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Boeing Faces Lawsuit From Dutch Crash Survivors

News Editor — Tue, 08 Sep 2009 08:27:01 +0000

Survivors of a Turkish Airlines crash at Amsterdam’s Schiphol Airport in February plan to sue Boeing in the U.S. according to a Dutch law firm. Nine people were killed when flight TK 1951 from Istanbul crashed on approach to Schiphol on the morning of Feb. 25 and Dutch investigators have said a faulty left-hand altimeter shut down the engine of the Boeing 737-800 before it crashed, said Reuters. Boeing said in response it was “issuing a reminder to all 737 operators to carefully monitor primary flight instruments during critical phases of flight”. Dutch law office AKD Prinsen Van Wijmen said 10 survivors of the crash have agreed on its advice to ask Clifford Law Offices to start proceedings in the U.S. against Boeing. The case could be lodged in two to six weeks. Frans Vreede at law firm AKD said other lawyers in the U.S. are also preparing cases against Boeing, adding Boeing is currently not willing to consider offering a settlement.

European Union Seeks Appeasement with U.S. Over Trade

News Editor — Mon, 07 Sep 2009 09:42:11 +0000

The European Union has opened the door to negotiations with the U.S. as a way to bring an end to the long-running trade battle over state aid to their respective aircraft manufacturers, Airbus and Boeing. Baroness Ashton, the EU’s trade commissioner, said the U.S. and Europe needed to ensure they maintained competitive aircraft industries despite the dispute between Boeing and Airbus now before the World Trade Organization, reported the Financial Times. Her comments came after some U.S. lawmakers claimed that a confidential interim ruling issued on Friday by the WTO had partly upheld Washington’s complaint that $15 billion in European loans to Airbus constituted illegal subsidies. During a weekend meeting with reporters in New Delhi, where she was attending a gathering of trade ministers, she suggested there was the possibility of negotiating a settlement in the months ahead. The opening of the door to a negotiated settlement was welcomed in Washington, where an administration official said: “We have always been ready to discuss an agreement with the E.U. European officials said negotiations to resolve the dispute were unlikely to begin before the WTO ruled on Europe’s case against U.S. aid to Boeing. This is expected in the next six to seven months. One source said the combined findings would provide the basis for a negotiated settlement between government. It was added the WTO was believed to have found some of the $4.3 billion in repayable launch aid for the A380, the world’s biggest passenger jet, was tantamount to subsidies as was funding for research, development and infrastructure. However, the panel noted that repayable aid could be an acceptable option for financing aircraft. The U.S. filed a WTO complaint in October 2004 challenging $15 billion in loans by E.U. governments for the development of the A380 airbus and other aircraft dating back to 1970. The E.U. filed its counter-complaint the same day.

Southwest Airlines Remains on the Prowl

News Editor — Fri, 21 Aug 2009 16:59:13 +0000

Southwest Airlines CEO, Gary Kelly, said his company is still in the market for an acquisition. The company is limiting its search to companies in bankruptcy and wants to maintain a fleet complete with only Boeing 737s. A fleet of one plane keeps maintenance costs and total pilot training low. Southwest lost in its bid for Frontier Airlines in bankruptcy court to Republic Airways last week, Reuters reports. The bid was unsuccessful because of a disagreement of seniority among pilots from the two companies, which Southwest wanted their respective unions to resolve. Helane Becker at investment bank Jesup & Lamont told the Journal’s Deal Blog that with airfares down from the recession “consolidation is inevitable.” Despite Southwest’s moves to open routes in Boston and Milwaukee, analysts worry this strategy is not aggressive enough.

Boeing Pays $2M to Settle Whistleblower Lawsuit

News Editor — Wed, 12 Aug 2009 09:21:29 +0000

Boeing has agreed to pay $2 million to the Justice Department to settle a whistle-blower’s previously sealed claims that the company overbilled the government for work done at a plant in San Antonio. The government joined in a 2006 lawsuit filed by former Boeing employee Edward Quintana, who claimed Boeing manipulated records to show others besides him had been maintaining Air Force KC-135 tankers when they had not, according to Associated Press. The lawsuit was kept secret while the Justice Department investigated Quintana’s claims. Boeing spokeswoman Deborah Vannierop said the company denied it made false claims but cooperated with the review and has corrected “internal charging” issues. Assistant U.S. Attorney Harold Brown Jr. helped negotiate the settlement. Quintana’s lawyers say he is entitled to as much as 25 percent of the $2 million payout. Vannierop declined comment on Quintana’s lawsuit that Boeing retaliated and fired him because he reported the alleged violations and said the company encourages employees to report wrongdoing.

