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UPS » Topics » The Link Between UPS Culture and Compensation

This excerpt taken from the UPS DEF 14A filed Mar 13, 2009.
The Link Between UPS Culture and Compensation
 
UPS founder Jim Casey once said that good management is the ability to make people feel that you and they are the company — not merely employees. The idea of management by partnership, and Jim’s belief that determined people working together can do anything, are two of many basic principles that have allowed UPS to grow and reinvent itself for more than 100 years. The management philosophy Jim expressed in the early years of operation grew into a culture based on integrity, honesty and trust in each other. Our practices, including compensation programs, reflect an early understanding that continued success was not only dependent on our innovative service, but also on the development and well-being of the UPS team. UPS leaders will consistently point to three practices, above all others, which have contributed to our sustained long-term growth:
 
  •  strong culture of partnership and loyalty among all “UPSers”;
 
  •  employees establishing and maintaining a significant stock ownership in our company; and
 
  •  the opportunity for multiple careers within the same organization.
 
UPS reflects these principles in our compensation programs by rewarding ownership, performance and long-term commitment to the organization. UPS career development and succession planning programs strengthen the partnership by offering rotational assignments within and across UPS business units, through internal and external education, by identification of future career paths and by encouraging individual responsibility for self-development.
 
This excerpt taken from the UPS DEF 14A filed Mar 17, 2008.
The Link Between UPS Culture and Compensation
 
UPS founder Jim Casey once said that good management is the ability to make people feel that you and they are the company — not merely employees. The idea of management by partnership, and Jim’s belief that determined people working together can do anything, are two of many basic principles that have allowed UPS to grow and reinvent itself for more than 100 years. The management philosophy Jim expressed in the early years of operation grew into a culture based on integrity, honesty and trust in each other. Our practices, including compensation programs, reflect an early understanding that continued success was not only dependent on our innovative service, but also on the development and well-being of the UPS team. UPS leaders will consistently point to three practices, above all others, which have contributed to our sustained growth:
 
  •  strong culture of partnership and loyalty among all “UPSers”;
 
  •  employees establishing and maintaining a significant stock ownership in our company; and
 
  •  the opportunity for multiple careers within the same organization.
 
We reflect these principles in our compensation programs by rewarding ownership, performance and long-term commitment to the organization. UPS career development and succession planning programs strengthen the partnership by offering rotational assignments within and across UPS business units, through internal and external education, by identification of future career paths and by encouraging individual responsibility for self-development.
 

EXCERPTS ON THIS PAGE:

DEF 14A
Mar 13, 2009
DEF 14A
Mar 17, 2008

RELATED TOPICS for UPS:

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