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CVS Gives Butts the Boot Ahead of Schedule

CVS Stops Selling Cigarettes

In the May issue of Risk Management, I wrote about CVS Caremark’s bold move to ban the sale of cigarette and tobacco products in its 7,600 pharmacies nationwide. At the time, CEO Larry Merlo said, “We’ve come to the decision that cigarettes have no place in an environment where health care is being delivered.

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” The decision came with a hefty price tag of up to $2 billion in projected lost sales, but the company was clearly betting on long-term gains from fulfilling the promise of brand reputation.

Today, CVS announced it had officially pulled all tobacco products from stores, beating the anticipated Oct.

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1 deadline by almost a month.

“Every day, all across the country, customers and patients place their trust in our 26,000 pharmacists and nurse practitioners to serve their health care needs,” CVS/Pharmacy President Helena B. Foulkes said in a statement. “The removal of cigarette and other tobacco products from our stores is an important step in helping Americans to quit smoking and get healthy.”

Further, the company changed its corporate name from CVS Caremark to CVS Health to reflect “our broader health care commitment.”

“The rate of reduction in smoking prevalence has stalled in the past decade. More interventions, such as reducing the availability of cigarettes, are needed,” the company explained in the press release. With the early strike and brand new name, CVS is stepping up to the challenge, and doubling down in its bet on brand reputation for long-term success – and long-term sales from healthier customers.

“CVS is now one of a small group of companies that have realized that their reputation is the most valuable asset they have and that building a stronger reputation by avoiding risks to that reputation can create a significant competitive advantage,” Paul Argenti, professor of corporate communications at Dartmouth’s Tuck School of Business, wrote in a column for the Harvard Business Review when the company’s initial plans were announced. “From the White House to the American Lung Association, CVS has received kudos for what seems to be a focus on shared value with society rather than the reckless pursuit of revenue at any cost.

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Check out the initial story for more on CVS’ brand reputation strategy.

Texas Loses Criminal Background Guidance Suite against EEOC

There continues to be growing firestorm of litigation initiated by the EEOC over hiring checks based on criminal backgrounds.

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In one of the most high profile cases addressing this issue (that we previously blogged about here and here,) Judge Sam R. Cummings of the U.S. District Court for the Northern District of Texas issued a decision in State of Texas v. EEOC, granting the EEOC’s motion to dismiss a lawsuit brought against it by the State of Texas. The lawsuit regarded Texas’ “Enforcement Guidance on the Consideration of Arrest and Conviction Records in Employment Under Title VII.”

Texas argued that the EEOC did not have the authority to issue the guidance and that the EEOC’s position that Title VII trumps conflicting state laws violates its state sovereignty. Judge Cummings rejected the State’s arguments in this first-of-its-kind attack on the EEOC’s authority.

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Case Background

In April 2012, the EEOC issued guidance urging businesses to avoid a blanket rule against hiring individuals with criminal convictions, reasoning that such rules could violate Title VII if they create a disparate impact on particular races or national origins. Like various other states, Texas has enacted statutes prohibiting hiring of felons in certain job categories. In November 2013, Texas sued the EEOC, seeking to enjoin the enforcement of this guidance, which Texas nicknamed the “Felon Hiring Rule.” In March of this year, Texas amended its complaint to include more specific allegations of injury. For example, Texas alleged that the EEOC issued a right-to-sue letter to an applicant who had been rejected by the Texas Department of Public Safety, after disclosing on his application that he had been convicted of a felony (unauthorized use of a motor vehicle). Texas claims that the job involved “access to sensitive personal information for all 26 million Texans.”

The EEOC offered three primary arguments as to why Texas’ lawsuit should be dismissed:

• Lack of jurisdiction because the EEOC’s guidance is not legally binding and does not constitute a final agency action.

• Texas lacks standing to pursue its claims, given that the guidance has no binding authority.

• Texas’ claims are not ripe.