The 2008 List of Influentials on the Directorship 100

Directorship Editors — Mon, 01 Sep 2008 04:00:00 +0000

Alphabetical Listing of the individuals in the Directorship 100

Roger Ailes, Fox News

Sharon Allen, Deloitte & Touche

Herbert M. Allison Jr., Director

Gavin Anderson, GMI

Philip A. Armstrong, GCGF

Norman R. Augustine, Director

Stephen Bainbridge, UCLA

Maria Bartiromo, CNBC

David Batchelder, Relational Investors

Lucian A. Bebchuk, Harvard Law

Irv Becker, Hay Group

Beverly Behan, Hay Group

Richard Bennett, The Corporate Library

Robert S. Bennett, Skadden Arps

Dennis R. Beresford, U. of Georgia

Ethan Berman, RiskMetrics Group

Ben Bernanke, The Federal Reserve

John Biggs, Director

Leon Black, Apollo

Lloyd C. Blankfein, Goldman Sachs

Richard Blumenthal, State of Conn.

Magnus Bocker, Nasdaq OMX

John C. Bogle, Hall of Fame

Richard Breeden, Breeden Partners

Catherine L. Bromilow, PwC

Beth A. Brooke, E&Y

Warren Buffett, Berkshire Hathaway

Peter Butler, Governance for Owners

Marshall Carter, NYSE Euronext

Martha Carter, RiskMetrics Group

John J. Castellani, Business Roundtable

William B. Chandler III, Chancery Court

Ram Charan, Charan Associates

Peter Clapman, Governance for Owners

John C. Coffee, Columbia Law School

Frederic W. Cook, Frederic W. Cook & Co.

J. Michael Cook, Director

Christopher Cox, SEC

Jim Cramer, TheStreet.com

Andrew Cuomo, State of New York

Kenneth Daly, NACD

Julie Hembrock Daum, Spencer Stuart

George L. Davis, Egon Zehnder Intl.

Stephen M. Davis, Millstein Center

James L. Dimon, JPMorgan

Samuel A. DiPiazza, Jr., PwC

Christopher Dodd, U.S. Senate

Amy Domini, Domini Social Investments

William H. Donaldson, Hall of Fame

Thomas J. Donohue, Chamber of Commerce

Ed Durkin, United Brotherhood of Carpenters

Theodore L. Dysart, Heidrick & Struggles

Jay Eisenhofer, Grant & Eisenhofer

Charles Elson, U. of Delaware

John Engler, NAM

Richard Ferlauto, AFSCME

Timothy Flynn, KPMG

Margaret “Peggy” Foran, Sara Lee

Cynthia M. Fornelli, CAQ

Barney Frank, U.S. Congress

William F. Galvin, State of Mass.

William W. George, Harvard Business School

Kayla Gillan, RiskMetrics Group

Robert J. Giuffra, Jr., Sullivan & Cromwell

Scott Goebel, Fidelity

Holly Gregory, Weil, Gotshal & Manges

Robert Greifeld, Nasdaq OMX

Joseph Grundfest, Stanford Law School

Steven Hall, Steven Hall & Partners

Robert Hallagan, Korn/Ferry Intl.

Laurence P. Hazell, Standard & Poor’s

Edward Herlihy, Wachtell Lipton

Robert Herz, FASB

John A. Hill, Putnam

Paul Hodgson, The Corporate Library

Christopher Hohn, TCI

Michele J. Hooper, Director

Anthony J. Horan, JP Morgan

Carl Icahn, Icahn Investments

Ray R. Irani, Occidental Petroleum

Edward Kangas, Director

Adam Kanzer, Domini Social Investments

Henry Keizer, KPMG

Donald Keough, Director

Joe Kernen, CNBC

Richard Ketchum, FINRA

Charles King, Korn/Ferry Intl.

Catherine Kinney, NYSE Euronext

Jannice L. Koors, Pearl Meyer & Partners

Richard H. Koppes, Jones Day

Henry Kravis, KKR

Frederick J. Krebs, ACC

John A. Krol, Director

Robert Kueppers, Deloitte & Touche

Arthur Levitt, Hall of Fame

Martin Lipton, Wachtell Lipton

Jay W. Lorsch, Harvard Business School

Joann Lublin, Wall Street Journal

Steve Mader, Korn/Ferry Intl.

