Driving Justice Equity Diversity And Inclusion 1st Edition Kristina Kohl - Solutions

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The current market prices of three stocks are given below. The current dividends, dividend growth rates, and required rates of return are also given. The dividend growth rates are perpetual.Stock Current Price Current Dividend ( t 0)Dividend Growth Rate Required Rate of Return Que Corp. $ 25.00 $
BP PLC (NYSE: BP) has a current stock price of $ 50 and current dividend of $ 1.50.The dividend is expected to grow at 5 percent annually. BP ’ s beta is 0.85. The risk-free interest rate is 4.5 percent, and the market risk premium is 6.0 percent.A. What is next year ’ s projected dividend?B.
General Motors (NYSE: GM) sells for $ 66.00 per share. The expected dividend for next year is $ 2.40. Use the single-period DDM to predict GM ’ s stock price one year from today. The risk-free rate of return is 5.3 percent, the market risk premium is 6.0 percent, and GM ’ s beta is 0.90.
The expression for the value of a stock given a single-period investment horizon has four variables: V 0 , D 1 , P 1 , and r . Solve for the value of the missing variable for each of the four stocks in the table below.Stock Estimated Value ( V 0 )Expected Dividend ( D 1 )Expected Price ( P 1
Newmont Mining (NYSE: NEM) has an estimated beta of 0.2. The risk-free rate of return is 4.5 percent, and the equity risk premium is estimated to be 7.5 percent. Using the CAPM, calculate the required rate of return for investors in NEM.
The estimated factor sensitivities of Terra Energy to the fi ve macroeconomic factors in the Burmeister, Roll, and Ross (1994) article are given in the table below. The table also gives the market risk premiums to each of these same factors.Factor Sensitivity Risk Premium (%)Confi dence risk 0.25
The estimated betas for AOL Time Warner (NYSE: AOL), J.P. Morgan Chase &Company (NYSE: JPM), and The Boeing Company (NYSE: BA) are 2.50, 1.50, and 0.80, respectively. The risk-free rate of return is 4.35 percent, and the market risk premium is 8.04 percent. Calculate the required rates of return
You are researching XMI Corporation (XMI). XMI has shown steady earnings per share growth (18 percent a year during the last seven years) and trades at a very high multiple to earnings (its P/E ratio is currently 40 percent above the average P/E ratio for a group of the most comparable stocks). XMI
In a research note on the ordinary shares of the Mariella Burani Fashion Group(Milan Stock Exchange: MBFG.MI) dated early July 2001 when a recent price was € 7.73 and projected annual dividends were € 0.05, an analyst stated a target price of € 9.20. The research note did not discuss how the
Benjamin Graham (1963) wrote that “ [t]here is . . . a double function of the Financial Analyst, related in part to securities and in part to people. ”A. Explain the analyst ’ s function related to people.B. How does the analyst ’ s work contribute to the functioning of capital markets?
The table below gives information on the expected and required rates of return based on the CAPM for three securities an analyst is valuing:Expected Rate CAPM Required Rate Security 1 0.20 0.21 Security 2 0.18 0.08 Security 3 0.11 0.10 A. Defi ne ex ante alpha.B. Calculate the expected alpha of
On the last trading day of 2000 (29 December 2000), an analyst is reviewing his valuation of Wal-Mart Stores (NYSE: WMT). The analyst has the following information and assumptions:The current price is $ 53.12.The analyst ’ s estimate of WMT ’ s intrinsic value is $ 56.00.In addition to the full
An analyst has been following Kerr-McGee Corporation (NYSE: KMG) for several years.He has consistently felt that the stock is undervalued and has always recommended a strong buy. Another analyst who has been following Nucor Corporation (NYSE: NUE)has been similarly bullish. The tables below
Explain why valuation models are important to active investors but not to investors trying to replicate a stock market index.
A. Explain the role of valuation in the planning step of the portfolio management process.B. Explain the role of valuation in the execution step of the portfolio management process.
