Sentences with phrase «other financial compensation»

They range from the expected — proposed salary boosts and other financial compensation for teachers — to the unexpected, like bills to allow schools to sell and place ads on school buses and to permit students to apply their own sunscreen.

Do fired officials get a pension, severance, or other financial compensation?

Not exact matches

After the financial crisis of 2008, the Dodd - Frank Act ensured that compensation consultants were hired by the board's compensation committee and not hired by or unduly influenced by the CEO or other management.

A central theme throughout the compensation debate has been that boards and compensation committees — particularly in the U.S. and U.K. (but also elsewhere)-- have been incapable or unwilling to address the uncontrolled disparity between pay of CEOs compared to that of other senior management and, in particular, the pay of average workers, even throughout the financial crisis.

The rule is intended to discourage brokers and other financial professionals from putting retirement - plan assets into products that pay high commissions or profit - sharing compensation to the brokers — a practice that's currently legal as long as the investments can be portrayed as «suitable» for the customer.

For the individual serving as the chief executive officer of the Company at the end of the taxable year and for the individuals serving as officers of the Company or a subsidiary at the end of such year who are among the three highest compensated officers (other than the chief executive officer and chief financial officer) for proxy reporting purposes, Section 162 (m) of the Code limits the amount of compensation otherwise deductible by the Company and its subsidiaries for such year to $ 1,000,000 for each such individual except to the extent that such compensation is «performance - based compensation.»

The following table summarizes the compensation that we paid to or earned by our Chief Executive Officer, our Chief Financial Officer and each of our three other most highly compensated executive officers during the year ended December 31, 2010.

Our HCM Division assisted our Compensation Committee in the Committee's review of compensation plans at other financial services firms by providing the Committee with information relating to compensation plan design and compensation levels for named executive officers and other senior employees at Compensation Committee in the Committee's review of compensation plans at other financial services firms by providing the Committee with information relating to compensation plan design and compensation levels for named executive officers and other senior employees at compensation plans at other financial services firms by providing the Committee with information relating to compensation plan design and compensation levels for named executive officers and other senior employees at compensation plan design and compensation levels for named executive officers and other senior employees at compensation levels for named executive officers and other senior employees at these firms.

Code Section 162 (m) limits the U.S. federal income tax deduction for compensation paid to our Chief Executive Officer, our Chief Financial Officer and certain other highly compensated executive officers (including, among others, our next three other most highly compensated executive officers (other than the Chief Executive Officer and Chief Financial Officer) as of the end of the calendar year).

These included updates on compensation - related regulations and guidance issued by the Board of Governors of the U.S. Federal Reserve System (Federal Reserve Board) and other U.S. federal banking regulators, the Financial Stability Board, the United Kingdom Financial Services Authority and other regulators around the world.

Historically the GNC has recommended changes in director compensation to the Board for its approval every other year, based on its review of competitive pay data for non-employee directors of the financial services companies in the Company's Peer Group.

While the Committee believes that financial performance should be the most significant driver of compensation, other factors that drive long - term value for stockholders are also taken into account by the Committee, including improvements in market share, successful product launches, achievement of strategic objectives and customer satisfaction.

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 bOther 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 commiCompensation 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 commicompensation, 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 commicompensation 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 bother 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 commicompensation plans; overseeing non-equity based benefit plans and approving any changes to such plans involving a material financial commitment by HP;

«Specifically, the financial institution must disclose any variable compensation that the advisor receives for the advice and resultant product sale, and comparative examples of compensation they would have received for other products,» Cerulli managing director Waldert said.

Prior to his resignation, Mr. Hurd was actively engaged in setting compensation for other executives through a variety of means, including recommending for Committee approval the financial performance goals and the annual variable pay amounts for his executive team.

At the end of each year, the Committee determines compensation by assessing performance against these financial targets, as well as in light of HP's performance relative to its peers on other financial and non-financial factors and unusual or extraordinary events.

Under Section 162 (m), the amount of compensation earned by the Chief Executive Officer, and any executive whose compensation is required to be reported to stockholders by reason of such executive being among the three other most highly - paid executive officers of the Company (excluding the Chief Financial Officer) in the year for which a deduction is claimed by the Company (including its subsidiaries) is limited to $ 1 million per person, except that compensation that is performance - based will be excluded for purposes of calculating the amount of compensation subject to the $ 1 million limitation.

on a pro forma basis, giving effect to (i) the automatic conversion of all of our outstanding shares of convertible preferred stock other than Series FP preferred stock into shares of Class B common stock and the conversion of Series FP preferred stock into shares of Class C common stock in connection with our initial public offering, (ii) stock - based compensation expense of approximately $ 1.1 billion associated with outstanding RSUs subject to a performance condition for which the service - based vesting condition was satisfied as of December 31, 2016 and which we will recognize on the effectiveness of our registration statement in connection with a qualifying initial public offering, as further described in Note 1 to our consolidated financial statements included elsewhere in this prospectus, (iii) the increase in accrued expenses and other current liabilities and an equivalent decrease in additional paid - in capital of $ 187.2 million in connection with the withholding tax obligations, based on $ 16.33 per share, which is the fair value of our common stock as of December 31, 2016, as we intend to issue shares of Class A common stock and Class B common stock on a net basis to satisfy the associated withholding tax obligations, (iv) the net issuance of 7.6 million shares of Class A common stock and 5.5 million shares of Class B common stock that will vest and be issued from the settlement of such RSUs, (v) the issuance of the CEO award, as described below, and (vi) the filing and effectiveness of our amended and restated certificate of incorporation which will be in effect on the completion of this offering.

