Board of Directors

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(a) board of directors or board shall mean the board of directors of a land bank;

(a) board of directors or board shall mean the board of directors of a land bank;

A land bank may be dissolved as a type C not-for-profit corporation sixty calendar days after an affirmative reso- lution approved by two-thirds of the membership of the board of directors. Sixty calendar days advance written notice of consideration of a resolution of dissolution shall be given to the foreclosing governmental unit or units that created the land bank, shall be published in a local newspaper of general circulation, and shall be sent certified mail to the trustee of any outstanding bonds of the land bank. Upon dissolution of the land bank all real property, personal property and other assets of the land bank shall become the assets of the foreclosing governmental unit or units that created the land bank. In the event that two or more foreclosing governmental units create a land bank in accordance with section sixteen hundred three of this article, the withdrawal of one or more foreclosing governmental units shall not result in the dissolution of the land bank unless the intergovernmental agreement so provides, and there is no foreclosing governmental unit that desires to continue the existence of the land bank.
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Bank liquidity and the board of directors

Bank liquidity and the board of directors

The role of the board of directors in shaping bank behavior has received increased attention from academics, market participants, and regulators. It continues to receive attention not only because theory on the relationship between the characteristics of boards on the one hand and bank risk-taking and performance on the other provides conflicting views, but also because empirical evidence on these relationships is rather inconclusive. More importantly for our purposes, existing studies in banking have neglected the effect that the characteristics of the board may have on the level of bank liquidity. However, the level of bank liquidity and the associated risk are of special importance to the banking firm, since it is largely related with elements such as the volatility of deposits, the degree of reliance on interest-
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ManpowerGroup Board of Directors

ManpowerGroup Board of Directors

exponentially while establishing company reputation as a leading employer of choice. Both Yahoo and Southwest were listed on the Fortune 100 Best Companies To Work For in America and the Fortune 500 during her tenure. Sartain serves on the Board of Directors of Peet's Coffee & Tea, Inc., (Nasdaq: PEET), the leading super- premium coffee company. She is an adviser/board member to several start-up companies and consults with corporate clients. Sartain also served as chairman of the board of the Society for Human Resource Management in 2001 and was named fellow of the National Academy of Human Resources in 1998. She holds an MBA from the University of North Texas and a BBA from Southern Methodist University. She was named by Human Resources Executive as one of the 25 most powerful women in HR in 2005, and is also the author or co-author of three books on HR and Employer Branding.
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Board of Directors report

Board of Directors report

After some consideration, the Board of Directors decided not to establish a special Audit Committee, but rather to ad- dress these issues in the Board as a whole. In line with this, the Board of Directors regularly reviewed the financial position of the Company and the Group during the year. The forms for the purchasing and choice of auditing services for the coming four-year period were thus defined by the Board of Directors. Ongoing purchases, however, were delegated to the Chairman, who conducted purchasing together with the CFO with contin- uous reporting to the Board of Directors.
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3. BOARD OF DIRECTORS

3. BOARD OF DIRECTORS

The Board of Directors is made up of 14 members, who in accordance with industry practice do not exercise an executive function within the Bank. Notwith standing this, some of them do exercise managerial duties within the Group, or did so in the past.

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Board of directors’ composition and financing choices

Board of directors’ composition and financing choices

independence if it has no independent directors. Further, since the t statistic of the percentage of women variable is relatively low in specification (1) (t=1.691) and relatively higher in specification (3) (t=2.240) the results provide some (limited) evidence that a more gender diversified board of directors is positively associated with more long term debt in comparison with short term debt. With respect to board size the relation is also limited since t statistics are quite low for both specification (1) and (4). Yet it is found a positive relation between board size and the use of long term debt supporting the view that bigger boards lower information asymmetry problems. Notwithstanding, as stated above, further research is needed to provide better perceptions concerning the relation between board size and financing sources. Finally, the results for the dummy variable CEO/duality are also not clear, since the sign of the relation changes from specification (1) to (5). Nevertheless, the association is not statistically different from zero. As such we are unable to provide supporting evidence as to whether a more independent chairman leads to a shift from short term debt to long term debt. With respect to the control variables, the results from table 6 are generally in line with those of columns (7) and (8) of table 3. An exception worth noting is the coefficient of the variable depreciation which in table 6 is found to be positively related with the fraction of long term debt over total debt. This result may lie in the fact that firms with higher levels of depreciation also have long lived assets, which in turn leads to the use of more long term debt in order to match the assets maturity with the financing sources maturity (Bevan and Danbolt, 2002).
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CHARACTERIZATION BOARD OF DIRECTORS

