“Ceo Pay in Perspective”
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The CEO Pay Ratio Rule: Navigating the Process and Answering the Questions
TRENDS & ISSUES The CEO Pay Ratio Rule: Navigating the Process and Answering the Questions AUTHORS Perhaps one of the most controversial provisions under the Dodd- Frank Wall Street Reform and Consumer Protection Act of 2010 is the requirement to track and disclose the ratio between a company’s median paid employee and its CEO (often called the CEO Pay Ratio). The U.S. Treasury secretary and top financial regulators will convene and deliver a report by June outlining what they believe is, and what isn’t, working under this rule. In addition, the acting chairman of the Securities and Exchange Commission Deb Lifshey (SEC) sought additional public comments specific to the CEO Pay Managing Director Ratio, which were submitted at the end of March. While it is possible the CEO Pay Ratio rule will “Any significant either be amended or delayed, companies should changes will still be spending some time preparing for the rule require because any significant changes will require Congressional Congressional action, which typically takes time. action, which At the time of this writing, companies should be takes time.” Sharon Podstupka operating under the assumption that the Principal requirement will go into effect for proxies filed in 2018. Whether your company has hundreds of thousands of employees spread throughout the world or is a smaller domestic business, we recommend a structured approach to ensure organized collection of data and clear presentation of the ratio. The Basics When adopted, Dodd-Frank simply required that companies disclose the median annual total compensation of all employees, the CEO’s annual compensation (which was already a required disclosure), and the ratio between the two. -
The Concentration Effect of Strengths: How the Whole System “AI” Summit
+ Models ORGDYN-419; No. of Pages 12 Organizational Dynamics (2012) xxx, xxx—xxx Available online at www.sciencedirect.com jo urnal homepage: www.elsevier.com/locate/orgdyn The concentration effect of strengths: How the whole system ‘‘AI’’ summit brings out the best in human enterprise David L. Cooperrrider Appreciative Inquiry, or ‘‘AI’’ is taking the strengths When is it that the best in human beings arises most easily, revolution to a new level, far beyond today’s common productively, and naturally? Our answer, from several dec- talent-management focus. Introducing the next genera- ades of fieldwork and hundreds of interviews with successful tion AI Design Summit — something that a recent CEO managers, is unequivocal: the best in human organization report singles out as ‘‘the best large group method in the happens when people collectively experience the wholeness world today’’ of their system — when strength touches strength — across whole systems of relevant and engaged stakeholders, inter- TALKING ABOUT ‘‘POSITIVE STRENGTHS’’ gets people nal and external, and top to bottom. Sounds complicated? excited. It’s thrilling to think that a new wave of manage- Surprisingly, it is exactly the opposite. In fact, because of the ment innovation and positive organizational scholarship natural positivity that’s unleashed when we collaborate might revolutionize the way we engage the workforce, trans- beyond silos and artificial separations keeping us apart, it form business strategy, and prepare our organizations for a is often profoundly easy. The use of large group methods for world of open innovation with customers, suppliers, and doing the work of management, once a rare practice, is other key stakeholders. -
UNITED STATES SECURITIES and EXCHANGE COMMISSION Washington, D.C
Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K (Mark One) ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended October 31, 2017 Or TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission file number 001-37483 HEWLETT PACKARD ENTERPRISE COMPANY (Exact name of registrant as specified in its charter) Delaware 47-3298624 (State or other jurisdiction of (I.R.S. employer incorporation or organization) identification no.) 3000 Hanover Street, Palo Alto, California 94304 (Address of principal executive offices) (Zip code) Registrant's telephone number, including area code: (650) 687-5817 Securities registered pursuant to Section 12(b) of the Act: Title of each class Name of each exchange on which registered Common stock, par value $0.01 per share New York Stock Exchange Securities registered pursuant to Section 12(g) of the Act: None Indicate by check mark if the registrant is a well-known seasoned issuer as defined in Rule 405 of the Securities Act. Yes No Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes No Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. -
