Kennedy's Investor Relations Newsletter
Welcome to Investor Relations Newsletter
Your independent guide to winning solutions for assuring compliance...managing expectations...improving and communicating shareholder value...and gaining the confidence of stakeholders, analysts and the financial media in today's challenging IR environment!
Investor Relations Newsletter delivers the proven solutions, successful strategies and best practices of today's most successful IROs, in 16 quick-reading pages each month.
Here are the proactive practices and tactics, how-to help, strategies, and insights you need to do a better job, spelled out in articles and features on such topics as:
- Sarbanes-Oxley
- SEC regulations on financial reporting and disclosure
- C-level communications and crisis management
- The new corporate governance
- Dealing with newly empowered activist shareholders
- Quashing dangerous rumors – in the press and online
- Latest telecom and Web technologies
- IR's role in strategic planning, and more!
PLUS! Informative case studies, compliance analysis, industry research data and more!
July 2009 - Table of Contents
Smaller public companies will face a new level of Sarbanes-Oxley (SOX) compliance scrutiny in 2010. Unless they start preparing now, it could be a painful transition that consumes significant hours and dollars.
Proxy access and the amendment of New York Stock Exchange Rule 452 may be on everyone’s mind, but activists have taken up another voting issue with the Securities and Exchange Commission that warrants attention.
It has been widely reported that the current economic uncertainty has been pushing an increasing number of companies to abandon offering earnings guidance.
In a recent national survey of chief financial officers and senior comptrollers conducted by Grant Thornton LLP, a majority of respondents believed that companies should supplement their financial statements with nonfinancial measurements, such as key performance indicators (KPIs).
Executive Compensation Conference: Pay at the Top—Executive and Board Compensation, InterContinental The Barclay New York, New York City. Sept. 16-17. Contact: The Conference Board, 212-339-0345 or e-mail customer.service@conference-board.org.
The CRO Summit: Sustainability in the Era of Responsibility, Union League Club, Chicago. Oct. 6-7 Contact: CRO/Corporate Responsibility Association, www.thecro.com/conferences.
Social Media Seminars: Better Business Results . . . Faster and Cheaper, the Conference Board Headquarters, New York City. Oct. 15-16. Contact: The Conference Board, 212-339-0345 or e-mail customer.service@conference-board.org. …
The investor relations department at Google found a way to reach out to retail shareholders and engage them in the annual meeting process. The process is simple, transparent, and free.
FASB Issues Statement No. 165, Subsequent Events
In May, the Financial Accounting Standards Board (FASB) issued FASB Statement No. 165, Subsequent Events. The statement is effective for interim and annual periods ending after June 15, 2009.
It establishes general standards of accounting for and disclosure of events that occur after the balance sheet date but before financial statements are issued or are available to be issued. …
A Case Study of Naked Transparency. A 45-second commercial, intended for national TV in New Zealand, struck a chord with disenfranchised Kiwi consumers.
In an ultimate gesture of transparency, Air New Zealand’s CEO, Rob Fyfe, joined seven body-painted employees to show that his company had nothing to hide.
Frye issues the challenge to other CEOs to prove their business practices have as little to hide as his.…
From June 6 to June 11, the editors of IRN met, mingled, shared, and learned at the National Investor Relations Institute (NIRI) 40th Annual Conference, held at the Westin Diplomat in Hollywood, Fla.
If it hasn’t already happened, a corporate crisis will hit your company and your investor relations department.
Investor relations and management credibility are often tested during the process of handling bad news such as poor operating results, negative corporate or industry developments, or other challenges.
John McFarlane, former CEO of Australia’s ANZ Bank, once said, “Good corporate governance is about making sure stakeholders get what they can reasonably expect. Bad governance is giving them something they never expected.”
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