Sentences with phrase «performance incentives in»
A number of businesses offer performance incentives in one form or another to employees.
http://www.canadianbusiness.com/ 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.
They are found more often among entrepreneurs and chief executives — the very people who put incentive plans in place to optimize performance — than in the population at large.
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.
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 performancIn 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 performancin place that reward team outcomes — instead of just individual performance.
Make sure they are adequately motivated to sell the product through a sales performance incentive fund (SPIF), but consider compensating them in other ways, too.
In 2014, over 97 % of the company's employees received long - term incentive benefits, which are awarded based on their performance.
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.
In addition, certain of these non-GAAP financial measures are used as performance metrics in the Company's incentive compensation programIn addition, certain of these non-GAAP financial measures are used as performance metrics in the Company's incentive compensation programin 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.
Gorman's compensation jumped to $ 16 million last year, according to the bank's annual proxy statement - up from $ 12 million the year before - plus an additional $ 6.5 million in long - term incentive awards based on performance targets.
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.
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.
The LTIP is intended to supplement our existing compensation program, and, consistent with our compensation philosophy, to further align incentive compensation with long - term performance in a manner that does not encourage imprudent risk taking.
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 - terIn 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 - terin 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.
To further ensure a clear and direct link between the firm's performance and our executives» compensation, in December 2010 the Compensation Committee adopted a long - term performance incentive plan (LTIP).
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.
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 granIn 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 granin 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.
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).
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.
That is, funds beating the market in a given year will have an extra incentive to sell stocks in order to protect their annual performance number.
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.
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;
The HRC noted that any incentive compensation program that rewards an SEO based in part on his or her business line performance presents, at least in theory, the potential for excessive risk taking.
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.
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.
This performance was reflected in our NEOs» cash incentive awards, which, consistent with our pay - for - performance philosophy, paid out at higher levels for fiscal 2013 than for fiscal 2012:
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.
The Committee shall, promptly after the date on which the necessary financial, individual, or other information for a particular Performance Period becomes available, and in any event prior to the payment of any Incentive Plan Award intended to qualify for the Section 162 (m) Exemption to a Covered Employee, determine and certify the degree to which each of the Performance Goals has been attained.
In his study of welders» performance, Rothe noted that supervisors tended to «demonstrate relatively less leadership» when incentives were in placIn his study of welders» performance, Rothe noted that supervisors tended to «demonstrate relatively less leadership» when incentives were in placin place.
Return on investment («ROI») is a key performance measure used in determining the amount of compensation our NEOs receive through our incentive plans.
The CNGC, via the CD&A s included in the Company's annual proxy statements, also already reports to shareholders on an annual basis regarding the relationship between our incentive compensation programs and the Company's ROI performance and how the Company's ROI performance may have a meaningful impact on the amount of compensation our NEOs receive.
In setting base salaries at higher than pre-financial crisis levels and reducing target and maximum annual incentive compensation opportunities from pre-financial crisis levels, the HRC intended to establish a more balanced relationship between fixed and variable annual compensation to reduce the focus on short - term performance and the potential related risks.
These additional metrics are intended to frame performance expectations for the year for the Named Executive Officers but not to assure or preclude payment of an incentive award or to be used in any fixed or specific mathematical formula related to the amount of the incentive award to be paid.
The authors calculated the difference between actual financial performance (in areas such as EPS, profitability, and sales) and the target level set for each metric in the individual CEO's performance incentive contract.
Commensurate with its responsibilities, the CNGC continues to analyze whether the performance measures used in our incentive compensation programs properly incentivize our senior executives to achieve the Company's strategic priorities in light of our evolving business strategy and consistent with the rules and regulations of the SEC.
The Compensation Committee also takes into account our internal financial business plan as approved by the Board in determining our performance targets for incentive plans and to assess appropriate payout levels for performance.
In February 2011, the HRC awarded long - term incentive compensation to the named executives in the form of Performance Share awards granted under the LTICIn February 2011, the HRC awarded long - term incentive compensation to the named executives in the form of Performance Share awards granted under the LTICin the form of Performance Share awards granted under the LTICP.
In addition, to create incentives for the attainment of clear performance objectives around a key element of our current business plan — the successful launch and commercialization of the Model S — the Board of Directors approved additional options totaling an additional 4 % of our fully - diluted shares as of December 4, 2009, or 10,067,960 stock options, with 1 / 4th of the shares to vest based entirely on the attainment of each of four performance milestones, assuming continued employment through each vesting date.
Additionally, except as noted below in certain circumstances, we do not provide cash or equity incentives tied to performance criteria, which could cause employees to focus solely on short - term returns at the expense of long - term growth and innovation.
• Equity and performance based plans (e.g., annual and long - term incentive plans, stock option, restricted stock, performance share and broad - based equity plans); • Executive plans (e.g., deferred compensation, supplemental retirement, severance and change - in - control plans); • Retirement plans (e.g., 401 (k) plans, traditional defined benefit pension plans and ESOPs); and • Health and welfare plans (including COBRA and HIPAA compliance), and other fringe benefit programs.
In determining the long - term incentive component of CEO compensation, the Committee shall consider, among other factors, the Company's performance and relative shareholder return, the value of similar incentive awards to chief executive officers at comparable companies, the awards given to the CEO in past years, and other factors considered relevant by the CommitteIn determining the long - term incentive component of CEO compensation, the Committee shall consider, among other factors, the Company's performance and relative shareholder return, the value of similar incentive awards to chief executive officers at comparable companies, the awards given to the CEO in past years, and other factors considered relevant by the Committein past years, and other factors considered relevant by the Committee.
In addition, the HRC recently expanded the use of Performance Share awards to a broader group of management, and reaffirmed the Company's directive to provide a portion of annual incentive compensation in long - term awards for the Company's highest earners and to create standard performance objectives for the Company's control function staff, to further provide safeguards that either prevent or discourage excessive risk - takinIn addition, the HRC recently expanded the use of Performance Share awards to a broader group of management, and reaffirmed the Company's directive to provide a portion of annual incentive compensation in long - term awards for the Company's highest earners and to create standard performance objectives for the Company's control function staff, to further provide safeguards that either prevent or discourage excessive risPerformance Share awards to a broader group of management, and reaffirmed the Company's directive to provide a portion of annual incentive compensation in long - term awards for the Company's highest earners and to create standard performance objectives for the Company's control function staff, to further provide safeguards that either prevent or discourage excessive risk - takinin long - term awards for the Company's highest earners and to create standard performance objectives for the Company's control function staff, to further provide safeguards that either prevent or discourage excessive risperformance objectives for the Company's control function staff, to further provide safeguards that either prevent or discourage excessive risk - taking.
Incentive compensation, which is located in both the restaurant labor line and the SG&A line of the P&L, was below normalized level throughout fiscal 2012 with reduced, and in some cases, 0 bonus payouts based on performance.