This document provides an overview of nonqualified deferred compensation (NQDC) plans. It discusses how NQDC plans help address retirement savings gaps for highly compensated executives due to ERISA contribution limits. NQDC plans allow flexible deferral of salary and bonuses, company matching, and tax-deferred growth. While unfunded, companies often informally fund NQDC plans through investment vehicles like rabbi trusts. The document aims to help company leaders understand NQDC plans and their value in attracting, retaining, and rewarding top talent.
. While most industries have plunged themselves into the ocean of Big Data, industries like hospitality have so far shied away. An industry that is largely unorganized and relies purely on traditional customer feedback can transform to become an organized sector and maximize profits by applying Big Data’s analytical insights. Read more: http://suyati.com/5-ways-in-which-big-data-can-help-the-hospitality-industry/
Know more about our expertise in Big Data:services@suyati.com
A comprehensive guide covering best practices nowadays to develop and implement successful SEO Strategies. Followed up by real life examples and a case study.
Do You Know What The Power Of BULK SMS Is?Broadnet sms
Bulk SMS Marketing is a quick way to convert your active database of audience to be customers, as SMS Campaign have greater reach ability and open rate compared to other forms of marketing such as email campaigns
The document summarizes the key findings of Accenture's Technology Vision for 2016. It discusses how digital technologies are now dominant in every sector of the economy, accounting for 22% of the global economy in 2015. It highlights how companies must transform their corporate culture to keep up with the pace of technological change, which 86% of executives surveyed said would increase rapidly or at an unprecedented rate. It identifies four pillars that companies need to build their digital culture around: being built for change, being data-driven, embracing disruption, and being digitally risk-aware.
The case study on Pricing Strategy of Cath KidstonPantho Sarker
Cath Kidston is a well-known company in UK in the field of homeware and fashion products. We were assigned to perform different analysis using the data of Cath Kidston. So, In this report, we presented different analysis based on Cath Kidston’s data.
Through this report the following thing are going to be to be covered:
Chapter 01 discusses on the introductory part of the study.
To give an overview of “Cath Kidston” through Chapter 02).
In Chapter 03, we conducted the analysis of the economy. In this chapter we included economic recession and economic boom and then we apply economic analysis in respect of Cath Kidston.
In Chapter 04, we run industry analysis by applying Porter's Five Forces Model and PESTLE analysis. In this chapter first we discuss about the theoretical framework of the mentioned two tools and then we apply these tools to analyse the industry related to Cath Kidston.
In Chapter 05, the analysis of the company was performed using SWOT analysis and business cycle as well as using variability analysis.
In Chapter 06, the problem of the case was introduced.
In Chapter 07, a solution was given based on the problem statement presented in the chapter six. In addition, we solved the questions which were provided in the case.
In chapter 08, the required recommendations are provided with due context.
At last to overview the whole study conclusion will work to that purpose.
This report aims at introducing Cath Kidston assessing its different sides. It is hoped that readers will get a better overview on Cath Kidston through this presentation.
Why Is Data Literacy Important For Any Business?Bernard Marr
The more data literate your organisation is, the better your results will be. In my work with companies all over the world, I see it every day that organisations that fail to boost data literacy of their employees will be left behind because they are not be able to fully use the vital business resource of data to their business advantage. In this post, I explore what data literacy is, why it's crucial for every business and ways to promote data literacy.
Owen Sullivan, Executive Vice President of Manpower, Inc. and CEO of Manpower...BizTimes Media
The annual Economic Trends Event, presented by BizTimes Milwaukee, hosts a vibrant discussion between prominent Wisconsin business leaders, state representatives, and industry experts on the state of the economy. This annual event includes a macroeconomic outlook on the economy from Michael Knetter, Ph.D., the Albert O. Nicholas dean at the University of Wisconsin School of Business in Madison.
Economic Trends caters to all business leaders, providing insight into the economic outlook through analysis of industry trends and current economic indicators. Selected panelists bring perspectives from their industry while providing forecasts about the year ahead in business. This event has been annually attended by more than 500 business leaders in Southeastern Wisconsin and for many has become the first significant business function of the calendar year.
Finsight - Private Equity in India: Recent observations and emerging trends a...South Asia Fast Track
This document discusses private equity in India, including recent trends, challenges, and strategies. It notes that while PE activity levels have increased over the past decade, challenging economic conditions have impacted returns. Both investors and fund managers have adapted their approaches in response, such as focusing on management quality and differentiated strategies. The document also examines trends in fundraising, deal sourcing and due diligence, valuations, sectors and geographies.
. While most industries have plunged themselves into the ocean of Big Data, industries like hospitality have so far shied away. An industry that is largely unorganized and relies purely on traditional customer feedback can transform to become an organized sector and maximize profits by applying Big Data’s analytical insights. Read more: http://suyati.com/5-ways-in-which-big-data-can-help-the-hospitality-industry/
Know more about our expertise in Big Data:services@suyati.com
A comprehensive guide covering best practices nowadays to develop and implement successful SEO Strategies. Followed up by real life examples and a case study.
Do You Know What The Power Of BULK SMS Is?Broadnet sms
Bulk SMS Marketing is a quick way to convert your active database of audience to be customers, as SMS Campaign have greater reach ability and open rate compared to other forms of marketing such as email campaigns
The document summarizes the key findings of Accenture's Technology Vision for 2016. It discusses how digital technologies are now dominant in every sector of the economy, accounting for 22% of the global economy in 2015. It highlights how companies must transform their corporate culture to keep up with the pace of technological change, which 86% of executives surveyed said would increase rapidly or at an unprecedented rate. It identifies four pillars that companies need to build their digital culture around: being built for change, being data-driven, embracing disruption, and being digitally risk-aware.
The case study on Pricing Strategy of Cath KidstonPantho Sarker
Cath Kidston is a well-known company in UK in the field of homeware and fashion products. We were assigned to perform different analysis using the data of Cath Kidston. So, In this report, we presented different analysis based on Cath Kidston’s data.
Through this report the following thing are going to be to be covered:
Chapter 01 discusses on the introductory part of the study.
To give an overview of “Cath Kidston” through Chapter 02).
In Chapter 03, we conducted the analysis of the economy. In this chapter we included economic recession and economic boom and then we apply economic analysis in respect of Cath Kidston.
In Chapter 04, we run industry analysis by applying Porter's Five Forces Model and PESTLE analysis. In this chapter first we discuss about the theoretical framework of the mentioned two tools and then we apply these tools to analyse the industry related to Cath Kidston.
In Chapter 05, the analysis of the company was performed using SWOT analysis and business cycle as well as using variability analysis.
In Chapter 06, the problem of the case was introduced.
In Chapter 07, a solution was given based on the problem statement presented in the chapter six. In addition, we solved the questions which were provided in the case.
In chapter 08, the required recommendations are provided with due context.
At last to overview the whole study conclusion will work to that purpose.
This report aims at introducing Cath Kidston assessing its different sides. It is hoped that readers will get a better overview on Cath Kidston through this presentation.
Why Is Data Literacy Important For Any Business?Bernard Marr
The more data literate your organisation is, the better your results will be. In my work with companies all over the world, I see it every day that organisations that fail to boost data literacy of their employees will be left behind because they are not be able to fully use the vital business resource of data to their business advantage. In this post, I explore what data literacy is, why it's crucial for every business and ways to promote data literacy.
Owen Sullivan, Executive Vice President of Manpower, Inc. and CEO of Manpower...BizTimes Media
The annual Economic Trends Event, presented by BizTimes Milwaukee, hosts a vibrant discussion between prominent Wisconsin business leaders, state representatives, and industry experts on the state of the economy. This annual event includes a macroeconomic outlook on the economy from Michael Knetter, Ph.D., the Albert O. Nicholas dean at the University of Wisconsin School of Business in Madison.
