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This excerpt taken from the DBD DEF 14A filed Mar 10, 2009. Peer
Group
Each year the Committee also reviews the peer group itself, as
companies may merge or be acquired, liquidated or
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otherwise disposed of, or may no longer be deemed to adequately
represent our peers in the market.
Several factors are used to select peer group companies:
During 2008, the peer group consisted of 28 companies that
we believe fairly represent the companies with which we compete
for executive talent. These companies range from approximately
1/2
to 2 times our annual revenue. The peer group also serves as one
of the indexes used to assess our TSR as part of our performance
share plan.
During 2008, the following companies made up the peer group and,
as such, served as the primary basis for benchmarking our pay
levels and practices (the below peer group is unchanged from our
proxy statement for our 2008 annual meeting of shareholders):
This excerpt taken from the DBD DEF 14A filed Oct 9, 2008. Peer
Group
Each year the Committee also reviews the Peer Group itself, as
companies may get merged, acquired, liquidated or otherwise
disposed of, or may no longer be deemed to adequately represent
the Company’s peers in the market.
Several factors are used to select Peer Group companies:
At the beginning of 2007, the Peer Group consisted of 31
companies; however, during 2007, several companies in the Peer
Group merged or were otherwise removed due to changes in their
business condition, leaving the Peer Group at 28 companies as of
December 31, 2007. The Company believes that this group
fairly represents the companies with which it competes for
executive talent. The Peer Group also serves as one of the
indexes used to assess the Company’s TSR as part of its
performance share plan.
During 2007, the following companies made up the Peer Group and,
as such, served as the primary basis for benchmarking the
Company’s pay levels and practices:
These excerpts taken from the DBD 10-K filed Sep 30, 2008. Peer
Group
Each year the Committee also reviews the Peer Group itself, as
companies may get merged, acquired, liquidated or otherwise
disposed of, or may no longer be deemed to adequately represent
the Company’s peers in the market.
Several factors are used to select Peer Group companies:
At the beginning of 2007, the Peer Group consisted of
31 companies; however, during 2007, several companies in
the Peer Group merged or were otherwise removed due to changes
in their business condition, leaving the Peer Group at
28 companies as of December 31, 2007. The Company
believes that this group fairly represents the companies with
which it competes for executive talent. The Peer Group also
serves as one of the indexes used to assess the Company’s
TSR as part of its performance share plan.
During 2007, the following companies made up the Peer Group and,
as such, served as the primary basis for benchmarking the
Company’s pay levels and practices:
Pay
Setting Process
Pay recommendations for the Company’s executives, including
the Named Executive Officers, are typically made at the
Committee’s first meeting each year, which is normally held
in February. Decisions with respect to prior year performance,
performance for other relevant periods and any resulting award
payouts, as well as equity awards, base salary increases and
target performance levels for the current year and beyond, are
also made at this meeting.
With respect to the CEO’s pay, the Committee reviews and
evaluates the CEO’s performance in executive session,
without management or the CEO. The Committee’s final pay
recommendations for the CEO are then presented to the
independent
120
members of the Board. During an executive session of the Board,
the Board conducts its own review and evaluation of the
CEO’s performance and ultimately approves the pay actions
for the CEO that it deems appropriate after considering all
input.
In evaluating the Company’s total pay program for its
executives, conducting benchmarking, assessing its results,
designing appropriate plans and recommending other potential
actions, the Committee and management from time to time use the
services of an independent compensation consultant in accordance
with the Committee’s charter. In 2007, the Committee
engaged the services of Towers Perrin, a global professional
services consulting firm, in this capacity.
Peer Group Each year the Committee also reviews the Peer Group itself, as companies may get merged, acquired, liquidated or otherwise disposed of, or may no longer be deemed to adequately represent the Company’s peers in the market. Several factors are used to select Peer Group companies:
At the beginning of 2007, the Peer Group consisted of 31 companies; however, during 2007, several companies in the Peer Group merged or were otherwise removed due to changes in their business condition, leaving the Peer Group at 28 companies as of December 31, 2007. The Company believes that this group fairly represents the companies with which it competes for executive talent. The Peer Group also serves as one of the indexes used to assess the Company’s TSR as part of its performance share plan. During 2007, the following companies made up the Peer Group and, as such, served as the primary basis for benchmarking the Company’s pay levels and practices:
Pay Setting Process Pay recommendations for the Company’s executives, including the Named Executive Officers, are typically made at the Committee’s first meeting each year, which is normally held in February. Decisions with respect to prior year performance, performance for other relevant periods and any resulting award payouts, as well as equity awards, base salary increases and target performance levels for the current year and beyond, are also made at this meeting. With respect to the CEO’s pay, the Committee reviews and evaluates the CEO’s performance in executive session, without management or the CEO. The Committee’s final pay recommendations for the CEO are then presented to the independent 120 members of the Board. During an executive session of the Board, the Board conducts its own review and evaluation of the CEO’s performance and ultimately approves the pay actions for the CEO that it deems appropriate after considering all input. In evaluating the Company’s total pay program for its executives, conducting benchmarking, assessing its results, designing appropriate plans and recommending other potential actions, the Committee and management from time to time use the services of an independent compensation consultant in accordance with the Committee’s charter. In 2007, the Committee engaged the services of Towers Perrin, a global professional services consulting firm, in this capacity. This excerpt taken from the DBD DEF 14A filed Mar 19, 2007. Peer
Group
The Committee also annually reviews the Corporation’s Peer
Group itself, as companies may get merged, acquired, liquidated
or otherwise disposed of, or may no
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longer be deemed to adequately represent the Corporation’s
peers in the market.
Several factors are used to select Peer Group companies:
The Corporation’s Peer Group was reduced through attrition
during 2006 from 43 to 37 companies, and was further
reduced in December 2006 to 31 companies because the
Committee determined that several of the largest and smallest
companies were no longer representative of the
Corporation’s peers in the market. The Corporation believes
that this group fairly represents the companies with which it
competes for executive talent. The Peer Group also serves as one
of the groups used to assess the Corporation’s TSR as part
of its performance share plan. The following companies comprised
the Corporation’s Peer Group and, as such, served as the
primary basis for benchmarking the Corporation’s pay levels
and practices:
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