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|Articles - November 2011|
|Wednesday, October 19, 2011|
Page 1 of 7
By Linda Baker
In the mid-1990s, former Oregon Gov. Barbara Roberts reached out to Nike and a few banks and insurance companies with the intention of landing a seat on a corporate board of directors. But the offers never came, says Roberts, whose resume included presiding over an economic expansion as governor, a background in small business, and a five-year teaching stint at Harvard. Around the country, male governors received an “automatic board solicitation when they finished their terms,” recalls Roberts. But at the time, she says, the same opportunities were not available to women. “We did not receive that outreach,” she says, “or the opportunity for additional income after leaving office.”
Fifteen years later, Roberts says the situation is changing for female governors. But the underlying problem of a male boardroom monoculture persists. In a survey of Oregon’s 46 publicly traded companies, Oregon Business found that women occupy only 39 of 340 existing board seats and that almost half of the 46 companies have no women on their boards at all. And since several female directors are “duplicates” — that is, they serve on more than one board — the total number of women serving on Oregon’s public corporate boards is actually 35. Oregon Business did not gather data on privately held companies in Oregon because many private companies either do not have boards or will not reveal the names of board directors.
The dearth of women involved in corporate governance is a social equity issue — publicly traded companies compensate directors an average of $76,000 a year — and a business performance issue. An emerging body of global research suggests boards with female board members outperform those without female members across industry sectors. A 2007 analysis by Catalyst, a New York-based nonprofit dedicated to improving opportunities for women in business, found that Fortune 500 companies with higher numbers of female board members outperform those with fewer women based on several financial benchmarks. Measured by return on sales and return on equity, for example, companies with the highest percentages of women board directors experience better financial results than those with the least number of women. “The numbers are startling,” says Mary Boughton, senior regional director for Catalyst.
Thursday, September 10, 2015
BY KIM MOORE
Oregon is set to become a hub of a new type of wooden building design as a southern Oregon timber company becomes the first certified manufacturer of a high-tech wood product, known as cross-laminated timber, or CLT.
Monday, September 28, 2015
BY KIM MOORE
A conversation with Jonathan Bennett, managing partner at law firm Dunn Carney Allen Higgins & Tongue.
Monday, September 28, 2015
BY AMY MILSHTEIN
To attract technology companies, the U.S. Bancorp Tower repositions itself as open, light and playful.
Wednesday, August 19, 2015
BY JACOB PALMER | DIGITAL NEWS EDITOR
One of the hottest new investment trends has proven quite lucrative for some companies.
Tuesday, September 22, 2015
BY JASON NORRIS | CFA
On September 17, the much anticipated Fed decision was delivered and the equity markets haven't liked it.
Tuesday, October 06, 2015
BY CHRIS NOBLE
As we worked on the October cover, it became evident that Nick Symmonds is a hard man to catch — even when he’s not hotfooting it around a track.
Thursday, August 20, 2015
BY JOE CORTRIGHT
We get the education we deserve.
|The List: 100 Best Nonprofits to Work For in Oregon|
|Run, Nick, Run|
|100 Best Nonprofits: Working for equality inside and out|
|Keep Pendleton Weird|
|One Tough Mayor|
|Portland-raised NFL star to launch Nike store at alma mater|
|SABMiller agrees to merge with Budweiser|
|LeBron signs with 'the Chipotle of pizza'|
|Comcast to speed up Internet for many Oregon users|
|Liza Minnelli takes 200 mile Uber ride|
|Should gun owners carry insurance?|
|VW admits system was intentionally placed to cheat|
Almost all of us can agree with this statement: America has too much gun violence in the workplace. From there, though, things get murky.
Wage gaps and workforce shortages are threatening the quality of care and supports to Oregonians with intellectual and developmental disabilities. Who’s caring for those who care for our most vulnerable residents?
Engaging employees and customers along the way.
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