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As pharmaceutical execs sell shares worth millions, questions arise

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NEW YORK —
Pfizer, Moderna, Novavax: executives at several American laboratories developing COVID-19 vaccines have recently pocketed millions of dollars by selling shares in their companies — raising questions about the propriety of such a move in the midst of a global health crisis.

On the very day that pharmaceutical giant Pfizer announced preliminary data showing its vaccine was 90 per cent effective against the coronavirus, its chief executive Albert Bourla sold shares worth US$5.6 million.

There was nothing illegal about this, Pfizer said: the sale took place according to rules allowing company heads to sell shares under predetermined criteria, at a date or for a price set in advance, to avoid any suspicion of insider training.

Under the same rules, several Moderna officials have sold shares worth more than $100 million in recent months.

That company has not placed a single product on the market since its creation in 2010, but the federal government has committed to paying it up to $2.5 billion if its vaccine proves effective.

Moderna shares have soared from $19 at the beginning of the year to a current level of $90.

The boss of Novavax, for his part, sold $4.2 million in shares on August 18, just over a month after the announcement it would receive public financing of $1.6 billion.

Accountable US, a nonpartisan taxpayers’ advocacy group, has calculated that from the start of the federally coordinated effort to develop vaccines on May 15 until Aug. 31, officials at five pharmaceutical companies made more than $145 million by selling shares.

‘LEGALLY QUESTIONABLE’

Executives at Pfizer and Moderna were operating under a rule put in place by the Securities and Exchange Commission in 2000 to allow company employees to sell shares without facing insider-trading charges.

It allows them to set up a plan determining the trades of their shares at a price, amount or dates specified in advance, but only when they are not in possession of privileged information that could affect share prices.

Once such a sale is planned, it cannot be modified at the last minute, even if its timing might ultimately raise questions.

Still, this use of the rule by Pfizer and Moderna appears “legally questionable,” according to Daniel Taylor, an associate professor at the University of Pennsylvania’s Wharton business school, who has been studying the big pharma firms since the beginning of the pandemic.

“The question is, what did the executives know at the time that they pre-scheduled the trade?” he asked.

Bourla, according to Pfizer, had merely re-authorized on Aug. 19 a plan for a share sale originally authorized in February, “with the same price and volume terms.”

But a day after that, the company issued a statement describing the preliminary results of its clinical trials as “positive.”

‘LEVEL PLAYING FIELD’

It is of course not just normal but desirable that laboratory heads should be encouraged to develop a safe and reliable vaccine as quickly as possible, Taylor said.

But “when they are going to sell their shares, they have to make sure that they are operating by the same level playing field, that they’re not taking advantage of other investors by having more information,” he said.

Taylor added a word of caution: “I don’t think that companies have internalized the reputational risk to these trades” by selling shares even as COVID-19 cases have been spiraling upward around the world.

When a top executive needs to sell shares to pay for a yacht, a new house or his children’s education, the public rarely is aware of it. But with the pandemic raging, the laboratories are under intense scrutiny.

HONESTY WITH INVESTORS

For Sanjai Bhagat, a professor at the University of Colorado-Boulder who specializes in corporate governance, top executives should simply not be allowed to sell company shares until a year or two after they leave the company.

“If they have a lot of vested stock and stock options, then they have an incentive to get the share price as high as they can, even by not being totally honest with the investing public,” he said.

Bhagat believes corporate boards should eliminate any chance of temptation.

“Not having done anything illegal is not the standard by which they should be judged,” he said. “Especially in these times, people are expecting them to act responsibly.”

Contacted by AFP, the SEC would not say whether it was investigating any of the lab executives.

But in an interview in May on the CNBC network, SEC chairman Jay Clayton exhorted executives to respect best practices.

“Why would you want to even raise the question that you were doing something that was inappropriate?” he asked.

Source:-ctv.news

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Stop Asking Your Interviewer Cliché Questions

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Most job search advice is cookie-cutter. The advice you’re following is almost certainly the same advice other job seekers follow, making you just another candidate following the same script.

In today’s hyper-competitive job market, standing out is critical, a challenge most job seekers struggle with. Instead of relying on generic questions recommended by self-proclaimed career coaches, which often lead to a forgettable interview, ask unique, thought-provoking questions that’ll spark engaging conversations and leave a lasting impression.

English philosopher Francis Bacon once said, “A prudent question is one half of wisdom.”

The questions you ask convey the following:

  • Your level of interest in the company and the role.
  • Contributing to your employer’s success is essential.
  • You desire a cultural fit.

Here are the top four questions experts recommend candidates ask; hence, they’ve become cliché questions you should avoid asking:

  • “What are the key responsibilities of this position?”

Most likely, the job description answers this question. Therefore, asking this question indicates you didn’t read the job description. If you require clarification, ask, “How many outbound calls will I be required to make daily?” “What will be my monthly revenue target?”

  • “What does a typical day look like?”