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Hitachi Integrated Report 2018 Year ended March 31, 2018 Hitachi Group Identity Originally set by Hitachi founder Namihei Odaira, the Mission has been carefully passed on to generations of Hitachi Group employees and stakeholders throughout the company’s 100-year history. The Values reflect the Hitachi Founding Spirit, which was shaped by the achievements of our company predecessors as they worked hard to fulfill Hitachi’s Mission. The Vision has been created based on the Mission and Values. It is an expression of what the Hitachi Group aims to become in the future as it advances to its next stage of growth. The Mission, Values, and Vision are made to Identity be shared in a simple concept: Hitachi Group Identity. The more than century-long history of Hitachi since its founding is built atop the Mission expressed by founder Namihei Odaira— “Contribute to society through the development of superior, original technology and products.” Based on continually honing its proprietary technologies, Hitachi has sought to fulfill this Mission by providing products and services that address societal issues as they have changed over time. Hitachi’s philosophy of contributing to society and helping efforts to address societal issues is fully aligned with the Sustainable Development Goals (SDGs) adopted by the United Nations and the Society 5.0* concept promoted by the Japanese government. Today and for the future, Hitachi aims through its wide-ranging business activities to resolve the issues of its customers and society in the quest to build a more dynamic world. * Society 5.0 expresses a new idea of society and related efforts to achieve this, as advocated by the Japanese government. -
Keysight Technologies Who We
Keysight Technologies Who We Are: The world leader in electronic test and measurement Fast Facts President and CEO Ron Nersesian Headquarters Santa Rosa, California Number of Employees 9,500 FY13 Revenue $2.9 billion Market Size $12 billion1 R&D Centers 12 centers across the world Sales In more than 100 countries Key Markets and Rankings Keysight holds the #1 position in its industry segments of: Communications (wireless data) Aerospace and Defense Industrial, Computers, and Semiconductors Website www.keysight.com Naming Background Name: The name Keysight is derived from two English words: key, meaning indispensable or essential, a means of access; and insight, meaning the power of seeing, having vision and perception. The name connotes seeing what others cannot, having the critical or key insight to understand and unlock the changing technology landscape. Tagline: “Unlocking measurement insights for 75 years,” commemorates the birth of the original Hewlett-Packard Company, from which Agilent’s electronic measurement business originated. Logo: Keysight’s symbol is a stylized waveform – the shape and form of a common electrical signal. The symbol represents the company’s 100% focus on electronic measurement once it separates from Agilent Technologies, as well as a tribute to its legacy that dates back to the beginning of the electronic measurement industry as the original Hewlett Packard Company. Company colors: The corporate signature’s colors are Keysight Red and Keysight Gray. Milestones 1 per Company estimates Nov. 18 1999 Agilent was spun off from Hewlett-Packard as the largest initial public offering (IPO) in Silicon Valley history Sep. 19, 2013 Agilent announced plans to separate into two publicly traded companies through a tax-free spinoff of its electronic measurement company Jan. -
Pay Ratio Disclosures
Practical Guidance® Market Trends 2019/20: Pay Ratio Disclosures A Practical Guidance® Practice Note by Michael L. Hermsen, Candace R. Jackson, and Kwaku Osebreh, Mayer Brown LLP For additional information on pay ratio disclosure, see Pay Ratio Disclosure and Pay Ratio Rule Presentation. For other market trends articles covering various capital markets and corporate governance topics, see Market Trends. Michael L. Hermsen Mayer Brown LLP Disclosure Requirement The pay ratio disclosure rule is contained in paragraph (u) of Item 402 of Regulation S-K (17 C.F.R. § 229.402(u)). It requires public companies to disclose: • The median of the annual total compensation of all employees other than the chief executive officer Candace R. Jackson • The annual total compensation of the chief executive Mayer Brown LLP officer • The ratio of these amounts Filings Requiring Pay Ratio Disclosure Kwaku Osebreh Generally, the pay ratio disclosure appears in filings that Mayer Brown LLP require executive compensation disclosure pursuant to Item 402 of Regulation S-K, such as proxy and information This practice note focuses on recent market trends covering statements, annual reports on Form 10-K, and registration the Securities and Exchange Commission’s (SEC’s) pay ratio statements under the Securities Act of 1933 and the rulemaking, which was mandated by the Dodd-Frank Wall Securities Exchange Act of 1934. Street Reform and Consumer Protection Act (111 P.L. 203, 124 Stat. 1376), and provides recent pay ratio disclosure examples. The SEC originally proposed pay ratio disclosure Location of the Disclosure in 2013, and the proposal generated a great deal of interest The pay ratio disclosure is called for by Item 402(u) of and debate. -