Economic Trends caters to all business leaders, providing insight into the economic outlook through analysis of industry trends and current economic indicators. Selected panelists bring perspectives from their industry while providing forecasts about the year ahead in business. This event has been annually attended by more than 500 business leaders in Southeastern Wisconsin and for many has become the first significant business function of the calendar year.
Finsight - Private Equity in India: Recent observations and emerging trends a...South Asia Fast Track
This document discusses private equity in India, including recent trends, challenges, and strategies. It notes that while PE activity levels have increased over the past decade, challenging economic conditions have impacted returns. Both investors and fund managers have adapted their approaches in response, such as focusing on management quality and differentiated strategies. The document also examines trends in fundraising, deal sourcing and due diligence, valuations, sectors and geographies.
Jennifer Baez
Email: jbaez@estey-hoover.com
Phone: Office: +1 (310) 652-3030
Director of Marketing, Estey & Hoover International
Marketing, PR and Business Development for Foreign Companies in the US
Web: www.estey-hoover.com
Michael Metzger – Director
Email: mmetzger@metzgerlaw.com
Phone: Office: +1 (310) 550-5700
Attorney, Metzger Law Group
Specializing in International Business Transactions and Litigation
Web: www.metzgerlaw.com
Torsten Thomas – Secretary & Founding Member
Email:
what virtual cube look like, what pentaho virtual cube best are for, how to develop pentaho virtual cube, why virtual cube better that data blend, table-join based report, and also traditional pivot.
I wrote this business plan as part of the "It's Your Time" Entrepreneur Training Program offered by the Inland Empire Women's Business Center and sponsored by Citibank.
Out of 70 participants and 21 submitted business plans, this one was chosen by a panel of judges as the first place winner, and I received a prize package of over $2500 in consulting services.
I eventually determined that the idea behind Homeschool Catalyst no longer resonated for me, and I moved on to a different start-up idea.
Writing this was a great learning process, and I put it up here to share with other aspiring entrepreneurs who need inspiration and examples of an award winning business plan.
This document discusses the beliefs and services of Jack In The Box Worldwide, a communications and content agency. It advocates that brand communications should focus on meaningful content rather than just product advertising. It also stresses the importance of defining a clear brand purpose and having a cohesive content strategy and newsroom to deliver consistent messaging across channels. The document provides information on Jack In The Box Worldwide's leadership, services which include strategy, content creation, and analytics, as well as some of their clients and case studies.
A significant CAGR of 53.8% during the forecast period of 2018-2023, is anticipated for the global Robo-advisory market, propelling its value to roughly USD 74 Bn, by 2023 – in contrast to its 2015 value of USD 5.9 Bn. A shift in preference towards automation, cost reduction and simplified client experiences will bring this new wave of technology to the fore in the wealth management industry. The hybrid model - an integration of human and robo-advisors – is the most prominent trend being observed in the market.
Should I Choose Machine Learning or Big Data?Bernard Marr
Big Data and Machine Learning are two exciting applications of technology that are often mentioned together in the space of the same breath. In reality, there are important distinctions that need to be understood when we are making decisions about our business data strategy.
This document discusses aligning internal and external brands. It argues that internal branding, or ensuring employees understand and embody the brand, is crucial for delivering on brand promises to customers. Up to 40% of marketing spending can be lost if employees do not represent the brand correctly. The document provides four themes for aligning internal and external brands: 1) Get top management buy-in and commitment to modeling the brand. 2) Audit existing brand perceptions among management, employees, and customers. 3) Translate brand values into specific behaviors to empower employees. 4) Assemble the right team who embody the brand naturally. Internal branding is seen as vital for building brand equity and a competitive advantage through motivated employee brand ambassadors.
Objective Benchmarking for Improved Analytics Health and EffectivenessPersonifyMarketing
Achieving a high state of analytics excellence can be a daunting task. It involves mastering progressive stages of data health, technological capability, and staff readiness, all while putting out countless fires and responding to last-minute requests for analysis. Strategic progress can be slow, and charting that progress for the executive team, cumbersome and uncertain.
Join us as Denny Lengkong from Personify Implementation Partner, IntelliData, and Personify's Solution Director, Bill Connell, present a rational framework for understanding analytics health and effectiveness. This webinar will help you learn how to make targeted investments in analytics over time that everyone in your organization will understand.
The Future of SharePoint (FOSP) - SharePoint Saturday Redmond - Sept 22 2012Jeff Shuey
The Future of SharePoint (FOSP) is going to be all about data and access to data. Data is being created everywhere today – from traditional corporate processes to social media and mobile computing efforts. Capturing, Managing and Governing this data will be critical to every business. SharePoint is at the early stages of reaching its full potential and to being THE PLACE where data is surfaced from disparate repositories.
The Work Ahead: Mastering the Digital EconomyCognizant
The Work Ahead is a research series providing insight and guidance on how business – and jobs – must evolve in an economy of algorithms, automation and AI.
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...Capgemini
"Large organizations should think about releasing their data and rely on third parties to innovate on their behalf rather than trying to innovate internally."
From hype to action getting what's needed from big data agwdeodhar
The document discusses the challenges companies face in realizing value from big data analytics. While big data holds potential for competitive advantage, most companies still struggle with managing vast amounts of data from various sources and finding ways to gain useful insights. Early adopters have found success, but full adoption of big data analytics remains limited due to challenges like lack of skills and understanding how insights can impact organizations. The document argues that in order to benefit, companies need solutions that easily manage the entire data workflow and provide insights to business users in a self-service manner.
Corporate Information Management: Core Concepts & Best PracticesSIMAdmin
This document discusses corporate information management concepts and best practices. It defines information management as capturing, organizing, disseminating, preserving, and discarding organizational information. An effective IM strategy ensures the right information is available to the right people, enhances performance, drives innovation, supports decision making, and ensures legal compliance. The document outlines key IM areas like corporate information, information systems, records management, information risk management, data governance, and legal compliance. It provides examples of structured and unstructured information and IM competency domains.
Accenture's report explains how creating effortless experiences are so simple and easy with our data-driven strategy framework to drive growth. Read more.
This document provides a summary of Barry G. Davidson's professional experience, qualifications, and areas of expertise. Over his decades-long career, Davidson has developed extensive experience in government consulting, community development, event logistics and risk operations, law enforcement, nonprofit management, and information technology. He has held senior roles advising government ministries and managing major organizations, and also founded an international crime prevention association.
The document discusses how companies are shifting from traditional manual forecasting processes to ones that involve predictive algorithms and machine learning to more accurately forecast the future, highlighting how algorithmic forecasting uses historical data and statistical models to generate forecasts, and works best when combined with human judgment and expertise. It also outlines some common applications of algorithmic forecasting and provides an example of how it can enable faster, more confident decision making for companies.
The Value of Signal (and the Cost of Noise): The New Economics of Meaning-MakingCognizant
It’s a new era in business, in which growth will be driven by finding meaning and insights in data. Recent research demonstrates what separates winners from losers and how to rise to the top as a "meaning maker."
How To Identify The Best AI Opportunities For Your Business – In 2 Simple Steps Bernard Marr
Artificial Intelligence (AI) is the biggest and most transformative technology trend of our time. Every business, big or small, will have to consider the impact of AI on their organization. Here we look at how you do this in practice.
PLI Spring 2017 Alumni Networking EventsKarin Seid
This document announces four upcoming alumni networking events hosted by the Principal Leadership Institute in Spring 2017 on topics related to health equity, socio-emotional learning, equity-centered master scheduling, and the impacts of racial segregation in housing. It provides details on two free events in March - a talk by Congresswoman Barbara Lee on fighting for health equity, and a panel discussion on the importance of social-emotional learning in schools. It also advertises two paid workshops in March on building an equity-centered master schedule, to be led by staff from the College & Career Academy Support Network and Cheryl Domenichelli from the Principal Leadership Institute.