CHARACTERIZATION BOARD OF DIRECTORS

António Manuel Queirós Vasconcelos da Mota has a degree in Civil Engineering (Inland Communications) completed at Faculty of Civil Engineering, University of Porto. Currently performs duties as Chairman of the Board of Directors of Mota-Engil, SGPS, SA, a position he holds since 2000. He has already served as Chairman of the Board in other companies, in particular, Mota- Engil, Engenharia e Construção, SA (2003-2006), Mota-Engil Internacional, SA (2000-2003), Engil - Sociedade de Construção Civil, SA (2000-2003) and Mota & Companhia, SA (1995-2003), where he also held the position of Vice-Chairman (1987-1995). He started his professional life in 1977 as a trainee in Mota & Companhia, Lda, and between 1979 and 1981, he interacted in several Departments of the same company, where he worked as General Director of Production (1981-1987).
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Not For Profit Board of Directors and Governance

Not For Profit Board of Directors and Governance

Anon-profit (NFP entity’s Board of Directors) bears ultimate responsibility for its governance. It ensures the non-profit functions in accordance with all applicable laws, regulations, and the entity’s internal guidelines and mission statement. We examine these Boards’ role in overseeing the functioning of non-profit entities and their management. We begin by reviewing the purpose of a Board of Directors and a commonly adopted structure for them including who may serve on such Boards; and how these Boards differ from those in the for-profit world. We then review the formal responsibilities that NFP Boards have for the entities they govern as well as some unspoken requirements for Board members. We examine specific activities in which these Boards typically engage and some activities which violate good governance practices. We provide examples of both well-functioning boards and some which serve as cautionary tales for entities. We discuss how a Board can deal with Board members who violate an entity’s rules and/or laws and how such members might be removed from their respective office as well as other regulatory and legal issues related to the conduct of Board members. We discuss the government entities both state and federal which regulate the function of non-profit Boards.
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AGENDA REPORT TO BOARD OF DIRECTORS

AGENDA REPORT TO BOARD OF DIRECTORS

The General Manager is the sole employee of the Board of Directors, and it is the Board’s responsibility to “supervise the management of the affairs of the corporation.” A report from the General Manager will be provided at each meeting, and is one tool to assist you with that responsibility.

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Report of the Chairman of the Board of Directors

Report of the Chairman of the Board of Directors

In its Meeting of February 4, 2010, the Board of Directors reviewed its membership, organization and procedures, amending the Charter of the Board of Directors and the internal rules and regulations of the Performance Audit Committee accordingly. It determined the order for the expiration of the terms of offi ce for currently serving Directors, so as to preserve balance in the renewals of their appointments over time. The Board came to the conclusion that its membership may be considered as balanced, with regard to its percentage of external Directors, the breakdown of share capital, and with respect to the diversity and the complementarity of the skills and experiences of its members.
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Issue for the ERCOT Board of Directors

Issue for the ERCOT Board of Directors

Whether the Board of Directors (Board) of Electric Reliability Council of Texas, Inc. (ERCOT) should approve modifications regarding Letter of Credit Concentration limits in the ERCOT Creditworthiness Standards, as recommended by ERCOT staff and endorsed by the Credit Work Group. The Finance and Audit (F&A) Committee will review such proposed modifications at its November 18, 2013 meeting.

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BOARD OF DIRECTORS RESPONSIBILITIES FOR CYBERSECURITY

BOARD OF DIRECTORS RESPONSIBILITIES FOR CYBERSECURITY

Companies that form a cybersecurity subcommittee as a part of an audit committee of the board of directors will be fulfilling oversight responsibilities for the system of internal control, the audit process, and the company’s process for monitoring compliance with laws and regulations and the code of conduct, specifically as if relates to malicious attempts to penetrate corporate technology devices. The subcommittee should have authority to conduct or authorize investigations, within its scope of responsibility, and should be empowered to:

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a. Constitution and Appointment of the Board of Directors

a. Constitution and Appointment of the Board of Directors

Each Director who, directly or indirectly, has an interest that relates to property rights which conflicts with a decision or an action resorting under the authority of the Board of Directors, must inform the other Directors of this before the Board of Directors takes a decision. Directors and the Board of Directors will observe the regulations of Article 523 of the Company Code and Article 25 of the Royal Decree with regard to institutions for investments in companies not quoted on the stock exchange and in growth companies.