Ken Marzion, CalPERS

Mary Pat McCarthy, KPMG

Bill McCollum, State of Florida

Robert McCormick, Glass Lewis

Blythe J. McGarvie, Director

William McGuinness, Fried Frank

Patrick McGurn, RiskMetrics Group

W. James McNerney, Jr. Boeing

James P. Melican, PGI

Pearl Meyer, Steven Hall & Partners

Bill Miller, Legg Mason

Ira Millstein, Hall of Fame

Nell Minow, The Corporate Library

Robert A.G. Monks, author, Corpocracy

Peter Montagnon, ABI

Gretchen Morgenson, New York Times

Anne Mulcahy, Xerox

Anne Mule, Sunoco

Rupert Murdoch, News Corp.

Alan Murray, Wall Street Journal

Jim Naughton, Corporate Governance Blog

Thomas Neff, Spencer Stuart

Duncan Niederauer, NYSE Euronext

Joseph Nocera, New York Times

Floyd Norris, New York Times

Mark Olson, PCAOB

James Owens, Caterpillar

Michael Oxley, Hall of Fame

William Patterson, CtW

Henry M. Paulson, Jr. U.S. Treasury

Harry Pearce, Director

Harvey L. Pitt, Kalorama Partners

Becky Quick, CNBC

Carl Quintanilla, CNBC

David Rubenstein, Carlyle Group

Paul Sarbanes, Hall of Fame

Charles E. Schumer, U.S. Senate

Stephen A. Schwarzman, Blackstone

Mary Shapiro, FINRA

Damon Silvers, AFL-CIO

David W. Smith, SCSGP

Michael Smith, AIG

Jeffrey A. Sonnenfeld, Yale School of Management

Larry W. Sonsini, Wilson Sonsini

Andrew Ross Sorkin, New York Times

Myron T. Steele, Delaware Supreme Court

Leo E. Strine, Chancery Court

David N. Swinford, Pearl Meyer & Partners

John Thain, Merrill Lynch

Andrew Tuch, Corporate Governance Blog

James S. Turley, E&Y

E. Norman Veasey, Weil Gotshal & Manges

Stephen Wagner, Deloitte & Touche

Carol Ward, Kraft Foods

Henry Waxman, U.S. Congress

Ralph Whitworth, Relational Investors

John Wilcox, TIAA-CREF

Note: More than 100 individuals are named because some listings contain more than one person at the same company or in the same industry.

For the complete 2008 Directorship 100 article, click HERE.

SEC Reverses on Health Proposals

Joseph McCafferty — Thu, 01 Jan 1970 00:00:00 +0000

The Securities and Exchange Commission is requiring many companies to put shareholder proposals related to universal health care on the proxy ballot, where in the past it had allowed them to omit the proposals, according to a report in The New York Times.

Over the last few months, the SEC has insisted that such companies as Boeing, General Motors, United Technologies, and Wendy’s International include the proposals in their proxy materials. The proposals, which are generally raised by religious groups and unions, ask companies to adopt “principles for comprehensive health care reform,” like those created by the Institute of Medicine, an arm of the National Academy of the Sciences.

So far, General Electric and Medco Health Solutions have adopted principles that include the goal of universal health care. Boeing, Reynolds American, among others, have opposed the shareholder initiative. Wal-Mart and IBM have negotiated with shareholders in an attempt to come to an agreement.

The SEC has not indicated why it has reversed course on the matter. According to the NYT, the commission has said, over the years, that it has reversed its position on certain issues to reflect “changing societal views.”

Companies, on the other hand, argue that health care principles are not a proper company matter for shareholders to vote on. Under the SEC rules, companies do not have to put to a vote issues which “relate to a company’s ordinary business operations.” The commission said that it was appropriate for shareholders to vote on issues related to “significant social policy issues.”

Building an Exceptional Board

Joseph McCafferty — Thu, 01 Jan 1970 00:00:00 +0000

What does a great board look like? Is it agroup of star business personalities, orone that lives up to the highest standardsof good corporate governance? Is it the board of acompany that consistently beats analysts’ estimates,or one that has deftly handled adversity and CEOsuccession? The answer is that there are no answers.

Corporate governance experts and board advisersagree that there is no recipe for building a greatboard. A group of exceptional business stars mightbe highly dysfunctional behind the closed door ofthe boardroom, while a diverse group of largelyunknown, but highly experienced individuals couldbe running the best board in America. Becauseboards are made up of a group of people, it is in thathuman interaction and chemistry that great boardsare made. The sum is greater than its parts.

