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Shareholders in sentence

665 examples of Shareholders in a sentence

That reduces the post-bonus return on shareholders’ capital to a more normal level.
Only decisive progress on these fronts will unlock the trillions of corporate dollars that, rather than being invested in new plants and equipment, remain stranded on companies’ balance sheets or are handed over to shareholders via higher dividends and share buybacks.
By removing that possibility, we would substantially enhance the benefits of equity-based compensation for the performance of firms – and for their shareholders.
Having more than doubled since its crisis-induced trough, the US equity market – not to mention its amply rewarded upper-income shareholders – has been the principal beneficiary of the Fed’s unconventional policy gambit.
The challenge is to balance our obligations to all of our stakeholders, both customers and shareholders, including the pension funds that help millions of people around the world save for retirement.
But doing what’s right for customers, clients, shareholders, and communities will ensure that we get those judgments right much more often than we get them wrong.
To begin with, they enacted a general guarantee for the entire banking system to stem panic (providing blanket protection to all but the shareholders).
Having access to insured credit, banks’ shareholders find it irresistible to borrow excessively.
Restricting managers’ incentive pay without changing shareholders’ incentives will only force shareholders to be more actively involved in the company and choose other ways to increase the level of risk-taking.
If the problem is the moral hazard implied by being too big to fail, the solution is not to restrict pay, but to eliminate the hazard by forcing shareholders to issue more equity or lose their stock when banks’ debt starts to become risky.
In response, bankers have tended to argue that any interference in their business would be an unconscionable assault on their inalienable human right to lose shareholders’ and depositors’ money in whatever way they please.
The best way to ensure that the IMF’s management is accountable to all of its governmental shareholders is to prevent the top job from becoming the sinecure of any region, whether Europe or Asia.
In some such firms, the large pay slice captured by the CEO may be optimal, given the CEO’s talents and the firm’s environment, and reducing the CEO pay slice might thus make the firm and its shareholders worse off.
Time for a Boardroom ReckoningLONDON – Gone are the days when annual general meeting season – the time of year when executives and directors of publicly traded companies gather to report on their activities, accounts, and plans to shareholders – went by unnoticed.
Ever since the 2012 “Shareholder Spring,” shareholders have stopped acting as passive recipients of companies’ reports or obedient rubber-stampers of their plans and pay packages, and started actively and publicly questioning board decisions, airing grievances, and submitting proposals for change.
For example, shareholders at British satellite telecommunications company Inmarsat voted against its remuneration report, underscoring the divide between executive compensation and company performance.
Likewise, remuneration policies were rejected by nearly 36% of shareholders at Unilever and 34% at AIG.
Shareholders at Tesla approved what corporate governance experts have called the “staggering” pay package of the company’s billionaire founder, Elon Musk, whose “Trump-like ability to get people to believe in him and his preposterous promises,” as one commentator put it, has propelled the company’s share price to sky-high levels at the same moment that its bonds are trading at junk bond levels.
By the time we sold our stake in 2010 – at a rather attractive return to Morgan Stanley shareholders, I might add – CICC was well on its way to attaining those goals.
In Title II of Dodd-Frank, Congress created a back-up authority through which the Federal Deposit Insurance Corporation (FDIC) can take over and manage a failing financial firm and impose appropriate losses on shareholders and some creditors without creating widespread systemic damage or a global panic.
With general-meeting season for publicly traded companies just beginning, now is the ideal time for shareholders and stakeholders to let companies know what they think.
Consumers will gain and shareholders will lose.
Shareholders organized themselves into pension funds, investment funds, and hedge funds.
Many of the challenges facing the World Bank come from the pressures placed on it by its larger shareholders.
Because they refuse to cede power to smaller shareholders, or to allow a substantial increase in resources to meet much greater global needs, emerging economies had little choice but to create their own institutions.
And every time the CEO of such a bank is forced to resign, the evidence mounts that these organizations have become impossible to manage in a responsible way that generates sustainable value for shareholders and keeps taxpayers out of harm’s way.
The nonpartisan US Congressional Budget Office and the Institute for Taxation and Economic Policy, among others, have demonstrated clearly that over 80% of the impact of corporate taxation falls on shareholders, not workers.
Such corporations are rife with “agency” problems: while decision-makers (CEO’s) are supposed to act on behalf of their shareholders, they have enormous discretion to advance their own interests – and they often do.
Bank officers may have walked away with hundreds of millions of dollars, but everyone else in our society – shareholders, bondholders, taxpayers, homeowners, workers – suffered.
They do not control the main costs that shareholders face when they do not manage the company themselves, such as unprofitable expansion, shirking, retention of free cash flow, and empire building.
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