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The article reports that Robert Benmosche, Chief Executive Officer (CEO) of the insurance company American International Group Inc. (AIG) told employees he remained committed to remaining with the firm. There had been reports that Benmosche was considering resigning his position due to frustrations with U.S. limits on executive salaries placed on the company as part of its government bailout.

The article discusses results of a survey conducted by the publication on compensation for chief executives at 200 large U.S. companies during 2008. Although the median bonus award was down almost 11%, the median salary increased 4.5%. The top pay package went to co-chief executive Sanjay K. Jha of Motorola Inc., whose compensation including stock grants totaled $104 million.

The article discusses the potential impact of plans by U.S. President Barack Obama to cap the salaries of senior executives at companies that receive extraordinary, future financial assistance from the U.S. government. Although some praised the measure, others said too many opportunities existed to circumvent the cap.

The article discusses regulations U.S. President Barack Obama has imposed on executive compensation at firms receiving "extraordinary" financial assistance from the government. Restrictions include a salary cap for top executives, limits on severance pay, and mandated disclosure of spending on such perks as holiday parties and corporate jets.

The article discusses concerns over the U.S. Securities and Exchange Commission's (SEC) approval of the pay-ratio measure of the U.S. Dodd-Frank Act, which requires companies to disclose the pay gap between chief executive officers and rank-and-file workers.

The article discusses potential consequences of rules restricting executive compensation that are contained in U.S. legislation to bail out the financial industry. Some believe financial firms could extend the rules to employees beyond those explicitly covered by law. If so, hedge funds and private equity firms may try to hire away talent.

The article reports that U.S. corporate boards of directors are increasingly becoming more aggressive in managing salaries of their Chief Executive Officers (CEO). Pressed by activist stockholders and government regulators, boards are cutting CEOs' ability to set their own compensation levels and evaluating management performance more stringently.

The article presents an interview with Daniel P. Amos, chief executive officer of Aflac Inc. He was instrumental in providing his firm's shareholders a nonbinding vote on executive pay. In anticipation of that policy, Aflac's compensation committee did not feel it necessary to change any of its existing practices. His firm will respond quickly in the event a significant portion of shareholders disapprove of compensation policies.

The article reports on a lack of satisfaction the U.S. Securities and Exchange Commission is expressing in response to answers to questions it asked U.S. companies about the wages and earnings of their executives and the methods which were used to determine the wages and compensation. Additional questions which the commission has issued to the companies are discussed.

The article highlights efforts by the U.S. Securities and Exchange Commission (SEC) to get U.S. corporations to divulge through proxy statements accurate executive salaries and how that compensation is tied to performance and executive pay decisions. The article refers to criticism of the compensation given Pfizer Inc. chief executive officer Henry McKinnell.

The article focuses on changes which are being seen in the CEO hiring practices of U.S. corporate boards. Boards have traditionally focused on offering candidates large salaries and fringe benefit packages, but in 2007 many are choosing to overlook candidates that are seeking such salaries and packages, are basing benefits packages on performance, and are also hiring lawyers to negotiate hiring package details. Sharper Image Corp.'s hiring of Steven A. Lightman is presented as an example.

The article presents the author's opinions on ten methods which could be used by corporations to restore investor confidence in executive compensation management and avoid unreasonable compensation. Discussed methods include making sure that the companies' boards of directors don't work for management, and eliminating severance pay for anyone with a sizable stock stake and deferred compensation account.

The article reports on alliance that has been formed between five individuals in an effort to prompt boards of directors at corporations to scrutinize and control pay packages of executives. Lawyer Jesse Brill, Harvard Law School professor Lucian Bebchuk, Connecticut state official Meredith Miller, union official Edward Durkin, and John A Hill of Putnam Investments have joined together in an effort to limit excessive executive pay for executives whose performance does not warrant it.

The article reports that reforms designed to curb extravagant executive compensation are in fact encouraging higher paychecks at the top. Stock options, intended to replace other compensation schemes, have become embroiled in a back-dating scandal. Disclosure serves to allow business leaders to see their peers paychecks and compete for the highest pay.

The article discusses Verizon Communications Inc. and its payment of executives, specifically chief executive officer Ivan Seidenberg. In 2005 Verizon offered Seidenberg a stock incentive package which would have increased his compensation by 50% compared to 2004. However, parts of that package have been canceled due to concerns regarding stockholders' reactions considering Verizon's falling stock price in the last year.