A text for financial advisors and other professionals who offer advice on how to handle equity compensation including stock options.

Written by NCEO founder Corey Rosen, this issue brief discusses as of mid-2016 the extent and growth of employee ownership; survey data on ESOPs and corporate governance as well as ESOPs and executive compensation; research on the effect of ESOPs on corporate performance; the 2012 shared capitalism study of Great Place to Work applicants; data on employee ownership and employee financial well - being; the NCEO's analysis of data on ESOPs and default rates; trends in broad - based equity compensation plans; equity compensation and corporate performance; the impact of ESOPs and other broad - based plans on unemployment; legislative and regulatory issues for employee ownership; and international developments in broad - based plans.

The pro forma consolidated balance sheet data gives effect to (i) the automatic conversion of all of our outstanding shares of convertible preferred stock other than Series FP preferred stock into shares of Class B common stock and the conversion of Series FP preferred stock into shares of Class C common stock in connection with our initial public offering, (ii) stock - based compensation expense of approximately $ 1.1 billion associated with outstanding RSUs subject to a performance condition for which the service - based vesting condition was satisfied as of December 31, 2016 and which we will recognize on the effectiveness of our registration statement in connection with this offering, as further described in Note 1 to our consolidated financial statements included elsewhere in this prospectus, (iii) the increase in accrued expenses and other current liabilities and an equivalent decrease in additional paid - in capital of $ 187.2 million in connection with the withholding tax obligations, based on $ 16.33 per share, which is the fair value of our common stock as of December 31, 2016, as we intend to issue shares of Class A common stock and Class B common stock on a net basis to satisfy the associated withholding tax obligations, (iv) the net issuance of 7.6 million shares of Class A common stock and 5.5 million shares of Class B common stock that will vest and be issued from the settlement of such RSUs, (v) the issuance of the CEO award, as described below, and (vi) the filing and effectiveness of our amended and restated certificate of incorporation which will be in effect on the completion of this offering.

Special rules limit the deductibility of compensation paid to the Chief Executive Officer and to each of the three most highly compensated executive officers other than the Chief Executive Officer and the Chief Financial Officer.

First, «commission - based compensation will survive, and financial professionals will continue to serve middle - income investors using all types of existing compensation models and other innovative methods,» the Coalition states.

Frequently called upon to provide her expertise to the financial, national and international press, Ms. Bloxham has appeared on the many shows of CNBC including appearances with Maria Baroilomo and Larry Kudlow, on Fox Business and Bloomberg TV, on National and German Public Radio, MSNBC, Business Week, USA Today, Les Echos, American Banker, New York's Newsday, the San Francisco Chronicle, Charlotte Observer, Atlanta Journal Constitution, Miami Herald, the Philadelphia Inquirer, the New York Times, Board Alert, Compliance Week and the Wall Street Journal, among many others, discussing the subjects of corporate governance, compensation, performance and value.

Section 162 (m) of the Code imposes a $ 1.0 million cap on the compensation deduction that a public company may take in respect of compensation paid to our «covered employees» (which includes our Chief Executive Officer and our next three most highly compensated employees other than our Chief Financial Officer), but excludes from the calculation of amounts subject to this limitation any amounts that constitute «qualified performance - based compensation,» or «QPBC,» within the meaning of Section 162 (m) of the Code.

Their primary sales advantage over other financial products was higher advisor compensation, and these types of compensation differentials will be easy pickings for class - action suits.

We regard as fundamental that executive officer compensation be structured to provide competitive base salaries and benefits to attract and retain executive officers and to provide incentive compensation to motivate executive officers to attain, and to recognize executive officers for attaining, financial, operational, individual and other goals that are consistent with increasing stockholder value.

The number shown here is a three - year average, and includes additional «All Other Compensation» and the grant date fair value of equity as determined after the grant for financial purposes.

We provide this other compensation to enhance the competitiveness of our executive compensation program and to increase the productivity (corporate aircraft travel, professional assistance with tax return preparation and financial planning), safety (security services and equipment) and health (annual physical examinations) of our executives so they can focus on producing superior financial returns for our shareowners.

In this section we provide certain tabular and narrative information regarding the compensation of our principal executive and financial officers and our three other most highly compensated executive officers for the fiscal year ended May 31, 2014, and for each of the previous two fiscal years.

