2018 survey covers how big is the pay gap between the CEOs and all other workers in the Canadian industry as a whole and also in its different sectors.
Broken Buffer: How Trade Adjustment Assistance Fails American Workerscoryhelene
The following report evaluates the Trade Adjustment Assistance (TAA)--the primary U.S. policy response to the job dislocations caused by trade. It shows the ways in which TAA has failed to respond adequately to the challenges facing dislocated workers. It highlights the need for a more comprehensive set of policies to help workers and families navigate the economic restructuring that has become an inevitable part of increasing trade and globalization.
2018 survey covers how big is the pay gap between the CEOs and all other workers in the Canadian industry as a whole and also in its different sectors.
Broken Buffer: How Trade Adjustment Assistance Fails American Workerscoryhelene
The following report evaluates the Trade Adjustment Assistance (TAA)--the primary U.S. policy response to the job dislocations caused by trade. It shows the ways in which TAA has failed to respond adequately to the challenges facing dislocated workers. It highlights the need for a more comprehensive set of policies to help workers and families navigate the economic restructuring that has become an inevitable part of increasing trade and globalization.
Real truth - Canada and United States - GDP - January 2018paul young cpa, cga
GDP is key measurement for a country. Allot is said about GDP, especially by various government. The reality is government gets to much credit for booming economy and too much fault for recession.
There are many factors drive GDP including taxation, business returns, consumer spending and government spending. 2/3 of economies tend to be driven by consumer spending. If you set policies that takes more money out people’s pocket book then that will lead to less consumer spending.
Canada no longer has the fastest growing economy in the G-7 - http://www.gbm.scotiabank.com/English/bns_econ/forecast.pdf
2019 HRflag Global 50 HR Services Listed CompaniesHRflag
【June 26, 2019, Shanghai】Compiled by HRflag which is a communication platform, digital community and think tank leading in China's HR service industry, the “2019 HRflag Global 50 HR Services Listed Companies” global ranking is officially announced.
Social Spending and Taxation| Government| Sustainability| April 2019paul young cpa, cga
This presentation looks at social policy and income inequality as way to highlight the pressure facing government spending around the world.
Countries around the world need to reform their tax policies
Countries around the world need to emphasize value for money as part of delivering program spending.
There needs to be a proper balance between the environment and the economy.
There is middle ground to be achieve between providing social programs and the right level of taxation
2019 Election| Truth about Unions and Union Dues| Canada| September 2019paul young cpa, cga
This presentation looks at unions including union dues. The presentation will also look at public sector unions. Public sector unions are funded by taxation.
The Hays Global Skills Index offers important insights into the puzzle that is the global skills landscape. Use the Index to understand the talent gaps your business may be facing, enabling you to develop the skills pipeline you need to ensure you have the best workforce for today, and tomorrow: http://www.hays-index.com/
The $3 Trillion Prize for Busting Bureaucracy (and how to claim it)Michele Zanini
Authored by Gary Hamel and Michele Zanini
Around the world, productivity growth has stalled out. While some hope that a “second machine age” will reverse the slump, we think that wringing bureaucracy out of the economy offers a more promising and less speculative route to boosting productivity. By our calculations, busting bureaucracy would add $3 trillion to economic growth in the US alone. Dismantling bureaucracy won’t be easy, but it has to happen—bureaucracy must die. The $3 Trillion Prize provides a detailed blueprint for abolishing the bureaucracy tax in your organization, and everywhere else.
The PEO Industry in Transition, by Benjamin Gordon, BGSA CEOBenjamin Gordon
Benjamin Gordon and BGSA write about how the professional employer organization (PEO) industry is evolving. Benjamin outlines mergers, acquisitions, investments, transactions, and strategic change underway in the PEO sector.
2010 Buckeye Institute: State of the StateSwampBubbles
Two Decades of Weak Job Growth and Skyrocketing Government Costs Pose Daunting Challenges for Ohioans. The Buckeye Institute details the current state of Ohio. For more info, please see: http://www.buckeyeinstitute.org
This year’s survey covers how big pay gap between the CEOs and all other workers is in the Canadian industry as a whole and also in its different sectors.
Real truth - Canada and United States - GDP - January 2018paul young cpa, cga
GDP is key measurement for a country. Allot is said about GDP, especially by various government. The reality is government gets to much credit for booming economy and too much fault for recession.
There are many factors drive GDP including taxation, business returns, consumer spending and government spending. 2/3 of economies tend to be driven by consumer spending. If you set policies that takes more money out people’s pocket book then that will lead to less consumer spending.