The article looks at Pfizer Inc.'s dissatisfied shareholders. Shareholders began to appear at Pfizer's annual meetings in order to insist upon better corporate governance, especially in terms of executive pay restraint. Pfizer disclosed that chairman and chief executive Henry McKinnell would receive a large lump-sum retirement payout. The article also discusses the withholding of shareholder votes.

This article reports that boards of directors are using a tally sheets when determining the compensation to be awarded to CEO. Tally sheets plot all the income an executive can derive from the a compensation package, including pensions, severance, perks and long-term awards. The Securities and Exchange Commission will adopt a number of rules governing what companies must divulge to investor regarding management compensation. INSET: WHO MADE THE BIGGEST BUCKS.

The article reports that Coca-Cola Co. has a new compensation plan that will link executive pay to the company's performance. Directors will receive equity-share units valued at $175,000. The units cannot be cashed for three years, and then only is the company posts a compounded annual growth of 8%. Analysts say it is dangerous to tie executive compensation to performance as it tends to make directors focus only on short-term goals.

The article reports that an increasing number of corporate boards are imposing performance targets on stock options and stocks offered in their CEOs' pay packages. Amid complaints about excessive executive compensation, this is the latest strategy in an effort to tie CEO pay to performance. The increased emphasis on performance targets is intended to keep executives from reaping rich rewards for reasons unrelated to their leadership ability. Hoping to promote greater accountability, companies are turning to a variety of performance goals.

The article reports that the Securities and Exchange Commission plans to overhaul its rules for executive-compensation disclosure. The planned changes would require even companies that are already disclosing more than is required to reveal additional information. The new rules aim to increase public knowledge of executive salary, deferred compensation, severance and retirement benefits.

The article discusses lavish executive pay. Pay deals are on the rise again as is criticism of such deals from shareholders, regulators and elected officials. Executives are often paid not only for staying with a company but for leaving. For example, Nortel Networks Corp.'s outgoing chief executive will received $5 million in severance. Total compensation packages include salary, bonus, restricted stock grants, gains from exercising options and payouts from long-term incentive plans. Despite complaints that executives are paid too much, compensation keeps rising.

Offers a look at the provision of housing allowances to CEOs of U.S. corporations. Report that many CEOs are offered a stipend to cover expenses for a second home or apartment used during business travel; Details of the stipends offered to Time Warner Inc. CEO Richard D. Parsons, former Walt Disney Co. CEO Michael Eisner, and others; Claim that many corporations offer the stipends to avoid the high costs of hotel accommodation for executives; Efforts of regulators to ensure the accurate reporting of housing stipends and other executive benefits to shareholders.

Reports that in response to pressure from investors, corporate boards are adjusting the compensation for chief executives to align their pay with the company's performance. Description of changing trends in chief executive compensation, such as bonuses partly based on how a company performs against other companies, the elimination of guaranteed minimum pay, and severance accords that forbid windfalls for poor performance; Profile of Joseph Luter, CEO of Smithfield Foods, and the performance-based adjustments made to his salary. INSET: Who Made The Biggest Bucks.

Reports that less than two months after forcing out Chief Executive Carly Fiorina, Hewlett-Packard Co. picked a relative unknown, NCR Corp. Chief Executive Mark Hurd, to be the next leader of the giant computer and printer maker. Reference to Mr. Hurd's reputation as a cost-cutter and strong operations manager since taking the CEO post in 2003; Impact of his leadership on returning the company to profitability and on its share prices, which soared more than fourfold during his tenure; Differences between H-P and NCR; Challenges to Mr. Hurd at H-P, including wringing growth from its sprawling portfolio, which ranges from server-computers to printers to low-margin personal computers; Details of Mr. Hurd's compensation; Discussion of Ms. Fiorina's tenure at H-P.

Reports that executive compensation continues to rise despite the public outcry about the heft of some payment packages. Percentage increase in the total direct compensation packages of chief executive officers (CEO) at major U.S. corporations in 2002; Factors that should result in a further increase in 2003, including the economic recovery, rising share prices, fatter dividends and falling taxes; Statistics related to cash bonuses and restricted-share grants, suggesting increased wages for CEOs; Examples of some CEOs that are sensitive to the public outcry of investors.

Examines the effects of corporate reform under the Sarbanes-Oxley Act, one year after implementation, on the way corporations are governing themselves. Impact of reform on the boards of directors of companies; Shareholders concerns with respect to executive wages, evaluation of the boards' performance, and greater involvement in director-selection; Audit committees; Shifting power to the boards; Avenues of complaint; Choosing and evaluating directors; Executive compensation.

