Sentences with phrase «performance pay compensation»
Before the conference, Resolution F - 10 began with a sentence saying that the NEA «is opposed to the use of merit pay or performance pay compensation systems.»
https://www.huffingtonpost.com/ Not exact matches
«Regression analysis showed 17 CEOs with at least $ 20 million more in [2014] compensation than they'd have garnered if their pay had been aligned with performance,» the report notes.
So the HP board used its own «pay for performance philosophy» to justify annual compensation of over $ 15 million for Whitman for 2012.
Ultimately, if a compensation committee does all or most of the above, shareholders will likely endorse a pay - for - performance plan.
Steve Seelig, senior regulatory advisor at benefits consulting firm Willis Towers Watson, said that, of three changes related to executive compensation in the tax reform plan — the other two involve stock options and performance - based pay — it's the hit on tax - exempt executive compensation that is the most significant.
To encourage boards to understand their companies» long - term needs, Wiseman also argues that directors should be paid more and their compensation linked to company performance beyond their term on the board.
In a note to investors ISS wrote that «The current pay and performance misalignment driven by ongoing problematic pay practices indicates poor stewardship of the board's Compensation Committee.»
Barry Racey, AK Steel's public relations director, offered some explanation for Wainscott's pay bump: «2014 compensation decisions were made early in the... year, and were largely based on 2013 company performance.
The trigger for the latest Redstone family feud, according to several sources, was a dispute over corporate governance issues — such as Shari's effort to more closely tie executive compensation to performance — at Viacom (viab) and CBS (cbs), a media empire that encompasses MTV, the CBS broadcast network, the Paramount film studio and the pay - TV channel Showtime.
Stronach's own compensation has proved less popular over the years: Magna bought him out for $ 870 million in 2010 and continued to pay him mid-eight figures in consulting fees and performance bonuses for the following four years.
Crescent Point says its board of directors has added a drilling rate - of - return metric to its pay - for - performance plan to «incorporate feedback and further align compensation with returns and capital allocation.»
No employer shall «discriminate between the sexes in the payment of wages for work of comparable character, the performance of which requires comparable skills» or «pay wages or other compensation to any employee at a rate greater than that at which the employer pays wages to employees of a protected class for work of comparable character»
Paying a significant portion of variable compensation to our senior employees in the form of equity - based compensation that delivers over time and is subject to forfeiture or recapture encourages a long - term, firmwide focus because its value is realized through long - term responsible behavior and the financial performance of our firm.
Outrage over the financial crisis, coupled with the perception that Wall Street executives» performances have not justified their pay, led to legislative efforts aimed at curbing executive pay, compensation - related shareholder lawsuits and a tremendous amount of negative press coverage.
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 stockhCompensation 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 stockhCompensation 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 stockhcompensation 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 stockhcompensation 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.
The GNC uses the same Peer Group for this purpose as used by the HRC to determine competitive pay for named executives (see «Peer Group for Compensation and Performance» in the CD&A below).
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.
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.
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.
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.
As in 2010, the HRC awarded named executives a combination of compensation composed of a high percentage of performance - based pay, predominantly in long - term equity compensation.
The Company has structured the Bonus Plan so that any compensation paid pursuant to the Bonus Plan is intended to be «performance - based compensation» within the meaning of Section 162 (m) of the Code.
Total Compensation: In aggregate, the key elements of compensation below provide for an emphasis on performance and at - risk pay, with a significant upside based on exceptional Company and individual Compensation: In aggregate, the key elements of compensation below provide for an emphasis on performance and at - risk pay, with a significant upside based on exceptional Company and individual compensation below provide for an emphasis on performance and at - risk pay, with a significant upside based on exceptional Company and individual performance.
The CNGC's independent consultant attends and participates in CNGC meetings at which executive compensation matters are considered, and performs analyses for the CNGC at the CNGC's request, including benchmarking, realizable pay analyses, analyses of the correlation between performance measures and shareholder return, and assessments of the difficulty of attaining performance goals.