Canada no longer has the fastest growing economy in the G-7 - http://www.gbm.scotiabank.com/English/bns_econ/forecast.pdf
2019 HRflag Global 50 HR Services Listed CompaniesHRflag
【June 26, 2019, Shanghai】Compiled by HRflag which is a communication platform, digital community and think tank leading in China's HR service industry, the “2019 HRflag Global 50 HR Services Listed Companies” global ranking is officially announced.
Social Spending and Taxation| Government| Sustainability| April 2019paul young cpa, cga
This presentation looks at social policy and income inequality as way to highlight the pressure facing government spending around the world.
Countries around the world need to reform their tax policies
Countries around the world need to emphasize value for money as part of delivering program spending.
There needs to be a proper balance between the environment and the economy.
There is middle ground to be achieve between providing social programs and the right level of taxation
2019 Election| Truth about Unions and Union Dues| Canada| September 2019paul young cpa, cga
This presentation looks at unions including union dues. The presentation will also look at public sector unions. Public sector unions are funded by taxation.
The Hays Global Skills Index offers important insights into the puzzle that is the global skills landscape. Use the Index to understand the talent gaps your business may be facing, enabling you to develop the skills pipeline you need to ensure you have the best workforce for today, and tomorrow: http://www.hays-index.com/
The $3 Trillion Prize for Busting Bureaucracy (and how to claim it)Michele Zanini
Authored by Gary Hamel and Michele Zanini
Around the world, productivity growth has stalled out. While some hope that a “second machine age” will reverse the slump, we think that wringing bureaucracy out of the economy offers a more promising and less speculative route to boosting productivity. By our calculations, busting bureaucracy would add $3 trillion to economic growth in the US alone. Dismantling bureaucracy won’t be easy, but it has to happen—bureaucracy must die. The $3 Trillion Prize provides a detailed blueprint for abolishing the bureaucracy tax in your organization, and everywhere else.
The PEO Industry in Transition, by Benjamin Gordon, BGSA CEOBenjamin Gordon
Benjamin Gordon and BGSA write about how the professional employer organization (PEO) industry is evolving. Benjamin outlines mergers, acquisitions, investments, transactions, and strategic change underway in the PEO sector.
2010 Buckeye Institute: State of the StateSwampBubbles
Two Decades of Weak Job Growth and Skyrocketing Government Costs Pose Daunting Challenges for Ohioans. The Buckeye Institute details the current state of Ohio. For more info, please see: http://www.buckeyeinstitute.org
This year’s survey covers how big pay gap between the CEOs and all other workers is in the Canadian industry as a whole and also in its different sectors.
Below is link to our monthly newsletter BEACON (BE-A-CONsultant)
June Edition
.
Happy Reading!
Highlights:
Retail Industry Analysis
Analysis of Infosys Consulting
Consulting World News and
June Edition's Quiz
.
http://bit.ly/12jec69
www.pwc.comhrsA look at the key workforce trends from a.docxericbrooks84875
www.pwc.com/hrs
A look at the key workforce
trends from around
the world using data
from PwC’s Saratoga
benchmarking database.
Key trends in
human capital 2012
A global perspective
2 Key trends in human capital 2012. A global perspective
About PwC Saratoga
PwC Saratoga is the recognised leader in the
measurement and benchmarking of human capital in
organisations, HR and finance function performance
and transformation. Our specialists help clients to
develop predictive analytics capability by identifying
connections between HR, people, functional and
organisational performance, using a range of
quantitative and qualitative tools. This is supported
by a global repository of metrics and qualitative best
practice information from more
than 2,400 organisations.
3Key trends in human capital 2012. A global perspective
Introduction 4
Global trends in human capital 6
A multi-speed global economy 8
Productivity gaps widen 12
A rocky road for rookies 16
Survivors disengaged 20
HR rising to the analytics challenge 25
Priorities for business 32
In conclusion 34
Behind the numbers 36
Contacts 37
Related PwC publications 38
Contents
4 Key trends in human capital 2012. A global perspective
Introduction
Welcome to the latest in PwC’s detailed studies of
Global Trends in Human Capital. In this fifth edition we
look more closely at how organisations and the global
workforce have been changed by the financial crisis
and economic downturn.
5
Our 2010 Global Trends paper was written
at a time of considerable upheaval, with
many organisations cutting back sharply
on costs and headcount as the recession
took hold. Two years on, business leaders
are more confident about the prospects
for growth, in spite of continued economic
turmoil. While competition is intense,
many organisations are emerging leaner
and more focused. The mantra is to
maximise return on investment (ROI)
in every area of the business, especially
human capital.
