Sentences with phrase «term performance shares»

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.

Our long - term performance share program is based on a mix of sales and ROI goals.

In addition, the HRC has expanded the use of long - term Performance Share awards to a broader group of management and has added for 2012 an additional risk - balancing performance measure to reduce the awards in the event of poor absolute financial performance.

Not exact matches

Pearson filed the suit on Monday in the U.S. District Court of New Jersey, saying Valeant breached his contract by not paying him 580,676 shares and 2.5 million performance shares due in November under the terms of his separation agreement, the Journal reported.

And Pao, by continuing to show up for work, could be seeking to demonstrate that her job performance isn't an issue — not to mention picking up a paycheck and a long - term share in Kleiner's profits.

Such risks, uncertainties and other factors include, without limitation: (1) the effect of economic conditions in the industries and markets in which United Technologies and Rockwell Collins operate in the U.S. and globally and any changes therein, including financial market conditions, fluctuations in commodity prices, interest rates and foreign currency exchange rates, levels of end market demand in construction and in both the commercial and defense segments of the aerospace industry, levels of air travel, financial condition of commercial airlines, the impact of weather conditions and natural disasters and the financial condition of our customers and suppliers; (2) challenges in the development, production, delivery, support, performance and realization of the anticipated benefits of advanced technologies and new products and services; (3) the scope, nature, impact or timing of acquisition and divestiture or restructuring activity, including the pending acquisition of Rockwell Collins, including among other things integration of acquired businesses into United Technologies» existing businesses and realization of synergies and opportunities for growth and innovation; (4) future timing and levels of indebtedness, including indebtedness expected to be incurred by United Technologies in connection with the pending Rockwell Collins acquisition, and capital spending and research and development spending, including in connection with the pending Rockwell Collins acquisition; (5) future availability of credit and factors that may affect such availability, including credit market conditions and our capital structure; (6) the timing and scope of future repurchases of United Technologies» common stock, which may be suspended at any time due to various factors, including market conditions and the level of other investing activities and uses of cash, including in connection with the proposed acquisition of Rockwell; (7) delays and disruption in delivery of materials and services from suppliers; (8) company and customer - directed cost reduction efforts and restructuring costs and savings and other consequences thereof; (9) new business and investment opportunities; (10) our ability to realize the intended benefits of organizational changes; (11) the anticipated benefits of diversification and balance of operations across product lines, regions and industries; (12) the outcome of legal proceedings, investigations and other contingencies; (13) pension plan assumptions and future contributions; (14) the impact of the negotiation of collective bargaining agreements and labor disputes; (15) the effect of changes in political conditions in the U.S. and other countries in which United Technologies and Rockwell Collins operate, including the effect of changes in U.S. trade policies or the U.K.'s pending withdrawal from the EU, on general market conditions, global trade policies and currency exchange rates in the near term and beyond; (16) the effect of changes in tax (including U.S. tax reform enacted on December 22, 2017, which is commonly referred to as the Tax Cuts and Jobs Act of 2017), environmental, regulatory (including among other things import / export) and other laws and regulations in the U.S. and other countries in which United Technologies and Rockwell Collins operate; (17) the ability of United Technologies and Rockwell Collins to receive the required regulatory approvals (and the risk that such approvals may result in the imposition of conditions that could adversely affect the combined company or the expected benefits of the merger) and to satisfy the other conditions to the closing of the pending acquisition on a timely basis or at all; (18) the occurrence of events that may give rise to a right of one or both of United Technologies or Rockwell Collins to terminate the merger agreement, including in circumstances that might require Rockwell Collins to pay a termination fee of $ 695 million to United Technologies or $ 50 million of expense reimbursement; (19) negative effects of the announcement or the completion of the merger on the market price of United Technologies» and / or Rockwell Collins» common stock and / or on their respective financial performance; (20) risks related to Rockwell Collins and United Technologies being restricted in their operation of their businesses while the merger agreement is in effect; (21) risks relating to the value of the United Technologies» shares to be issued in connection with the pending Rockwell acquisition, significant merger costs and / or unknown liabilities; (22) risks associated with third party contracts containing consent and / or other provisions that may be triggered by the Rockwell merger agreement; (23) risks associated with merger - related litigation or appraisal proceedings; and (24) the ability of United Technologies and Rockwell Collins, or the combined company, to retain and hire key personnel.

Coke will give performance - related shares (stock given to an executive for meeting certain goals) more weight in the long term awards, moving the ratio to two - thirds shares, one - third stock options, by 2016, compared to 60 % in options and 40 % in performance - shares now.

Reward them based on real performance, in terms of something like earnings or sales or market share — different systems will make sense for different companies with different strategic objectives.

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

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.

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.

Under the terms of the LTICP, in addition to or in lieu of stock options, we may award, and have awarded in selected situations for retention purposes or to address other competitive pressures, other types of equity - based long - term compensation, including restricted stock, RSRs, stock awards, stock appreciation rights, performance shares, or performance units.