In 1992, Congress changed the tax code to curb rising executive pay and encourage performance - based compensation.
Companies should give CEOs share units less often and stop paying them with stock options to motivate better long - term performance and minimize the role of luck in compensation payouts, a new report argues.
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.
Because of the limitations of Internal Revenue Code Section 162 (m), we generally receive a federal income tax deduction for compensation paid to our chief executive officer and to certain other highly compensated officers only if the compensation is less than $ 1,000,000 per person during any fiscal year or is «performance - based» under Code Section 162 (m).
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.
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.
The risk assessment process included, among other things, a review of (i) all key incentive compensation plans to ensure that they are aligned with our pay - for - performance philosophy and include performance metrics that meet and support corporate goals, and (ii) the overall compensation mix to ensure an appropriate balance between fixed and variable pay components and between short - term and long - term incentives.
This policy allows the Company to recover incentive compensation paid to any executive officer on the basis of having met or exceeded performance goals if that performance was due to fraud or other intentional misconduct.
While we can not predict how the deductibility limit may impact our compensation program in future years, we intend to maintain an approach to executive compensation that strongly links pay to performance.
Consistent with our pay - for - performance philosophy and reflecting FedEx's below - plan financial performance during fiscal 2014, the payouts under our annual incentive compensation («AIC») program were below target.
Based on the limitations imposed by Code Section 162 (m), we generally may receive a federal income tax deduction for compensation paid to our Chief Executive Officer and to certain of our other highly compensated officers only if the compensation is less than $ 1,000,000 per person during any year or is «performance - based» under Code Section 162 (m).
The HRC's use of the independent compensation consultant reflects the Compensation Principles of attracting and retaining highly qualified individuals with competitive compensation and paying for compensation consultant reflects the Compensation Principles of attracting and retaining highly qualified individuals with competitive compensation and paying for Compensation Principles of attracting and retaining highly qualified individuals with competitive compensation and paying for compensation and paying for performance.
Accordingly, we believe that there should be a strong relationship between pay and corporate performance (both financial results and stock price), and our executive compensation program reflects this belief.
Below is an overview of Glass Lewis» approach to analyzing compensation proposals in the United States, with separate sections covering say - on - pay analysis, pay - for - performance analysis, and our analysis of equity - based compensation plans.
The relationship between relative executive compensation and relative performance is the basis of the pay - for - performance model.
This relationship between relative executive compensation and relative performance is the basis of Glass Lewis» proprietary pay - for - performance model.
He is the author, with Lucian Bebchuk, of Pay without Performance: the Unfulfilled Promise of Executive Compensation (Harvard University Press, 2004).
A: The pay - for - performance model measures the company's weighted average executive compensation percentile rank for its top five executive officers against the company's weighted average performance percentile rank within a group of 15 peer companies.
A: Glass Lewis Realizable Pay is calculated over a three - year period and includes: actual salary received; actual incentive cash granted and earned; the intrinsic value of time - vesting equity granted; the intrinsic value of performance - based equity granted and earned; and all other compensation paid.
Glass Lewis» approach to say - on - pay has two main components: (i) a qualitative assessment of the structure of a company's compensation program and the accompanying disclosure; and (ii) a quantitative assessment reflected in our pay - for - performance grade.
Other performance - based compensation plans should not be overlooked, as executive pay tied to performance objectives has become common practice over the years.
The compensation study also found that as index fund ownership of a company rose, the pay of top executives was more closely tied to the performance of the industry than that of their own company.
Analysis — Analysis of Elements of Fiscal 2012 Executive Compensation — Long - Term Incentive Pay — Performance - Based Restricted Units.»
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.
In accordance with the terms of the Executive Bonus Plan, each year the Compensation Committee assigns each participant a target award cash bonus opportunity and establishes the financial performance measure or measures and related target levels that must be achieved before an award actually will be paid to the participant for that year.