It’s all about talent management
In this quest for growth, talent
management remains a primary focus
area for business leaders. According to
our 15th Annual Global CEO Survey, 78%
of CEOs plan to make changes to talent
strategy in response to the global business
environment. There is a clear need for
professional skills and effective leadership
to operate in challenging markets, while
emerging markets require the talent to
deliver continued growth. But only 30%
of CEOs said they were confident that they
would have the talent they needed to grow
their organisation in the near future, and
31% said that talent constraints had already
hampered innovation at their organisation.
In such an environment, knowledge and
insight – in the form of human capital data
– is power. Human capital measurement
and analytics has progressed far in recent
years, evolving from the collection and
redistribution of basic workforce data
through HR systems to a more thoughtful
and .
Since 1999, The Conference Board CEO Challenge® survey has asked CEOs across the globe to identify the most critical issues they face and their strategies to meet them. Since 2017, the C-Suite Challenge has expanded the survey pool beyond CEOs to the entire C-suite. This year’s survey, conducted between September and October 2019, asked 1,520 C-suite executives, including 740 CEOs across the globe, for their views on the external and internal stress points they face, the need and will to collaborate with nontraditional partners to drive future growth, and the impact that cyber risk and more sophisticated attitudes toward data privacy will have on their organizations in a digitally transformed business environment. This first report focuses on the hot-button issues, external and internal to firms, as seen by CEO and other C-suite executives.
Running head CURRENT ECONOMIC TRENDS1CURRENT ECONOMIC TRENDS .docxtodd271
Running head: CURRENT ECONOMIC TRENDS 1
CURRENT ECONOMIC TRENDS 3
Current Economic Trends
Jonathan Max Burkett
Capella University
January 13, 2019
Current Economic Trends
An economy is the management and utilization of a country’s resources to create the desired stability in terms of industry, money, and trade. Economies of countries rely on a network of purchase and sale of goods, taxes, and savings made by the central bank in terms of investment (Pons, 2000). A country’s economic stability is achieved when the wealth the industry and service sector are producing outweigh the money being spent. Trends refer to the socio-economic advancements of interests among commodities, music, films, fashion, and finance. Trends are mostly affected or influenced by affluent individuals or groups in society. In the 21st century trends have earned a position in the financial and economic sectors of the world as economy determining factors.
Industries are setups used to collect raw material of different kinds and manufacture and process them to attain a finer product than the original raw material. Around the world global consumerism has resulted in the construction of varieties of industries ranging from food, textiles, machinery, and agriculture. Industries may either be service or manufacture and processing. Modernization promotes the industrial revolution due to the demand for complex and efficient products (Baten, 2016). The availability of a vast selection of products has seen an annual influx of newer companies that offer better and more complex products. Economically there are two types of industries; cyclical and non-cyclical industries.
Cyclical industries are business or organization tied to market and price variations. Fluctuation within a business’s year affects the cyclical industry directly. Positive growth within the business boosts the business while negative growth results in the collapse of a business (Gordon & Robert J, 2000). Cyclical industries' activities move with an annual or seasonal business cycle. Examples of cyclical industries include the auto, airlines, housing, furniture, appliance, and financial services industries. Non-cyclical industries maintain their overall business performance all year round. Differences in productivity have little to no effect on business operations. Non-cyclical industries remain fairly constant over time. These include such industries as food, pharmaceuticals, utilities, and cosmetics.
American airlines have recently merged with US airlines expressing a steady growth percentage of 93%. Lawsuits, devastating weather patterns, and competition have seen the airline struggle through the past years with the stock prices dropping and insignificantly rising through it all. Apple, a technological giant amongst mobile and personal computer manufactures, has been on the rocks for quite some time. A collapse in iPhone sales has seen the company struggle to maintain the produ.
The Hays Global Skills Index is the only comprehensive overview of the professional global labour market and examines the challenges faced by organisations as they search for the most sought-after skills. Our latest edition provides an analysis of the employment markets and economic status of 33 countries, featuring insights from Hays experts across the globe.
This report report from Brookings, with Rockefeller Foundation support, shows that building up a region’s advanced industries is one such possibility with enormous potential. These industries not only create good jobs within the industry, but also up and down their massive supply chains. These jobs provide higher wages and greater opportunity to low and middle-income workers adversely affected by the economic recession.
In 2009, Business Leaders for Michigan (BLM)
released the Michigan Turnaround Plan, a plan
on how to make Michigan a Top Ten state for
job, economic and personal income growth.
The Plan was updated in 2012 to identify the
six most distinctive assets Michigan had which
could be leveraged to accelerate growth.
These assets include the state’s engineering
prowess, geographic location, and world-class
higher education institutions, among others.
