Message From The President
March 2018 Vol. 10DirectorVoice of the ssage From The PresidentOur Chapter Ambassador Program is producing significant results.We have nine 2017-18 ambassadors— Edrienne Brandon, ChristieChu, Fred Clayton, Ivelisse Estrada, Mike Gillmore, RichardMunro, Edith Perez, Lisa Greer Quateman, and Erin Selleck—eachworking with one of our board committees or roundtables. Selectedambassadors will be among our board candidates for the 2018-19fiscal year beginning July 1, 2018. Interested in being a 2018-19chapter ambassador? Contact us at anne@NACDsocal.com.Congratulations to our chapter!At the NACD Global Board Leaders’Summit last fall, the SouthernCalifornia Chapter was presented withthe highest award: Best GovernedChapter. This means that we excelledin meeting our three primary chaptergoals: to provide world-class programs,to remain financially sound, and toeffectively exchange NACD intellectualcapital. All of our board’s work andDr. Larry Taylorsponsor support is greatly valued.Chapter PresidentMoreover, we really appreciate ourmembers attending our events andproviding positive feedback in our surveys. Thank you all.Our upcoming programs include a fireside chat with MellodyHobson, board chair of DreamWorks Animation and President ofAriel Investments, on March 29. We will host 'Digital Director in theBoardroom-UCI' at the University of California Irvine’s InnovationCenter in Orange County on April 19, and 'A Trade War and You' atCalifornia State University Channel Islands in Ventura County onApril 20. On May 8, we will hold a 3/4-day corporate governanceprogram on 'Women in the Boardroom' in Las Vegas in conjunctionwith the International Women’s Forum and UNLV’s Boyd School ofLaw. We hope to see you at a program soon.The 2018 calendar year is off to a roaring start. Last yearwe provided our members 32 networking and educationalopportunities via 12 open member programs and 18 small grouproundtable events, plus two Governance Week programs—one ofwhich was an all-day event in conjunction with the USC MarshallSchool of Business. We expect to match or exceed that programproduction this year.Best regards,LarryChairman’s CornerDavid L. RosenblumChapter ChairmanAs we move through the second halfof our programming year, we continueseeking to:particularly valuable. I encourage you to go to NACDonline.organd take advantage of these resources, as well as the other researchavailable to NACD members. Focus on the topics most critical toboard members, Extend our programming beyondits traditional base in downtownLA, and Offer opportunities for ourmembers to engage in NACDSouthern California Chapteractivities.In an environment that regularly challenges companies and boardswith new issues, trends, and opportunities, we are committed—through relevant programming and research—to support directorsas they strive for excellence. Thank you for all that you do to serveyour organizations and our broader society.Best regards,DaveInside This EditionWith respect to the last of theseobjectives, we launched a new ChapterAmbassador Program this year under Larry Taylor’s leadership.This program has provided an opportunity for a number ofour members to learn more about the nuts and bolts of chapteroperations while also becoming a member of one of our boardcommittees. I am grateful for the willingness of our ambassadors tostep forward and help us run, what is at heart, a volunteer-drivenorganization.Message from the President.1Chairman’s Corner.1Upcoming Events.2NACD Directorship 2020 with Fay Feeney.3New Board Appointments.4Newsworthy Members and Sponsors.5Recent Program Recaps.6Thank You for Attending Our Events.10Members.11Our Valued Sponsors.12In addition to our programs, as an NACD member, you haveaccess to a broad range of highly relevant research from the NACDresearch team. I have found the Board Resource Centers, whichcomprise 21 collections covering an extensive list of topics, to beStayConnected:Stay rncalifornia.nacdonline.org
Save the Date!Thursday, November 8, 2018NACD Southern California USC Marshall School of Business2018 Corporate Directors SymposiumThe California Club Los Angeles, CAUpcoming Events (click for more information)March 29:report on the board's role in driving an ethical culture, directors andexperts in this session will discuss how to think about values andculture in the context of long-term value creation, how to measurethe cultural health of the enterprise, and the warning signs that mayindicate trouble.RegisterIn Partnership with NIRI – Fireside Chat with MellodyHobsonLos Angeles, CAThe National Association of Corporate Directors (NACD), SouthernCalifornia Chapter, and NIRI Los Angeles Chapter, cordially invite youto a conversation and luncheon with Mellody Hobson, president of ArielInvestments.RegisterAugust 15–17:NACD Director Professionalism Westlake Village, CAThrough panel discussions, case studies, and keynote presentationswith experienced directors, attendees will benefit from real-world andreal-time insights into board effectiveness and the evolving role of keycommittees in today's dynamic business environment.RegisterApril 19:Digital Director in the