“It is difficult to identify the best boards,” saysPatrick McGurn, executive vice president and specialcounsel at the ISS unit of RiskMetrics. “You canhave a board that looks great on paper and then yousee the work product and how they react when aproblem emerges and it’s another story,” he says.

There are boards that have all of their governancebest practices checked off: They have separated thechairman and CEO role; they have nearly all independentdirectors; and they score high marks fromcorporate-governance ratings firms, such as RiskMetricsand The Corporate Library, but there is no guaranteethat they will perform at a high level. Ric Marshall,chief analyst and co-founder of The CorporateLibrary, a governance research and ratings firm, saysthat governance ratings are an important gauge ofboard-effectiveness, but they don’t necessarily identifythe best boards. “A great board is magic. It’s humanchemistry and the right kind of experience. Thereare no formulas or recipes. A great board is born inand of itself,” says Marshall. In fact, a board thattakes a check-the-box mentality and lives by the letterof the law is unlikely destined for greatness, hesays. “In my experience, the most compliant boardsare usually not bad boards, but they are also rarelythe best boards.”

Then there are boards that are full of superstars.Consider the board of Procter and Gamble: in additionto its highly regarded Chairman and CEO A.G.Lafley, the board boasts such luminaries as ErnestoZedillo, the former president of Mexico; John F.Smith, the former chairman and CEO of GeneralMotors; and Rajat Gupta, former managing directorat McKinsey and one of our selections to the BoardroomAll-Star team (See “Boardroom All-Stars,”page 22). It also includes the current or formerCEOs of Archer Daniels Midland, Boeing, Verizon,and eBay. How would you like to have Apple’sboard? In addition to Chairman and CEO SteveJobs, the smallish board includes Al Gore and AvonCEO Andrea Jung (both Boardroom All-Star selec-tions), as well as Eric Schmidt, CEO of Google, andthe CEOs of J. Crew and Genentech, and the chairman and former CEO of Intuit.

While these boards might be among the best—their companies certainly have the results to back itup—there is no guarantee that top talent will makefor an outstanding board. Sometimes a dream teamof stellar individuals doesn’t click, like the 2004 U.S.men’s Olympic basketball team that, by all accounts,had the best players in the world but finished with abronze medal because they couldn’t play as a team.“One thing that boards do wrong is to go for thebiggest name or the best athlete available, to steal asports cliché, instead of filling the specific need thatthey have,” says McGurn.

Hard to See

Identifying great boards is not be as hard as identifyinggreat board members, since the company has atrack record that you can follow. But Drew Hambly, acorporate governance analyst at Moody’s, says thatthere are lagging indicators for great boards, but fewleading indicators. By that he means that you can’treally tell a great board until it does something great.

“They are living organisms,” adds McGurn. “Agreat board is made by the care and feeding of theboard by the board itself. How do they do successionplanning? Do they complete regular and robust evaluations?Are the right people in the committeechairs?” he asks. “You need the right structure and theright people. You can’t have a great board withoutboth of those things.”

Charles Elson, a professor and director of theWeinberg Center for Corporate Governance at theUniversity of Delaware, says that there are manygreat boards that fly under the radar. “There are greatboards you never hear about because they very quietlyand professionally address the problems that crop upand they take care of them before they develop intobig problems.” A board that Elson thinks fits thismold is Colgate-Palmolive.

Ira Millstein, a senior partner at law firm Weil,Gotshal & Manges who has counseled numerousboards on issues of corporate governance, includingGeneral Motors, Disney, and Westinghouse, says itis nearly impossible to tell a good board from the outsidelooking in. “You have to observe them inaction,” he says. “A board might look terrible to anoutside observer because they don’t have enoughindependent directors, but when you get in theboardroom, you find that they work great together.”

Good Governance

While good governance structure doesn’t guaranteea great board, it can help improve the chances that aboard will function well. Marshall says top-notchboards need two essential elements, independenceand a good ownership structure, to have high governancestandards. “The degree of independence frommanagement is absolutely first on the list,” says Marshall.“You can’t have a board that’s focused on oversightand effective checks and balances of managementpower unless it’s an independent board.”

Elson agrees that corporate governance scoresaren’t essential, but that measures of independenceare important. “They don’t predict corporate performance,”he says. “But the higher the score, themore likely a board will act as a circuit breaker andhold management accountable.”