The 2013 New Michigan Report is the first in
an annual series in which Michigan’s progress
in leveraging its assets into economic growth
will be tracked. Michigan’s performance on
various metrics will be charted over time, and
compared to the results achieved in other
high-performing states.
How world's companies act on corporate social responsibilityGrant Thornton LLP
Business as usual doesn’t cut it anymore for many companies around the world. They are becoming environmentally and socially responsible citizens, and demand the same from their vendors. Data from the Grant Thornton International Business Report reveals what’s driving this change and how it’s playing out across the globe.
Based on more than 2,500 interviews with business leaders, this infographic shows how the U.S. and 33 other countries stack up in their race for claiming responsible corporate citizenship.
See more at: http://gt-us.co/ZLFN4u
The present commentary discusses how past bad policy choices of Canada's central bank have tied its hands to manage the inflation crisis of 2022. The price level has been disconnected from the realities of the economic conditions prevailing in the macroeconomy. Given the low-price level, the bank has been lowering its policy rate since the 1990s. And now it finds itself stuck in a low-rate trap that it can't increase the rate even if current inflationary pressure demands so. If it increases its policy rate to manage the inflation crisis, it may create another crisis(es) in the process – asset crisis, debt crisis, and/or systemic crisis. What to choose, whether inflation crisis or other(s)? It appears to be in a fix.
The present study looks into racism in multicultural Canada. It examines the factors which have been making the nation increasingly multicultural demographically. It analyses the education, employment, income, and poverty outcomes and finds how racism has played a huge role in the performance of these structural factors. The aboriginal population seems to pay the highest price for their aboriginal identity in terms of the worst education, employment, income, and poverty outcomes. Then follows the visible minorities who are observed to pay the price for their color and (non-Caucasian) race in terms of worse employment, income, and poverty outcomes; this is despite their better performance at university level education than all other population groups. The vicious trap of lower outcomes for the racial population is no accident; it can relate to deliberate, unfair, and discriminatory actions of the white majority population who generally own and control Canada’s institutions.
This commentary investigates how the targeted inflation rate has been achieved successfully amidst stagnant economic growth, declining domestic manufacturing, boiling asset economy, and piling financial vulnerabilities in the developed economies. It re-examines the modus operandi of the inflation targeting as an integral part of the management of the macroeconomy in these economies.
Present study questions the role of monetary policy in general and inflation targeting in particular with the help of important issues related to it and concludes that it is high time for a change. An irony of the inflation targeting is that price stability has amazingly been achieved in Canada simultaneously with an over-leveraged financial system and an over-exposed economy to the debt and assets. And also, the low policy rate regime under the framework has not been able to stop the investment from decline and the real economy from stagnation.
Present study re-evaluates the inflation-targeting monetary framework in Canada with a broader perspective by analyzing its impact on the real economy, macroeconomy, and financial economy rather than typically the performance of the inflation rate alone. It establishes that under this framework: Canada’s real economy has seen lower rates of domestic investment and GDP growth besides higher rates of unemployment; macroeconomy has experienced low inflation by virtue of cheap imports, aggregate demand sustained with the unsustainable debt levels, and the economic structure overwhelmed by the asset economy. The study concludes that the ‘so-called’ healthy system of inflation targeting is meaningless in an unhealthy economy, especially when it is among the contributing factors. This re-evaluation exercise leads to the obvious question for the Canadian policy-makers: whether macroeconomic, financial, exchange rate, employment, industrial, or social stability is less important than price stability?
Why Macroeconomic Structural and Wage-Price Indicators are Puzzling the Polic...Economic Policy Dialogue
This commentary tries to answer the puzzling questions – why there is a disconnect between inflation and unemployment, unemployment rate and wage rate, monetary policy rate stance and real economy, economic buoyancy and price-wage indicators; and also, why the neutral interest rate and the natural unemployment rate are declining. It points out that the official data do not represent the structural realities of the economy. As the official measurements have been deviating more from the social and economic facts, the economic indicators have tended to become less predictable and applicable.
Globalization and Structural Shifts in the Developed World – from Industriali...Economic Policy Dialogue
Globalization has changed the developed world structurally from industrial to de-industrialization to post-industrial economies. Present commentary intrigues a connection between the global-penetration and stages of industrial activity and then explores the resultant outcomes relating to the social, economic, political, and foreign influence. It establishes from a list of evolving factors that how the shifts in these economies from industrial to de-industrialization and post-industrial phases are not a result of mere organic economic progression; these are shaped by the conscious actions of the national and international players. Cheaper goods and services in exchange of income, employment and domestic economies raise a question mark on the trade-off led by the liberalized globalization.