Boardroom – UCIIrvine, CAThe NACD Southern California Chapter, in alliance with ENP(Executive Next Practices), presents this timely program focused onthe importance of reserving a seat at your boardroom table for a techadvocate.RegisterAugust 20–21:A Trade War and YouCamarillo, CAPlease join us as we look into the future and discuss global economy.Register2018 Master Class Newport BeachNewport Coast, CAMaster Class attendees will benefit from candid, peer-to-peerdiscussion, exclusive fireside chats with prominent CEOs, interactivesimulations, and thought-provoking analysis of rapidly emergingdisruptions affecting business strategy and long-term value creation.RegisterMay 8:September 29 – October 2:April 20:Women in the Boardroom: Claim Your Seat and CreateLasting ChangeLas Vegas, NVPlease join us, in alliance with the International Women's Forum andthe UNLV Boyd School of Law, as we explore pathways to a corporateboard seat.RegisterNACD Global Board Leaders SummitWashington, DCThe National Association of Corporate Directors’ (NACD) GlobalBoard Leaders’ Summit is the largest and most important directorforum in the world, where the greatest minds in governanceconvene to take on the largest issues facing today’s boardroomsand collectively discover the future of exemplary boardMay 22:leadership. Register today to attend the 2018 Global BoardLeaders' Summit.NACD Blue Ribbon Commission Report:Culture as a Corporate AssetLos Angeles, CACulture is a core organizational asset that contributes to competitiveadvantage. Building on the topic of this year's Blue Ribbon CommissionStay rg
NACD Directorship 2020 with Fay FeeneyWith so many pressing issuesfacing boards of directors in2018, it is essential to assess whichareas where your board lacksinformation, talent, or time tofocus. As we experience the rapidchanges within our industries,our generation must transitionfrom navigating using a paperbackThomas Guide atlas to one thatrelies solely on autonomousvehicles. Now that is a major shiftin thinking!Fay FeeneyAs a risk professional, I asked myfellow NACD Southern CaliforniaChapter Director Dean Yoostabout his thoughts on navigating in these fast-moving times. Deanis a board member of MUFG Union Bank and Pacific Life InsuranceCompany. He also serves on the advisory committee of AmericanHonda Finance Corporation.He recently coauthored a bookwith Bernard F. Mathaisel entitledNavigating Information Technologyin the Boardroom. When it comes toboard oversight of IT, the questionthis book answers is, “how can Ibuild my skills, improve the qualityof questions, and understand theanswers?” A dynamic focus oninnovation and effectiveness isneeded to assess adequate controls.Both legacy systems and newinvestments use capital and talentthat is strategic to growth. They needour wisdom to be successful.Highlights of the NACD 2017-2018 Public Company Governance Surveytechnology? It captured our attention when NACD research foundthat 90% of board members believe that their board’s knowledge ofinformation technology needs to improve.We wrote this book to help directors elevate their game in the oversightof IT given the complex, staggering pace of change that requiresspeaking a language filled with terms and acronyms. Even with focus,virtually all directors struggle to stay abreast.Fay: How are boards handling the oversight of IT?Dean: Boards today are taking seriously their oversight responsibilitiesregarding information technology. In many cases, they use oneof four approaches, or a combination: (1) recruit one or two newboard members who possess specialist knowledge, (2) form a specialcommittee to handle IT, (3) designate a director or two to becomemore involved with IT matters, and (4) engage a third-party IT advisorto the board. In addition, best practices suggest that most directors willrequire education in the most important and pressing IT topics.Dean YoostFay: Dean, why did you write the book?Dean: Improving the abilities of directors gives the enterprise andinvestors an advantage.Information technologyis the single biggest factorcontributing to an institution’sfuture, altering the status quo,and prompting rapid andtransformational change instrategies, operating models,and customer relationships.Fay: Dean, we look forward to reading your book and hearing youspeak on this important boardroom topic. I encourage our membersto reach out to Dean at deanyoost@cox.net.Also, please utilize our great NACD resources such as theNACD Cyber-Risk Oversight Program. It is designed to help directorsenhance their cybersecurity literacy and strengthen the board’s role inoverseeing their organizations’ cyber preparedness.Best regards,Fay Feeneyfay@riskforgood.comDirectors typically havecompetence in finance,accounting, marketing, sales,people, and operations. Buthow many board members arecapable of making the rightdecisions regarding informationStay Connected:3southerncalifornia.nacdonline.org
