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Shareholder in sentence

220 examples of Shareholder in a sentence

Management in these firms, indeed, has become more arrogant and inventive in violating shareholder rights.
The issue, again, is shareholder value, with shareholders worrying that billions of dollars are disappearing from the company.
Consequently, governance improvements that make directors more focused on shareholder interests cannot be relied on to tie executive payoffs to the interests of shareholders and non-shareholders alike.
On the contrary, compared to their likely future losses, European banks have raised relatively little capital recently – and much of this has been creative accounting, rather than truly loss-absorbing shareholder equity.
Governments are outsourcing censorship to the private sector, where maximizing shareholder value, not upholding journalistic freedom, drives decision-making.
Russia's New Anti-Oligarch WarMoscow's sleepy political summer has been stirred by a Kremlin attack, initiated by President Vladimir Putin's closest aides, on Russia's leading oligarch and the country's richest man--Michael Khodorkovsky, the principal shareholder of the oil company Yukos.
Of course, this was a mirage: by issuing such options shareholder value was diluted.
One reason we may be getting bad terms is that if we got fair value for our money, we would by now be the dominant shareholder in at least one of the major banks.
The more banks are forced to evaluate risks based on shareholder losses rather than government bailouts, the safer the system will be.
Nor was the culture of shareholder activism and corporate social responsibility as strong as it is today.
Even more to the point, policymakers need to address the financialization of the pharmaceutical industry, which is focused solely on shareholder value, rather than on all stakeholders.
Its top financial shareholder is another emerging-market multinational, South Africa’s Naspers.
In particular, their executives operate highly opaque firms, with risks effectively masked from outsiders and very little in the way of loss-absorbing shareholder equity.
This creates moral hazard, as banks, looking for big shareholder gains, become lax in managing what effectively becomes the public’s money.
Every user, in principle, has a legitimate claim to being a de facto shareholder.
Shareholder democracy simply does not work, but managers’ fear that if the stock price drops too low they will be out on their ears provides a useful restraint.
As the industry and European regulators now reflect on this dismal state of affairs and search for solutions, they should consider banks’ revenue distribution – including employee bonuses and shareholder dividends – as part of the problem.
More than 100 civil-society organizations from around the world have launched a campaign to urge development finance institutions and their shareholder governments to respect human rights in their projects, promote an environment for safe participation in development processes, and ensure that their investments do not put human-rights defenders at risk.
But, when firms’ efforts to create shareholder value lead to such far-reaching consequences – or “externalities,” in economists’ parlance – for the rest of society, the argument that self-interest advances social welfare falls apart.
Maximizing shareholder value over a particular time period may satisfy the interests of some shareholders but violate the interests of others.
International pension funds, mutual funds, German corporate pension plans, as well as insurance companies already play a leading role on the German stock market, and calls for corporate managers to focus on increasing shareholder value (as opposed to the older, more consensus-oriented corporate policy) are getting louder -- not only on the trading floor, but also in the boardroom.
Not long ago, consumers, workers, and community members rose up in a global shareholder spring, aimed at companies that were acting in bad faith, by rewarding failing CEOs, flouting environmental regulations, or failing to respect workers’ rights.
But whatever the US did, it remained the dominant shareholder of the global system.
There is now an overwhelming consensus that open, transparent, and accountable mechanisms of shareholder control are essential for the efficient functioning of public corporations.
They can take on more risk – running a more highly leveraged business with less shareholder capital.
First, once we look outside transfers within the financial sector, the total global effects of this chunk of finance is a gain of perhaps $340 billion in increased real shareholder value from higher expected future profits.
We cannot rely on shareholder democracy as our only system of corporate control.
Fourteen US states have started to do that by authorizing so-called benefit corporations (or B Corps) – businesses that promise to consider more than shareholder value in their strategic decisions.
The shareholder activism around Apple highlights the importance and controversy of the short-term problem.
Enter shareholder activist David Einhorn, whose hedge fund Greenlight Capital has been pressing Apple to distribute a healthy fraction of that cash.
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