Superpower War of the 21st Century - Declining America and Fading Capitalism ...Economic Policy Dialogue
It is yet a first quarter of the 21st century and the wheel looks turning away from not only the US as a superpower, but also from the centuries’ old capitalism as a dominant system. All signs are signalling that China is ascending as a superpower and communism is winning over capitalism. This commentary examines how and what has led this to happen.
America is at trade conflict with Rwanda over the second-hand clothes. This commentary exposes the truth about the development efforts of the rich and powerful world through this one instance.
This Study finds that it is not only the big amounts of compensation but also the process and the impact – all reflect the socially irresponsible behavior on the part of CEOs.
As household debt poses one of the biggest threats to our economy, there can’t be any more important topic in current stressed economic environment. This study digs deep to find out the root causes of excessive debt accumulation.
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
Yes of course, you can easily start mining pi network coin today and sell to legit pi vendors in the United States.
Here the telegram contact of my personal vendor.
@Pi_vendor_247
#pi network #pi coins #legit #passive income
#US
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
What website can I sell pi coins securely.DOT TECH
Currently there are no website or exchange that allow buying or selling of pi coins..
But you can still easily sell pi coins, by reselling it to exchanges/crypto whales interested in holding thousands of pi coins before the mainnet launch.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and resell to these crypto whales and holders of pi..
This is because pi network is not doing any pre-sale. The only way exchanges can get pi is by buying from miners and pi merchants stands in between the miners and the exchanges.
How can I sell my pi coins?
Selling pi coins is really easy, but first you need to migrate to mainnet wallet before you can do that. I will leave the telegram contact of my personal pi merchant to trade with.
Tele-gram.
@Pi_vendor_247
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
3. ii
Index
Executive Summary of Annual Pay Gap Survey 2019……………………….…….......1 – 2
Introduction.………………………………………………………………………..………..3 – 4
Part 1: Some Observations on CEO Compensation in 2018.…..……………………..4 – 6
Part 2: Pay Gap between CEOs and other Employees in the entire Canadian Industry,
2018………………………………………………………………………………………….7 – 9
Part 3: Pay Gap between CEOs and Other Employees in various Sectors of Canadian
Industry, 2018…………………………………….........................................................9 – 14
Data Sources and Methodology.....................................................................................15
List of Tables
Table 1: Distribution of (Top 100 Companies’) Total CEO Compensation into Major
Industrial Sectors, 2018………………………………..…………………………….…….…..5
Table 2: Pay Averages and Ratios in Canadian Industry, 2007-2018……………...…..…7
Table 3: Sectoral Ranks, 2018 (Rank 1 indicates the Highest)...…………….………..…12
Table 4: Sectoral Pay Averages and Ratios, 2018………………………………………...13
List of Graphs
Graph 1: Percentage Distribution of (Top 100 Companies’) Total CEO Compensation
into Major Industrial Sectors, 2018......………………………………………………..……...6
Graph 2: Cumulative CEO Compensation (and annual growth) of Top 100 Companies,
2008-2018......………………………………………………..……………………………….....6
Graph 3: Comparison between Annual Average Pays of a CEO (of Top 100 Companies)
and other Employees, 2018………………………………………………………….………...8
Graph 4: Ratio between Annual Average Pays of a CEO (of Top 100 Companies) and
other Employees, 2018…………………………………………………………………………8
Graph 5: Ratio between Annual Average Pays of a CEO (of Top 100 Companies) and
other Employees, 2008-2018…………………………………………………………………..9
Graph 6: Ratio between Annual Average Pays of a CEO (of Top 100 Companies) and
other Employees in various Industrial Sectors, 2018……………….……………………..14
4. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 1
Executive Summary of Annual Pay Gap Survey 2019
Working on too wide pay gaps is not a pleasant thing to do; it might make a researcher
as well as a reader cynical. Yet the wider pay gap gets, the more essential it becomes to
conduct such an exercise. Because it entails not just a pay gap, but it also unveils inherent
divisions in society, tilted structure of an economy, biased distribution of wealth of a
nation, and unfair power influence on the political economy. It exposes the gaps in the
policy also, and highlights, therefore, the urgency to fill those gaps to keep the stability of
the system itself. The Economic Policy Dialogue (EPD) is pursuing the pay gap exercise
with the same aim for the Canadian economy for quite some time now. The current one
has been 10th such exercise since 2010.
The annual pay gap survey of 2019 reports Canada’s pay gap between CEOs and
workers in the entire industry, and in its various sectors during the 2018 fiscal year. The
summary here states some key findings of the survey.
A list of CEOs of the top 100 public companies is used to represent the CEOs of the
Canadian Industry. There were 101 CEOs in the list of 2018. Out of which, John Chen of
BlackBerry Limited was the highest compensation earning CEO ($143,341,533) and Mark
Leonard of Constellation Software Inc. with zero compensation.