In Example 1-1 based on Cornell ’ s (2001) study of Intel Corporation, in which Cornell valued Intel using a present value model of stock value, we wrote:“ What future revenue growth rates were consistent with Intel ’ s stock price of $ 61.50 just prior to the release, and $ 43.31 only fi ve
A. State four uses or purposes of valuation models.B. Which use of valuation models may be the most important to a working equity portfolio manager?C. Which uses would be particularly relevant to a corporate offi cer?
Does our organization have an AI code of conduct and is there a governance process in place to ensure it is followed?
Is the AI being used to benefit or to punish people?
Who has the power and responsibility in this relationship?
Are you controlling for unintended consequences and bias?
Is there transparency of process and of use of outcomes?
Is the code and data auditable?
How will the data and outcomes be used?
Where is the bias in the data?
What is the source of the data and are we permitted to use this data?
Is the data quality good?
Who else could be impacted by this tool? Are these stakeholder groups represented on the project team?
What is the purpose of the AI project and who are we seeking to help or serve?
What behaviors, policies, procedures need to be changed to drive impact?
How will managers be held accountable for decisions that impact DEI metrics and KPI?
How will the culture change toward data driven decisions be socialized with employees?
Will leadership need training and support to incorporate data driven decision making?
How will the new tool or dashboard be socialized with leadership and managers to promote data driven decision?
Will we offer periodic reporting, dashboards, or system driven reports?
What information and metrics will be reported?
What tools are available to support the process of gathering data and then reporting and sharing information? Do we need new tool?
Is use of the data protected by regulation such as GDPR, CPRA, other? If so, what compliance action are required?
Who needs to authorize data access?
Do we need technical expertise on an ongoing basis to leverage this technology?
How can we access the data?
Where is data located? Is it in a single system or multiple systems?
Who will be using this data and how will they be using it?
What information are we seeking, and data are we trying to gather?
Who needs to be on the team?
Do we have senior leadership support? Who from senior leadership is our champion?
“Killing Me Softly” by Fobazi M. Ettarh, (http://fobettarh.github.io/Killing-Me-Softly/)a. How did this exercise make your feel?b. What perspective have you gained from this exercise?c. What might you do differently in your personal and professional interactions?d. What changes might you
What’s Your Cultural Profile (https://hbr.org/2014/08/whats-your-culturalprofile)a. What surprised you about your results?b. Try taking an assessment for a different country. How culturally aligned are your practices with the business culture of that country?c. What are your key learnings from
How might these biases impact who is selected as a high potential employee of future leader?
How might these biases impact vendor or contractor selection?
How might these biases impact team member relationships and dynamics?
How might these biases impact designing organizational systems around hiring, promotion, compensation and opportunities?
How might these biases impact your role as a leader?
How might these unconscious biases impact your interactions in your personal or professional life?
Are you able to identify any experiences or interactions that may inform these results?
Does this alignment create acceptance or resistance to the results?
Are the results aligned with your self-perception? Are they misaligned?
What is your initial reaction to the test results?
How will we keep stakeholders informed about the impact of their feedback?
How will we inform senior management about stakeholder feedback?
How will we gather feedback from our audience?
How are we going to measure impact?
Which communication channels will be most effective?
What is our action plan and timeline?
Who can help deliver the message?
What outcome are we seeking?
What is the message(s) that we want to deliver?
What is our goal?
How do we engage with industry associations and peer organizations?a. Who attends these events from our organization?b. Who leads the J.E.D.I. agenda in these groups?c. What roles do our out leaders play in these organizations?d. How active is our CEO in championing J.E.D.I. issues within this
How do customers perceive our organization’s J.E.D.I. strategy?a. How is our J.E.D.I. strategy reflected in our branding and image?b. How are we receiving feedback from customers?c. What are our marketplace J.E.D.I. commitments?d. Is there alignment between external messaging and internal actions?
How do we hear the voices of our employees on J.E.D.I. issues?a. How often do we conduct employee engagement surveys?b. Are survey results shared? If so, how?c. What is done with the information?d. How is this information translated into action?e. What is the timeframe for actions or remediations?
