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5 Major Executive Comp Trends for 2013

Pay for Performance…

…Most companies now use pay-for-performance looking at an executive’s performance over a three year period.

Say on Pay…

…Shareholders overwhelmingly support say on pay.

Annual Incentives…

…These appear down slightly versus 2012, with new financial and non-financial metrics used to measure performance.

Long-Term Incentives…

… Restricted Stock Units, Stock Appreciation Rights and performance awards continue to dominate executive incentive pay.

2013 Merit Increase Budget…

…Incremental growth continues consistent with previous years.

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Stocks: An Overview

Own stock – work for yourself.  Employers often want employees, especially executives, to think like company owners.  The best way to do that:  issue stock, options to purchase stock or other forms of equity equivalents, such as phantom stock.

While equity and there equivalents vary significantly to both companies and executives, most have advantages obvious for all parties:  companies gains employees motivated to improve overall company value and employees receive added compensation for their work.

Yet, equity contracts and grants often remain convoluted. Each is different, and it is important to thoroughly read through the details in plans and granting documents, especially checking strike prices, vesting provisions, acceleration clauses, claw backs, expirations, benefits, and exercise restrictions.

The most common types of equity grants are as follows:

  •  Incentive stock options (ISOs) are among the most common form of equity granted to employees.  They may only be granted to certain individuals, and they are the only equity option that offers particularly favorable tax treatment – capital gains tax rates upon sale, with no tax due upon exercise – so long as a number of prerequisites are met. The classic formulation of an ISO is an option to purchase stock at a particular per share price some point in the future.  These grants usually vests over time, with the first slug vesting after twelve months (the cliff), and the remaining, on a quarterly basis over three years.
  •  Non-qualified stock options (NQSOs) are similar to ISOs but without the favorable tax treatment. This means typically that the employee is taxed upon exercise of the option at ordinary income tax rates, as opposed to capital gains rates upon sale.  This usually results in individuals buying and selling stock on the same day to cover taxes, as opposed to clearing the twelve month holding period to reach long term capital gains rates.
  •  Stock Settled Appreciation Rights (SSARs) grants an employee payment in stock. The payment is equal to the amount which the value of stock has increased since the employer-employee agreement was made.
  •  Phantom Stock is similar to SSARs, but the employee is paid in cash instead of stock. The payment is still equal to the amount which the value of the stock has increased, but the employee receives no actual stock.
  • Restricted Stock Grants are a fixed amount of shares that are given to the employee that are subject to a right of forfeiture or repurchase by the company.  That right lapses over time, much like vesting.
  •  Restricted Stock Units (RSUs) is when an employee is granted stock to be paid at a specified date in the future. These are also subject to forfeiture or repurchase by the company. RSUs are usually used by newer companies looking to grow.

Wrongful cancellations of employee stock options and grants, breach of option agreements or wrongful termination of options are often sufficient grounds for legal action.  But knowing exactly what type of equity that your company offers to you is crucial, both to know what you’re getting and to understand if the company has breached its agreement. As you can see, each type of stock comes with its own set of rules that an employer must abide to, each of which results in different benefits to the employee. If you are negotiating for one of these grants, believe your company has breached one of the rules or you believe you’ve earned equity you never received, please contact us today.

Click here to view our FAQs on Executive Compensation.

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Carried Interest: A Breakdown

Carried Interest or the “carry” refers to the percentage of the profit received by fund managers. Commonly, a manager who oversees a fund on behalf of limited partners receives a share of the profit from any investment gains. By way of example, a hedge fund manager usually receives 20% of the profits. Essentially, the carry rewards managers for enhancing fund performance, and serves as a useful incentive-based income.  While “profits” can be manipulated, good definitions, as well as clawbacks and collars serve to protect both managers and their funds from compensation swings.

If you have any questions about your carry, tax or any other executive compensation questions, contact us today.

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Executive Trends – 2011

As the first year of Dodd-Frank comes to a close, we recap the major trends in executive compensation from the previous year:

  • Focus on structure, design and stability of executive contracts as economy begins to pick up
  • Closer communication with shareholders
  • Significant concern with external governance and pay for performance
  • Emphasis on accurate goal-setting and formula to measure performance

Predictions for 2012 and beyond:

  • Pay for performance will continue to be the flavor of the day, taking up a higher percentage of overall compensation
  • Continuing efforts to streamline and improve formulas and metrics to measure performance
  • Deeper reliance on peer groups and focus on long-term incentives
  • Further attempts to eliminate inefficient pay practices
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