEW YORK NY 10108-1034 589 1199 SEIU NATIONAL BENEFI (888) 819-1199 330 WEST 42ND STREET NEW YORK NY 10036 28 AARP HEALTH ADVANTAGE HEA (800) 227-7789 PO BOX 740819 ATLANTA GA 30374-0819 D6K AARP MEDICARE COMPLETE PL PO BOX 66773 ST LOUIS MO 63166 D6P AARP MEDICARE COMPLETE PL (800) 393-0939 950 WINTER ST SUITE 3800 WALTHEM MA 02451 D8T AARP MEDICARE RX PREFERRE (888) 867-5575 PO BOX 29300 HOT SPRINGS AR 71903 D9H AARP MEDICARE RX PREFERRE 600 NEW LONDON AVE CRANSTON RI 02920 D9L AARP MEDICARE RX SAVER 600 NEW LONDON CRANSTON RI 02920 D8V AARP MEDICARERX SAVER (PD (888) 867-5575 PO BOX 29300 HOT SPRINGS AR 71903 D4Q ABRAZO ADVANTAGE 7878 NORTH 16TH STRE SUITE 105 PHOENIX AZ 85020 301 ACADIA INSURANCE CO. (888) 786-1170 PO BOX 9168 MARLBOROUGH MA 01752 390 ACE INTERNATIONAL INSURAN (800) 262-8028 PO BOX 15417 WILMINGTON DE 19850 470 ACE USA (860) 731-6800 PO BOX 5001 HARTFORD CT 06102-5001 30 ACORDIA BENEFIT SERVICES PO BOX 18197 COLUMBUS OH 43218 346 ACS HEALTH NET - NORTHEAS (800) 441-5741 PO BOX 14700 LEXINGTON KY 40512 768 ADMINISTRATION CONCEPTS ( (800) 226-5116 994 OLD EAGLE SCHOOL ST E1 WAYNE PA 19087 795 ADMINISTRATIVE CONCEPTS, (888) 293-9229 994 OLD EAGLE SCHOOL SUITE 1005 WAYNE PA 19087-1802 101 ADMINISTRATIVE ENTERPRISE (602) 789-1101 3404 WESTCHESTER DR PHOENIX AZ 85051-9588 267 ADMINISTRATIVE SERVICE CO (800) 634-8816 3301 E. -
Smart90 Walgreens Document
Questions & Answers about your new three-month supply network 1. What is a Walgreens three-month supply network? It’s a feature of your prescription plan managed by Express Scripts. With it, you have two ways to get up to a three-month supply of your long-term medications (those drugs you take regularly for ongoing conditions). You can conveniently fill those prescriptions either through home delivery from the Express Scripts PharmacySM or from any Walgreens or Duane ReadeTM pharmacy.1 2. How many Walgreens pharmacies are available to me? There are more than 9,800 Walgreens pharmacies. To locate one, visit express-scripts.com and click “Prescriptions,” then “Find a Pharmacy”; participating Walgreens pharmacies will be noted in your search results. 3. What happens if I keep filling my long-term medication like I’m doing now? Per your plan, if you keep filling a one-month supply instead of a three-month supply, or if you’re using a non-Walgreens pharmacy to fill your long-term medication, you'll pay either a higher cost or the full cost for your medication. 4. What does “full cost” mean? “Full cost” is the actual cost of your medication. For example, the actual cost of the medication might be $75, but if you have a copayment or coinsurance, your payment might only be $20. “Full cost” means that your payment would be the entire $75. 5. What is the advantage of getting up to a three-month supply vs. a one-month supply? By getting up to a three-month supply, you’ll make fewer trips to the pharmacy, and you’ll only need to make one payment every three months. -
Posted on May 5, 2021 Sites with Asterisks (**) Are Able to Vaccinate 16-17 Year Olds
Posted on May 5, 2021 Sites with asterisks (**) are able to vaccinate 16-17 year olds. Updated at 4:00 PM All sites are able to vaccinate adults 18 and older. Visit www.vaccinefinder.org for a map of vaccine sites near you. Parish Facility Street Address City Website Phone Acadia ** Acadia St. Landry Hospital 810 S Broadway Street Church Point (337) 684-4262 Acadia Church Point Community Pharmacy 731 S Main Street Church Point http://www.communitypharmacyrx.com/ (337) 684-1911 Acadia Thrifty Way Pharmacy of Church Point 209 S Main Street Church Point (337) 684-5401 Acadia ** Dennis G. Walker Family Clinic 421 North Avenue F Crowley http://www.dgwfamilyclinic.com (337) 514-5065 Acadia ** Walgreens #10399 806 Odd Fellows Road Crowley https://www.walgreens.com/covid19vac Acadia ** Walmart Pharmacy #310 - Crowley 729 Odd Fellows Road Crowley https://www.walmart.com/covidvaccine