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Executives in sentence

553 examples of Executives in a sentence

Getting executives to internalize perfectly the expected losses that their choices might impose on contributors of capital other than shareholders is complex.
Motivating financial executives to focus on the effects of their choices on all those contributing capital to the bank would significantly improve their risk-taking incentives.
During the campaign, Trump promised to get tough on executives who outsource American jobs.
It is an open invitation for a shakedown of the government by corporate executives seeking handouts.
One of my fellow Japanese CEOs went so far as to call the plan “stupid” – notable, in a country where executives do not generally criticize one another in the press.
But whenever executives asked if they could say certain things in Japanese, I told them no.
Since the plan’s adoption, scandals involving overpricing and corruption have multiplied, with many defense executives losing their jobs.
To succeed, Europe must equip itself with the necessary instruments: a large semi-public foundation to promote Europe and support political reform, a university to train future executives of nascent democracies, a police force, and an army of judges and magistrates to breathe life into the models that we want to emulate.
But many others view Sanusi as the no-nonsense official who cleaned up the banking sector and staved off a financial crisis by removing several corrupt bank executives from power.
Furthermore, those same executives should not be remunerated on the basis of short-term price-to-equity targets.
Austerity and the Modern BankerWASHINGTON, DC – Santa Claus came early this year for four former executives of Washington Mutual (WaMu), a large US bank that failed in fall 2008.
The FDIC sought to recover $900 million, but the executives have just settled for $64 million, almost all of which will be paid by their insurers; their out-of-pockets costs are estimated at just $400,000.
To be sure, the executives lost their jobs and now must drop claims for additional compensation.
This is what happens when financial executives are compensated for “return on equity” unadjusted for risk.
The executives get the upside when things go well; when the downside risks materialize, they lose nothing (or close to it).
To be sure, some major European financial institutions may now face difficulties, and – who knows – perhaps some of their executives will end up being fired.
There is no real austerity – now or possibly in the future – for leading bank executives.
Their executives want to get all the upside while facing none of the true downside.
Friedman accused such executives of being "unwitting puppets of the intellectual forces that have been undermining the basis of a free society."
If these executives donated even 5% of their salaries to such causes, they would be worthy of admiration, even if the causes were repugnant to some of us.
Board members and executives must remember that they are also parents, children, partners, and friends.
Instead, it should focus on the problems created by the chief executives that it chose for the wrong reasons, and it should resolve the underlying governance problems that the demonstrations reflect.
In many ways, Bo personified the Chinese concept of “meritocracy” – well-educated, intelligent, sophisticated, and charming (mainly to Western executives).
Because of tax advantages and inappropriate accounting practices firms richly rewarded executives with stock options.
It was a system almost too good to be true: while executives received millions in compensation, no one seemed to be bearing the cost.
When chief executives with fixed terms of office lose political support, they cannot be removed through a no-confidence vote, as in parliamentary systems.
Given this regulatory environment, chief executives of 12 companies (including BASF), with a combined annual research-and-development budget of €21 billion ($28 billion), recently proposed the formal adoption of an “innovation principle” in European risk management and regulatory practice.
In a report by the Economist Intelligence Unit (EIU), 66% of executives surveyed were dissatisfied with the skill level of young employees, and 52% said a skills gap was an obstacle to their firm’s performance.
Now, corporate executives will also tell you that brand management is a tricky affair.
For starters, FIFA must introduce truly independent board members to the governance process – people who will ask hard questions and challenge the organization’s executives.
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