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CHARTER OF THE AUDIT COMMITTEE OF THE BOARD OF DIRECTORS

CHARTER OF THE AUDIT COMMITTEE OF THE BOARD OF DIRECTORS

(i) has a relationship with the Corporation pursuant to which the individual may accept, directly or indirectly, any consulting, advisory or other compensatory fee from the Corporation or any subsidiary entity of the Corporation, other than as remuneration for acting in his or her capacity as a member of the Board of Directors or any committee of the Board of Directors, or as a part-time chair or vice-chair of the Board of Directors or any committee of the Board of Directors; or

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FOR BOARD OF DIRECTORS

FOR BOARD OF DIRECTORS

guidance on decision making in complex, turbulent times. As a professor, Dr. Frame has been active globally, teaching management and technology classes at universities in Australia, Taiwan, China, Hong Kong and the U.K. Prior to entering academia, he was vice president of a computer modeling company, where he ran some 20 computer modeling and IT projects. Dr. Frame has been an active PMI volunteer since the 1990s, serving on PMI’s Board of Directors as an appointed director of certification and director of educational services, and working on a number of PMI Board task teams. He was awarded PMI’s Outstanding Person of the Year Award, Distinguished Service Award and PMI Fellow Award.
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The Board of Directors proposes new directors

The Board of Directors proposes new directors

The Board of Directors also confirmed that it will propose to the Shareholders’ Meeting to approve the payment of a total dividend of € 1.13 gross per share, of which € 0.93 was already paid in December 2013. The Annual Financial Report is available on Governance Statement and the Remuneration Report. The latter will be submitted for approval of shareholders at the Shareholders’ meeting of May, 14 th 2014.

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Collusion in board of directors

Collusion in board of directors

This framework allows us to derive the optimal compensation contract of the CEO which consists of a …xed and a variable part. More precisely, our results are the following. First, we consider as a benchmark the case of no board of directors (or equivalently the case of no CEO’s monitoring by the directors). In this setting, we show that the variable part of the CEO’s wage is higher for a high ability CEO than for a low ability CEO. Then, we allow shareholders to recruit a Board of Directors in order to monitor the CEO, assuming that collusion cannot emerge. An intesting result is that the Board behaves as a perfectly honest Board. The contract takes the same form as the one with no board i.e. no informational rent for a low ability CEO and a positive informational rent for a high ability CEO. Those informational rents correspond to the surplus a CEO can extract from the shareholders thanks to her informational advantage. However, informational rents are lower in this case than when there is no monitoring from the Board. This implies that it it less costly for shareholders to obtain information from the CEO when the Board monitors him. This enables us to characterize a threshold wage such that if the Board’s wage is lower than this threshold, recruiting a Board of Directors in order to monitor the CEO is always bene…cial for the shareholders.
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WCU Board of Directors Meeting - Agenda

WCU Board of Directors Meeting - Agenda

Management: Interim President & CFO Victoria Zuber, VP Asset Management John Wladarski, Director Finance & Board Secretary Laura Rauch, Director of Regulatory Affairs Paul Gleason, Executive Assistant Chantelle Menard and Assistant to the President and Recording Secretary Debbie Ens

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Regular Meeting of the Board of Directors Minutes

Regular Meeting of the Board of Directors Minutes

In order to provide a healthy Waldorf program it is important that the school institute a dress code that reflects the pedagogical and developmental needs of the K-8 student body. As such, the following dress code will be implemented. Students who do not comply with the dress code will be provided opportunities by school staff to cover, alter, or replace the garment or accessory so as to meet the guidelines. Students who demonstrate difficulty in meeting the dress code will be counseled by staff. If a student repeatedly or significantly violates dress guidelines, parents will be contacted for assistance. Defiance of Board Policy, or of staff administering Board Policy, will be handled progressively through congruent, responsive interventions which may include suspension. Section “A” guidelines apply to all Live Oak students, with adaptations for grades 6-8 noted in Section „B”.
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Board of Directors Nomination Application Form

Board of Directors Nomination Application Form

Please complete this application in its entirety and email it to: paul@usgbc-ncc.org, with “NCC Nomination” in the subject line, in .doc (Microsoft Word) format on or before Monday, October 19, 2009. The Nominating Committee will verify and review all applications and announce the qualified slate of candidates prior to the election taking place Nov. 1 – 30, 2009. Election results will be announced in mid-December. The term of service for new board members is January 1, 2010 –

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