This review was not conducted on base salary alone but also included reviews of appropriate annual incentive compensation and long - term incentive compensation for other post-TARP companies in the Labor Market Peer Group and the ongoing market and legislative challenges facing financial services companies.

The Company subsequently supplemented this policy with an overlapping clawback policy that requires all executive officers, as well as the next 20 most highly compensated employees, to forfeit previously awarded compensation if the payments were based on materially inaccurate financial statements or any other criteria that are later proven to be materially inaccurate.

The GNC reviews the individual components and total amount of director compensation at least annually and may recommend changes in director compensation to the Board for its approval more or less frequently based on, among other factors, competitive pay data for non-employee directors of the financial services companies in the Company's Labor Market Peer Group.

In this section we discuss and analyze the compensation of our principal executive and financial officers and our three other most highly compensated executive officers (the «named executive officers») for the fiscal year ended May 31, 2014.

Under Nevada law, a financial planner is «a person who for compensation advises others upon the investment of money or upon provision for income to be needed in the future, or who holds himself or herself out as qualified to perform either of these functions.»

We are frequently retained to provide expert witness services relating to the value of a business; loss of a business or segment of a business; determination of reasonable compensation; and other financial matters.

Through this portal, issuers will have access to information on Glass Lewis» approach to analyzing proxy issues, including director elections, compensation, financial transactions and shareholder proposals on environmental, social and governance matters, among others.

The team comprises regional specialists for the 100 + markets covered by Glass Lewis, as well as experts within Glass Lewis» issue - specific practices focused on the analysis of mergers and acquisitions, other financial transactions and contested meetings; compensation; and environmental, social and governance («ESG») issues.

In considering the qualitative merits of a compensation program, we review industry, company size, maturity, financial position, historical pay practices and any other relevant internal and external factors.

Investment professionals who have long relied on Bloomberg for its suite of financial data and analytics now have access to research from Glass Lewis on matters not well covered by traditional investment research: accounting policies, financial statement transparency, corporate governance, litigation and regulatory developments, related - party transactions, executive compensation and board of director independence and quality, among others.

Icotokennews.com has financial relationships with some of the products and services mentioned on this website, and icotokennews.com can get compensation for making reviews, if consumers choose to click these links in our content or in any other way possible.

As a fee - only financial advisor I do not receive commissions or other compensation from the sale of specific investments or insurance products.

The Compensation Committee firmly believes in pay - for - performance and has therefore structured executive compensation so that over 90 % of Mr. Iger's compensation (and over 80 % of the compensation of other named executive officers) depends on the Company's financial results and the performance of DCompensation Committee firmly believes in pay - for - performance and has therefore structured executive compensation so that over 90 % of Mr. Iger's compensation (and over 80 % of the compensation of other named executive officers) depends on the Company's financial results and the performance of Dcompensation so that over 90 % of Mr. Iger's compensation (and over 80 % of the compensation of other named executive officers) depends on the Company's financial results and the performance of Dcompensation (and over 80 % of the compensation of other named executive officers) depends on the Company's financial results and the performance of Dcompensation of other named executive officers) depends on the Company's financial results and the performance of Disney stock.

Annual incentive compensation and a portion of performance - based restricted units focus on short - term performance while the balance of performance - based restricted units and the other components of performance - based pay are tied to achievement of financial targets and stock price performance over a longer period of time.

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 and 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; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and its chaOther 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 and 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; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance 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 and 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; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and compensation and 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; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and 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; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and its chaother 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; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and compensation plans; overseeing non-equity-based benefit plans and approving any changes to such plans involving a material financial commitment by HP; monitoring workforce management programs; establishing compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and compensation policies and practices for service on the Board and its committees, including annually reviewing the appropriate level of director compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and compensation and recommending to the Board any changes to that compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and compensation; developing stock ownership guidelines for directors and executive officers and monitoring compliance with such guidelines; and annually evaluating its performance and its charter.

In the Talmud, the fundamental Jewish legal text, there is an extended discussion about the phrase «eye for an eye,» with multiple rabbis arguing, and the text concluding, that the phrase means nothing other than financial compensation.

The ministries have until December 6 to submit audited financial statements, compensation reports, records for ministry jet travel, and other documents.

This blog did not receive financial compensation for this giveaway.This giveaway is in no way associated with, sponsored, administered, or endorsed by Facebook, Twitter, Google, Pinterest or any other social media network.All opinions and experiences are my own.

Dr. Khalili has not received financial compensation from any other third parties for any aspects of his published work.

In the past, we've had representatives from Financial Affairs, Research Compliance and HR among others, who have discussed new policies and prodedures, upates to existing guidelines, as well as providing information on topics pertinent to financial management, research administration management, budget analysis and hiring compFinancial Affairs, Research Compliance and HR among others, who have discussed new policies and prodedures, upates to existing guidelines, as well as providing information on topics pertinent to financial management, research administration management, budget analysis and hiring compfinancial management, research administration management, budget analysis and hiring compensation.