The article reports that the U.S. Securities & Exchange Commission (SEC) is set to vote on a rule wherein companies will be required to disclose median worker pay and compare it with the pay of the chief executive officer (CEO).

The article reports that the majority of machinery manufacturer Caterpillar Inc.'s shareholders rejected the company's executive compensation policies in a vote held at Caterpillar's annual meeting on June 10, 2015.

The article reports the move by the U.S. Securities and Exchange Commission (SEC) as of late April 2015 to narrowly approve the proposed regulations mandating public companies to make it easier for investors to know whether executive pay is in line with the firms' financial performance.

The article reports on the plan by the U.S. Securities and Exchange Commission (SEC) to propose rules in 2015 to make it easier for shareholders of publicly traded companies to assess the alignment of top executives' compensation with the firms' financial performance.

The article discusses recommendations by corporate governance adviser Institutional Shareholder Services (ISS) against the pay package for technology company Microsoft Corp.'s Chief Executive Officer (CEO) Satya Nadella, potential shares offerings to Nadella, and comments from Microsoft spokespersons in defense of the pay package.

The article discusses a change in the type of accommodations made by businesses for top executives during the recruitment period, including lump sum payments, temporary housing, use of satellite offices, or a relocation of headquarters, focusing on the cost of such accommodations.

The article examines criticism of petroleum industries firm Nabors Industries Ltd. over the compensation of its Chief Executive Officer Anthony Petrello by the large proxy adviser firms Institutional Shareholder Services Inc. and Glass, Lewis & Co.

The article examines the publication's 2014 survey of salaries for chief executive officers (CEO) of large corporations, noting that there was an increase in the number of CEOs given personal travel on business airplanes as a fringe benefit.

The article states retail company Target Corp. reduced chief executive officer (CEO) Gregg Steinhafel's pay by over 37 percent in his last year as CEO in response to shareholder complaints he was making too much and mentions he resigned earlier in May 2014 after a holiday credit card breech and lackluster performance.

The article looks at J. P. Morgan Chase & Co. bank as of May 2014, reporting that shareholder advisory firm Glass, Lewis & Co. is recommending a vote against the firm's executive compensation plan at its upcoming annual meeting and discussing the compensation of chief executive James Dimon.

The article looks at investment bank Goldman Sachs Group Inc. as of May 2014, reporting that shareholder advisory firm Glass, Lewis & Co. has strongly criticized the bank's pay-for-performance executive compensation plan and recommended that shareholders vote against it.

The article reports that 80 percent of shareholders for mass media corporation Walt Disney Co. voted in approval of the company's executive compensation package for chief executive officer Robert Iger and mentions in the fiscal year ended September 28, his total pay declined by 15 percent.

The article reports that in June 2013 a majority of shareholders of drilling-rig operator Nabors Industries Ltd. voted against the re-election of two company directors and against the firm's executive-compensation plan, and that a nonbinding proposal on so-called proxy access was voted down only because Nabors counted non-votes as votes in opposition to the proposal;.

The article reports that on March 6, 2013 shareholders of media company Walt Disney Co. gave majority approval to the company's compensation plan for executives, but rejected a proposal to divide the chief executive and chairman roles among separate people, as well as a proposal that would have made it easier for challengers to run against incumbent board members.

The article discusses the pay package given to Chief Executive Hubert Joly by consumer electronics retailer Best Buy Co. to hire Joly from hospitality chain Carlson Cos.

The article reports that chief executive Andrea Jung of cosmetics maker Avon Products Inc. received neither a bonus nor a salary increase for 2011 due to the company's disappointing results.

The article states that the U.S. entertainment firm Walt Disney Co. submitted a regulatory filing against its proxy-advisory firm, Institutional Shareholder Services Inc. (ISS), on March 1, 2012. The article states that Disney shareholders were scheduled to meet on March 13, 2012, concerning a vote of confidence regarding executive pay. The article offers comments from ISS spokesman Ted Allen.

The article discusses the success a coalition of unions, public pensions funds, and other institutional investors have experienced in pressuring companies such as insurer Allstate Corp. and financial firm Northern Trust Co. to modify their executive-compensation practices.

The article reports on the decision of Hewlett-Packard Co. to limit severance payments to executives who will be terminated without cause.