| 1.
Does your compensation committee: |
| have a policy that it will not
employ any compensation consultants who perform services for
management 2 / 11.8% |
| not have such a policy, but does not
intend to employ any of the same compensation consultants as
management 7 / 41.2% |
| employ some (or all) of the same
compensation consultants used by management 8 / 47.1% |
| 2. In
practice, how does your compensation committee go about hiring an
expert for making recommendations regarding CEO compensation?
|
| Management offers up a consultant to
the compensation committee that it finds acceptable, subject to
committee approval 12 / 70.6%
|
| Compensation committee left
completely on its own to find and hire whatever consultant it
wants 2 / 11.8% |
| Compensation committee has not hired
an expert for setting CEO compensation 3 / 17.6% |
| 3.
Assume the company already is using consultant A for general
compensation advisory purposes, will your compensation committee: |
| Use the same consultant to help set
executive compensation 6 / 35.3% |
| Use a different consultant to help
set executive compensation 4 / 23.5% |
| Too early to tell what the
compensation committee will do going forward 7 / 41.2% |
| 4.
Regarding compensation committee charters, the committee has: |
| A charter that states that the
compensation committee will be the sole entity in the company to
hire compensation consultants specifically related to CEO
compensation 10 / 62.5% |
| A charter that states that both the
compensation committee and management have the authority to hire
compensation consultants specifically related to CEO compensation
5 / 31.2% |
| A charter that does not address who
hires compensation consultants 1 / 6.2% |
