Award Plan
The Board upon the recommendation of the Compensation Committee adopted the Award Plan in August 2013 to be utilized a long -term compensation plan of the Corporation.
The Compensation Committee recommendation was based on the belief that the Award Plan would be a more effective retention tool and a more effective compensation mechanism to incentivize employees, officers and other
services providers to the Corporation. In addition, the Award Plan is intended to better align the compensation of management and employees of the Corporation with the success of the Corporation and the creation of shareholder value over the longer-term which should be recognized in the trading price of the Common Shares. The
Compensation Committee also concluded that the Award Plan would result in less dilution to Shareholders than the Option Plan at the present time. The Award Plan does not provide for the issuance of Common Shares to holders of Awards but rather cash in lieu of such Common Shares. In the case of Performance Awards, vesting is based not only on time, but the number of notional Common Shares underlying the Performance Awards gets adjusted based on the "payout multiplier" and therefore is dependent on the satisfaction of the performance criteria, based on the following measures and weightings:
• Total Shareholder return 40% weighting
• FD&A 15% weighting
• Recycle ratio 15% weighting
• Production per share growth 15% weighting
• Development and execution of strategic plan 15% weighting
The numerical measures are measured relative to the performance of other companies in the Corporation's peer group as the members of such peer group are adjusted from time to time. Although the Compensation Committee and Board expect to use the above referenced performance measures for determining the payout multiplier for the near future, such measures may be changed if the Compensation Committee and Board determine such a change is appropriate. Performance Awards granted in 2013 also included a maximum payout multiplier of 1.5 times such that
the number of notional Common Shares underlying each Performance Award cannot exceed 1.5 Common Shares for each Performance Award.
http://www.bellatrixexploration.com/docs/default-source/info...

The listed officers’ reported compensation for 2012 was affected by our annual performance. The annual incentive cash plan is designed to reward annual performance, and represents the largest portion of cash compensation for the listed officers. Because Intel’s annual incentive cash plan focuses primarily on net income growth performance, the payouts for 2012 were lower than they were in 2011. The calculated payout multiplier for 2012 was 99% of the annual incentive cash target amount, in contrast to the payout multiplier of 117% in 2011. However, for 2012 the Compensation Committee determined to use its negative discretion under the plan to reduce the multiplier for all the executive officers to 94% of the annual incentive cash target amount to reflect the committee’s view that the company had not satisfied all of its business objectives for the year and that the cash payout to the executive officers ought to reflect greater overall responsibility for the company’s results compared to other employees.
http://www.intc.com/intelProxy2013/statement/compensation-di...

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Note added at 3 uren (2015-03-11 12:47:08 GMT)
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Best practice beloningsbeleid
Prestatiecriteria
Wanneer men aan de hand van een gedegen proces heeft bepaald wat een werknemer (maximaal) kan verdienen, is de volgende vraag natuurlijk wanneer men dat dan krijgt. Hiermee betreden we het domein van de prestatiecriteria (ook wel Kritische Prestatie Indicatoren ofwel KPI's).

Persoonlijke doelstellingen
Voor beloningselementen als het basissalaris en het pensioen is doorgaans goed duidelijk hoeveel men krijgt, en wanneer. Prestatiegerelateerd belonenis dan ook voornamelijk van belang voor de beloning op korte en lange termijn. De kortetermijnbeloning (bonus) is veelal gebaseerd op persoonlijke doelstellingen, voor de langetermijnbeloning gelden de bedrijfsprestaties als maatstaf.

Maar welke prestatiecriteria de organisatie ook kiest, ze dienen steeds gekoppeld te zijn aan de overkoepelende ondernemingsstrategie. Zo wordt immers zoveel als mogelijk bewerkstelligd dat medewerkers zich inspannen voor de strategische doelen van het bedrijf.

Balanced scorecards
Bij complexere ondernemingsstrategieën wordt in de praktijk veelal gebruik gemaakt van zogenoemde balanced scorecards. Hiermee wordt per strategische ondernemingsdoelstelling een aantal KPI's gedefinieerd, elk met een eigen wegingpercentage (soms wordt ook de score van het voorgaande jaar meegewogen). Een maximale score op elke KPI vertaalt zich dus in 100 procent van de variabele beloning.
http://managementscope.nl/opinie/beloningsbeleid-strategie-b...