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FL » Topics » What is our compensation program designed to reward and not reward?

This excerpt taken from the FL DEF 14A filed Apr 9, 2009.

What is our compensation program designed to reward and not reward?

We have designed our compensation program to align the financial interests of our executives, including the named executive officers, with those of our shareholders. For that reason, it is designed to reward the overall effort and contribution of our executives as measured by the Company’s performance in relation to targets established by the Compensation Committee, more than individual performance. Key concepts underlying our program are:

 

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Executive compensation should be balanced between annual and long-term compensation and between cash and equity-based compensation (stock options and restricted stock).

 

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The compensation program should align the interests of executives with those of the Company’s shareholders by rewarding both efforts to increase the Company’s share price and the achievement of performance factors that contribute to the Company’s long-term health and growth (even if not immediately translated into increases in share price).

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A substantial portion of the compensation of our executives, whether paid out currently or on a long-term basis, should be dependent on the Company’s performance.

 

•

  

 

  

More-senior executives should have a greater portion of their compensation at risk, whether through performance-based bonus programs or through stock price appreciation.
This excerpt taken from the FL DEF 14A filed Apr 10, 2008.

What is our compensation program designed to reward and not reward?

We have designed our compensation program to align the financial interests of our executives, including the named executive officers, with those of our shareholders. For that reason, it is designed to reward the overall effort and contribution of our executives as measured by the Company’s performance in relation to targets established by the Compensation Committee, more than individual performance. Key concepts underlying our program are:

 

•

  

 

  

Executive compensation should be balanced between annual and long-term compensation and between cash and equity-based compensation (stock options and restricted stock).

 

•

  

 

  

The compensation program should reward both efforts to increase the Company’s share price and the achievement of performance factors that contribute to the Company’s long-term health and growth (even if not immediately translated into increases in share price).

 

•

  

 

  

A substantial portion of the compensation of our executives, whether paid out currently or on a long-term basis, should be dependent on the Company’s performance or the performance of its stock.

19

 

•

  

 

  

More-senior executives should have a greater portion of their compensation at risk, whether through performance-based bonus programs or through stock price appreciation.
This excerpt taken from the FL DEF 14A filed Apr 17, 2007.

What is our compensation program designed to reward and not reward?

We have designed our compensation program to align the financial interests of our executives, including the named executive officers, with those of our shareholders. For that reason, it is designed to reward the overall effort and contribution of our executives as measured by the Company’s performance in relation to targets established by our Compensation and Management Resources Committee (“Compensation Committee”), more than individual performance. Key concepts underlying our program are:

 
•

  

 

  

Executive compensation should be balanced between annual and long-term compensation and between cash and non-cash compensation (stock options and restricted stock).

 

•

  

 

  

The compensation program should reward both efforts to increase the Company’s share price and the achievement of performance factors that contribute to the Company’s long-term health and growth (even if not immediately translated into increases in share price).

 

•

  

 

  

A substantial portion of the compensation of our executives, whether paid out currently or on a long-term basis, should be dependent on the Company’s performance or the performance of its stock.

 

•

  

 

  

More-senior executives should have a greater portion of their compensation at risk, whether through performance-based bonus programs or through stock price appreciation.

EXCERPTS ON THIS PAGE:

DEF 14A
Apr 9, 2009
DEF 14A
Apr 10, 2008
DEF 14A
Apr 17, 2007

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