This document contains photo credits from 6 different photographers: DanDeChiaro, Lotus Carroll, Ðenise, Chapendra, aarongilson, and Pink Sherbet Photography. It encourages the reader to get started creating their own Haiku Deck presentation on SlideShare.
Jennifer Baez
Email: jbaez@estey-hoover.com
Phone: Office: +1 (310) 652-3030
Director of Marketing, Estey & Hoover International
Marketing, PR and Business Development for Foreign Companies in the US
Web: www.estey-hoover.com
Michael Metzger – Director
Email: mmetzger@metzgerlaw.com
Phone: Office: +1 (310) 550-5700
Attorney, Metzger Law Group
Specializing in International Business Transactions and Litigation
Web: www.metzgerlaw.com
Torsten Thomas – Secretary & Founding Member
Email:
what virtual cube look like, what pentaho virtual cube best are for, how to develop pentaho virtual cube, why virtual cube better that data blend, table-join based report, and also traditional pivot.
I wrote this business plan as part of the "It's Your Time" Entrepreneur Training Program offered by the Inland Empire Women's Business Center and sponsored by Citibank.
Out of 70 participants and 21 submitted business plans, this one was chosen by a panel of judges as the first place winner, and I received a prize package of over $2500 in consulting services.
I eventually determined that the idea behind Homeschool Catalyst no longer resonated for me, and I moved on to a different start-up idea.
Writing this was a great learning process, and I put it up here to share with other aspiring entrepreneurs who need inspiration and examples of an award winning business plan.
This document discusses the beliefs and services of Jack In The Box Worldwide, a communications and content agency. It advocates that brand communications should focus on meaningful content rather than just product advertising. It also stresses the importance of defining a clear brand purpose and having a cohesive content strategy and newsroom to deliver consistent messaging across channels. The document provides information on Jack In The Box Worldwide's leadership, services which include strategy, content creation, and analytics, as well as some of their clients and case studies.
A significant CAGR of 53.8% during the forecast period of 2018-2023, is anticipated for the global Robo-advisory market, propelling its value to roughly USD 74 Bn, by 2023 – in contrast to its 2015 value of USD 5.9 Bn. A shift in preference towards automation, cost reduction and simplified client experiences will bring this new wave of technology to the fore in the wealth management industry. The hybrid model - an integration of human and robo-advisors – is the most prominent trend being observed in the market.
Should I Choose Machine Learning or Big Data?Bernard Marr
Big Data and Machine Learning are two exciting applications of technology that are often mentioned together in the space of the same breath. In reality, there are important distinctions that need to be understood when we are making decisions about our business data strategy.
This document discusses aligning internal and external brands. It argues that internal branding, or ensuring employees understand and embody the brand, is crucial for delivering on brand promises to customers. Up to 40% of marketing spending can be lost if employees do not represent the brand correctly. The document provides four themes for aligning internal and external brands: 1) Get top management buy-in and commitment to modeling the brand. 2) Audit existing brand perceptions among management, employees, and customers. 3) Translate brand values into specific behaviors to empower employees. 4) Assemble the right team who embody the brand naturally. Internal branding is seen as vital for building brand equity and a competitive advantage through motivated employee brand ambassadors.
Objective Benchmarking for Improved Analytics Health and EffectivenessPersonifyMarketing
Achieving a high state of analytics excellence can be a daunting task. It involves mastering progressive stages of data health, technological capability, and staff readiness, all while putting out countless fires and responding to last-minute requests for analysis. Strategic progress can be slow, and charting that progress for the executive team, cumbersome and uncertain.
Join us as Denny Lengkong from Personify Implementation Partner, IntelliData, and Personify's Solution Director, Bill Connell, present a rational framework for understanding analytics health and effectiveness. This webinar will help you learn how to make targeted investments in analytics over time that everyone in your organization will understand.
The Future of SharePoint (FOSP) - SharePoint Saturday Redmond - Sept 22 2012Jeff Shuey
The Future of SharePoint (FOSP) is going to be all about data and access to data. Data is being created everywhere today – from traditional corporate processes to social media and mobile computing efforts. Capturing, Managing and Governing this data will be critical to every business. SharePoint is at the early stages of reaching its full potential and to being THE PLACE where data is surfaced from disparate repositories.
The Work Ahead: Mastering the Digital EconomyCognizant
The Work Ahead is a research series providing insight and guidance on how business – and jobs – must evolve in an economy of algorithms, automation and AI.
Digital Leadership Interview : Gavin Starks, CEO of the Open Data Institute (...Capgemini
"Large organizations should think about releasing their data and rely on third parties to innovate on their behalf rather than trying to innovate internally."
From hype to action getting what's needed from big data agwdeodhar
The document discusses the challenges companies face in realizing value from big data analytics. While big data holds potential for competitive advantage, most companies still struggle with managing vast amounts of data from various sources and finding ways to gain useful insights. Early adopters have found success, but full adoption of big data analytics remains limited due to challenges like lack of skills and understanding how insights can impact organizations. The document argues that in order to benefit, companies need solutions that easily manage the entire data workflow and provide insights to business users in a self-service manner.
Corporate Information Management: Core Concepts & Best PracticesSIMAdmin
This document discusses corporate information management concepts and best practices. It defines information management as capturing, organizing, disseminating, preserving, and discarding organizational information. An effective IM strategy ensures the right information is available to the right people, enhances performance, drives innovation, supports decision making, and ensures legal compliance. The document outlines key IM areas like corporate information, information systems, records management, information risk management, data governance, and legal compliance. It provides examples of structured and unstructured information and IM competency domains.
Accenture's report explains how creating effortless experiences are so simple and easy with our data-driven strategy framework to drive growth. Read more.
This document provides a summary of Barry G. Davidson's professional experience, qualifications, and areas of expertise. Over his decades-long career, Davidson has developed extensive experience in government consulting, community development, event logistics and risk operations, law enforcement, nonprofit management, and information technology. He has held senior roles advising government ministries and managing major organizations, and also founded an international crime prevention association.
The document discusses how companies are shifting from traditional manual forecasting processes to ones that involve predictive algorithms and machine learning to more accurately forecast the future, highlighting how algorithmic forecasting uses historical data and statistical models to generate forecasts, and works best when combined with human judgment and expertise. It also outlines some common applications of algorithmic forecasting and provides an example of how it can enable faster, more confident decision making for companies.
The Value of Signal (and the Cost of Noise): The New Economics of Meaning-MakingCognizant
It’s a new era in business, in which growth will be driven by finding meaning and insights in data. Recent research demonstrates what separates winners from losers and how to rise to the top as a "meaning maker."
How To Identify The Best AI Opportunities For Your Business – In 2 Simple Steps Bernard Marr
Artificial Intelligence (AI) is the biggest and most transformative technology trend of our time. Every business, big or small, will have to consider the impact of AI on their organization. Here we look at how you do this in practice.
PLI Spring 2017 Alumni Networking EventsKarin Seid
This document announces four upcoming alumni networking events hosted by the Principal Leadership Institute in Spring 2017 on topics related to health equity, socio-emotional learning, equity-centered master scheduling, and the impacts of racial segregation in housing. It provides details on two free events in March - a talk by Congresswoman Barbara Lee on fighting for health equity, and a panel discussion on the importance of social-emotional learning in schools. It also advertises two paid workshops in March on building an equity-centered master schedule, to be led by staff from the College & Career Academy Support Network and Cheryl Domenichelli from the Principal Leadership Institute.
This document contains photo credits from 6 different photographers: DanDeChiaro, Lotus Carroll, Ðenise, Chapendra, aarongilson, and Pink Sherbet Photography. It encourages the reader to get started creating their own Haiku Deck presentation on SlideShare.
This very short document contains only a few words of test text and a bullet point. It does not provide enough substantive information to generate a multi-sentence summary.