The Court’s Decision

Judge Cummings based his decision entirely on a lack of subject matter jurisdiction. Because “Texas does not allege that any enforcement action has been taken against it by the Department of Justice (as the EEOC cannot bring enforcement actions against states) in relation to the guidance,” Judge Cummings held that there is not a “substantial likelihood” that Texas “will face future Title VII enforcement proceedings from the Department of Justice arising from the Guidance.” As standing to bring suit “cannot be premised on mere speculation” Judge Cummings determined that Texas lacked the necessary standing to maintain its suit against the EEOC.

While acknowledging that the EEOC did in fact issue a right-to-sue letter to an applicant who was rejected by the Texas Department of Public Safety, who believed he was discriminated against based on a prior felony conviction, that was still not enough for the court, since “there are no allegations that any enforcement action has been taken by the EEOC or Department of Justice” based on Texas’ “felony conviction” rule. Accordingly, since the guidance is not a final agency action and because no enforcement proceeding is pending against Texas, Judge Cummings dismissed the case as “seeking a premature adjudication in the abstract without any actual facts and circumstances relating to the employment practices at issue.

Implications for Employers

While Judge Cummings’ decision is a blow to one of the most high profile challenges to the EEOC’s guidance, the dismissal is solely based on procedural grounds and is in no way an acceptance of the guidance and/or the litigation initiated by the EEOC over hiring checks based on criminal backgrounds.

Furthermore, while the EEOC may have won the battle in round one of this lawsuit, the war is likely far from over. To this end, employers obtained strong ammunition to use going forward, based on certain arguments advanced by the EEOC in pursuing the dismissal of Texas’ case. In furtherance of its lack of standing argument, the EEOC admitted that the guidance is neither “legally binding” nor does it carry with it any “legal consequences.” As such, to the extent the EEOC attempts to rely upon the guidance moving forward as the basis for prosecuting disparate impact cases focused on criminal background checks—particularly in cases where the EEOC alleges that an employer willfully violated Title VII—employers need only turn to the EEOC’s representations to the U.S. District Court for fodder in their own defense. It remains to be seen whether Texas will appeal this ruling.

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Stay Tuned!

This blog previously appeared on the Seyfarth Shaw website’s EEOC Countdown blog here.

Smaller Boards Mean Bigger Results, Study Finds

Small Boards Bigger Stockholder Returns

According to a new study by GMI Ratings, bigger isn’t always better in the boardroom. In research for the Wall Street Journal, analysts found that large companies with the smallest boards produced substantially better shareholder returns.

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Based on a study of 400 companies with a market capitalization of at least $10 billion, those with small boards outperformed their peers by 8.5 percentage points, while those with large boards underperformed peers by 10.85 percentage points. The smallest board averaged 9.5 members, compared with 14 for the largest. The average size was 11.2 directors for all companies studied, GMI said. Their results were replicated across 10 different industries, from energy to healthcare.

Smaller boards tend to be “decisive, cohesive, and hands-on,” the WSJ noted, with more freedom to delve deep on operational issues and substantively debate issues. Further, as NYU finance professor David Yermack told the paper, small boards are more likely to dismiss CEOs for poor performance—a threat that declines significantly as boards grow.

Board Size and Shareholder Returns

While the details of causality are up for debate, the correlation is striking.

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Apple, which expressed firm plans to limit the board to 10 people, outperformed competitors in the technology sector by 37% between 2011 and 2014.

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Helmed by just seven directors, Netflix outperformed its industry peers by 32% during the same period. By contrast, pharmaceutical giant Eli Lilly, which has a board of 14, trailed its peers in the healthcare sector by 16%.

Measuring Employee Engagement

Organizations that successfully engage their employees earn loyalty and can see measurable benefits from higher shareholder returns, according to BI Worldwide. Engaged employees translate to increased productivity, higher quality of work, lower accident and injury rates and higher employee retention.

BI Worldwide explains that companies can encourage employee engagement by creating a culture where loyalty is rewarded.

Also included are trainings to enhance employee performance, safety awareness and wellness programs.