These all 101 CEOs received a total compensation pool of $930,357,144 in 2018,
recording an annual increase of 23% from the last year. CEOs of the largest three sectors
– Communications & Media, Finance, and Manufacturing – took away a 48% share of the
total pool, and the CEOs of all other 12 sectors took the rest about 52% of it.
A representative Canadian CEO bagged an annual average compensation of about $9.2
million. In contrast, a typical Canadian industry employee (hourly-&-salaried) earned an
average yearly pay of about $52 thousand and an hourly-paid employee about $39
thousand in 2018. Hence a representative CEO made 177 times more than a typical
employee and 234 times than an hourly-paid employee in 2018.
The current survey considers 29 industrial sectors for the sectoral pay gap analysis. Out
of all these sectors, an employee (salaried-&-hourly) and an hourly employee received
the lowest annual average pays at $19,327 and $16,713, respectively, in the Food
Services sector. So far, the highest pay is concerned, an employee (salaried-&-hourly)
received annual average pay of $141,812 in the Oil and Gas sector and an hourly
employee $91,405 in the Utilities sector.
CEO-employee (salaried-&-hourly) pay ratios are calculated for all the 29 industrial
sectors, and CEO-hourly employee pay ratios for 21 industrial sectors only because
earning-data were unavailable for the other eight sectors in case of hourly employees.
About the CEO-employee (salaried-&-hourly) pay ratio: three sectors with the highest pay
ratios were Food Services (1,260), Telecommunications (509), Manufacturing-
Transportation Equipment (324); and among the lowest pay ratio sectors were Oil & Gas-
5. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 2
Support services (42), Manufacturing- Cannabis product (45), Other Financial Investment
and Related Activities (50), and Utilities (50). Regarding the CEO-hourly employee pay
ratio, top three sectors with their highest pay ratios were Food Services (1457), Media
(691), and Amusement, gambling and recreation (416); however, three sectors at the
bottom with the lowest pay ratio were Oil & Gas- Support services (48), Utilities (54), and
Precious Metals (87).
Where 41% of all these given 29 sectors had pay ratio higher than the national average
CEO-employee pay (salaried-&-hourly) ratio of 177, and 43% sectors of the given 21
sectors had higher than the national average CEO-hourly employee pay ratio of 234. On
the other hand, 34% of all these sectors had less than half the national average (<89)
CEO-employee (salaried-&-hourly) pay ratio, and 43% sectors less than half of the
national average CEO-hourly employee pay ratio (<117).
In 2018, high CEO pay gap and low coefficient of variation (CV) for Manufacturing-
Transportation Equipment, Manufacturing- Chemical, Banking, and Transportation- Rail
made these sectors truly fit for the sector-wide high pay gap case despite relatively high
employee’s earnings. The worst case of the pay gap were the sectors where the high pay
gap existed alongside very low employees’ earnings; such sectors during the year were
– Food Services, Retail- Food & Beverage Stores, Retail- General Stores, Retail- Non-
stores, and Amusement, gambling & recreation.
6. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 3
Pay Gap between CEOs and Workers
in Canadian Industry, 2019
Introduction
Canada is proud to be one of the wealthiest G7 capitalist nations. However, like other
peer nations, it has been going through hard economic, social, and ecological times. It
has its industrial prowess declining, economy stagnating, and middle class disappearing
in its post-industrial phase of economic development. Economic inequality is dividing
society into 1% versus 99%. The majority of ordinary people are struggling to afford the
bare minimum human needs like home, three meals a day, monthly bills, child care,
education cost, and prescription medication. On top of all that, they are sitting on the
mounts of household debt. Just like the economic and social aspects, ecological
microcosm is also challenging. Glaciers are melting at an unprecedented speed, several
wildlife species are on the verge of extinction, and climate is even behaving more harshly
and erratically causing havoc in human life.
Unfortunately, this economic, social, and ecological chaos is largely caused by human
actions, globally. How could that have happened? Where are the national governments
and international institutions?
Sadly, this is what the government and international institutions have been dictating to do
under the aegis of capitalism! Basically, the ‘3M’ mantra of capitalism – more,
maximization, and minimization – has led humanity to reach this stage. The ‘more’ mantra
says – produce more, extract more, grow more, consume more, and throw more; and if
local sphere limits, then ‘go global’. The ‘maximization’ mantra dictates – maximization of
profit, capital, scale, and gross domestic product (GDP). And the third ‘minimization’
mantra relates to – labor, wages, taxes, regulations, barriers, and government. Not to
forget, this ‘3M’ mantra has a link with the unsustainability, irresponsibility, and social
harm as well. The unsustainable ‘more’, irresponsible ‘maximization’, and socially harmful
‘minimization’ mantras have led the economic system to trap humanity in the present-day
ecological, economic, and social mess.