El documento describe el ciberacoso o ciberbullying, definido como el acoso psicológico entre pares a través de medios electrónicos como Internet y teléfonos móviles. Explica que puede ocurrir en el ámbito escolar y tiene consecuencias devastadoras para las víctimas como problemas emocionales a largo plazo. También identifica señales de advertencia para que los padres puedan detectar si un hijo es víctima de ciberbullying.
Lata Naik is seeking a suitable position and provides her contact information and objective to keep learning and contributing honestly. She completed her secondary and higher secondary education in Goa, India through 2004. She has experience working as a booking clerk and data entry operator and is currently an executive accounts with Capricorn Logistics, where she is responsible for supply chain management accounts, billing, and administrative work. Lata has experience playing football and representing teams in national championships in India. She is proficient in English, Hindi, Konkani, and Marathi.
Mollah Taufiq Ahmed is seeking a job where he can grow responsibilities. He has experience in event planning, public relations, and community service through his work with various Model UN organizations from 2013 to the present. He received his Bachelor's degree in Islamic Studies from the University of Dhaka in 2013 and is currently pursuing an MBA from the University of Dhaka. He is fluent in Bengali and English and has strong computer skills.
This document provides an overview of invertebrates and contains questions about their key systems and characteristics. It asks the reader to fill in blanks about nutrition, circulatory, excretory, nervous, and reproductive systems. Questions also cover sexual and asexual reproduction, characteristics of the animal kingdom, labeling parts of animals and explaining their feeding and reproduction. Further questions address cnidarian reproduction, drawing and classifying cnidarians, classifying other animals, defining molluscs and arthropod groups, and providing examples of parasitic animals, animals with cnidocytes, exoskeletons, segmented bodies, and cephalothoraxes.
Este documento apresenta um módulo sobre departamento pessoal, destacando conceitos fundamentais da disciplina. O aluno é encorajado a ficar atento aos ícones que fornecem mais explicações sobre os assuntos, acesso a listas de exercícios e textos adicionais sobre a matéria.
The document discusses efforts to improve the human reference genome by generating new reference-grade assemblies using long-read sequencing technologies. Several human genomes are being sequenced to high coverage and assembled using PacBio long reads to generate "gold standard" references representing more of human genetic diversity. Assemblies are being improved using optical mapping data and finished BAC sequences. The improved assemblies will help represent structural variation and allelic diversity more accurately than the current reference.
El documento discute el origen y evolución de los derechos humanos. Se define que los derechos humanos son inherentes a todas las personas y no dependen del contexto social o histórico. Existen debates sobre si los derechos humanos son universales o culturalmente relativos. El documento también analiza antecedentes remotos como el Cilindro de Ciro del siglo VI a.C., aunque algunos historiadores discrepan de considerarlo la primera declaración de derechos humanos dado el contexto histórico.
This White Paper is provided by PRI (Jason Roberts) and Guardian. In the eight (8) pages it discusses:]
1. How to leverage Service Providers
2. Identify 401(k) Opportunities
3. Myths vs. Realities
4. Determining Your Role
Compensation Challenges in the Current Economywifilawgroup
Linda Wilkins, a tax attorney with 25 years of experience in executive compensation, discussed trends in executive compensation and benefits with the DFW HR Roundtable. She sees companies moving toward long-term incentives like extended stock holding periods to tie executives to long-term company performance. Companies are also implementing clawback policies to recover bonuses paid based on erroneous financial reports. Benefit cost containment strategies like wellness programs and penalties for non-compliance are also increasing.
BDO is the brand name for the BDO network and for each of the BDO Member Firms. The document is a newsletter from BDO New Zealand called Business Edge that discusses four topics: incentivising employees for success, going public as a company, using social media beyond just buzz, and having a sense of purpose in business. It provides insights and advice for businesses on these key issues.
Rethinking Total Compensation to Retain Top TalentCBIZ, Inc.
Even with a developed recruiting program, strong company culture and great work-life balance, it’s difficult for companies to attract and retain the best employees without an all-inclusive compensation strategy. Add in the combination of high inflation, talent shortages and the Great Resignation, and we’re left with a hyper-competitive labor market. As a result, employers must think outside of the box to retain top performers and explore new ways to increase the value of total compensation offered. Learn how in this article.
Millennials are projected to make up 50 percent of the workforce by 2020 and 75 percent by 2025. This HR Toolkit outlines millennial retention strategies and what you can do to position your company for success.
This document discusses four steps for successful retirement plan management:
1) Build a strong plan foundation with purposeful design features like automatic enrollment and escalation.
2) Deliver outcomes-based education and advice to participants through targeted communications.
3) Take a comprehensive view of fees to balance efficiency and value in supporting positive participant outcomes.
4) Follow fiduciary and compliance best practices, such as satisfying ERISA standards, even for non-ERISA plans.
The document discusses how the definition of a successful 401(k) plan is evolving from measuring features and participation rates to measuring whether the plan will generate adequate lifetime retirement income for participants. It recommends that plans provide gap analysis to help participants determine if they are on track to have sufficient retirement savings. It also suggests plans offer investments and services like annuities that can help participants convert their savings into reliable retirement income to last 30 years or more. The new measure of a plan's success will be whether it produces benefits participants can live on rather than just the size of their account balances.
Portsmouth Chamber Business Toolkit Seriesdlinehan2
The presentation provided an overview of Retirement Solution Group (RSG) and how they help business owners supplement future "transaction events" like sales through customized retirement plans. RSG administers over 250 retirement plans, works with over 8,000 participants, and has expertise in fiduciary responsibilities, investment strategies, and plan design. Case studies showed how RSG increased clients' tax deductions through crossover testing, cash balance plans, and defined benefit carve-outs. The presentation concluded that working with specialists like RSG can help business owners fix financial "problems" and ensure strong retirement accounts complement future transactions.
Forward-‐thinking defined contribution retirement plan sponsors are recognizing the benefits of communicating to employees in a language
they can understand: monthly income. Investment solutions focused on income fundamentally improve the participant experience and ultimately deliver better outcomes.
The Cash Balance plan is a unique retirement tool that enables high income professionals maximize their own retirement savings while maintaining a benefit for their staffs. Actuary Chuck Munsell and pension designer Leah DeMartino will present a guide for Financial Advisors, brokers and RIAs on how cash balance plans work and provide examples of strategies to position the cash balance plan offer to win new clients and provide greater value to these high income individuals who need more aggressive options than a 401(k) or other standard retirement benefit plans.
Updated January 2015
The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.
The document provides an overview and summary of a presentation on successful retirement planning. It discusses the current economic environment and where the economy has been, where it is now, and where it may be going. It also discusses employer-sponsored retirement plans and how they can fit different practices. The presentation was given by Tim Gaigals and covered topics like different types of retirement plans that are commonly used, when each type is best utilized, and how to design an effective retirement plan.
This document provides an overview and fact-finding questions for designing selective nonqualified benefit plans for key management. It discusses that successful fact-finding is important to determine the employer's goals and objectives to design an appropriate nonqualified plan. The fact-finder questions aim to understand plan design questions and structure a nonqualified plan based on the employer's goals. It also provides observations about important considerations for different question topics, such as plan participant eligibility, current plans, and new plan design information. The document is intended to help narrow down nonqualified plan choices and align the plan advantages with the employer's goals.
Aligning organizational talent management strategies with operational plans is an imperative to success in the future. Succession planning, talent selection and leadership development are methodologies that are necessary and not just optional.
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The Great Resignation continues to plague organizations across the country. It has exacerbated a host of employer challenges, including attraction, retention and engagement of top talent, as well as mitigating new risks. Our experts have developed these articles and linked resources to help your organization combat the mass employee exodus.
COVID-19 — Managing executive pay and incentives in unceCruzIbarra161
COVID-19 —
Managing executive
pay and incentives
in uncertain times
COVID-19 — Managing executive pay and incentives in uncertain times 2
In a matter of three months, COVID-19
has rapidly transformed from a local
virus outbreak to a global pandemic.
While the stress it has put on society
at large and healthcare systems
around the world is unprecedented,
it has also almost brought the global
economy to a grinding halt.
