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Executive Compensation and Benefits
A special advertising section from the workspan July 2007 issue.

Reading Proxy Statements
A Guide to the New SEC Disclosure Rules for Executive and Director Compensation

Available from WorldatWork, this booklet covers the new proxy disclosure rules significantly amended by the Securities and Exchange Commission (SEC) at the end of 2006. The amended disclosure rules are intended to provide investors with a clearer and more complete picture of executive and director compensation than existed under prior disclosure rules, which were criticized as being too rigid in terms of format and inadequate in terms of all inclusiveness. Get more information or order


General Executive Rewards

Executive Compensation: An Introduction to Practice & Theory

Tips for Your Year-End Executive-Compensation Reviews

A New Day for Executive Compensation
Best-Practice Guidance To Managing Executive Compensation Prior to an IPO
Innovative Executive Compensation Programs in the New Millennium
Executive Compensation as a Support for Growth Strategy
Finding the Sweet Spots: Optimal Executive Compensation
Executive Compensation 101
2007 Executive Compensation Checklist

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Benchmarking Executive Positions

The Devil is in the Details - Analytical Pitfalls in Executive Compensation Benchmarking

Comparing Apples to Apples

Responsible Peer Group Selection: A Guide for Identifying Appropriate Peers for Assessing Executive Pay

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Long-Term Incentives
An incentive plan (usually limited to executives) that requires sustained performance of the firm for a period longer than one fiscal year for maximum benefit to the employee. Some plans are based on capital shares of the organization and may require investment by the employee, while others are based on financial performance.

The Devil is in the Details - Analytical Pitfalls in Executive Compensation Benchmarking

Innovative Executive Compensation Programs in the New Millennium

Long-Term Incentives White Paper
Procter and Gambles Balanced Approach to Long-Term Incentives

What's the Perceived Value of Your Incentives

New Watchwords in LTI Compensation - Efficiency, Diversification and Performance

Best Buy Uses Flexibility and Choice to Improve Long-term Incentive Design
Executive Bonus Plans: Recent Trends in Equity Compensation
The 2006 Top 250 Long-Term Incentive Grant Practices for Executives
Perfecting Long-Term Incentive Remuneration

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Equity and Alternatives
The use of company shares and alternatives to create an equity interest in the company and foster identification with shareholder interests.

What's Next for Executive Incentives Now that Options are Limited?

The Battle of the High Performers - Equity Vesting Alternatives that Make a Difference

New Era of Equity-Based Incentives
The Case for Performance Shares

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Executive Benefits and Perquisites
Forms of cash and noncash compensation provided to a small number of executives that are in excess of the benefits provided to all other employees (e.g., company car, supplemental insurance coverage, etc.). Due to the higher income levels, tax requirements and statutory limitations for executives, their unique circumstances often require companies to use "nonqualified" pay delivery for attraction, motivation and retention.

Disappearing Perquisites - Executive Compensation Trends

Filling the Executive Benefits Gap

Shareholder-Friendly Deferred Compensation Plan

The Seven Step Process to a More Effective Nonqualified Deferred Compensation Plan

Perspective - Nonqualified Voluntary Deferred Compensation: Through the Eyes of Your Executives

Executive Perks Keep Employees Plugged In
De Minimis Fringe Benefits White Paper

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Compensation Committee Governance
A narrative description included in a company's proxy statement that explains the roles of the compensation committee, executive officers and consultants in the determination of executive compensation. Compensation Committee Consultants are a subset of the board of directors that approves pay and incentive award programs involving senior management of the company.

Pushing for Change - Globalizing Executive Compensation Governance

Outlook for Executive Compensation Governance 2006
Executive Compensation - Rewarding Excellence and Ensuring Governance
Executive Compensation within Nonprofits - Rewarding Excellence and Ensuring Governance
Corporate Governance-Beyond Compliance

An Inside Look At Compensation Committees

What's Next for the Compensation Committee?


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SEC Disclosure
The Securities and Exchange Commission (SEC) requires that publicly-owned companies notify shareholders of the company's annual (or any special) meeting, and transmit information relevant to matters that will be voted upon by shareholders including election of officers. Also included in proxy statements are information about compensation of the company's highest paid executive officers.

