Large corporations, of course, are blinded by greed. The laws under which they operate require it - their shareholders would revolt at anything less.
Aaron Swartz
I may believe in something, but if it is not working and is not giving returns, we have to close it down because that is the right thing to do for the shareholders.
Ajay Piramal
It is very clear for us; we will do whatever is in the best interest of Shriram shareholders.
It's hard to tell which assets will be toxic. The best way to ensure that only shareholders and banks feel it is have adequate capital.
Alan Greenspan
Big banks have long had private equity divisions that put up capital for deals too complex or risky for individual shareholders to finance.
Alex Berenson
Fannie Mae is owned by shareholders but operates under a federal charter that exempts it from paying state or local taxes. As a result, many professional investors think the government would repay the debt that Fannie Mae had issued if the company could not, although Fannie Mae explicitly says that its bonds do not carry a federal guarantee.
Some companies use off-balance-sheet partnerships to raise money or to buy assets without ever telling their shareholders in their financial statements.
Regarding our links with the Russian government, Severstal is a private company with no government participation. We are answerable to our shareholders.
Alexei Mordashov
I'm going to continue doing my thing and work my butt off to add value for shareholders and as long as they and the board see fit to keep me in this role, I feel enormously privileged to serve.
Andrew Mason
What if lawmakers never spoke to their constituents? Oddly enough, that's exactly how corporate America operates. Shareholders vote for directors, but the directors rarely, if ever, communicate with them.
Andrew Ross Sorkin
In the age of activism that is clearly not going away, it would seem that some form of engagement from directors with shareholders - rather than directors simply taking their cues from management - would go a long way toward helping boards work on behalf of all shareholders rather just the most vocal.
We do not talk enough about spirit in business, yet it is what moves employees, customers, and shareholders alike.
Andy Dunn
In 2014, I left my job and launched TransTech Social Enterprises, a for-profit and nonprofit hybrid model focusing on the well-being of the trans community, not on external profits for shareholders.
Angelica Ross
What I am saying is, all health care has a problem with costs. Medicare is growing slower than the private insurance plans. Why? Because of their efficiency. They don't have to give money to shareholders. Why should be defending shareholders?
Anthony Weiner
Shareholders, of course, have every right to weigh in on whether (or how) they want a company to exercise political influence.
Ari Melber
Charities must treat donors as if they were shareholders.
Arpad Busson
I would rather be responsible and accountable and help to reward the public shareholders going ahead.
Ashok Soota
Experts said public companies worry about the loss of customer confidence and the legal liability to shareholders or security vendors when they report flaws.
Barton Gellman
A corporation's responsibility is to the shareholders, not its retirees and employees. Companies are doing everything they can to get rid of pension plans and they will succeed.
Ben Stein
Russia has a well-known reputation for corruption; unfortunately, I discovered that it was far worse than many had thought. While working in Moscow I learned that Russian oligarchs stole from shareholders, which included the fund I advised.
Bill Browder
No one person controls Microsoft. The board and the shareholders decide whether they want to have me as CEO.
I can make it very clear: I get paid if we make good investments. And if we don't, I don't get paid. I have no incentive to sell our companies to Google; the entrepreneurs get to decide that. We are minority shareholders.
My obligation is to the owners of Barclays, my shareholders. They hired me. People who criticise compensation for individuals in isolation at, say, BarCap, individuals who don't work in the U.K. and are competing with U.S., German or Asian banks, they should look at all these factors.
The ultimate arbiters of the models of banking and the management of banking are the investors. It's the shareholders.
I'm committed to increasing long-term value for shareholders and am confident we will continue to do so through the successful execution of our core strategic priorities: the creation of high quality, branded content and experiences, the use of technology, and creating growth in numerous and exciting international markets.
We have an obligation to provide a return for our shareholders.
Just reskinning games with our intellectual property is not an appealing prospect for opportunity. That isn't something that creates long-term value for shareholders.
I'm the C.E.O., nominated by the shareholders. If they're not happy, I have to take the consequences.
When you're CEO, you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job.
When you're C.E.O., you have to have two conditions: first, shareholders need to trust you and want you to head your company. The second is that you need to feel the motivation to do the job. So, as long as both are reunited, you continue to do the job. And today, they are reunited.
I really believe that all CEO pay should be voted on by shareholders ahead of time. Mine was.
For decades, activist shareholders were an entertaining, but largely ignored, Wall Street sideshow. Disgruntled investors would attend annual meetings to harangue executives, criticize strategies - and protest that their complaints were being ignored.
When someone takes their existing business and tries to transform it into something else - they fail. In technology that is often the case. Look at Kodak: it was the dominant imaging company in the world. They did fabulously during the great depression, but then wiped out the shareholders because of technological change.
Everyone is now praying at the altar of every last dollar of profits to please shareholders. If you invest in your people and treat them well, it's a different way to increase profits.
I think shareholders are the great evil of this modern world.
What we're going to do is redouble our efforts on financial regulatory reform, because that has in it sensible things like say on pay, so at least the shareholders are minding the store, sensible things like saying, for heaven's sakes, compensation should be focused on - on long term, so that you don't have rewards for short-term risk-taking.
Shipping middle-class jobs to China, or hollowing them out with machines, is a win for smart managers and their shareholders. We call the result higher productivity. But, looked at through the lens of middle-class jobs, it is a loss.
As companies become bigger, the global environment more competitive, and the rate of disruptive technological innovation ever faster, the value to shareholders of attracting the best possible CEO increases correspondingly.
Excessive pay and rewards for failure are bad for shareholders, the economy and society.
In a couple of years, the Chinese will be seen as regular participants in international industry. Their companies have to report to shareholders as well as to the Chinese authorities. They need to make money, they have to be efficient.
Our first use of cash is invested organically, secondly returning values our shareholders - roughly 100 percent free cash flow. And then thirdly, mergers, acquisitions, partnerships that complement our organic strategy. We are going to continue down that path.
First thing we're going to do with the benefits of tax reform is we're going to invest in innovation. We're going to invest in capital, new product lines. It's going to create more manufacturing jobs and our shareholders are going to benefit, too. We're going to improve dividends, share repurchase.
I basically believe the medical insurance industry should be nonprofit, not profit-making. There is no way a health reform plan will work when it is implemented by an industry that seeks to return money to shareholders instead of using that money to provide health care.
Today we have a health insurance industry where the first and foremost goal is to maximize profits for shareholders and CEOs, not to cover patients who have fallen ill or to compensate doctors and hospitals for their services. It is an industry that is increasingly concentrated and where Americans are paying more to receive less.
Whenever you look at any potential merger or acquisition, you look at the potential to create value for your shareholders.
After watching Taro reach the brink of bankruptcy, seeing their shares delisted from trading, hearing endless false promises about receiving audited financial statements, and witnessing an unchecked drain of company resources, the shareholders have clearly had enough.
In an age where everything and everyone is linked through networks of glass and air, no one - no business, organization, government agency, country - is an island. We need to do right by all our stakeholders, and that's how you create value for shareholders. And one thing is for sure - no organization can succeed in a world that is failing.
With less competition to fear, companies are emboldened to raise their mark-ups and profits. That lifts share prices and thus the wealth of already wealthy shareholders.
The College Board is officially a non-profit. But all that means is that it doesn't have shareholders and that their financial accountings must be available to the public; it certainly doesn't mean that they're not also into making money.
Shareholders have the right and obligation to set the parameters of corporate behavior within which management pursues profit.