Theoretical landscape comprising rationality, self-interest, laissez-faire, free market, free
trade, private property, limited liability, etc., was built on the justification that these would
generate more innovations, higher productivity, and better economic performance under
the capitalism. However, years of its practice have undoubtedly led to enormous global
economic prosperity never seen before. But besides prosperity, it has also created
unprecedented economic inequality/miseries, social isolation/polarization, and climate
crisis/ecological disasters. And above all, it has created islands of concentrated wealth,
power, dominance, and influence. Silicon Six (GAMFAN – Google, Amazon, Microsoft,
7. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 4
Facebook, Apple, and Netflix) is just an example of the same island. Voices about
designing ‘new economics’ are also emerging to make economies work for the people
and the planet. Lest those voices become pervasive and powerful enough, CEOs party
will perhaps go on uninterrupted.
The Economic Policy Dialogue (EPD) has been undertaking the task of measuring the
gap between the compensation of the chief executive officers (CEOs) and the earnings
of the workers in the Canadian industry for the last nine years since 2010. The pay gap
survey of 2019 is 10th in the row. It surveys the pay gap in the Canadian industry as a
whole and also in its various sectors for the year 2018. The sector level pay gap analysis
differentiates our work from the other Canadian pay gap surveys.
The first part of the survey analyzes the annual compensation pool of the CEOs of the
top 100 corporations and also finds which sectors get the most from this total pool. The
total compensation amount and its distribution into different sectors present a kind of
cross-section reflection on the structure and direction of the economy. To examine the
distribution aspect of the economy, pay gaps are investigated in the second and third
parts. Absolute and relative pay gaps between annual average compensation of a
representative CEO of the top 100 corporations and annual average earning of a typical
worker are observed in the overall Canadian industry in the second part. Pay gaps for
various sectors of the Canadian industry are presented in the third part. The closing part
will be on the methodology and sources of data.
In the current survey, annual compensations of the top 100 corporations’ CEOs represent
general pays of the Canadian industry’s chief executives, and the average yearly earnings
of the employees used here represent the pays of the industrial workers in the economy.
Two categories of employees ‘all-employees’ and ‘hourly-paid employees’ are used in the
survey; the first category covers all the salaried and hourly employees, and the second,
a sub-category of ‘all employees’, includes only hourly employees.
Part 1: Some Observations on CEO Compensation in 2018
The EPD pay gap survey takes the CEOs’ list and their compensation from the annual
Globe and Mail list of the highest-paid CEOs of the top 100 public corporations. The year
2018 list included 101 CEOs as Power Corporation of Canada had two CEOs on the list.
John Chen of BlackBerry Limited was on the top of the list with $143,341,533, who was
hired in 2013 to turn around the company; he had his compensation increased 3593%
from the last year (80th rank in 2017). Donald Walker of Magna International Inc. with
$26,021,694 ranked second in 2018, as he did three consecutive years previously during
2014-16; however, he topped the list last year. And Daniel Schwartz of Restaurant Brands
International Inc. ranked third with third-highest compensation of $24,349,238.
In 2018, the total CEO compensation pool of $930 million was shared by 15 major sectors
(Table 1). Communications & Media sector captured the highest share. The other next
two sectors were – Finance and Manufacturing; these two have been consistently there
8. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 5
in the top three for a couple of years now. These top three sectors took away a 48% share
of the total CEO compensation pool, and the rest 12 sectors shared the remaining 52%
of it (Graph 1).
Another feature of the year was the Cannabis sector that had one more entrant (Aurora
Cannabis Inc.) this year to join the last year’s only company (Canopy Growth Corporation)
in the top 100 companies’ list. So, it marks the Canadian ‘Green Rush’ story after the
legalization of recreational marijuana during 2018. The gaming sector also crossed a
threshold as The Stars Group Inc., a global leader in the online and mobile gaming and
interactive entertainment, entered the elite list of top 100 companies this year.
The year 2018 had seen quite a jump in the total CEO compensation pool of the top 100
companies with a 23% rise from the last year (Graph 2). This jump was more visible
because of the previous two years’ declining total compensation pool. The CEOs of these
top 100 companies increased their pool in 2018 by 58% from the 2008 level, despite the
events like great recession and energy price shock during the 2008-2018 decade.
