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shareholder English

Meaning shareholder meaning

What does shareholder mean?
Definitions in simple English

shareholder

Shareholder is the person who shares stocks of a company.

shareholder

(= stockholder) someone who holds shares of stock in a corporation

Synonyms shareholder synonyms

What other words have the same or similar meaning as shareholder?

Examples shareholder examples

How do I use shareholder in a sentence?

Simple sentences

The shareholder's meeting was held.
John Locke, the well-known philosopher of freedom, was a shareholder of the Royal African Company, which bought and sold slaves.
Are you a shareholder?

Movie subtitles

Can my father be a shareholder, too?
Of course, he is the major shareholder, Sophie.
I know Dr Bini is a shareholder of this newspaper, and received 250.000 when his wife died.
I am the majority shareholder of the society of my brother.
Godmother of the baptism, the ineffable Countess Serbelloni Mazzanti Viendalmare. great shareholder of the Company.
Oh, you're a shareholder, perhaps?
And you, Mr. Warfield, are now a minority shareholder.
Well, I appreciate the opportunity you're giving me, Mr Cromwell,...as the single largest shareholder in Teldar Paper, to speak.
You'll shareholder.
Today, majority shareholder Manuel Pla is challenging Nova president Sert. inside the boardroom, while I stand out here in the parking lot.
Tenoch's father was a shareholder of a sporting club so his son could get in on monday, the closing day.
I'd like to put a copy of it in the shareholder's report.
Ladies and gentlemen, the bottom line is that this divestiture will result in every shareholder, all of you and myself included getting a substantial premium for our shares.
And I think I speak as the majority shareholder when I say. what you all say means precisely dick.
I'm John Steed, a Pinter's shareholder.
No shareholder would vote for someone like this.
He's a shareholder.
I think every shareholder within driving distance is coming.
I got a deadline with these shareholder reps.
An angry shareholder?
At a shareholder meeting in New York.
You'll be the biggest shareholder.
It's about competition it's about market share it's about being aggressive and it's about shareholder value.
It's tough, you know, they're putting some taxpayer shareholder money into helping and who can say?
Director and shareholder in the International General Bank.
If Quiller dies, you only shareholder.
Immediately after this, Ms. will give the whole package a shareholder, Swiss insurance.
So we have 32 shareholder.
Discuss each shareholder individually.
She is a shareholder.
EVEN THOUGH YOU'RE A PARTNER IN THIS AGENCY, I'M STILL THE CEO AND MAJOR SHAREHOLDER, AND THERE ARE LIMITS TO WHAT YOU CAN GET AWAY WITH.
Did you forget that I'm a shareholder?
You're a shareholder?
If I'd been a shareholder in this enterprise and had also been one of the five, I would have felt cheated.
How deep did you bury that shareholder, Paul?
Now, Dick, tell me, what is the shareholder to make of the fact that Jack McAllister, your CEO has unloaded a considerable share of his stocks?
And a major Telefonica shareholder.

News and current affairs

Since shareholder democracy does not provide effective control over entrenched, runaway, self-indulgent management, finance has a potentially powerful role to play in ensuring that corporate managers work in the interest of shareholders.
Yet without shareholder pressure, all the signs are that the problem will persist.
Shareholder value was dismissed as a fad and a fraud.
We cannot rely on shareholder democracy as our only system of corporate control.
That absence of accountability, in turn, has contributed to the vertiginous rise in senior executives' compensation and, in financial firms, to a shift away from shareholder returns and towards large payouts to insiders.
Consequently, governance improvements that make directors more focused on shareholder interests cannot be relied on to tie executive payoffs to the interests of shareholders and non-shareholders alike.
In France, a law adopted in 2005 requires that severance pay for company managers now be subject to a shareholder vote, and the EADS scandal has spurred consideration of further legal changes.
An executive's inability to cash out shares and options for a substantial period would tie his or her payoff to long-term shareholder value.
The second mutation stems from excessive shareholder dominance, which has been on the rise for more than three decades.
Total shareholder return (TSR) and corporate social responsibility (CSR) often seem completely divorced from each other.
We are emerging from a period when companies, under pressure to meet shareholder expectations, favored profitability and growth, even if it meant taking undue risks and losing public confidence.
Of course, this was a mirage: by issuing such options shareholder value was diluted.
World Bank officials, shareholder advisers, and financial economists have all made considerable efforts to develop such standards.
But these efforts have overlooked fundamental differences between controlled companies, which have a controlling shareholder, and widely held firms that lack such a controller.
There is now an overwhelming consensus that open, transparent, and accountable mechanisms of shareholder control are essential for the efficient functioning of public corporations.
But actions taken in the name of shareholder value often benefit only those whose wealth is closely tied to the company's profits, and may actually be harmful to many shareholders.
Despite their claims that they are pursuing shareholder value, the actions of top managers, in particular, often reflect only their own interests, rather than those of shareholders who often hold the great majority of the shares.
For example, they use return on equity as their primary measure of profitability, but neglect to distinguish between ROE and shareholder value.
If European banks had enough capital, a reduction in the value of Greek and other debt would reduce shareholder equity and disappoint investors, but it would not cause a banking crisis.
And certain types of shareholder activism have bred short-termism on the part of firms.
One reason we may be getting bad terms is that if we got fair value for our money, we would by now be the dominant shareholder in at least one of the major banks.
In firms where this was most pronounced, there has been almost total destruction of shareholder value.
The structure and timing of performance pay in banks must be more closely aligned to long-term shareholder interests and financial stability.
In 2003, Rosneft became an oil giant by grabbing most of Yukos, after that oil firm's head and chief shareholder, Mikhail Khodorkovsky, was arbitrarily prosecuted and imprisoned for embezzlement and tax evasion.
Managers' increased focus on maximizing shareholder value won many adherents when the idea was introduced in the 1980's: the impersonal discipline of financial markets would force companies to become more productive and innovative.
In the 1990's, it looked as if the rest of the world wanted to do business the American way, with active capital markets and company bosses responding to shareholder interests.
The more thinly capitalized banks are, the more severe these distortions - and the larger the expected costs rising from insulating executives from potential losses to non-shareholder stakeholders.
Nor was the culture of shareholder activism and corporate social responsibility as strong as it is today.
Consider a public corporation whose CEO or controlling shareholder supports a political movement to the country's right or left and wishes to support it with corporate funds.
To prevent this, lawmakers should adopt safeguards for political spending decisions that would limit the divergence of such decisions from shareholder interests.

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