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Shareholder in sentence

220 examples of Shareholder in a sentence

But ignoring shareholder sentiment is becoming untenable.
At a time of great hope and a desire to woo the candidate, desperation or enthusiasm can lead to poor judgment and badly formulated packages, which, once negotiated, are not subject to shareholder vote.
Jamie Dimon, the CEO of JPMorgan Chase, expressed it well in his 2015 shareholder letter, observing that “Silicon Valley” is coming.
Though she did say that Harvard would be an active and responsible shareholder, she offered no details about what such engagement might look like.
Harvard’s president at the time, Derek Bok, said that the university’s decision “was motivated by a desire not to be associated as a shareholder with companies engaged in significant sales of products that create a substantial and unjustified risk of harm to other human beings.”
This may contradict the straightforward business logic of doing whatever maximizes profit and shareholder value.
Businesses must increase profits in a way that creates sustainable shareholder value, not just short-term gain.
Rotenberg’s oldest son, Igor, is the majority shareholder in Gazprom Drilling; his second son, Roman, is a vice president at Gazprombank.
Using the SASB’s proposed standards for 45 industries, as well as other metrics, a new study – the most definitive so far – has found that companies that perform well on material sustainability factors have better operational performance, are less risky, and earn significantly higher shareholder returns than companies that perform poorly.
Material ESG factors can affect a company’s financial performance and shareholder returns through several channels.
There are good reasons to believe that, by investing in improving material sustainability, companies can increase shareholder value.
When Leaders Won’t LeaveDUBLIN – The spectacular rise and fall of Carlos Ghosn, “Le Cost Killer” who saved Nissan after 1999 and built a powerful partnership of the Japanese carmaker, its big French shareholder, Renault, and Japan’s Mitsubishi Motors, resembles a Kabuki play, with the Japanese powers-that-be asserting themselves in the end.
And, because large financial firms do very well with a great deal of leverage, they continue to devote abundant lobbying resources to resisting efforts to ensure that they are better capitalized (with more shareholder equity relative to their total balance sheets).
Nonetheless, the shareholder pushback represents a major step forward, and the fact that the compensation issue is now being discussed not only in business media, but also in general outlets, magnifies the activists’ potential impact.
But it also comes down to this: how much loss-absorbing shareholder equity is on the balance sheets of the largest financial firms?
We should want a lot more loss-absorbing shareholder equity.
Building support for legislation to simplify the biggest banks would greatly strengthen the hand of those regulators who want to require more shareholder equity and better regulation for the shadows.
Similarly, where shareholder interests do not come first, say, in a corporatist system, dominant owners have greater reason to keep financial information private, lest labor use it to press for more favorable terms.
So, where political and social values strongly favor labor, managers' loyalty to shareholder interests will be weaker.
The correlation with ownership separation is striking: a sample of the 20 largest firms in each country shows that, whereas 90% of the US companies have no shareholder with more than a 20% stake, none of the Italian, French, or German firms have such highly dispersed ownership.
Interestingly, just as the movement to hold boards to account has gained greater traction, some companies have adopted new ways of convening annual shareholder meetings.
If you invest in a conventional (non-crypto) business, you are afforded a variety of legal rights – to dividends if you are a shareholder, to interest if you are a lender, and to a share of the enterprise’s assets should it default or become insolvent.
The process has involved disputes among the incumbent executives, a private investment fund, and an SOE shareholder, as well as a default on corporate bonds issued by the state-owned Dongbei Special Steel that has spurred disputes among the Liaoning provincial government, the China Development Bank, and many other investors.
So far, China’s biggest European investment has been in the Belgian financial company, Fortis N.V., where Ping An Insurance recently acquired a 4.2% stake, making it the largest shareholder in the company.
Some of the few European corporate failures similar to those in the US have occurred in American-style companies-Vivendi in France or Marconi in Britain-with no controlling shareholder to monitor the company.
Control enables the majority shareholder to extract revenues and wealth from the company at the expense of minority owners.
Regardless of whether the Sarbanes-Oxley Act and other initiatives prevent new types of financial excess, they will almost certainly strengthen shareholder protection and set higher standards for other jurisdictions.
Similarly, when there is a controlling shareholder, a certain number of seats on boards and audit committees should be explicitly reserved for directors representing minority shareholders.
In many other countries, however, listed companies commonly have a controlling shareholder that dominates the firm’s decision-making.
It also can be expected to reduce shareholder value and retard the development of an economy’s corporate sector.
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