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Re: We could learn from the Japanese.

By: Cactus Flower in ALEA | Recommend this post (0)
Mon, 31 Dec 18 3:31 AM | 69 view(s)
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Msg. 28247 of 54959
(This msg. is a reply to 28245 by clo)

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Executive pay is one of my bugbears.

I wish there was a salary cap of 100 times the minimum wage, across the board. And no options or bonuses, because none of that stuff works the way it says it does on the tin.

The ridiculous notion that these executives are unique geniuses is such nonsense. They can all be replaced by other folks who would be just as good.

The folks who earn equity start successful enterprises. I don't resent Bill Gates' fortune.

But most of the earning power of a CEO at a bank, say, is a legacy from previous CEOs. Very few of them imagine new income streams which their peers don't also develop.

It's basically an executive scam, because the forces of dissent at the board level are silent. I hate the idea of rules over pay, but the current ruleless system is so bad that regulation seems the only means of redress.




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The above is a reply to the following message:
We could learn from the Japanese.
By: clo
in ALEA
Sun, 30 Dec 18 9:07 PM
Msg. 28245 of 54959

While I'm not a fan of some of their tactics, I think people that are this greedy & don't follow the law, deserve to be punished.

Carlos Ghosn, the ousted Nissan executive, became a rock star C.E.O. by saving the Japanese carmaker. He now sits in a jail cell in Tokyo.
Sunday, December 30, 2018 1:23 PM EST

Mr. Ghosn wasn’t supposed to succeed in Japan, but he never expected to fail like this. He faces charges of financial wrongdoing at the company he helped save.

snippet:
The stickiest issue was always Mr. Ghosn’s pay.

In Japan, salarymen slave away at the kaisha (or company) with a sense of communal pride almost as important as the salary. Last year, Mr. Ghosn made $16.9 million ($8.4 million from Renault, $6.5 million from Nissan and $2 million from Mitsubishi). That’s nearly 11 times what the chairman of Toyota, the world’s largest carmaker, earns but well below the $21.96 million paid to Mary Barra, the chief executive of General Motors.

In 2008, the same year that Japanese law began requiring companies to disclose directors’ pay in their annual reports, Nissan’s shareholders voted to set an annual cap of about $27 million on compensation for all board directors combined.

After that, Mr. Ghosn made the case to the public that he was underpaid — instructing Nissan to hand out background materials reminding investors and the news media that he made significantly less than his counterparts at other global automakers.

At the company’s most recent annual meeting, in June, Mr. Ghosn stressed to shareholders that the company’s compensation policy was “designed to reward performance and to attract, promote and retain the best management talent in the auto industry.” He added that while Nissan tried to reward senior management “competitively,” the company remained “financially very disciplined.”

Asked by the Financial Times that same month if he was overpaid, Mr. Ghosn laughed. “You won’t have any C.E.O. say, ‘I’m overly compensated,’” he said.

Such brazenness rankled employees and the public in Japan.

“Even when a company is a global multinational company, it’s still stamped by its country of origin and the place where it has its headquarters,” said Sanford M. Jacoby, a professor of management at the University of California, Los Angeles, who has studied Japanese corporate culture. The Japanese, he said, put more weight “on egalitarian policies of government and pay and other things.”

In France, where the government owns a 15 percent stake in Renault, shareholders have also taken issue with Mr. Ghosn’s pay. “We believe that anyone making 240 times more than the minimum pay of his employees is out of control,” said Pierre-Henri Leroy, the head of Proxinvest, a French shareholder advisory group.

In October, a whistle-blower inside Nissan said he had evidence that Mr. Ghosn had been instructing Greg Kelly, a top aide and a board member, and a small group of confidants at Nissan to effectively create two salary pots for Mr. Ghosn’s compensation.

One pot would be paid in the current year and reported in the company’s annual report and securities filings. Another amount would be designated to be paid out after Mr. Ghosn left Nissan, according to a person familiar with Nissan’s internal investigation. The whistle-blower’s findings were sent to Hiroto Saikawa, the company’s chief executive, and an internal auditor.

Nissan went to prosecutors with allegations that Mr. Ghosn, working directly with Mr. Kelly, who was once the head of human resources at Nissan, had underreported his income from 2009 to 2017, according to a person with knowledge of the internal investigation. Nissan’s investigation found that the underreporting had occurred when some of the compensation, though committed, was deferred and not reported in securities filings.

Nissan also told prosecutors that it had evidence Mr. Ghosn and Mr. Kelly developed plans to pay Mr. Ghosn a further $124 million in cash and other financial instruments, some as compensation for a future advisory position for Mr. Ghosn.

more:
http://www.nytimes.com/2018/12/30/business/carlos-ghosn-nissan.html?emc=edit_na_20181230&nl=breaking-news&nlid=16112385ing-news&ref=cta


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