Acadia Biers Pharmacy 410 N Parkerson Avenue Crowley (337) 783-3023 Acadia Carmichael's Cashway Pharmacy - Crowley 1002 N Parkerson Avenue Crowley (337) 783-7200 Acadia Crowley Primary Care 1325 Wright Avenue Crowley (337) 783-4043 Acadia Gremillion's Drugstore 401 N Parkerson Crowley https://www.gremillionsdrugstore.com/ (337) 783-5755 Acadia SWLA CHS - Crowley 526 Crowley Rayne Highway Crowley https://www.swlahealth.org/crowley-la (337) 783-5519 Acadia Miller's Family Pharmacy 119 S 5th Street, Suite B Iota (337) 779-2214 Acadia ** Walgreens #09862 1204 The Boulevard Rayne https://www.walgreens.com/covid19vac Acadia Rayne Medicine Shoppe 913 The Boulevard Rayne https://rayne.medicineshoppe.com/contact -
108 Wilmot Road Deerfield, Illinois 60015 November 18, 2011 Dear
108 Wilmot Road Deerfield, Illinois 60015 November 18, 2011 Dear Walgreens Shareholder: Please join us Wednesday, January 11, 2012, at 2:00 p.m., Central Time, for our Annual Shareholders’ Meeting. As in past years, the meeting will be held in the Grand Ballroom of Navy Pier, 600 East Grand Avenue, Chicago, Illinois. For your convenience, a trolley service will run from the Navy Pier parking garages to Entrance 2, Lobby 3. Even in a challenging U.S. economy, fiscal 2011 was a year of strong performance for Walgreens. We achieved our 37th consecutive year of record sales through a focus on delivering exceptional value, quality and service to our customers and patients, fueled by our culture of operational excellence and innovation. We returned a record $2.4 billion to shareholders in fiscal 2011 through dividends and share repurchases, including an increase in our dividend for the 36th consecutive year. The year also produced our strongest growth in net income in a decade and our largest growth in earnings per share in more than 15 years. At this year’s Annual Meeting, we’ll update you on how we are meeting the evolving needs of today’s customers and patients by becoming “My Walgreens” for everyone in America, the first choice for health and daily living. We will also review our financial performance and answer your questions. Please mark your calendar for January 11. Closed captioning will be offered during the entire meeting, including questions and answers. If you are unable to attend the meeting in person, please join us online at Walgreens.com at 2:00 p.m., Central Time, that day to hear a live broadcast. -
Before Likely Receiving a Bailout, Airline Executives Touted Cuts to Base Salary – but Salary Often Made up a Small Amount of Their Compensation in SEC Filings
Before Likely Receiving A Bailout, Airline Executives Touted Cuts To Base Salary – But Salary Often Made Up A Small Amount Of Their Compensation In SEC Filings Delta CEO Touted Cutting His Own Salary “By 100 Percent Through The Next Six Months” — Which SEC Filings Show Would Have Been 3 Percent Of His Total Compensation In 2018 Delta CEO Ed Bastian Said He Had “‘Cut [His] Own Salary By 100 Percent Through The Next Six Months.’” “Delta (DAL) CEO Ed Bastian: ‘As I mentioned last week, I've cut my own salary by 100 percent through the next six months. Our Board of Directors elected to forego their compensation over the next six months as well.’” [Yahoo! Finance, 3/30/20] 2018: Delta CEO Edward Bastian Made $14,982,448 In Total Compensation. [EDGAR – Delta Air Lines DEF 14A, 4/26/19] • Bastian’s Base Salary Was $891,667, About 5.9% Of His Total Compensation. [EDGAR – Delta Air Lines DEF 14A, 4/26/19] o Half Of That Was $455,834, Or About 3% Of His Total Compensation. • Bastian Did Not Receive A Bonus In 2016, 2017, Or 2018. [EDGAR – Delta Air Lines DEF 14A, 4/26/19] United Airlines CEO And President Said They Would Forgo Base Salaries Until At Least June 30th – In 2018 This Was, At Most, 6-Percent Of The CEO’s Compensation And 8-Percent Of The President’s Compensation United Airlines’ CEO And President Announced They Would Forgo Their Base Salaries Until At Least June 30 Wall Street Journal: United Airlines CEO Oscar Munoz And President J. -