The Committee also approved the following compensation elements for 2016: base salary, annual incentive target, Performance Share Unit (PSU) and Restricted Stock Unit (RSU) grants under the Long - Term Performance Plan.

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.

The Committee may establish performance conditions and other terms with respect to grants of restricted stock, RSRs, performance shares and performance units in order to qualify such

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).

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.

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

All these powerful tidbits of knowledge, and many other psychological trading lessons we've learned over the past 11 years, are regularly shared with subscribers of The Wagner Daily end - of - day trading newsletter, and we we proudly display the cumulative trading performance results of our long - term efforts to prove it (Q4 of 2012 will be updated this week).

These executives also were given a so - called long - term incentive of performance shares which were based on short - term results of 2 - years.

The sales goals for our performance share unit program are expressed in terms of a percentage increase or decrease as compared to our prior fiscal year 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 LTICP.

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.

With respect to Awards granted to an Outside Director that are assumed or substituted for, if on the date of or following such assumption or substitution the Participant's status as a Director or a director of the successor corporation, as applicable, is terminated other than upon a voluntary resignation by the Participant (unless such resignation is at the request of the acquirer), then the Participant will fully vest in and have the right to exercise Options and / or Stock Appreciation Rights as to all of the Shares underlying such Award, including those Shares which would not otherwise be vested or exercisable, all restrictions on Restricted Stock and Restricted Stock Units will lapse, and, with respect to Awards with performance - based vesting, all performance goals or other vesting criteria will be deemed achieved at one hundred percent (100 %) of target levels and all other terms and conditions met.

• 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 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 risperformance objectives for the Company's control function staff, to further provide safeguards that either prevent or discourage excessive risk - taking.

The dollar values of the long - term compensation targets were then converted to shares of Company common stock using the stock price on the date of grant for the Performance Share awards.

From here, a new long - term incentive plan now being introduced will deliver shares worth another $ 8m if fresh performance targets are met through until 2002.

The HRC chose to grant Performance Share awards as long - term incentive compensation because the HRC believes the Performance Share awards closely align management interests with stockholders» interests.

In June 2010, the HRC awarded long - term incentive compensation to the named executives in the form of Performance Share awards granted under the LTICP.

This is consistent with national survey reports from the General Social Survey where employee owners report that they have greater job security and lower likelihoods of being laid off in the previous year compared to other employees.29 When faced with recessionary pressures, employee ownership firms may retain workers to sustain a workplace culture based on cooperation, information - sharing, and commitment to long - term performance.

«Over the intermediate to long - term in the stock market, business performance has been inexorably reflected in share price performance.»

Such long - term out - performance makes no sense given bonds are much safer than shares.

Additionally, long - term awards are split between performance shares and long - term cash awards.

Long - term incentives are awarded stock options and performance - based shares.

There already exists an active federal agency - PPP Canada - committed to «a long - term performance - based approach to procuring public infrastructure where the private sector assumes a major share of the risks in terms of financing and construction...»

Although a performance buzz win will almost always beat a media buzz win in terms of dividend pay - out per share, a performance buzz win is so much harder to achieve and so in my view is a bit of an illusion.

When remuneration packages are tied into the performance of shares over a very short time - span, the long - term result is often a weaker corporate sector.

In respect of both individuals there will be: • No lump sum payment • No annual short - term performance bonus for 2012 or 2013 • No long - term share award for 2013

Moreover, in terms of nationwide share of the vote, it was one of the worst local election performances since the party's formation.

This is Labour's best performance in terms of seat share since 2005 and extends their electoral dominance in Wales to 26 general elections in a row.

Simon Danczuk, the Labour MP for Rochdale and a long - term critic of his party's campaign methods, said its performance could have been better and attributed Ukip's high share of the vote in many areas outside London to its more passionate approach.

To hear more about Debbie, listen to her share her story on optimizing long - term health and performance.

In this article I will share why the Learning & Development industry should think differently in terms of how we are using evidence in order to improve performance.

TheMiddleWay shared his views with us: «I always think it's interesting to view valued added in terms of a school's performance as well.

Diesel engines account for the lion's share of Sportage models sold in Europe, and the new model will continue to offer the 115 ps 1.7 - litre CRDi engine — carried over from the third - generation model — and a significantly - upgraded 2.0 - litre «R» power unit, establishing a step forward in terms of fuel economy, performance and NVH over the outgoing Sportage and other C - SUV rivals.

In terms of performance, the new gearbox shares all of the benefits of the dual - clutch PowerShift concept, combining the efficiency, optimized gear ratios and driving enjoyment of a manual gearbox with the smoothness and ease - of - use of a conventional automatic.

Consequently, even though Mr. Market has consistently applied a discounted valuation to Credit Acceptance Corp shares, long - term performance has been exceptional and closely correlated to earnings growth.

Even though shares appear undervalued today, United Therapeutics» long - term performance has been substantially higher than the S&P 500.