New Board AppointmentsWanda AustinReveta BowersAmgen (NASDAQ:AMGN)Retired President and CEO, The AerospaceCorporationActivision Blizzard (NASDAQ:ATVI)Retired Head of School, The Center for EarlyEducationChristina CarrollTed CraverThe Chefs’ Warehouse, Inc. (NASDAQ:CHEF)Managing Director, StoutWells Fargo & Co. (NYSE:WFC)Former Chairman and CEO, Edison International(NYSE:EIX)Francis deSouzaKate DucheneWalt Disney Company (NYSE:DIS)President and CEO, Illumina Corporation(NASDAQ:ILMN)Resources Connection (NASDAQ:RECN)CEO, Resources ConnectionJohn FrankAnne GatesChevron (NYSE:CVX)Vice Chairman, Oaktree Capital Management(NYSE:OAK)Tapestry Inc. (NYSE:TPR)President, MGA EntertainmentMichael LeRoyMelissa LoraChairman of the Board, The Rockport Company, LLCPresident and Founder, Crown Capital AdvisorsNACD Southern California Chapter Secretaryand TreasurerMGIC Investment Corp. (NYSE:MTG)President, Taco Bell InternationalScott McGregorLisa Greer QuatemanApplied Materials (NASDAQ:AMAT)Equifax (NYSE:EFX)Former CEO, Broadcom (NASDAQ:AVGO)Chair, Global Initiatives Council, Los Angeles AreaChamber of CommercePartner, Los Angeles Office of Polsinelli LLPMichael RapinoLon RosenSirius XM (NASDAQ:SIRI)CEO, Live Nation Entertainment (NYSE:LYV)Steel Partners (NYSE:SPLP)EVP, Chief Marketing Officer, Los Angeles DodgersWilliam WaddillEmily WhiteArrowhead Pharmaceuticals (NASDAQ:ARWR)Former CFO, Calithera Biosciences(NASDAQ:CALA)Graco (NYSE:GGG)Former COO, Snap, Inc. (NYSE:SNAP)Joseph ZubretskyMolina Healthcare (NYSE:MOH)President and CEO, Molina HealthcareStay Connected:4southerncalifornia.nacdonline.org
Newsworthy Members and SponsorsFive Tips for Communicating Bad NewsFebruary 2018 by Moira ConlonFor many years, Financial Profiles has been involved in helping boards and management teamscommunicate on a wide range of difficult topics or bad news, ranging from significant earningsdisappointments to unexpected executive departures. Here are a few key considerations.Access the full articleRisky Business: Protecting the Assets of Directors –December 2017Pamela S. Palmer and Jay A. DubowWhat Board Directors Need From Internal AuditNACD Southern California Chapter Member and AmbassadorLisa Greer Quateman was a featured speaker at the recentInstitute of Internal Auditors Los Angeles Chapter annualmeeting. She developed and presented an outline of What BoardDirectors Need From Internal Audit, highlighting the role ofthe audit committee in working with internal audit and howeach can enhance the work of the other and build a strongerenterprise that is responsive to today’s challenges. Access the fullpresentation.Directors and officers are exposed to potential liability fromsuits by the company, shareholders, and debt holders, amongothers. There are, however, a number of protections available tosafeguard the assets of directors and officers.Published in the December 2017 issue of INSIGHTS (Volume31, Number 12). INSIGHTS is published monthly by WoltersKluwer, 76 Ninth Avenue, New York, NY 10011.Access the full presentationAccess the full articleUnderrepresented: An Analysis of Female DirectorElection ResultsFebruary 5, 2018 by Charlie Gray, AustinVanbastelaer, and Kayla DahlerbruchThis report from new Chief Economist Diane Swonk includes atop 10 list that takes a closer look at emerging economic trendsand how they resemble, but do not necessary replicate, the 1990s.Gains today will borrow from the future. Recessions createdby asset price bubbles are inherently more difficult to recoverfrom than recessions triggered by a more typical acceleration inconsumer prices.Board diversity is claiming a wider share of the spotlight inboardrooms. BlackRock, Vanguard, and many of the largest assetmanagers have shifted their focus from addressing proxy accessand board classification issues to developing voting guidelineson certain broader environmental, social, and governance (ESG)issues—including board diversity. In fact, the topic of genderdiversity became substantial enough to warrant attention inInstitutional Shareholder Services’ (ISS) 2017-2018 policy survey.Diverse boards hold a wider variety of views and perspectivesand, as a result, have a more diverse and aware mind-set. Theyare less susceptible to groupthink and thus better able to identifyopportunities that promote long-term growth.Access the full documentAccess the full articleEconomic Trends: Reliving the 1990sStay Connected:5southerncalifornia.nacdonline.org
Recent Program RecapsA Fireside Chat With Debra Reed, Facilitated by Rafael Pastor: Advancing Exemplary Board LeadershipSeptember 26, 2017The NACD Southern California Chapter held a lunch meeting,Advancing Exemplary Board Leadership, on September 26, 2017, atThe California Club in downtown Los Angeles. In this fireside chat,Rafael Pastor, board director, NACD Southern California Chapter,interviewed Debra Reed, chairman of the board, president, and CEO,Sempra Energy, on a variety of topics, including board/managementrelationships, succession planning for executives and board members,and women in C-suites and boardrooms.Key Takeaways: Recognize that change and diversification are critical successfactors.- CEOs should constantly be the stimulus of change in anorganization—people, strategy, or future vision. Companiesmust stay one step ahead of tomorrow’s trends. ThinkBlockbuster and Netflix, and Borders and Amazon. Remember that the board and management are both focusedon shareholder value creation.