This slowdown is likely to be prolonged, and given the
scale and severity, businesses need to adapt quickly. In the
short term, organizations will need to adopt some cost-
containment measures, and rethink their cash flows and
working capital requirements.
An important piece of the jigsaw for organizations from
this perspective is remuneration. Often constituting one
of the largest “controllable” costs, organizations need to
undertake careful planning to retain, reward and motivate
employees through this crisis.
Extraordinary times demand extraordinary measures
In response to the COVID-19 crisis, several companies
in Singapore, and around the globe, are already
implementing executive pay reductions in the form of
salary freezes and voluntary pay cuts or reduction and
deferral of bonuses. These include Marriott, Lyft, BT,
Santader, Singtel, SATS, SP Group, Singapore Airlines and
Temasek Holdings, among others.
While the overall financial impact of executive pay cuts on
the company’s bottom line is likely to be limited, such cuts
are critical from a leadership, perception and messaging
perspective. At a time when share prices are plunging and
as companies may need to consider headcount reductions,
executives cannot be seen as financially insulated.
From a remuneration standpoint, however, most senior
executives are paid significant proportions of their total
compensation through performance-linked variable pay
awards — both cash and equity. These awards are bound to
be dramatically affected by the slowdown.
To put this in perspective, senior executives in Singapore
typically receive between 40% and 70% of their total pay in
performance-linked incentives, up to half of which could be
in long-term, equity-based vehicles. In comparison, most
other employees only receive between 10% and 20% of their
total pay in incentives — usually as annual cash bonuses.
It ’s now become critical for organizations to effectively
navigate and manage variable pay components by trying
to balance the affordability aspects with fairness to ensure
that motivation and productivity levels do not drop —
which can arguably have a major enduring impact on
business performance.
COVID-19 — Managing executive pay and incentives in uncertain times 3
What can boards and remuneration committees do?
In Mercer’s discussions with multiple boards and
management teams over the past few weeks, we’ve
seen that a number of alternative approaches are being
considered with respect to variable compensation for ...
100 Bills On The Sidewalk Suboptimal Investment In 401(K) PlansTony Lisko
1) The document examines 401(k) contribution rates among older employees (over age 591⁄2) who are eligible for employer matching and can make penalty-free withdrawals.
2) For these employees, contributing less than the employer match threshold represents a dominated strategy that violates no-arbitrage conditions, yet 20-60% do so, foregoing potential gains of up to 6% of annual pay.
3) A field experiment found that employees not taking full advantage of the match were more prone to delaying profitable actions and appeared less financially sophisticated, rather than being deterred by transactions costs or utility satiation. Highlighting foregone matches did not increase contribution rates.
The most precious asset of any business is its executive team. Part of the struggle that closely held (and public) companies face is their ability to attract and retain key employees. An executive bonus plan may be an effective strategy to hire away from your competition and keep your top people with your firm.
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Amid today’s economic uncertainty, we know you need strategies and solutions that will help your business thrive. With workforce and talent concerns running high for employers across the nation, our experts developed these articles with those critical issues top of mind. We offer fresh insights designed to attract, retain, engage and motivate your employees — all while protecting your bottom line and managing emerging risks. Articles include:
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The document summarizes recent awards and growth at Lawler Partners accounting firm. It discusses the firm winning two national awards for best accounting and professional services firm. It highlights the firm's commitment to exceeding client expectations and understanding their businesses. It also notes the firm's continued growth in the Sydney market and transition from a regional to mid-tier national firm.
2. Business owners, professionals and senior managers today shoulder a burden of
knowledge that would have buckled the knees of executives a decade ago.
In this information age, we have had to become our own best advisors on technology,
economics, politics, marketing, globalism. An endless list. And, now, retirement planning.
Perhaps one of the heaviest individual burdens of all.
Confusing terms pop up everywhere in our field: Wealth Accumulation vs. Retirement
Adequacy. Defined Benefit vs. Defined Contribution Plans. Qualified vs. Nonqualified
Plans. Tax-Advantaged vs. Tax-Deferred. Highly Compensated vs. Rank and File
Employees.
The mission of this brochure is to demystify the foreign language of nonqualified deferred
compensation (NQDC) plans—translate and simplify it—so that you can speak with
authority in top-level company meetings. Please do not misunderstand. Even the smartest
CEOs and HR executives stumble over the unfamiliar vocabulary of nonqualified plans.
Let’s begin.
Many millions of dollars are accumulating and growing in NQDCs, held by the Fortune 1000
for the retirement needs of their highly compensated executives. These plans offer an essential
tool to enable executives to reach retirement goals and overcome restrictions on what can be
contributed to qualified plans.
In reality, NQDC plans are quite straightforward; they are simply a way for companies to recruit,
retain, and reward top talent, and for highly compensated executives to save money on a tax-
deferred basis. Questions arise, however, in practical application. In our consulting work, we
often hear company leaders ask:
• Where do I find a quick tutorial on NQDCs?
• Why do consultants recommend one plan feature over another?
• What is the real cost of implementing a plan?
• What assets do companies use to fund their plans?
• How complex is plan administration?
The discussion that follows will help lay the foundation of understanding and appreciation for
effective design, security, funding, and administration of nonqualified plans.
2
3. Inside NQDCs
NQDCs emerged more than a decade ago due to the cap put on contributions to government-sponsored
retirement savings plans. High-income earners were unable to contribute the same proportional amounts to
their tax-deferred retirement savings as low-income earners.
When the enactment of the Employee Retirement Income Security Act (ERISA) took place in 1974,
an inequity between high- and low-income earners resulted. Companies began to offer savings plans
considered “nonqualified.” The word nonqualified simply means that the plan is not subject to the
requirements of a qualified plan regulated by ERISA.
NQDC plans can be designed for a select group, again, not subject to ERISA requirements, giving high-
income earners a steadfast way to defer the actual ownership of income to avoid income taxes on
earnings, and achieve tax-deferred investment growth.
NQDC plans are used to attract, retain, and reward top talent. In fact, 94 percent of companies responding
to the 2011 Mullin/TBG Executive Benefit Survey indicated they had at least one nonqualified plan. These
plans have also begun to penetrate the small business sector in recent years.
“No other executive
benefit delivers so much
to participants at so little
cost to employers.”
“
3
4. ERISA rules stipulate that the highly compensated
are not allowed to contribute any more than
$17,500 into the company’s 401(k) ($23,000 if you
are over 50) in 2014. NQDC plans can be offered
only to those the company deems eligible. ERISA
clearly states that the plan must be intended for
a “select group of highly compensated and/or
management employees.”
As a rule of thumb, highly compensated is defined
as employees who earn in excess of $115,000 in
annual salary, although the Department of Labor
guidelines do not set forth a specific definition.
To be safe, companies should only provide this
benefit for those employees earning over $115,000
annually and only for up to 10 percent of the total
employee population (1,000 employees permits
100 employees to participate in the plan).
Understandably, ERISA was enacted to protect
rank and file employees from potential abuses by
senior management and, in that regard, ERISA is
a success. But the unintended consequence is
discrimination against the very executives tasked
with leading the corporation. Arguably, senior
executives are highly compensated because they
deliver relative value to the business enterprise, its
ability to grow and profit.
High-income earners also assume greater risk
and exposure to corporate liability in the course of
their employment. Higher salaries, bonuses, and
retirement incentives such as the NQDC plan help
to offset this risk factor.
Companies must continue to find ways to attract
and retain these highly valued contributors to
succeed and create positive returns for their
shareholders. The stakes have never been higher.
An entire generation of corporate leaders is
reaching retirement age—the boomers. Those born
after 1964, Generation X, are fewer in number,
and Generation Y (or the millennials) are still
being groomed for top leadership spots in larger
corporations. Recruitment of top talent in a limited
labor pool is fiercely competitive and will remain so
for the immediate future.