Enabling the Enterprise Through Hybrid Cloud
Enabling the Enterprise Through Hybrid Cloud Transforming to a Digital Enterprise Enabling the Enterprise Through Hybrid Cloud Traditional IT environments can’t match the pace of change in modern enterprises, and that’s why the hybrid cloud platform is a key element in the digital transformation journey. Combining the capabilities available in the public cloud environment with a modern, on-premises cloud platform eliminates the restrictions of a traditional IT approach, creating a business-relevant infrastructure to meet the demands of business stakeholders, end users and developers. Hybrid cloud environments enable organizations to rapidly develop, deploy, execute and protect next-generation applications through a flexible, policy-driven software-defined platform that reinforces the value IT brings to the business. 2 Enabling the Enterprise Through Hybrid Cloud IT has a tradition of building silos of technology. Sometimes IT builds silos because the organization has discrete functional requirements. Sometimes it builds them because of budgetary cycles, software licensing, hardware scalability or a convincing sales message. Whatever the cause, organizations often end up with many data repositories and a complex, inflated IT estate. Even as walls go up between applications and data, however, businesses need to tear them down. New channels require new applications. Market windows open and close in a matter of months, even weeks. As a result, application needs have undergone a dramatic shift. Today, the table stakes for new applications include the ability to interface with loosely coupled services, to implement infrastructure as code and to tolerate failures. Application developers, data scientists, business analysts, and infrastructure service providers must work together collaboratively to meet the dynamic needs of the digital enterprise. -
CEO Pay Ratio: Leading Indicator of Broader Human Resource Matters?
July 2019 On the board’s agenda | US CEO pay ratio: Leading indicator of broader human resource matters? Introduction Now that the CEO pay ratio disclosure requirement has been in place proposals garnered very little shareholder support in the 2019 proxy for two proxy seasons, it has demonstrated to be less impactful than season, they will likely continue to be on the proxy ballot for some some proponents and others may have expected. However, pay ratio companies next year. disclosure may just be the opening salvo in employee, shareholder, The CEO pay ratio disclosure has also led a number of commentators to media, and regulators’ demands for additional employee and suggest shareholders would also benefit from gender, race, and ethnicity compensation data. For example, some major investors have asked pay disclosure similar to that in the UK, which requires all companies with companies to disclose additional details about the median employee, 250 employees or more to disclose gender pay information. including the employee’s geographic location and whether he/she is a salaried or hourly employee, in addition to more general information These and other developments suggest that compensation disclosure about the composition of the workforce, including geographic is converging with broader concerns about issues such as gender, race distribution, proportion of salaried and hourly employees, and the and ethnicity pay equity, culture, diversity and inclusion, and employee percentage of the total workforce comprised of contract workers. engagement. As a result, more time is likely to be spent on human resource policies at the both the board and compensation committee The CEO pay ratio disclosure also led to shareholder proposals levels, and compensation committees may be thinking about requesting that the compensation committee consider the CEO pay broadening their charters to become human capital committees. -
Integrated Report 2014(3.52MB)
