Sentences with phrase «of performance incentives»

The coordinator guides the sales team members by introduction of performance incentives on successful achievement of sales targets.

The largest study of performance incentives based on value - added measures comes from a Nashville, Tennessee study that randomly assigned middle - school math teachers (who volunteered for the study) to be eligible for performance - based pay or not.

The vast majority of performance incentives are short - term, financial and quantitative.

Not exact matches

«The evolution of the reimbursement system has to continue,» said Schoenherr, adding that he's confident that insurance companies, hospitals, and employers alike will increasingly move towards pay - for - performance incentive structures in health care.

The basis of the bargain should include: offer price (in proper denomination), statement of work (scope), identification and quantities of goods or services, delivery schedule, performance incentives (if any), express warranties (if any), terms and conditions, and any documents incorporated by reference.

Furthermore, our management uses each of these measures as measures of the performance of our operations for budgeting and forecasting, as well as employee incentive compensation.

They are paid a floor wage of the state minimum $ 7.25, with performance incentives to make up to $ 10 an hour.

In other words, if you really want to ensure a collaborative environment, you need to think about putting incentives in place that reward team outcomes — instead of just individual performance.

In 2014, over 97 % of the company's employees received long - term incentive benefits, which are awarded based on their performance.

However, advocates of reforming executive pay — by linking it with performance and reducing incentives for risk - taking — argue the pay ceilings are so high they lack teeth.

The Company uses the non-GAAP financial measures set forth in the news release in connection with its own budgeting and financial planning internally to evaluate the performance of the business, including to allocate resources and to evaluate results relative to incentive compensation targets.

NEW YORK (Reuters)- United Airlines is discontinuing proposed changes to its performance incentive program, the carrier announced on Monday, after employees expressed outrage at the elimination of regular bonuses.

In addition, certain of these non-GAAP financial measures are used as performance metrics in the Company's incentive compensation programs.

Implications from deeper understanding of your customers typically involve changes in how you measure sales effectiveness, performance reviews, incentives, product mix, channels and sometimes «addition by subtraction,» or the process of improving performance by not selling to certain types of customers.

With an expansion of for - profit prisons on the horizon, it is more important than ever that the government restructure contracts with the private prison industry to boost performance and change incentives.

A number of businesses offer performance incentives in one form or another to employees.

And long - term incentives have already shifted from simple plain vanilla stock options to a combination of options and performance shares.

Based on performance assessments, the CEO attends a meeting of the Compensation Committee held for the purpose of considering the individual executives» annual compensation and recommends the base salary and any incentive bonus awards or long - term incentive awards, if applicable, for each of the executive officers, including the named executive officers.

The Plan permits grants of the following types of incentive awards subject to such terms and conditions as the Leadership Development and Compensation Committee shall determine, consistent with the terms of the Plan: (1) stock options, including stock options intended to qualify as ISOs, (2) other stock - based awards, including in the form of stock appreciation rights, phantom stock, restricted stock, restricted stock units, performance shares, deferred share units or share - denominated performance units, and (3) cash awards.

RESOLVED: Shareholders request the Board Compensation Committee prepare a report assessing the feasibility of integrating sustainability metrics, including metrics regarding diversity among senior executives, into the performance measures of the CEO under the Company's compensation incentive plans.

The performance goals upon which the payment or vesting of any Incentive Award (other than Options and stock appreciation rights) that is intended to qualify as Performance - Based Compensation depends shall relate to one or more of the following Performance Measures: market price of Capital Stock, earnings per share of Capital Stock, income, net income or profit (before or after taxes), economic profit, operating income, operating margin, profit margin, gross margins, return on equity or stockholder equity, total shareholder return, market capitalization, enterprise value, cash flow (including but not limited to operating cash flow and free cash flow), cash position, return on assets or net assets, return on capital, return performance goals upon which the payment or vesting of any Incentive Award (other than Options and stock appreciation rights) that is intended to qualify as Performance - Based Compensation depends shall relate to one or more of the following Performance Measures: market price of Capital Stock, earnings per share of Capital Stock, income, net income or profit (before or after taxes), economic profit, operating income, operating margin, profit margin, gross margins, return on equity or stockholder equity, total shareholder return, market capitalization, enterprise value, cash flow (including but not limited to operating cash flow and free cash flow), cash position, return on assets or net assets, return on capital, return Performance - Based Compensation depends shall relate to one or more of the following Performance Measures: market price of Capital Stock, earnings per share of Capital Stock, income, net income or profit (before or after taxes), economic profit, operating income, operating margin, profit margin, gross margins, return on equity or stockholder equity, total shareholder return, market capitalization, enterprise value, cash flow (including but not limited to operating cash flow and free cash flow), cash position, return on assets or net assets, return on capital, return Performance Measures: market price of Capital Stock, earnings per share of Capital Stock, income, net income or profit (before or after taxes), economic profit, operating income, operating margin, profit margin, gross margins, return on equity or stockholder equity, total shareholder return, market capitalization, enterprise value, cash flow (including but not limited to operating cash flow and free cash flow), cash position, return on assets or net assets, return on capital, return on invested