Millstein says that while it’s difficult to identifygreat boards, there are some hallmarks of excellence:

Does it have independent leadership? A separateindependent chairman is almost essential, hesays. Second best is a lead director.
Does it have a meet-alone policy? Non-executivesshould meet alone as a matter of policy, not justin an emergency, he says.
Does the board appraise and evaluate itself?Millstein says a good board isn’t afraid to do a selfevaluationwhere the members comment on eachother’s abilities and performance.
Does the board deliver value to shareholders? “Ifyou want to determine if the board is performing wellyou have to look at if they are adding value,” he says.
Does it have quality directors that are not overboardedwith other jobs? “You want to see people onthe board who have the experience, not a goldentiara of a board with diamonds and rubies that don’tknow the industry,” says Millstein. “You don’t wantshow-piece directors. It is more important that theyknow the business and have time to devote to it.”
How does the board deal with compensation? Isthe CEO’s pay package filled with too many shorttermincentives? He also looks at the compensationconsultants to see if they are independent or if they areadvising management on other things.

Overcoming Adversity

Many board watchers say that boards thathave succeeded in the face of adversityend up better for it. “Adversity makes forbetter directors,” says Marshall. He saysThe Corporate Library keeps a list ofdirectors who have been through scandals,bankruptcies, and other problems.To be sure, in some cases the boardlooked the other way and the adversitydeveloped out of the existence of a weakboard. But in many other cases, the boardrose to the challenge, cleaned house, andput the company on solid footing.

“A great board is one that acts quicklyto terminate a poor-performing CEO,”says Elson. They might also move against aCEO that runs into a personal problemthat creates a distraction for the company.One such situation he cites is the board ofBoeing, which Elson says acted courageouslyto oust former CEO HarryStonecipher for a violation of the company’scode of conduct.

Millstein agrees that good boards areones that have been tested: “I love boardsthat have gone through adversity,” he says.Governance experts say that the sign of agood board is also one that doesn’t overreactto adversity. “You don’t want theboard making knee-jerk reactions,” saysElson. “A great board approaches a difficultsituation with calm and clarity and followsdue process.”

Five Exemplary Boards

While this is not intended as a list of thevery best boards—we agree with Ira Millstein,that unless you are in the boardroom,it’s nearly impossible to decide which is thebest—governance experts and boardadvisers do have their favorites. What followsis a sampling of boards that reflectsome of the qualities that go into boardroomexcellence, and some of the companiesmost often mentioned in our conversationsabout great boards. Each, in theirown way, has demonstrated leadershipthat is required of boards if they are to bean adviser to and monitor of managementand an advocate of shareholder value.

1. Boeing

Boeing defines the board that has survivedadversity and is stronger for it. In2005, the Boeing board opted to removeCEO Harry Stonecipher after his relationshipwith a female employee was discovered,in violation of the company’s recentlyadopted code of conduct. “That took alot of guts and they are better off for it,”says Elson. Such “courageous terminations”are a sign of a great board. TheBoeing board installed James McNerneyas CEO, who has done a good job of puttingthe aircraft company’s problems inthe past. Last year Boeing beat analystsestimates, delivered a record number ofplanes, and built a healthy backlog oforders for more.

James McNerney Jr., chairman and CEO;John H. Biggs, former chairman andCEO, TIAA-CREF; John E. Bryson, chairmanand CEO, Edison International;Arthur D. Collins Jr., chairman and CEOof Medtronic; Linda Z. Cook, managingdirector, Royal Dutch Petroleum; WilliamM. Daly, chairman of the Midwest regionfor JPMorgan Chase and former U.S. Secretaryof Commerce.; Kenneth M. Duberstein,chairman and CEO, The DubersteinGroup; General James L. Jones, retiredSupreme Allied Commander, Europe;Edward M. Liddy, chairman of Allstate;John F. McDonnell, retired chairman ofMcDonnell Douglas; Rozanne L. Ridgway,former assistant secretary of state forEurope and Canada; Mike Zafirovski,CEO, Nortel

2. Colgate Palmolive

In September 2007, Colgate received thehighest rating of 10 from Governance-Metrics International. It scores a 97 CorporateGovernance Quotient on ISS’s 100point scale. On three separate occasions,it has been ranked among the top 10boards in the United States by BusinessWeek. But perhaps it is its record of longtermperformance that is so compelling.The share price has appreciated by anaverage of 17 percent in the last twoyears, and more than 11 percent for thelast 5. Add in the roughly two-percentannual dividend, and the results are stellar.Nearly all of our governance expertsnamed Colgate a great board. Without aton of name recognition, Colgate definesthe work-horse board.