SATO’s Genbaryoku – Why Customers Keep Coming Back 2020 The SATO Group has always changed with the times. From the invention of the hand labeler in 1962 to the development of the world’s first barcode printer in 1981, SATO has continually met the needs of the market with revolutionary new products. In the 1990s SATO shifted the focus of its core business to providing total solutions. We began delivering solutions such as barcode Auto-ID technology to a variety of industries, to improve the accuracy and efficiency of labor processes, generating data on the movement of items and connecting it to IT infrastructures, linking the physical with the virtual. The 2014 onwards driving force for our past success has been SATO’s uncompromising passion for hands-on problem- solving. We personally visit our customers’ sites to better understand their operating environment. With Next-generation total solutions this approach we can fully grasp the core of the issues customers face, and truly begin advising them on Innovation through the combination of new technologies, changes and improvements. Our commitment to finding solutions to our customers’ problems is what 2000s processes and services utilizing our “+ONE” approach will give rise to next-generation AIDC solutions, evolving our core cultivated SATO’s Genbaryoku. Even if the focus of our business changes and evolves, the way in which business to create new customer values with our expertise we serve customers will remain the same as it provides the foundation for our continued growth. With the evolution of information technology, our lives have reached new Technologies levels of convenience, and in the future the need to connect the physical Shift to Auto-ID Solution business with the virtual will be even greater. -
CEO Pay Ratio and Culture
CEO Pay Ratio and Culture Maisi Li ANR 132033 Master Finance Supervisor: Prof. Dr. H.M. Prast August 2018 1 Abstract This paper studies the determinants of the relative compensation of CEO and rank-and- file employees (CEO pay ratio). We use culture dimensions developed by Hofstede (2001) to explain the cross-national CEO pay ratio disparity. First, we relate culture dimensions (power distance, individualism-collectivism, long-term orientation and indulgence-restraint) to CEO pay ratio. Second, our results suggest that power distance is positively associated with CEO- employee relative pay; individualism is positively related to CEO pay ratio; long-term orientation is positively associated with CEO–employee relative pay and indulgence is positively related to CEO pay ratio as well. We conclude that culture dimensions give an explanation of CEO pay ratio gaps across nations. This conclusion indicates that the compensation structure in a firm carries some symbolic meanings determined by the sovereign values in a society. The corporate governance is an expression of a cognitive pattern of various cultures. Key words: culture; CEO pay ratio 2 Contents Abstract ...................................................................................................................................... 2 1. Introduction ............................................................................................................................ 4 2. Theoretical Background & Hypothesis Development .......................................................... -
SEEING DIGITAL SEEING DIGITAL Table of Contents
David “A very important read” PROFESSOR F. WARREN MCFARLAN – Moschella HARVARD BUSINESS SCHOOL seeing a visual guide to the INDUSTRIES, ORGANIZATIONS, & CAREERS of the 2020s Published by DXC Technology DXC Technology 1775 Tysons Blvd. Tysons, VA 22102 USA www.dxc.technology © 2018 by Leading Edge Forum www.leadingedgeforum.com All rights reserved. ISBN 978-0-692-10112-4 SEEING DIGITAL SEEING DIGITAL Table of Contents Foreword Mike Lawrie, Chairman, President, and CEO, DXC Technology Introduction What do our clients want to know? ............................................................................1 Part I – The Post-Cloud Technology Landscape Chapter 1 – From the cloud to the Matrix ...................................................................13 Chapter 2 – There is nothing artificial about machine intelligence.......................27 Part II – The Digital Transformation Journey Chapter 3 – The myths and realities of industry disruption.................................. 45 Chapter 4 – Becoming a platform organization ...................................................... 63 Chapter 5 – Building your firm from the outside in............................................... 77 Chapter 6 – Seeing technology’s risks .......................................................................93 Chapter 7 – Digital leadership is a team sport .......................................................111 Chapter 8 – The future of Enterprise IT ................................................................. 127 Chapter 9 – Digital as a career -
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