How are our J.E.D.I. commitments reflected in community outreach?a. How do we define our community?b. What are the demographics of the communities in which we operate?c. How do we engage our community? (CSR outreach)d. How do our philanthropic beneficiaries align with community demographics?e. What
What are our J.E.D.I. standards for procurement and suppliers?a. Percentage spent with BIPOC owned businesses?b. Percentage spent with AAPI owned businesses?c. Percentage spent women-owned businesses?d. Percentage spent with LGBTQ+ owned businesses?e. Are we including professional service firms?f.
What technologies allow for scaling of solutions across the organization?a. Process improvementb. Workflow automationc. Data-based decision-makingd. Artificial Intelligence toolse. Reportingf. Communication
What tools are available to build capacity and support J.E.D.I. goals?a. Trainingb. Developmentc. Mentoring, Reverse Mentoring, Shadowingd. Allyshipe. Sponsorshipf. Storytelling g. Employee Resource Groups-ERGs h. Town Halls i. Flexible Work Policies j. Metrics and Reporting
How are teams designed?a. Do teams reflect diversity of identity, experience, thought?b. Do we promote psychological safety?c. Do we promote inclusive norms?d. Do we avoid tokenism?
How do we engage with middle managers on topics related to J.E.D.I. initiatives and priorities?a. What training and development is given to middle managers?b. How are outcomes measured?c. What is the impact on middle managers performance scorecard?d. What expectations do we have of managers?
How do we develop leaders?a. What core competencies do we identify and prioritize?b. Who sponsors employees for selection in leadership development programs?c. How transparent is this process?d. How diverse is our leadership pipeline?e. What curriculum is included in leadership development to
What are our talent retention strategies?a. How reflective of our community is our talent diversity representation?b. How are new opportunities shared?c. How is talent developed?d. How do we define meritocracy?e. How do we demonstrate that we value employees?f. What are our turnover rates? By
What are our talent recruitment strategies?a. How do we recruit talent?b. Where do we recruit talent?c. Are we recruiting from diverse sources?d. What is the diversity of our talent recruitment pipeline?e. What language(s) do we use in job postings?f. How are we addressing unconscious bias in the
How are our people management systems impacting the J.E.D.I. goals?a. What are our recruitment and talent acquisition diversity metrics?b. What development opportunities are being offered to support awareness and understanding of the culture, history, and experience of underrepresented
How effective are our internal policies, processes and systems in promoting our J.E.D.I. vision?a. How do they promote an inclusive culture?b. How do they act as barriers to an inclusive culture?c. Where are we doing well?d. Are we considering both internal and external impacts?e. How do we compare
What is the diversity representation of our …?a. Board of Directorsb. C-suitec. Senior Managementd. Middle Managemente. Employees
How is DEI reflected in our organization’s performance goals?a. Internal i. C-suite Scorecard ii. Senior Manager Goals iii. Middle Manager Goals iv. Team Goals v. Individual Goalsb. External i. Supplier Goals ii. Community Goals
How are J.E.D.I. principals reflected in our culture and operations?a. Valuesb. Normsc. Shared Beliefsd. Role Modelse. Resource Allocationf. Behaviors and Actions g. Artifacts
How are J.E.D.I. values reflected in our organizational pillars?a. Visionb. Goalsc. Prioritiesd. Strategy
How is our organizational culture described by the following stakeholders?a. Board/C-suiteb. Managersc. Employeesd. Supplierse. Communityf. Other Stakeholders
What practices deter distributive, procedural, interpersonal, and informational justice?
What practices promote distributive, procedural, interpersonal, and informational justice?
What practices or processes act as barriers to your work experience?
What practices and processes help you feel valued and welcome?
What challenges do you face in bringing your full self to work?
What could we do to improve our culture of belonging?
Have you ever felt marginalized or discriminated against in our workplace?
Do you feel you can bring your full self to work?
How do you feel when you come to work?
How well do you feel our organization does diversity, equity, and inclusion?
What does a culture of belonging mean to you?
What does equity mean to you?
What does inclusion mean to you?

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Driving Justice Equity Diversity And Inclusion 1st Edition Kristina Kohl - Solutions

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