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This excerpt taken from the DVN DEF 14A filed Apr 28, 2008. Compensation
Weighted Toward Incentive Pay
We believe that the proportion of an employees total
direct compensation that varies based on performance should
increase as the scope of the individuals ability to
influence our results increases. Since executive officers have
the greatest responsibility for, and influence over, our
results, a significant portion of their overall compensation
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Commitment Runs Deep
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consists of incentive pay that is at risk. In 2007,
for example, approximately 90 percent of the estimated
value of the total direct compensation of our CEO was at risk.
The estimated value of the total direct compensation at risk in
2007 for all other named executive officers ranged from
approximately 80 percent to 90 percent of their total
direct compensation.
This excerpt taken from the DVN DEF 14A filed Apr 27, 2007. Compensation
Weighted Toward Incentive Pay
We believe that the proportion of an employees total
compensation that varies based on performance should increase as
the scope of the individuals ability to influence our
results increases. Since executive officers have the greatest
influence over our results, a significant portion of their
overall compensation consists of incentive pay that is at
risk, and the potential value of incentive awards provided
to executives increases at higher levels of responsibility. In
2006, for example, approximately 90% of the total direct
compensation (the sum of salary, bonus and long-term incentive
compensation awards granted in 2006) of our Chief Executive
Officer was at risk against near-term and long-term performance
goals. The total direct compensation at risk against near-term
and long-term performance goals in 2006 for all other named
executive officers
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ranged from approximately 81% to 86% of their total direct
compensation. This approach also helps to align our compensation
expenses with the cyclical nature of the oil and gas industry.
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