Although it’s important to understand day-to-day expectations, this question tends to elicit vague responses and rarely leads to a deeper conversation. Don’t focus on what your day will look like; instead, focus on being clear on the results you need to deliver. Nobody I know has ever been fired for not following a “typical day.” However, I know several people who were fired for failing to meet expectations. Before accepting a job offer, ensure you’re capable of meeting the employer’s expectations.

  • “How would you describe the company culture?”

Asking this question screams, “I read somewhere to ask this question.” There are much better ways to research a company’s culture, such as speaking to current and former employees, reading online reviews and news articles. Furthermore, since your interviewer works for the company, they’re presumably comfortable with the culture. Do you expect your interviewer to give you the brutal truth? “Be careful of Craig; get on his bad side, and he’ll make your life miserable.” “Bob is close to retirement. I give him lots of slack, which the rest of the team needs to pick up.”

Truism: No matter how much due diligence you do, only when you start working for the employer will you experience and, therefore, know their culture firsthand.

  • “What opportunities are there for professional development?”

When asked this question, I immediately think the candidate cares more about gaining than contributing, a showstopper. Managing your career is your responsibility, not your employer’s.

Cliché questions don’t impress hiring managers, nor will they differentiate you from your competition. To transform your interaction with your interviewer from a Q&A session into a dynamic discussion, ask unique, insightful questions.

Here are my four go-to questions—I have many moreto accomplish this:

  • “Describe your management style. How will you manage me?”

This question gives your interviewer the opportunity to talk about themselves, which we all love doing. As well, being in sync with my boss is extremely important to me. The management style of who’ll be my boss is a determining factor in whether or not I’ll accept the job.

  • “What is the one thing I should never do that’ll piss you off and possibly damage our working relationship beyond repair?”

This question also allows me to determine whether I and my to-be boss would be in sync. Sometimes I ask, “What are your pet peeves?”

  • “When I join the team, what would be the most important contribution you’d want to see from me in the first six months?”

Setting myself up for failure is the last thing I want. As I mentioned, focus on the results you need to produce and timelines. How realistic are the expectations? It’s never about the question; it’s about what you want to know. It’s important to know whether you’ll be able to meet or even exceed your new boss’s expectations.

  • “If I wanted to sell you on an idea or suggestion, what do you need to know?”

Years ago, a candidate asked me this question. I was impressed he wasn’t looking just to put in time; he was looking for how he could be a contributing employee. Every time I ask this question, it leads to an in-depth discussion.

Other questions I’ve asked:

 

  • “What keeps you up at night?”
  • “If you were to leave this company, who would follow?”
  • “How do you handle an employee making a mistake?”
  • “If you were to give a Ted Talk, what topic would you talk about?”
  • “What are three highly valued skills at [company] that I should master to advance?”
  • “What are the informal expectations of the role?”
  • “What is one misconception people have about you [or the company]?”

 

Your questions reveal a great deal about your motivations, drive to make a meaningful impact on the business, and a chance to morph the questioning into a conversation. Cliché questions don’t lead to meaningful discussions, whereas unique, thought-provoking questions do and, in turn, make you memorable.

_____________________________________________________________________

 

Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetened” job search advice. You can send Nick your questions to artoffindingwork@gmail.com.

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Canadian Natural Resources reports $2.27-billion third-quarter profit

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CALGARY – Canadian Natural Resources Ltd. reported a third-quarter profit of $2.27 billion, down from $2.34 billion in the same quarter last year.

The company says the profit amounted to $1.06 per diluted share for the quarter that ended Sept. 30 compared with $1.06 per diluted share a year earlier.

Product sales totalled $10.40 billion, down from $11.76 billion in the same quarter last year.

Daily production for the quarter averaged 1,363,086 barrels of oil equivalent per day, down from 1,393,614 a year ago.

On an adjusted basis, Canadian Natural says it earned 97 cents per diluted share for the quarter, down from an adjusted profit of $1.30 per diluted share in the same quarter last year.

The average analyst estimate had been for a profit of 90 cents per share, according to LSEG Data & Analytics.

This report by The Canadian Press was first published Oct. 31, 2024.

Companies in this story: (TSX:CNQ)

The Canadian Press. All rights reserved.

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Cenovus Energy reports $820M Q3 profit, down from $1.86B a year ago

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CALGARY – Cenovus Energy Inc. reported its third-quarter profit fell compared with a year as its revenue edged lower.

The company says it earned $820 million or 42 cents per diluted share for the quarter ended Sept. 30, down from $1.86 billion or 97 cents per diluted share a year earlier.

Revenue for the quarter totalled $14.25 billion, down from $14.58 billion in the same quarter last year.

Total upstream production in the quarter amounted to 771,300 barrels of oil equivalent per day, down from 797,000 a year earlier.

Total downstream throughput was 642,900 barrels per day compared with 664,300 in the same quarter last year.

On an adjusted basis, Cenovus says its funds flow amounted to $1.05 per diluted share in its latest quarter, down from adjusted funds flow of $1.81 per diluted share a year earlier.

This report by The Canadian Press was first published Oct. 31, 2024.

Companies in this story: (TSX:CVE)

The Canadian Press. All rights reserved.

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