Case Studies on the Downside of Transactional and Authoratitative Organizational Leadership Styles During Crisis Management
The Turkish Online Journal of Design, Art and Communication - TOJDAC ISSN: 2146-5193, October 2020 Volume 10 Issue 4, p.597-611 CASE STUDIES ON THE DOWNSIDE OF TRANSACTIONAL AND AUTHORATITATIVE ORGANIZATIONAL LEADERSHIP STYLES DURING CRISIS MANAGEMENT Vehbi GÖRGÜLÜ İstanbul Bilgi Üniversitesi, Türkiye [email protected] https://orcid.org/0000-0001-6248-7289 ABSTRACT Leadership is a value gained through education and experience. Leadership communication has the potential make Corporate CommuniCations and risk management processes more dynamiC and efficient. From these aspeCts, leader Communication Can be very influential over sustainability of corporate success. The Current study aims to explore how authoritative and transaCtional leadership styles result with various Challenges during crisis communication and management. The crises experienced by The Martha Stewart Living Omnimedia, Toyota, FaCebook and the United Airlines companies are explored as case studies. The analysis is not limited with the Crisis proCesses, but also questions the efficiency of leadership models embraced by managers of these two organizations. Keywords: Leadership, Martha Stewart, United Airlines, Facebook, Crisis Management. OTORİTER VE SÜRDÜRÜMCÜ (TRANSAKSİYONEL) LİDERLİK YAKLAŞIMLARININ KRİZ YÖNETİMİ BAĞLAMINDAKİ KISITLILIKLARI ÜZERİNE VAKA İNCELEMELERİ ÖZ Liderlik doğuştan değil, eğitim ve deneyimle edinilen bir değer olarak kurumsal hayatta karşımıza çıkmaktadır. Etkili lider iletişimi, yalnızca kurumsal iletişim sürecini verimli kılmamakta, aynı zamanda kriz yönetim süreçlerinin de başarıyla sonuçlanmasını sağlamaktadır. Tüm bu yönleriyle, etkili lider iletişiminin şirketlerin geleceği üzerinde belirleyici olduğu vurgulanabilir. Mevcut çalışma, otoriter ve transaksiyonel liderlik modelleri ile kriz yönetim süreçleri arasındaki ilişkiyi inCelemektedir. Belirlenen ilişkinin inCelenebilmesi için seçilen vakalar The Martha Stewart Living Omnimedia Company, Toyota, FaCebook ve The United Airlines skandalları olmuştur. -
2021 Letter to Stockholders Proxy Statement 2020 Form 10-K
2021 Letter to Stockholders Proxy Statement 2020 Form 10-K Dear Stockholders, When I last reported to you a year ago, we were closely monitoring the spread of COVID-19 and what 2020 had in store for us. Now, as we enter 2021, I can look back and say I have never been prouder of our team than after seeing how they rose to meet the challenges we faced together over the past year. 2020 Performance and Accomplishments Before I report on our many achievements in 2020, it is important to acknowledge how the pandemic has affected our 39,000 colleagues around the globe. We lost team members to COVID-19, and many of us have lost friends and family members as well. There have been very real economic, emotional and psychological impacts of the virus and the lockdowns that have been neces- sary to combat it. Throughout the year, as the virus first appeared and then spread, we worked to keep our workplaces healthy, our communities resilient, and our global food chain strong. We dramatically expanded our IT infrastructure to allow non-production colleagues to work safely from home, while simultaneously supporting our frontline teams, who continued coming to our production facilities every day. We worked with the University of Illinois on new saliva-based COVID-19 testing capabilities. And we offered financial and other support to colleagues and communities in need. Now, we are focused on helping our team members get vaccinated to protect ourselves and those around us, and accelerate a return to normalcy. Amid all of these challenges, our team delivered for our company and our customers.