The primary elements of each named executive officer's total compensation shown in the table are base salary, an annual cash incentive, and long - term equity awards consisting of time - based and performance - based RSUs.

Subject to the terms and conditions set forth in the Plan, incentive awards may be settled in cash or shares of Class C capital stock and may be subject to performance - based and / or service - based conditions.

One - third of performance share awards, which make up 50 % of long - term incentive compensation, are tied to average return on invested capital over a three - year period.

These incentives are provided through the granting of stock options, stock appreciation rights, restricted stock awards, restricted stock units, performance bonus awards, performance shares and performance units.

In addition, the vesting features of our equity awards contributes to executive retention because this feature provides an incentive to our named executive officers to remain in our employ during the scheduled vesting period or until the achievement of the applicable performance milestones, which are expected to be achieved over the medium - to long - term.

The Compensation Committee also considered that the annual cash incentive plan already incentivizes performance on three key Company - specific financial measures, and the importance of emphasizing holistic Company performance, as opposed to an isolated metric; the importance of setting a sufficiently difficult target for maximum payout; the benefit of a large and objectively determined performance comparator group; and the overarching goal of an incentive clearly and directly aligned with stockholder interests.

Although the Company's performance for 2007 was in the top quartile compared to its Peer Group and met one of the alternative goals under the Performance Policy, the HRC considered in making its incentive award decisions the fact that the Company did not meet its EPS goal of $ 2.49 (2006 EPS, as originally reported) under the Performance Policy and therefore did not improve upon the EPS results of the performance for 2007 was in the top quartile compared to its Peer Group and met one of the alternative goals under the Performance Policy, the HRC considered in making its incentive award decisions the fact that the Company did not meet its EPS goal of $ 2.49 (2006 EPS, as originally reported) under the Performance Policy and therefore did not improve upon the EPS results of the Performance Policy, the HRC considered in making its incentive award decisions the fact that the Company did not meet its EPS goal of $ 2.49 (2006 EPS, as originally reported) under the Performance Policy and therefore did not improve upon the EPS results of the Performance Policy and therefore did not improve upon the EPS results of the prior year.

For 2016, 69 % of Mrs. Rometty's annual total target compensation is tied to performance - based incentives.

Our 2015 Plan will provide for the grant of incentive stock options, within the meaning of Section 422 of the Code, to our employees and any parent and subsidiary corporations» employees, and for the grant of nonstatutory stock options, restricted stock, restricted stock units (RSUs), stock appreciation rights, performance units, and performance shares to our employees, directors, and consultants and our parent and subsidiary corporations» employees and consultants.

In August 2012, to create incentives for continued long - term success from the then - recently launched Model S program as well as from Tesla's then - planned Model X and Model 3 programs, and to further align executive compensation with increases in stockholder value, the Board granted to Mr. Musk a stock option award to purchase 5,274,901 shares of Tesla's common stock (the «2012 CEO Performance Award»), representing 5 % of Tesla's total issued and outstanding shares at the time of grant.

For 2015 performance, the Board approved an annual incentive payment of $ 4.5 million for Mrs. Rometty, which represented 90 % of her target opportunity.

For 2015 performance, the Board approved an annual incentive payment of $ 4.5 million for Mrs. Rometty, which represented 90 % of target.

