By James F. Reda
The repayment Committee instruction manual is a pragmatic, how-to reference for offering considered necessary wisdom of a reimbursement committee?s position and obligations, top practices and enterprise thoughts, and basic operational systems, together with self-assessment. each point is roofed right here, together with forming a reimbursement committee with linked duties, deciding upon and coaching individuals, undertaking powerful conferences, maintaining participants abreast of present developments and occasions, and supplying the easiest reimbursement courses given a company?s brief- and long term enterprise concepts. all of the crucial information about finance, repayment, criminal concerns, and the recruitment and coaching of administrators is comfortably introduced jointly during this unmarried, easy-to-use quantity.
Presented in 4 elements, the 1st part outlines the basic tasks of every repayment committee member, in addition to the framework of accounting, tax, securities principles, and the fundamentals of repayment courses. part covers 5 present concerns: change-in-control agreements, alternative repricing, reload inventory recommendations, pooling of pursuits accounting, and new accounting principles. The 3rd part examines suggestions for positioning the repayment committee as a performance-enhancing device. the ultimate part is a finished source of ideas and rules, comparability charts to watch growth, and assets to supply details and coaching to the committee.
Be it a small corporation forming a reimbursement committee or a wide corporation that wishes the most recent thoughts to assist its board of administrators? discharge fiduciary accountability to the stockholders, The reimbursement Committee guide is necessary to company administrators and repayment committee individuals, company secretaries, common tips, CEOs, CFOs, and human assets executives.
Written in a pragmatic variety, this guide offers finished suggestions to repayment committee contributors and their advisors on the best way to maximize the opportunity of the committee. It analyzes the newest traits in CEO repayment for small, mid- and large-sized companies and is helping repayment committees meld technical info with sound company judgement.
"Jim Reda has written an outstanding and a remarkably thorough instruction manual for reimbursement committees of forums of administrators. it truly is absolute to develop into a well-worn quantity at the bookshelves not just of reimbursement committee participants, but additionally of CEO's, board chairmen, CFO's and company secretaries. I hugely suggest this ebook to the 4000 participants of the yank Society of company Secretaries. it truly is an essential consultant and source for solid company governance."--(David W. Smith, President American Society of company Secretaries, Inc.)
"Every board member is drawn to find out how to be extra effective and powerful in repayment decision-making. James Reda has striking consulting and examine credentials for enlightening administrators in this subject. His new e-book provides either the basic techniques and useful concepts of 'best practices' repayment in a fashion that may increase the functionality of any repayment committee."--(James Kristie, Editor administrators & Boards)
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Extra info for Compensation Committee Handbook (2001)
A typical board schedule would be for the compensation committee to convene for dinner the evening before the compensation committee meeting, which in turn is followed by the board meeting. For example, say the compensation committee meets four times per year. The first meeting may be attended by the firm’s outside benefits counsel, who will brief the members on latest developments that may affect the company in the area of pension and benefits. The second meeting may include the outside compensation con- 3804 P-02 10/26/01 1:38 PM Page 43 Orientation of New Members 43 sultant.
The candidate should evoke integrity, and he or she should be able to maintain confidentiality. The chemistry must be right. No matter how appealing a candidate’s background or experience, the existing board members should reject persons with whom they do not feel any affinity. Even if you cannot articulate the nagging feeling that a person is not quite right, trust your instincts and go with the feeling. The candidate should show candor, an eagerness to learn, and a lively interest in the business and work of the compensation committee.
The Walt Disney Company board has 3804 P-02 10/26/01 38 1:38 PM Page 38 Selecting and Training Compensation Committee Members very publicly announced that they value availability and intelligence more than any other criteria, as its board is made up of nontraditional board members who have a direct relationship to the chairman. Michael Eisner has stated that some of these board members put in 30 hours per month on board duties. Indeed, you will not be able to get 30 hours of work from a CEO of a major company who sits on two other boards.