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HBI » Topics » Objectives of Our Compensation Programs

This excerpt taken from the HBI DEF 14A filed Mar 12, 2009.
Objectives of Our Compensation Programs
 
We are committed to providing market competitive total compensation packages to attract and motivate talented employees. We believe in pay for performance, and we link total compensation to performance throughout our organization to create the appropriate level of incentives and risks. We actively manage our compensation structures and levels to adapt to changes in the marketplace and the continuing evolution of our company. We also seek to align the interests of our executives, including our named executive officers, with our stockholders. The Compensation Committee reviewed our compensation philosophy during 2008 and did not make any changes to our overall philosophy.
 
The goal of our compensation programs is to create a sustainable competitive advantage by achieving higher productivity and lower costs than our competitors. Our compensation objectives at all compensation levels, including for our named executive officers, support this goal by:
 
  •  strategically choosing favorable locations and labor markets;
 
  •  linking total compensation to performance to create incentives to perform;
 
  •  ensuring compensation levels and components are actively managed according to the supply and demand of relevant markets; and
 
  •  using equity compensation to align employees’ long-term interests with those of our stockholders.
 
To accomplish these goals, we use the following operating principles:
 
  •  adherence to the highest legal and ethical standards;
 
  •  simplicity in design, structure and process;
 
  •  transparency and clarity in communicating our compensation programs; and
 
  •  flexibility in design, process and approach.


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Table of Contents

 
This excerpt taken from the HBI DEF 14A filed Mar 10, 2008.
Objectives of our Compensation Programs
 
We are committed to providing market competitive total compensation packages to attract and motivate talented employees. We believe in pay for performance, and we link total compensation to performance throughout our organization to create the appropriate level of incentives and risks. We actively manage our compensation structures and levels to adapt to changes in the marketplace and the continuing evolution of our company. We also seek to align the interests of our executives, including our named executive officers, with our stockholders. The Compensation Committee reviewed our compensation philosophy during 2007 and did not make any changes.
 
The goal of our compensation programs is to create a sustainable competitive advantage by achieving higher productivity and lower costs than our competitors. Our compensation objectives at all compensation levels, including for our named executive officers, support this goal by:
 
  •  strategically choosing favorable locations and labor markets;
 
  •  linking total compensation to performance to create incentives to perform;
 
  •  ensuring compensation levels and components are actively managed according to the supply and demand of relevant markets; and
 
  •  using equity compensation to align employees’ long-term interests with those of our stockholders.
 
To accomplish these goals, we use the following operating principles:
 
  •  adherence to the highest legal and ethical standards;
 
  •  simplicity in design, structure and process;
 
  •  transparency and clarity in communicating our compensation programs; and
 
  •  flexibility in design, process and approach.


27

Table of Contents

 

EXCERPTS ON THIS PAGE:

DEF 14A
Mar 12, 2009
DEF 14A
Mar 10, 2008

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