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WDC » Topics » Our Executive Compensation Philosophy and Objectives

This excerpt taken from the WDC DEF 14A filed Sep 28, 2009.
Our Executive Compensation Philosophy and Objectives
 
Our compensation philosophy for our executive officers is based on the belief that the interests of our executives should be closely aligned with those of our stockholders. To support this philosophy, a large portion of each executive officer’s compensation is placed “at risk” and linked to increases in stockholder value and/or the accomplishment of specific financial or operational goals that are expected to lead to the creation of short-term and long-term value for our stockholders.
 
Our compensation policies and programs are designed to:
 
  •  attract, develop, reward and retain highly qualified and talented individuals;
 
  •  motivate executives to improve the overall performance and profitability of our company as a whole as well as the business group for which each executive is responsible, and reward executives when specific measurable results have been achieved;
 
  •  encourage accountability by determining salaries and incentive awards based on each executive’s individual performance and contribution;
 
  •  tie incentive awards to financial and non-financial metrics that drive the performance of our common stock over the long term to further reinforce the linkage between the interests of our stockholders and our executives; and
 
  •  ensure compensation levels are both externally competitive and internally equitable.
 
The Compensation Committee does not use a specific formula for allocating total compensation between performance- and non-performance-based compensation, between annual and long-term compensation or between cash and non-cash compensation. However, the Compensation Committee believes that a substantial portion of total compensation should be long-term, at-risk compensation (with that amount increasing as responsibility increases). We believe that our compensation program assists us in achieving these compensation objectives and philosophies, as described in more detail below.
 
This excerpt taken from the WDC DEF 14A filed Sep 23, 2008.
Our Executive Compensation Philosophy and Objectives
 
Our compensation philosophy for our executive officers is based on the belief that the interests of our executives should be closely aligned with those of our stockholders. To support this philosophy, a large portion of each executive officer’s compensation is placed “at risk” and linked to increases in stockholder value and/or the accomplishment of specific financial or operational goals that are expected to lead to the creation of short-term and long-term value for our stockholders.
 
Our compensation policies and programs are designed to:
 
  •  attract, develop, reward and retain highly qualified and talented individuals;
 
  •  motivate executives to improve the overall performance and profitability of our company as a whole as well as the business group for which each executive is responsible, and reward executives when specific measurable results have been achieved;
 
  •  encourage accountability by determining salaries and incentive awards based on each executive’s individual performance and contribution;
 
  •  tie incentive awards to financial and non-financial metrics that drive the performance of our common stock over the long term to further reinforce the linkage between the interests of our stockholders and our executives; and
 
  •  ensure compensation levels are both externally competitive and internally equitable.
 
The Compensation Committee does not use a specific formula for allocating total compensation between performance- and non-performance-based compensation, between annual and long-term compensation or between cash and non-cash compensation. However, the Compensation Committee believes that a substantial portion of total compensation should be long-term, at-risk compensation (with that amount increasing as responsibility increases). We believe that our compensation program assists us in achieving these compensation objectives and philosophies, as described in more detail below.
 

EXCERPTS ON THIS PAGE:

DEF 14A
Sep 28, 2009
DEF 14A
Sep 23, 2008

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