Consequence of ERISA
Plan Eligibility
4
5. As mentioned earlier, retirement plans deemed to
be “qualified” under ERISA include the ubiquitous
401(k) plan among others. The limits governing
how much a person may contribute to a 401(k)
plan make it only marginally valuable to highly
compensated executives who could never
accumulate retirement savings as a significant
percentage of their annual compensation solely
through their 401(k).
Let’s create a hypothetical executive named Joe
Smith, who just turned age 50. He earns $250,000
per year as a senior analyst with a financial firm.
He is in line for a 4 percent annual wage increase.
Assume that he defers 15 percent of his income
with a 50 percent company match, earning 7
percent per year.
Under the 401(k) limit, Joe can only accumulate
19.83 percent of his final income, compared to Jim
Johnson, who earns $50,000 per year who will
receive the same increases, but can accumulate
45.56 percent of his final income. And, Jim will
receive significantly higher Social Security benefits
[See Chart I below].
Bridging Retirement Gaps
Retirement Benefit as a Percent of Final Compensation
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Employee
401(k)
Social Security
71.91%
26.35%
45.56%
Executive
Social Security
401(k)
10.98%
19.83%
30.81%
Chart l
5
6. As you can see above, ERISA restrictions create a substantial retirement gap for high income
earners, one that can and should be narrowed with the benefit of a restorative NQDC plan.
First, however, begin with a clear and priority-specific plan design.
Establish your plan objectives at the outset. A nonqualified plan can help a company attract, retain,
reward, and motivate key employees, but what is the priority? Invest the time, do your homework, and
select the precise design features to meet your company objectives. Here are some guidelines:
NQDC Objectives
Before we get into the plan design, funding, and security issues, it is important to understand how all
of the components of nonqualified plans work. Technically speaking, these components are separate
and independent but pulling them together makes for a more efficient and attractive plan to both the
participant and company.
Chart III illustrates the components divided by a “separation wall.” The separation wall divides the
participants benefits (left side) from how the company decides to fund and secure the plan. As discussed
earlier, these plans are technically unfunded; however, many companies informally fund and secure their
plans. We will discuss these components in more detail in this report.
Moving Parts of Nonqualified
Attract, Retain, Reward, Motivate
All nonqualified compensation plans can help a company attract,
retain, reward, and motivate key employees.
However, the plan can be structured to emphasize one of these
areas over another.
• Deferral of
signing bonus
• High deferral limits
• Flexibility
• Company
contribution with
vesting schedule
• Retirement
incentives
• High deferral limits
• Flexibility
• Performance-based
company match on
contribution
• Company stock
Attract Retain Reward Motivate
6
7. Flexibility is the cornerstone of today’s NQDC plan. A typical design permits annual deferral elections
of salary and/or bonus compensation to help meet the participant’s future lifestyle needs. With the
uncertainty surrounding social security and the certainty of rising healthcare costs, NQDCs continue to
do the heavy lifting in retirement planning.
Flexible Plan Design
NQDC
Hypothetical Investment
Rabbi Trust
Funding Vehicle
SEPARATIONWALL
The company is the architect in designing NQDC plans and has complete latitude in its selection of plan
participants. As long as this benefit is provided only to a “select group of highly compensated and/or
management personnel,” companies can explore design options with significant flexibility, with special
emphasis on key individuals. For instance, plan design can offer participants the ability to:
• Defer up to 80% of salary, 100% of bonus compensation (80% based on withholding requirement
to cover FICA, medical insurance, and other withholdings);
• Select different annual payout schedules for every year of deferrals [see Chart IV];
• Vest 100% of employee’s deferrals immediately;
• Withdraw monies while still employed without penalties [see Chart IV];
• Choose many benchmark investments (growth, fixed income, 401(k), company stock).
Finally, consider the addition of performance incentives to your plan to further safeguard against
complacency or ineffectiveness, thus protecting the underlying vitality of corporate productivity.
Participant Elects:
• Deferral amount
• Allocation of hypothetical
investments
• Time and form of payout
• Reallocation of account balance
Choices Available In NQDC:
• Bond Fund
• International Fund
• Small Cap Growth
• Mid-Cap Growth
• Large Cap Growth
Trustee Directs Asset Allocation:
• Bond Fund
• International Fund
• Small Cap Growth
• Mid-Cap Growth
• Large Cap Growth
Trust Company receives cash and is
directed by the employer to invest the
cash in a funding vehicle. The employer
compares the investment results of
the NQDC with the Rabbi Trust and
reallocates the assets of the Rabbi Trust
to hedge the NQDC.
Chart lll
7
8. Let’s revisit our senior analyst, Joe Smith. Joe’s
high-schoolers will start college in 2017 and 2019,
so he has allocated 20 percent to each child’s
college account to pay out benefits over a four-year
period. After Tiffany and Chase are out of college,
and Joe readies for retirement, he wants to indulge
in his passion for sailing.
He decides to purchase a 45-foot cruising
catamaran and starts saving by allocating 10
percent of this year’s contribution to his retirement
dream account. The chart below illustrates how he
can elect to defer compensation to make his dream
happen or handle an unexpected life event. Here,
he can pick a different asset allocation than used
for his children’s college funds.
Now focusing on retirement, Joe sets up two
buckets: one to pay a portion of his accumulation
in a lump sum, simply because he wants to
take some money off the table. After all, he is an
unsecured creditor of the company (more about
this later); the other bucket is for pay out over a 15-
year period. Next year, he can add to these buckets
or establish new ones.
As an aside, another compelling feature of deferred
compensation design is the ability to re-defer these
elections. Under IRS Code §409A, an executive
can re-defer as long as he makes the change one
year in advance of the scheduled distribution, and
re-defers for at least five years.
For example, if Joe decides to change receipt of
funds for his catamaran account from 2023 to a
later date, he can do so as long as the re-deferral
election is made by December 2022, and the new
distribution date is no earlier than 2028. Joe can re-
defer as long as he follows the re-deferral guidelines
under §409A, which state a deferral for a minimum
of five years from the original elected distribution.
Focus on the approach in Chart IV.
Catching the Dream
College College Boat Retire Retire
20%
$8,200
Payout 2017
Distribution
Asset Allocation
Conservative
Asset Allocation
Conservative
Asset Allocation
Aggressive
Asset Allocation
Moderate
Asset Allocation
Moderate
4
Payout 2019
Distribution
4
Payout 2023
Distribution
1
Retirement
Distribution
15
Payout 2017
Distribution
Lump Sum
20%
$8,200
10%
$4,100
25%
$10,250
25%
$10,250
Chart lV
8
9. One reason why NQDC plans are widely popular is their outright savings power. Consider these benefits
beginning with the ability to:
• Defer far more pre-tax compensation than possible in a 401(k)
• Reduce current income tax liability by a significant degree
• Choose and use a variety of tax-advantaged investment options
• Realize higher equivalent rates of return compared to after-tax earnings
• Enjoy penalty-free scheduled distributions while employed
• Receive lump sum or installment distributions upon termination or retirement
• Elect payout timing and/or method by deferral year
Most of all, participants can easily meet short-term and long-term financial goals across of spectrum of
life-changing events. We zeroed in on Joe’s dream to sail to the Virgin Islands on his catamaran. But what
if you needed to care for a suddenly ill parent or a catastrophic event demands immediate cash? Could
you marshal the money? Joe can do it because of the hardship rules under §409A.
Without a doubt, tax-deferred savings without government limits make nonqualified plans far more
attractive than mere personal savings after-tax. [See Chart V].