SEC Staff Observations in Its Review of Executive Compensation and Related Disclosure

Compensation Discussion and Analysis - Lessons Learned

Guidance on Executive Compensation Disclosure

SEC Exec Comp Disclosure Checklist - Top 10 Actions to Take Now
Overview of SEC Proxy Disclosure Rules
Final Rules for Executive Compensation Disclosure- Federal Register

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Tax and Regulatory

FAS 123 and FAS 123(R)
FAS 123 was issued by the Financial Accounting Standards Board in 1995 and updated in 2004 [FAS 123(R)]. The revised FAS 123(R) statement requires companies to recognize compensation expense for the fair value of employee share-based payment transactions on their income statement, eliminating the accounting choices previously available under APB 25 or the original FAS 123. For payment transactions with no observable market value (e.g., stock options), companies must use an option pricing valuation model (e.g., Black-Scholes, binomial) to determine the fair value.

The Changing Requirements for Equity Compensation

The Battle of the High Performers - Equity Vesting Alternatives that Make a Difference

New Watchwords in LTI Compensation - Efficiency, Diversification and Performance

Performance Equity Plans - The Design and Valuation Under FAS 123(R)
FAS 123(R) - What Does It Mean for Your Organization
The Impact of FAS 123 on Stock-Based Compensation Plans

409A
Section 409A of the Internal Revenue Code, created by the American Jobs Creation Act (AJCA), defines nonqualified deferred compensation arrangements and the tax liability associated with such plans.
New Watchwords in LTI Compensation - Efficiency, Diversification and Performance
What Now for Deferred Compensation Plans?
Nonqualified Voluntary Deferred Compensation: Through the Eyes of Your Executives
The New Deferred Compensation Rules: What Employers Most Need to Know

162(m)
Section 162(m) of the Internal Revenue Code (IRC) generally disallows a tax deduction to public companies for compensation of more than $1 million paid to the company's chief executive officer or any of the four most highly compensated executive officers (other than the CEO). Section 162(m) provides that qualifying performance-based compensation will not be subject to the tax deduction limit if certain requirements are met.

New IRS Guidance on Section 162(m): Only Four Employees Now Subject to Section 162(m); CFO No Longer Included
Viewpoint - 162(m), the Museum of Unintended Consequences

280(g)
Section 4999 of the Internal Revenue Code 280(G) was established in 1983 to cap change-in-control parachute payments made to executives.
Hot Topics - Golden Parachutes

Sarbanes-Oxley
The Sarbanes-Oxley Act of 2002 regulates accounting oversight, corporate responsibility (to include certified financial statements), documentation and reporting. The law also requires that written notification be provided for periods where employees cannot trade company stock [for 401(k) and other deferred compensation plans] and limits insider trading during such periods, prohibits the extension of credits/personal loans to directors and officers and limits auditing firms' ability to provide additional services to their client.

Sarbanes-Oxley: Bane or Boon
Blackout Rules and DC Plans: Shedding Light on Sarbanes-Oxley
Sarbanes Oxley Act of 2002 White Paper

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Severance and Change-in-Control Agreements
Severance agreements constitute a continuation of an employee's salary after termination that is paid either in a lump sum or on a continuation basis. The amount usually is based on the employee's length of service. Benefits continuation may be a part of a severance package for the employee and/or dependents for a period after termination. Change-in-control agreements are related to a stated percentage change in ownership whereby provisions of an employment contract may cause an increase or an acceleration of specified payments or benefits.

A Reasonable Approach to Severance and Change-in-Control Payments

Severance and Change-in-Control Practices–2007

A Call to Action - Reviewing Severance and Change-in-Control Policies
Severance and Change-in-Control Policies: Now Is the Time to Act

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Employment Agreements

Executive Employment Agreements

Till Wealth Do Us Part - The Truth Behind Executive Employment Arrangements

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Pay for Performance
Programs that link pay (base and/or variable), in whole or in part, to individual, group, and/or organizational performance.

The Battle of the High Performers - Equity Vesting Alternatives that Make a Difference

Innovative Executive Compensation Programs in the New Millennium

Also see Long-term Incentives


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Compensation Philosophy
The principles that guide design, implementation and administration of a compensation program at an organization.

Revisiting Executive Compensation Philosophy

The Devil is in the Details - Analytical Pitfalls in Executive Compensation Benchmarking


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