- The roles are different but the end game is the same.Management is responsible for developing and executing thestrategy and delivering the results. The board’s job is toensure the company has a good strategy and the rightgovernance in place. Bring the board into the fold early on major corporatedevelopments.- Conflict can be avoided if management is transparent withthe board early on about important corporate initiatives.The goal is to move everyone along in the process togetherand avoid surprises. Balance the long-term vision with short-term results.- The ultimate goal is to do what is best for shareholders.Boards and management are focused on the long-termstrategy and vision, and Wall Street is focused on near-termresults. The CEO has to manage both, and sometimes thisrequires taking some flak from investors. Build the best possible board.- Recognize the position that needs to be filled, assess thestrengths that are missing from the board, and then identifycandidates accordingly. Ideal candidates will understand thecomplexity of the business and be acute problem solvers,regardless of career or background. It pays to have a diverseboard with a broad range of experience with differentperspectives and skills, but never sacrifice quality fordiversity. Start the CEO succession planning process early.- Succession planning should begin on the CEO’s first day.Identify and assess potential successors, and then providecoaching to ensure that if a successor is needed, thecompany is ready. Create a culture of teamwork, not competition.- Move employees to different roles within the company sothey experience every aspect of the business. A horizontalperspective allows people to see how different jobs linktogether and the importance of mutual support.Rafael Pastor and Debra ReedA Fireside Chat With Bonnie Hill, Facilitated by Chris Wing: Building the Strategic-Asset BoardOctober 19, 2017 How to Motivate a Board- First look at your business, then your shareholder base,and finally the board. Everyone on the board should havesomething to contribute to the board meetings. It isimportant to change the expectation of serving untilretirement to serving only when you are needed.The NACD Southern California Chapter held a lunch meeting,Building the Strategic-Asset Board, on October 19, 2017, at TheJonathan Club in downtown Los Angeles. In this fireside chat,Chris Wing, CEO, SCAN, interviewed Bonnie Hill, president, B.Hill Enterprises, on a variety of topics, including the definition of astrategic-asset board, tactics to motivate the board, how to facilitateturnover in a board, the importance of diversity in a board, andbringing innovation into a boardroom. Starting the Turnover Conversation- The lead director or non-executive chair should have oneon-one conversations with individuals about their service onthe board. If they are unengaged, ask them what can be doneto enhance their participation. Give people the opportunityto respond, and let them tell you why they are not engagedbefore making the turnover.Key Takeaways: Defining a Strategic Asset Board- A strategic-asset board should fit with a company’s overallprojection path in a given time period. In turn, the boardmembers should have expertise on the company and/orsector and diversity in terms of thought, gender, and race.- Board members are an asset to the company for a given timeperiod. No board member should expect to stay on longerthan their specific qualifications are needed.Stay Connected: How to Create a Diverse and Effective Board- When interviewing potential board members, ask themhow the company is r
to the board. In addition, best practices suggest that most directors will require education in the most important and pressing IT topics. Fay: Dean, we look forward to reading your book and hearing you speak on this important boardroom topic. I encoura
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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̶The leading indicator of employee engagement is based on the quality of the relationship between employee and supervisor Empower your managers! ̶Help them understand the impact on the organization ̶Share important changes, plan options, tasks, and deadlines ̶Provide key messages and talking points ̶Prepare them to answer employee questions
Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
Chính Văn.- Còn đức Thế tôn thì tuệ giác cực kỳ trong sạch 8: hiện hành bất nhị 9, đạt đến vô tướng 10, đứng vào chỗ đứng của các đức Thế tôn 11, thể hiện tính bình đẳng của các Ngài, đến chỗ không còn chướng ngại 12, giáo pháp không thể khuynh đảo, tâm thức không bị cản trở, cái được
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. Crawford M., Marsh D. The driving force : food in human evolution and the future.
Le genou de Lucy. Odile Jacob. 1999. Coppens Y. Pré-textes. L’homme préhistorique en morceaux. Eds Odile Jacob. 2011. Costentin J., Delaveau P. Café, thé, chocolat, les bons effets sur le cerveau et pour le corps. Editions Odile Jacob. 2010. 3 Crawford M., Marsh D. The driving force : food in human evolution and the future.