Nearly 72 % of compensation for 2015 of the named executive officers was in the form of long - term incentive, which is 100 % performance based and delivered through Performance Share Unperformance based and delivered through Performance Share UnPerformance Share Units (PSUs).

· IBM credits matching contributions to the Basic Account of each eligible participant who defers salary or performance pay (including annual incentive program payments) under the Excess 401 (k) Plus Plan.

Provides the strategic rationale and relative weightings of the financial and non-financial performance metrics or criteria used in the annual and performance - vested long - term incentive components of the Plan;

As discussed in the CD&A under «Compensation Components» and «Achieving Compensation Objectives — Pay for Performance,» we have provided incentive compensation in the form of an annual cash incentive award based on Company, business line and individual qualitative performance results for each fiscal year, and long - term incentive compensation generally in the form of stock option grants and, in certain circumstances, RSRs to reward our SEOs for contribution to growth in long - term stockhoPerformance,» we have provided incentive compensation in the form of an annual cash incentive award based on Company, business line and individual qualitative performance results for each fiscal year, and long - term incentive compensation generally in the form of stock option grants and, in certain circumstances, RSRs to reward our SEOs for contribution to growth in long - term stockhoperformance results for each fiscal year, and long - term incentive compensation generally in the form of stock option grants and, in certain circumstances, RSRs to reward our SEOs for contribution to growth in long - term stockholder value.

Our Bonus Plan allows our compensation committee to provide incentive awards (payable in cash or grants of equity awards) to selected employees, including our named executive officers, based upon performance goals established by our compensation committee.

This mix of short - and long - term incentives provides sufficient rewards in the short - term to motivate near - term performance, while at the same time providing significant incentives to keep HP's executives focused on longer - term corporate goals that drive stockholder value.

Mr. Apotheker was granted a long - term incentive award consisting of 76,000 shares of time - based restricted stock vesting in equal amounts annually over a two - year period, 304,000 PRUs for the two - year performance period extending from

Furthermore, the use of a cash flow metric in a long - term incentive plan prevents executives from being rewarded for taking excessive risk because payouts under the plan are based on rolling three - year performance periods.

The metric of «cash flow from operations as a percentage of revenue» has been used for more than five years as a financial metric in HP's long - term incentive programs, and HP believes that it continues to be a key metric that both drives and demonstrates improved financial performance within the company.

Each year the Committee, along with HP management, establishes performance targets for short - and long - term incentive plans that require the achievement of significant financial results.

Other specific duties and responsibilities of the HR and Compensation Committee include reviewing senior management selection and overseeing succession planning, including reviewing the leadership development process; reviewing and approving objectives relevant to executive officer compensation, evaluating performance and determining the compensation of executive officers in accordance with those objectives; approving severance arrangements and other applicable agreements for executive officers; overseeing HP's equity and incentive compensation plans; overseeing non-equity based benefit plans and approving any changes to such plans involving a material financial commitment by HP;

Among HP's peer group companies, HP executives have a higher percentage of performance - based pay, which generally means smaller bonuses and lower overall compensation in years of low performance and higher bonuses and long - term incentive payouts in years of exceptional performance, reflective of the performance achieved.

Under this initiative, senior Company human resources, compliance, credit, and legal personnel compiled and analyzed extensive information about the Company's incentive plans, including plan documents, eligibility criteria, payout formulas and payment history, and held extensive interviews with business line managers to understand how evaluation of business risk affects incentive plan performance measures and compensation decisions.

The HRC has reaffirmed the policy of deferring a portion of annual incentive compensation for the Company's highest earners in the form of long - term awards whose vesting terms take into account longer risk - emergence periods, and has overseen the implementation of standard performance objectives for the Company's control function staff to further prevent or discourage excessive risk - taking.

The compensation committee is also responsible for approving the compensation and benefits of the Chief Executive Officer and the other named executive officers, including annually reviewing and assessing performance goals and objectives for our executives and evaluating short - term and long - term incentive compensation.

We understand shareholder interest in the structure of our annual cash incentive plan and the long - term performance share component of our stock incentive plan.

Annual Incentive Plan targets and performance goals are approved at the Compensation Committee meeting shortly after the commencement of the applicable performance period, the intent of which is to ensure compliance with Section 162 (m) of the Code regarding performance - based pay.