Pre-Tax vs. After-Tax Savings
Chart V
Pre-Tax vs. After-Tax Savings
Annual Savings $20,000 $20,000
40% 0%
$8,000 $0
$12,000 $20,000
Taxes on Savings
Estimated Taxes
Net Investment
Investment Returns are Tax-Deferred As Well
After-Tax Savings
(Not Tax Deferred)
Pre-Tax Savings
(Tax Deferred)
Annual Invested
Investment Return
Annual Earnings
Tax on Investment
Net Account Earnings
After-Tax Savings
(Not Tax Deferred)
Pre-Tax Savings
(Tax Deferred)
$12,000 $20,000
7% 7%
$840 $1,400
40%
$504
0%
$1,400
9
10. Notice the pay-out growth on the account balance of $537,761 over 5, 10, or 15 years,
assuming 7 percent growth.
The power of tax-deferred compounding also gives NQDCs a muscular nature. Chart VI illustrates the
advantage of compounding money on a tax-deferred basis versus investing after-tax. Note: The after-tax
cash in 15 years ($322,657) is $68,528 more than a personal investment ($254,129) outside of the plan.
Most plan designs allow participants to draw from their account balances over a period of time, which
facilitates tax-deferred growth on the unpaid balance. If the participant selects installment distributions,
the benefit of deferring is even greater. [See Chart VI below]
Pre-tax savings of $20,000
annually for 15 years at 7%
would grow to $537,761
before tax and $322,657
after tax.
$68,529 more than would
have accumulated using
taxable savings.
600,000
500,000
400,000
300,000
200,000
100,000
0
1 2 43 5 6 7 8 9 10 11 12 13 14 15
$537,761
$322,657
Chart Vl
Chart Vll
Over 5 Years: $367,724
Over 10 Years: $429,337
Over 15 Years: $496,625
$600,000
$500,000
$400,000
$300,000
$200,000
$100,000
0
5
Year
10
Year
15
Year
10
Net Payouts
11. For after-tax investing (based on a 40% tax rate)
to achieve a return equivalent to pre-tax investing,
the after-tax investment would have to earn a
higher return. At this time of painfully low yields, it is
unrealistic to expect high return, let alone double-
digit returns.
Elusive Higher Returns
Once your plan design is complete, other challenges lie ahead. Plan funding demands special attention.
Most companies informally fund plans to mitigate risk by using corporate-owned life insurance and/or mutual
funds. In fact, analysts estimate that unfunded benefit obligations are approaching trillions of dollars in
corporate America. Payment of these obligations present a potential drag on the national economy already
stopped in its tracks by so many unexpected financial obstacles.
The Funding Imperative
If your tax-deferred
of return is:
You’d need this rate
without tax deferral
6.00% 10.00%
7.00% 11.67%
8.00% 13.33%
9.00% 15.00%
10.00% 16.67%
Chart Vlll
11
12. In informal funding, deferral amounts are recorded
as a liability on the company’s balance sheet. As
they grow over time, these deferral amounts can
become a significant liability to the company. To
offset this liability, companies often choose to
informally fund their NQDC plans.
Compared to qualified retirement plans, which
must offer fully secured benefits held in, and
funded by, assets contributed by a tax-exempt
trust, nonqualified plans must be unfunded. The
money deferred by the participant goes into the
company’s general account and cannot be set
aside to guarantee the plan’s future obligations.
Should the corporate plan sponsor become
insolvent, the amount deferred is considered part
of the company’s assets and is subject to the
claims of creditors. This is one of the risks
assumed by a participant in an NQDC plan.
Formal funding, required in 401(k) plans, occurs
when a company sets the money or investment
outside the reach of its general creditors. The
company cannot touch the monies earmarked
for pay out under the plan. Should the company
become insolvent, creditors cannot make claims
against monies in formally funded programs.
Because nonqualified plans are informally funded,
the plan sponsor takes a portion or all of the money
it received from participant deferrals and invests it
to ensure those funds are available when payout is
required.
The NQDC sponsor also prefers to hedge these
liabilities with an asset. Typically, companies invest
in a whole array of vehicles to build an asset,
but most prevalent are mutual funds or variable
universal life insurance contracts owned by the
company, termed COLI or corporate-owned life
insurance.
Informal vs. Formal Funding
COLI products are popular because they provide
certain tax advantages to the corporation. Any
investment gains, dividends, or interest earned
within a COLI insurance contract, held until maturity,
are non-taxable to the corporation. Conversely, if
the company seeking to informally fund its NQDC
plan were to choose mutual funds, most gains
would be taxable.
At this stage, the company should undergo an
analysis to compare the cost of insurance with the
taxes paid on the mutual fund investment. Ideally,
a plan sponsor should select the informal funding
method that best offsets benefit liability growth
created by ongoing contributions and earnings
credited to participant accounts.
Failure to use the most appropriate funding
method over time can result in negative economic
consequences for the plan sponsor. In less severe
situations, a plan sponsor may be forced to pay
unnecessary or avoidable income taxes or life
insurance costs. As a plan grows in size, these
costs can be significant.
Even though COLI has been popular due to its
COLI Popularity
12
13. tax-free build-up, it has declined in prevalence
over the years due to its complexity and long-term
hold requirement. According to the same Mullin/
TBG Study, 52.6 percent of companies funded
with mutual funds versus 42.1 percent with COLI.
With a number of registered investment advisors
entering the nonqualified field, they are better able
to structure portfolios of investments and use other
asset classes like ETFs to lower the tax burden
and match assets to liabilities. What is happening
more is a blending of COLI, mutual funds and other
assets.
If the plan allows the participant to defer income
into mutual funds similar to the 401(k) plan, then
the company records the amount deferred, plus the
pre-tax earnings from the mutual fund [Chart IX].
To offset that liability, the company would invest
the deferrals into COLI insurance contracts with a
similar mutual fund investment. Note the impact of
recording the COLI asset on the company’s books
versus a company funding with mutual funds. [See
Chart IX].
In order to earn the gains from COLI, the policy
must be held until the participant dies, which could
be several years after retirement.
Year
Deferred
Tax Expense
Cost of Taxable Investment (Non-COLI) Cost (COLI)
Tax on
Interest &
Dividends
Tax on Long-
Term Capital
Gain Dividends
Annual
Income Tax
Insurance
(Cost)/
Benefit
Total Tax
Liability Cost
Incremental
Benefit
1
2
3
4
5
6
7
8
9
10
Total (361,526) 1,765,611 2,835,606 (4,601,217) (4,962,799) (2,118,377) 2,844,402
(33,306)
(44,984)
(52,203)
(40,945)
(47,273)
(19,901)
(42,855)
(49,677)
(14,938)
(15,480)
30,143
131,350
249,229
62,001
168,711
261,145
95,793
207,972
273,477
285,790
21,501
193,559
399,138
72,278
258,715
452,543
131,509
327,186
478,817
500,360
64,969
204,426
325,268
113,836
238,218
376,132
152,845
266,980
542,501
559,227
(51,644)
(324,909)
(648,367)
(134,279)
(427,426)
(713,688)
(227,302)
(535,158)
(752,294)
(786,150)
(89,950)
(369,893)
(700,570)
(175,224)
(474,699)
(733,589)
(270,157)
(584,835)
(767,232)
(801,630)
(19,981)
(165,467)
(375,302)
(61,388)
(236,481)
(357,457)
(117,312)
(317,855)
(224,731)
(242,403)
Current Taxation
Assumptions:
• Sample Census - 20 Participants eligible
• Projected Deferrals - $2,854,526
• Participation Rate - 50%
• Investment Rate - 8%
• Retirement Payout Duration - 10 Years
• Corporate Tax Rate:
- 70% Corporate Dividend Exclusion
- Securities classified as Trading under FAS-115
• Deferral Period - 7 Years
• Investment Rate - 8%
• Mortality Age - 80
• Retirement Age - The later of age 65 or
7 years of participation
• Withdrawals - Equal to Current Taxes and
Retirement Benefits
• Trust Deposits - Equal to Projected Employee Deferrals
Chart lX
13
14. All retirement plans generate a financial impact on
the plan sponsor. The expectation of payout on
participant deferrals and interest earned create
a liability, which is offset by assets created from
deferred compensation and the investment income.
