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Executives in sentence

553 examples of Executives in a sentence

Ruling out the connivance of top executives raises an alarming question: Does Jamie Dimon, J.P. Morgan’s highly regarded CEO, have as little grasp of the exposures embedded in his bank’s nearly $80 billion derivatives book as Tony Hayward, the hapless ex-CEO of BP, had of the hazards of his company’s ill-fated rig in the Gulf of Mexico?
All stakeholders, from executives, boards, and investors to governments and civil-society organizations, should play a role in crafting a long-term, conscientious response to the issues people care about.
Recognizing the potential effects as “catastrophic” for a significant portion of the population, they urged Exxon’s top executives to take action.
Instead, the executives buried the truth.
Of course, Hollywood executives aren’t the only Westerners helping Xi’s realize his agenda.
But what this really amounts to is taking on more risk, typically in an unregulated, unsupervised way – and with very little effective governance within the banks themselves (again, Admati explains why bank executives like it this way).
Just this week, the technically bankrupt Citigroup’s senior executives were about to buy a new $50 million luxury French jet for themselves, until the White House stopped it.
The idea is that when shareowners furiously trade their stock, corporate executives feel pressed to ensure high earnings every quarter, so that the share price does not fall.
With greater scope for longer-term thinking, executives would make decisions that have a long-term payoff, even if they are costly today.
Executives will still have to worry about the price that traders accord to their stock.
Nor will it make corporate executives less concerned about the next quarter’s results.
To be elected, a board member needs to be nominated by the current board, where executives have considerable influence.
The possibility of being rejected in a real election would naturally make board members accountable to shareholders, indirectly making the executives accountable as well.
It is a great victory for business executives, but a huge defeat for the principles that should guide capitalism.
The NNPC's executives admit that proper monitoring of the company's operating costs consistently eludes them and that what keeps Shell and the other western oil companies in business is not the theoretical margin, but the returns they build into their costs.
This slick alliance of corrupt state officials and self-serving company executives, anxious to keep the petrodollars flowing, is still in place.
My Russian friends – many of them computer programmers, but also some shoppers and business executives – routinely dismissed politics as the province of the naive or the corrupt.
Likewise, the accidental release a day early of the minutes from the Fed’s March rate-setting meeting to more than 100 people, including banking executives, congressional aides, and bank lobbyists, raised questions about how the bank controls the disclosure of privileged information.
A Venezuelan general, international arms dealers, and several Russian corporate executives also made the list.
How to Pay a BankerCAMBRIDGE – The United States’ Federal Reserve Board recently adopted a policy under which bank supervisors, the guardians of the financial system’s safety and soundness, would review the compensation structures of bank executives.
Equity-based awards, coupled with the highly leveraged capital structure of banks, tie executives’ compensation to a leveraged bet on the value of banks’ assets.
As it is, bank executives expect to share in any gains that might flow to common shareholders, but they are insulated from the consequences that losses, produced by their choices, could impose on preferred shareholders, bondholders, depositors, or the government as a guarantor of deposits.
Insulating executives from losses to stakeholders other than shareholders can be expected to encourage them to make investments and take on obligations that increase the likelihood and severity of losses that exceed the shareholders’ capital.
In addition, such insulation discourages the raising of additional capital, inducing executives to run banks with a capital level that provides an inadequate cushion for bondholders and depositors.
The more thinly capitalized banks are, the more severe these distortions – and the larger the expected costs rising from insulating executives from potential losses to non-shareholder stakeholders.
Because such a compensation structure would expose executives to a broader share of the negative consequences of risks taken, it would reduce their incentives to take excessive risks.
Nevertheless, while such a compensation structure would lead executives to internalize the interests of preferred shareholders and bondholders, thereby improving incentives, it would be insufficient to induce executives to internalize fully the interests of the government as the guarantor of deposits.
In the past, bank executives’ bonuses were often based on accounting measures that are of interest primarily to common shareholders, such as return on equity or earnings per common share.
Recognizing the value of tying executive payoffs to the effects of executives’ choices on non-shareholders highlights the important role of bank regulators in this area.
The common shareholders in financial firms do not have an incentive to induce executives to take into account the losses that risks can impose on preferred shareholders, bondholders, depositors, and taxpayers.
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