Ian M. Cook, president and CEO; JohnT. Cahill, former chairman and CEO, ThePepsi Bottling Group; Jill K. Conway,professor, Massachusetts Institute ofTechnology; Ellen M. Hancock , formerpresident of Jazz Technologies; David W.Johnson, chairman emeritus of CampbellSoup Co.; Richard J. Kogan, formerpresident and CEO of Schering-PloughCorp.; Delano E. Lewis, senior fellow,New Mexico State University; J. PedroReinhard, former executive vice presidentand CFO of Dow Chemical; Howard B.Wentz, Jr., former chairman of Tambrands;Stephen I. Sadove, chairmanand CEO, Saks Inc.

3. Goldman Sachs

The board of Goldman proved itself perhapsmore than any other company in thepast year by helping the Wall Street giantavoid the subprime trap that many of itscompetitors fell into. Allstate ChairmanEdward Liddy, who sits on the board ofGoldman, says the board demonstratedgreat leadership. “They stayed away fromsome of the more exotic financial instrumentsthat have caused others such losses,”he says. Of course you are only asgood as your last success, but right nowGoldman is the envy of Wall Street and itsboard—one of just two major banks alongwith JPMorgan to have a separate riskcommittee—is at least partially to thank.

Lloyd C. Blankfein, chairman and CEO;Jon Winkelried, president and co-COO;Gary D. Cohn, president and co-COO;John H. Bryan, retired chairman and CEOof Sara Lee; Claes Dahlbäck, senior adviser,Investor AB; Stephen Friedman, chairmanof Stone Point Capital; William W.George, professor at Harvard BusinessSchool and former CEO of Medtronic;Rajat Gupta, former managing director ofMcKinsey & Co. ; James A. Johnson, vicechairman of Perseus, LLC; Lois D. Juliber,vice chairman of Colgate-Palmolive;Edward M. Liddy, chairman, Allstate; RuthSimmons, president, Brown University

4. Tyco International

If you had a clean slate to build a boardfrom scratch, it might look a little like Tyco’s.After the Dennis Kozlowski nightmare ended,Ed Breen took over as CEO and his firstorder of duty was to ask all the board membersto resign. Breen brought in a newboard full of individuals with high qualificationsand reputations for integrity. Theboard, which upped Tyco’s GMI score froma dismal 1.5 in 2002 to a near perfect 9.5 in2006, oversaw a successful breakup of thecompany in an attempt to unlock value thatfinalized in July of 2007. (Another turnaroundstory that could be on this list isWaste Management.)

Edward D. Breen, chairman and CEO;John A. Krol, lead director, former chairmanand CEO of DuPont; Dennis C. Blair,retired Commander in Chief of the U.S.Pacific Command; Brian Duperreault, formerchairman of ACE Limited; Bruce S.Gordon, former CEO of the NAACP, andformer president of retail markets at Verizon;Rajiv Gupta, former chairman andCEO of Rohm and Haas; H. Carl McCall,former comptroller of the State of NewYork; Brendan R. O’Neill, former CEO ofImperial Chemical Industries; William S.Stavropoulos, former chairman and CEOof Dow Chemical; Sandra S. Wijnberg, formerCFO of Marsh & McLennan; JeromeB. York, former chairman of Micro Warehouse

5. Schering-Plough

Another example of a successful turnaround,Schering-Plough’s board broughtin Fred Hassan in 2003 and began a longprocess to transform the company. Theboard is stocked with current and formerCEOs of Fortune 100 companies. SaysMoodys: “The board’s commitment tonew leadership and a long-term turnaroundplan has paid off.” Recent investigationsinto the company’s Vytorin productwill certainly test the board again.

Fred Hassan, chairman and CEO; HansBecherer, former chairman and CEO ofDeere & Co.; Thomas Colligan, former vicechairman of client services at PwC.; C.Robert Kidder, former chairman and CEOof Borden Inc.; Philip Leder, Harvard MedicalSchool; Eugene McGrath, former chairmanand CEO of Consolidated Edison; CarlMundy, retired General, Commandant ofthe U.S. Marine Corps; Antonio Perez,chairman and CEO of Eastman Kodak;Patricia Russo, chairman and CEO ofLucent; Jack Stahl, former president andCEO of Revlon; Kathryn Turner, chairmanand CEO Standard Technology; Robert vanOordt, former CEO, Rodamco N.V. ; ArthurWeinbach, chairman and CEO of ADP