While it seems simplistic, these figures must track
with each other. If not, the mismatch can become a
hard hit on the corporate balance sheet.
When liabilities exceed assets, the company
must make up the difference. Often, executive
participants do not realize that, as they defer
salary, they incur cost to their companies. When
an employee receives current compensation, the
company takes on a net expense equal to the after-
tax cost of paying the compensation.
Let’s simplify. The actual cost of a $100,000
payment in current compensation to a company
in the 40 percent tax bracket is $60,000. The
company deducts the payment and saves $40,000
in taxes. By offering the employee the opportunity
to defer the $100,000, the company is immediately
liable for the $60,000, or the after-tax cost of
current compensation.
However, because the company credits the
employee’s deferred compensation account with
the full $100,000 deferral, it incurs an additional
current cost, further increased when it credits the
deferred compensation account with a pre-tax
return.
Under a deferred compensation plan, the company
actually gives its executive a number of investment
choices. Let’s assume the executive selects an
equity mutual fund, which returns 8 percent. At
year’s end, the company’s liability is now $108,000.
The company has the flexibility to decide how
to invest the employee’s deferrals to hedge the
company’s liability. Assuming the company wants
to informally fund the plan, there are two directions
for this asset:
The company invests the $100,000 in a mutual
fund selected by the participant. Assume fund
return mirrors the employee’s selection, and earns
8 percent on the invested asset. However, because
gains earned are taxable, the effective return for the
company is less than 8 percent.
The company invests $100,000 in a COLI contract.
Investment gains, interest, and/or dividends earned
within an insurance contract, held until maturity,
are non-taxable. Assume the company earns
a 8 percent annual return within the contract,
notwithstanding the cost of insurance, then the
assets track plan liabilities. Additionally, because the
cost of insurance in a well-designed COLI product
is generally less than the avoided tax, COLI is
widely used by tax-paying entities.
Although COLI holds the advantage over mutual
funds for most tax-paying entities, keep in mind that
policies must be held until the death of the insured
to realize the non-taxable return. Therefore, a key
financing issue with COLI is creating the liquidity to
pay benefits. Although the policy cash value can be
accessed through policy loans or cash withdrawals
to pay benefits, this can be an inefficient source of
funds.
In short, when using COLI to hedge deferred
compensation liabilities, companies should consider
the trade-off between tax efficiency and liquidity.
COLI also works best when the plan has continuing
growth in liabilities, as new deferrals can be used to
fund future benefit cash flows.
Thus far, we have discussed plan design, funding,
and security. Another critical aspect of an
effective nonqualified plan is the way in which it is
administered by the company.
Overlooked Financial Impact
14
15. It is one thing to fund your plan; it is another to
protect it. In most cases, companies that informally
fund their plans also place their investments in
an irrevocable trust, referred to as a Rabbi Trust.
This trust protects participants by preventing the
company from using those assets for any reason
other than to pay benefits in the nonqualified plan.
In fact, 80.3 percent of companies in the Mullin/
TBG Executive Benefit Study use Rabbit Trust to
provide participants with benefit security. With a
Rabbi Trust, assets are protected against corporate
change of control, management’s change of
heart, or changes in the financial condition of the
company, short of bankruptcy.
The Rabbi Trust originated when the IRS
determined that an irrevocable trust established
for a rabbi by his congregation was not subject to
current income taxation of the assets. Those assets
were regarded as subject to the claims of the
congregation’s general creditors.
Many tax practitioners looked at this private letter
ruling and thought it to be the ideal device to
protect an executive’s nonqualified assets in the
event of a change in control of the company, a
change in the company’s policy with regard to
paying benefits, or a change in the company’s
financial condition short of bankruptcy. Official
guidelines were issued by IRS in 1992 codifying its
use as a benefit security device.
The Secure Rabbi
15
16. You can design a plan well, secure it effectively,
and fund it efficiently, but if plan administration is
flawed, serious consequences can emerge. Simply
defined, plan administration is the steady stream
of gathering data, analyzing information, managing
detail, and communicating information. Depending
on the number of participants, and the complexity
of the plan, this process can overwhelm companies
without a full-time staff dedicated to the process.
Most companies outsource plan administration
because retirement plans require focused attention,
a certain expertise, and established systems. Few
companies maintain staff whose core competency
centers on retirement planning. Although not
subject to the ERISA rules that govern qualified
plans, nonqualified plans are subject to specific
reporting and filing requirements.
These requirements call for annual enrollment,
proper communication of plan balances and
account status to the participants, and accounting
and financial reports for the sponsors. Online
administration with dedicated web sites is a
convenient and practical way to allow participants
to enroll, make certain elections, and check
balances 24/7.
Outsourcing Plan Administration
• Detailed recordkeeping with the periodic
production of benefit statements
• Coordination of informal funding
requirements (deposits via COLI premium
payments, invoices, auditing, reconciliation,
reporting, monitoring of informal funding
adequacy)
• Disclosure of plan liabilities and related
assets for financial reporting
• Accessibility of online enrollment and
enrollment support services
• Preparation of clear and consistent plan
communication materials
• Daily valuation and Internet access to
participant account balances
• Ability to track assets to liabilities on a
daily basis
• Proxy disclosure and SEC §16(b) reporting,
as necessary
• Toll-free service center to assist participants
with questions regarding the plan
• Development of a customized administration
manual
• Preparation of an Annual Report Card
summary
• Highly secure and independently audited
systems
These requirements are crucial to the delivery of high standards of practice in plan administration.
Fortunately, there are now many alternatives that provide high quality services including 401(k)
providers, payroll companies like ADP, and third-party administration only firms like Deferral.com.
Companies are finding it more cost effective and more coordinated to use such providers,
compared to boutique firms which have specialized in selling COLI funding strategies.
From the following list, you can familiarize yourself with the full extent of NQDC administrative services
necessary to maintain best practices:
16
17. Executive Benefit Solutions (EBS)
The principals and professional staff of EBS have worked together in the executive compensation and benefits market
for more than 20 years, producing positive and measurable results for clients. By melding long-standing relationships
with thinkers and builders in the field, EBS has created a rock-solid formation of talent and technology to push best
practices in executive benefits to a higher elevation.
Global and domestic clients appreciate our market reach, experience in dozens of business sectors, thorough
knowledge of executive benefits, and our ability to cross-fertilize the insight and innovation of our strategic partners.
EBS’s competitive advantage is not what we do but how we do it―we think critically about your needs, anticipate
issues, create alternatives, and continually monitor actions for optimal results.
EBS delivers world-class service, consulting, plan design structure, funding strategies, asset management, and full-
service plan administration. Our consultants, backed by an industry edge technology platform, provides overarching
support to manage and oversee plan design, investment portfolios, benefit security, participant communication and
education for all types of executive benefit plans.
EBS corporate offices are headquartered in Boston, with regional offices strategically located throughout
the United States. We welcome your call to 617.904.9444 for more information or email our principals listed below.
EBS-Boston
20 Park Plaza, Suite 1014
Boston MA 02116
Phone: 617.904.9444
Fax: 866.903.9927
Christopher Rich
Managing Director
crich@ebs-boston.com
Chris Wyrtzen
Managing Director
cwyrtzen@ebs-boston.com
EBS-West
701 Palomar Airport Rd.,
Suite 300
Carlsbad, CA 92011
760-788-1321
William L. MacDonald
Managing Director
858.759.8637
Don Curristan
Managing Director
760-788-1321
dcurristan@ebs-west.com
Trevor K. Lattin
Managing Director
tlattin@ebs-west.com
949-306-5617
NOTE: Executive Benefit Solutions neither acts as legal counsel, tax advisor, nor provides accounting services. Recommendations should be reviewed
with appropriate tax advisor or counsel. This report contains proprietary and confidential information belonging to http://www.executivebenefitsolutions.
com. Acceptance of this report constitutes acknowledgement of the confidential nature of the information contained within.