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But investors would have a tough case to make, since Twitter shares are trading well below their week high. Meanwhile, Twitter is considering adopting a shareholders rights plan, better known as a poison pill, that would protect the company from a hostile takeover, Bloomberg reported. The plan, which could be announced as soon as Friday, April 15, would allow existing shareholders to buy more of the company at a discount.
The company is also reportedly telling Musk that his offer is simply too low. The company just filed its proxy statement, a filing that sets up matters for shareholders to vote on at its annual meeting, which is scheduled for May It could call for a special meeting of shareholders with little advance notice. If that includes nominating new board directors, it would have to wait 10 days, according to its bylaws.
An internal team is reportedly working on the potential offer. The last time Twitter had bidders was in , when there were rumors that Disney and Salesforce were looking at snapping it up. But the companies dropped their bids due to concerns over its image, as the service was rife with trolls and harassment.
They planned to raise these concerns at a staff-wide AMA with Musk himself, but it was canceled after Musk gave up his board seat. The last two years have seen more change than the prior 20, but change will keep coming, quickly. In this third of three articles, we look at how to keep on top of the changing work world.
This is part three of a three-part series exploring the experience of frontline workers and new workplace tools being deployed to support them. Changes born out of a crisis have upended every single workplace in the last two years. The old rulebook has been torn up, and new rules were written about how to communicate with and keep employees happy.
Investing in effective communications technology has become core to that new world of work. Three in four frontline workers believe good technology that keeps them in touch with their higher-ups is a must-have for any good business. And in turn, managers are recognizing the need for change. Will you recognize them? Workplace, a business communication tool from Meta, recently commissioned research to try to understand the changing relationship between frontline staff and their back-office bosses.
Workplace Tech - The Future of the Frontline youtu. Tackling that gap is something organizations need to do now to stay competitive and not fall behind. And that number is likely to increase as tech is woven further into the workplace, keeping us all connected. Half of U. One-third of workers already have. We've seen a real dramatic shift in the values of the employee population as those demographics change. That means clear lines of communication, enabled by the clever use of technology.
Will they be able to have access to leadership in a way that is constructive and productive? Before investing large amounts of money overhauling your business practices to make them more future-focused and integrating smart new technology to help open up lines of connection between the front line and the C-suite, make sure to talk to those for whom any change will be felt the most.
Don't try to second-guess what they want, unless you are actually doing the job yourself. Ask them what they want. Ask them what's going to make their work better. What's going to enable them to feel more connected to the organization, which is going to enable them to do their job most effectively.
There will likely be a long list of complaints and concerns, and niggling issues that ought to be tackled. But thinking calmly and clearly about which issues to tackle — and in what order — can reap benefits. Before joining Protocol, she covered tech policy and culture as a reporter for Ars Technica. Prior to Ars, Kate reported on mergers and antitrust matters at CQ Roll Call; tech policy, privacy and other consumer issues at Consumerist; and video games basically anywhere that would allow it.
She is originally from Boston but settled in the Washington, D. To Musk, this is of course a feature, not a bug. He then promptly rejected that role once it became clear that it would require him to behave like a board member. Then early Thursday morning, he dropped the bombshell: a proposal to acquire the entire company. But Twitter shareholders do not, in fact, seem to love it. All signs point to nearly everyone hating it, actually.
If a company were making this kind of play, the acquisition would be subject to competition review by regulators in either the Federal Trade Commission or the Justice Department. Musk as an individual, however, is neither a Twitter competitor nor part of its supply chain and is not beholden to the same requirement. Usually, when an acquisition takes place, either the firm being acquired has put itself up for sale and is actively seeking buyers, or the buyer and the seller have been in quiet discussions for some time.
When activist shareholders enact a takeover, they generally acquire a stake in their target company and then use it to effect change by getting themselves or their proxies onto the board. In order to complete the transaction, Musk would need to turn theoretical cash into actual cash. Bloomberg analysts earlier this week speculated in detail about what, exactly, Musk would have to do or sell to raise the funds to buy all of Twitter.
At the highest level, he will either have to sell a lot of Tesla stock or secure a substantial loan to get the cash in hand for the deal. And even though wealthy people generally pay rock-bottom interest, rates are still rising by the day. Musk is a Twitter power user, and he has frequently engaged with his fans on the platform to discuss the ways he thinks it should operate.
If he owned the company, he would have full control and leadership would have to follow his whims. Musk is not above goofing around with shares and investments when he feels like it. The SEC charged him with securities fraud over the fiasco. Although Musk reached a settlement with the SEC a short time later, he and the agency have continued to butt heads. And after the roller coaster Musk has put Twitter through this month, the board might honestly be just as happy to see the back of him. But if it is a pump-and-dump, it doesn't seem to be working.
News of Musk's takeover proposal broke a little after 6 a. ET Thursday. After 10 a. Both financial analysts and industry observers seem to agree. At least one longtime Twitter investor has also already said publicly — in a tweet , naturally — he plans to reject the offer. Musk was unimpressed with that statement. The most common reason to turn down a takeover offer is that it undervalues the target company. Although some analysts, including Goldman Sachs, have recently disagreed.
If Twitter finds his offer is insufficient, Musk could always offer more. Twitter could also try pursuing a sale to another entity, if one were to appear, that it could argue would be a better fit for the company and lead to a better profit for its investors. If it or any other shareholders feel that Twitter should take the offer, they could file suit to try to force the issue. Or maybe they'll just take their cue from Musk, and tweet through it.
The company claims to have achieved net zero already. Now, it plans to radically reduce its absolute emissions over the next decade. And we do. Lisa Martine Jenkins is a senior reporter at Protocol covering climate. Lisa is currently based in Brooklyn, and is originally from the Bay Area. We talk a lot about problematic net zero pledges : those lacking in interim targets, or Scope 3 commitments or executive accountability. But there are a few companies that get it a little or a lot more right than others.
Salesforce has one of the better ones. The company has prioritized immediacy in its approach to net zero, claiming to have reached the goal across its value chain last September. It did that, in part, by relying on carbon offsets, and it has a plan to go much further in the coming years.
With the software, gone are the days of tracking every gigawatt-hour of electricity used and ton of carbon dioxide on a bloated spreadsheet. On Tuesday I participated in the Salesforce Net Zero summit, where tech executives explained their net zero plans. Below is our chat, edited for brevity and clarity. First, we had to start with operational excellence. We had to have a clear strategy for how to get to renewables. I feel really passionate about acceleration for us, and for all industries.
So we set up a supplier contract. With procurement, we went up to all of our suppliers and said you have to set a science-based target within three years. And we have a tool that we use with suppliers where you can aggregate the data and repurpose it for other customers. For example, if an Amazon data center consumes X megawatts, we now have a pretty good formula for how to convert that into our own Scope 3 emissions. And the good news is that many of them now have science-based targets as well, largely or targets.
What we did get was a lot of thank yous from chief sustainability officers who have been trying to get this done for a while. Can you tell me some more about the Net Zero Cloud? How does it operate and what are some of its applications? Well, we built it because we needed it. Typical Salesforce. This is a data problem, where most companies are managing their emissions on spreadsheets, which are 2, rows long.
My team built something in Salesforce, in a fairly ad hoc way. We had a small product, and we put it up on our marketplace for apps for free. And we had a couple of customers on it, and then everything changed. The pandemic hit, the IPCC report was released, the skies turned orange, the youth movement became really critical.
The moment was here, so we took it and made the Net Zero Cloud a part of our core products.
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