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EQUITY RESIDENTIAL (EQR)
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EQR » Topics » Compensation Philosophy

This excerpt taken from the EQR DEF 14A filed Apr 16, 2009.

Compensation Philosophy

The goal of the Company’s executive compensation program is to retain and reward executives who create long-term value for our shareholders. Our compensation program rewards financial and operating performance and leadership excellence, aligns the executives’ long-term interests with those of our shareholders and motivates executives to remain at the Company for years.

This excerpt taken from the EQR DEF 14A filed Apr 17, 2008.

Compensation Philosophy

To achieve this mission and vision – including engaging and retaining our workforce, as well as attracting the best people in the industry – the Company developed the Equity Residential Compensation Philosophy. This Philosophy represents the Company’s commitment to employees concerning their compensation and calls for compensation programs and structures that are:

 

  •  

Competitive and market-based. The Company maintains a competitive position on total compensation in the marketplace to engage employees, retain high performers and attract the best apartment industry talent.

 

  •  

Performance driven. The Company offers incentive compensation plans with opportunities for the highest performers to earn the highest rewards on a total compensation basis.

 

  •  

Fair and internally equitable. The Company’s salary structure and incentive compensation plans are designed to compensate every employee fairly compared to other Company employees, both in the same job and in other jobs.

 

  •  

Consistent and flexible. The Company’s compensation programs apply the same principles for all employees, taking into account employee and company performance levels, documented variations in local markets, and differences in job structures.

 

  •  

Easy to understand and administer. The Company sets salary ranges based on reliable, location-specific data, adjusting ranges periodically for changes in the marketplace. Managers are given the tools and information they need to make sound compensation decisions that are consistent with this philosophy. Managers are held accountable for making good compensation decisions.

 

  •  

Openly communicated. The Company regularly and openly communicates with its employees to explain how positions are evaluated and how they compare to others in the industry and the Company. Managers are given the information and education they need to be experts on this

 

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philosophy, as well as our compensation program and structure. Managers are held accountable for communicating the compensation program, expectations and decisions to their employees.

This excerpt taken from the EQR DEF 14A filed Apr 16, 2007.

Compensation Philosophy

      To achieve this mission and vision – including engaging, retaining and attracting the best people in the industry – the Company developed the Equity Residential Compensation Philosophy. This Philosophy represents the Company’s commitment to employees concerning their compensation and calls for compensation programs and structures that are:

  • Competitive and market based. The Company maintains a competitive position on total compensation in the marketplace to engage employees, retain high performers and attract the best apartment industry talent
     
  •  Performance driven. The Company offers incentive compensation plans with opportunities for the highest performers to earn the highest rewards on a total compensation basis.
     
  • Fair and internally equitable. The Company’s salary structure and incentive compensation plans are designed to compensate every employee fairly compared to other Company employees, both in the same job and in other jobs.
     
  • Consistent and flexible. The Company’s compensation programs apply the same principles for all employees, taking into account employee and company performance levels, documented variations in local markets, and differences in job structures.
     
  • Easy to understand and administer. The Company sets salary ranges based on reliable, location-specific data, adjusting ranges periodically for changes in the marketplace. Managers are given the tools and information they need to make sound compensation decisions that are consistent with this philosophy. Managers are held accountable for good compensation decisions.
     

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  • Openly communicated. The Company regularly and openly communicates with its employees to explain how positions are evaluated and how they compare to others in the industry and the Company. Managers are given the information and education they need to be experts on this philosophy, as well as our compensation program and structure. Managers are held accountable for communicating the compensation program, expectations and decisions to their employees.

EXCERPTS ON THIS PAGE:

DEF 14A
Apr 16, 2009
DEF 14A
Apr 17, 2008
DEF 14A
Apr 16, 2007

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