Kodak 2004 Annual Report Download - page 185
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2 0 0 5 N O T I C E O F A N N U A L M E E T I N G A N D P R O X Y S T A T E M E N T
wayofcontinuedservicewiththeCompany);exceptthatcompensationreceivedbyanimmediatefamilymemberofthedirectorforservicesasan
non-executiveemployeeoftheCompanyneednotbeconsideredindeterminingindependenceunderthistest;or
•thedirectorwasaffiliatedwithoremployedby,oranimmediatefamilymemberofthedirectorwasaffiliatedwithoremployedinaprofessional
capacityby,apresentorformerinternalorexternalauditoroftheCompany;or
•thedirector,oranimmediatefamilymemberofthedirector,wasemployedasanexecutiveofficerofanothercompanywhereanyoftheCompany’s
presentexecutivesserveonthatcompany’scompensationcommittee;or
•thedirectorwasemployedbyanothercompany(otherthanacharitableorganization),oranimmediatefamilymemberofthedirectorwasemployed
asanexecutiveofficerofsuchcompany,thatmakespaymentsto,orreceivespaymentsfrom,theCompanyforpropertyorservicesinanamount
which,inanysinglefiscalyear,exceedsthegreaterof:a)$1millionorb)2%ofsuchothercompany’sconsolidatedgrossrevenues;provided,how-
ever,thatinapplyingthistest,boththepaymentsandtheconsolidatedgrossrevenuestobemeasuredwillbethosereportedinthelastcompleted
fiscalyear;andprovided,further,thatthistestappliessolelytothefinancialrelationshipbetweentheCompanyandthedirector’s(orimmediate
familymember’s)currentemployer—theformeremploymentofthedirectororimmediatefamilymemberneednotbeconsidered.
2) Thefollowingrelationshipswillnotbeconsideredtobematerialrelationshipsthatwouldimpairadirector’sindependence:
•CommercialRelationship:ifadirectoroftheCompanyisanexecutiveofficeroranemployee,orwhoseimmediatefamilymemberisanexecutive
officerofanothercompanythatmakespaymentsto,orreceivespaymentsfrom,theCompanyforpropertyorservicesinanamountwhich,inany
singlefiscalyear,doesnotexceedthegreaterofa)$1,000,000orb)2%ofsuchothercompany’sconsolidatedgrossrevenues;
•IndebtednessRelationship:ifadirectoroftheCompanyisanexecutiveofficerofanothercompanywhichisindebtedtotheCompany,orto
whichtheCompanyisindebted,andthetotalamountofeithercompany’sindebtednessislessthan2%oftheconsolidatedassetsofthecompany
whereinthedirectorservesasanexecutiveofficer;
•EquityRelationship:ifthedirectorisanexecutiveofficerofanothercompanyinwhichtheCompanyownsacommonstockinterest,andthe
amountofthecommonstockinterestislessthan5%ofthetotalshareholders’equityofthecompanywherethedirectorservesasanexecutive
officer;or
•CharitableRelationship:ifadirectoroftheCompany,orthespouseofadirectoroftheCompany,servesasadirector,officerortrusteeofa
charitableorganization,andtheCompany’scontributionstotheorganizationinanysinglefiscalyeararelessthanthegreaterof:a)$1,000,000or
b)2%ofthatorganization’sgrossrevenues.
3) ForrelationshipsnotcoveredbySection2above,orforrelationshipsthatarecovered,butastowhichtheBoardbelievesadirectormaynevertheless
beindependent,thedeterminationofwhethertherelationshipismaterialornot,andthereforewhetherthedirectorwouldbeindependent,willbe
madebythedirectorswhosatisfytheindependenceguidelinessetforthinSections1and2above.TheCompanywillexplaininitsProxyStatement
anyBoarddeterminationthatarelationshipwasimmaterialintheeventthatitdidnotmeetthecategoricalstandardsofimmaterialitysetforthin
Section2above.
4) Forpurposesofthesestandards,an“immediatefamilymember”includesaperson’sspouse,parents,children,siblings,mothersandfathers-in-law,
sonsanddaughters-in-law,brothersandsisters-in-law,andanyone(otherthandomesticemployees)whosharessuchperson’shome;exceptthat
whenapplyingtheindependencetestsdescribedabove,theCompanyneednotconsiderindividualswhoarenolongerimmediatefamilymembersas
aresultoflegalseparationordivorce,orthosewhohavediedorhavebecomeincapacitated.
APPENDIXB:DIRECTORSELECTIONPROCESS
TheentireBoardofDirectorsisresponsiblefornominatingmembersforelectiontotheBoardandforfillingvacanciesontheBoardthatmayoccurbe-
tweenannualmeetingsoftheshareholders.TheCorporateResponsibilityandGovernanceCommitteeisresponsibleforidentifying,screeningandrecom-
mendingcandidatestotheBoardforBoardmembership.TheChairoftheCorporateResponsibilityandGovernanceCommitteewilloverseethisprocess.
TheCorporateResponsibilityandGovernanceCommitteewillgenerallyusethefollowingprocesswhenrecruiting,evaluatingandselectingdirector
candidates.Thevariousstepsoutlinedintheprocessmaybeperformedsimultaneouslyandinanorderotherthanthatpresentedbelow.Throughoutthe
process,theCommitteewillkeepthefullBoardinformedofitsprogress.
TheCompanyiscommittedtomaintainingitstraditionofinclusionanddiversitywithintheBoard,andconfirmsthatitspolicyofnon-discriminationbased
onsex,race,religionornationaloriginappliesintheselectionofDirectors.
1) TheCommitteewillassesstheBoard’scurrentandprojectedstrengthsandneedsby,amongotherthings,reviewingtheBoard’scurrentprofile,its
DirectorQualificationStandardsandtheCompany’scurrentandfutureneeds.
2) Usingtheresultsofthisassessment,theCommitteewillprepareatargetcandidateprofile.
3) TheCommitteewilldevelopaninitiallistofdirectorcandidatesbyretainingasearchfirm,utilizingthepersonalnetworkoftheBoardandsenior
managementoftheCompany,andconsideringanynomineespreviouslyrecommended.