Table 1: Distribution of (Top 100 Companies’) Total CEO Compensation into Major
Industrial Sectors, 2018
Major Industrial Sectors Sectoral Distribution of CEO Compensation
Cannabis 4,111,186
Gaming 8,561,115
Wholesale 9,805,462
Real Estate 20,842,959
Support Services 24,285,581
Retail 30,779,514
Utilities 34,315,504
Food 57,132,875
Transport 68,446,534
Professional Services 68,713,698
Oil and Gas 76,594,597
Precious Metals 79,611,733
Manufacturing 108,719,090
Finance 130,047,594
Communications & Media 208,389,702
Total 930,357,144
9. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 6
Graph 1: Percentage Distribution of (Top 100 Companies’) Total CEO
Compensation into Major Industrial Sectors, 2018
Graph 2: Cumulative CEO Compensation (and annual growth) of Top 100
Companies, 2008-2018
Source: Same as Table 2.
Cannabis, 1% Gaming, 1%
Wholesale, 1%
Real Estate, 2%
Support Services, 3%
Food , 6%
Transport, 7%
Professional
Services, 7%
Oil and Gas, 8%Precious Metals, 9%
Manufacturing, 12%
Finance, 14%
Communications & Media, 22%
93,03,57,144 (23.1%)
75,56,38,918 (-8.0%)
82,12,53,002 (-7.0%)
88,28,83,113 (12.7%)
78,34,80,228 (3.2%)75,90,37,285 (12.7%)
67,37,63,184 (6.1%)
63,48,17,907 (0.9%)
62,90,27,838 (11.6%)
56,38,63,200 (-4.1%)
58,77,63,653
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
10. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 7
Part 2: Pay Gap between CEOs and other Employees in the
entire Canadian Industry, 2018
A representative CEO of the top 100 corporations bagged an annual average
compensation of about $9.2 million in contrast to a typical Canadian industry employee
(hourly-&-salaried) who earned an average yearly pay of about $52 thousand and an
hourly-paid employee about $39 thousand in 2018 (Table 2 and Graph 3). Thus, a
representative CEO earned 177 times more than a typical employee, and 234 times more
than what an hourly-paid employee made in 2018 (Table 2 and Graph 4).
Table 2: Pay Averages and Ratios in Canadian Industry, 2007-2018
Year
CEO Annual
Average
Compensation
Number
of CEOs
Cumulative
Compensation
Average yearly
Pay of an
Employee
(Salaried-&-
hourly)
Average
yearly Pay
of an Hourly
Employee
Pay Ratio
between CEO
& Employee
(Salaried-&-
hourly)
Pay Ratio
between
CEO &
Hourly-paid
Employee
Amount in Canadian $
2018 9,211,457 101 930,357,144 52,061 39,310 177 234
2017 7,481,573 101 755,638,918 50,744 38,007 147 197
2016 8,131,218 101 821,253,002 49,738 37,454 163 217
2015 8,655,717 102 882,883,113 49,510 37,382 175 232
2014 7,681,179 102 783,480,228 48,636 36,890 158 208
2013 7,441,542 102 759,037,285 47,358 36,105 157 206
2012 6,875,135 98 673,763,184 46,634 35,568 147 193
2011 6,163,281 103 634,817,907 45,488 34,496 135 179
2010 6,048,345 104 629,027,838 44,366 33,009 136 183
2009 5,474,400 103 563,863,200 42,824 31,993 128 171
2008 5,706,443 103 587,763,653 42,169 31,885 135 179
2007 – – – 40,988 30,895 – –
Percent Change from Previous Year
2018 23.1 23.1 2.6 3.4 20.0 19.0
2017 -8.0 -8.0 2.0 1.5 -9.8 -9.3
2016 -6.1 -7.0 0.5 0.2 -6.5 -6.2
2015 12.7 12.7 1.8 1.3 10.7 11.2
2014 3.2 3.2 2.7 2.2 0.5 1.0
2013 8.2 12.7 1.6 1.5 6.6 6.6
2012 11.5 6.1 2.5 3.1 8.8 8.2
2011 1.9 0.9 2.5 4.5 -0.6 -2.5
2010 10.5 11.6 3.6 3.2 6.6 7.1
2009 -4.1 -4.1 1.6 0.3 -5.5 -4.4
2008 – – 2.9 3.2 – –
Source: Author’s calculations. See previous EPD Surveys for the past years’ data.
Note: – Cannot be mentioned/calculated as Globe and Mail CEO List prior to 2008 not available.
11. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 8
In 2018, the average CEO compensation and CEO-worker pay ratios not only recovered
from the last two years declines but reached an all-time high since 2008, thanks to a
record jump of 23% in the average CEO compensation (Table 2 and Graph 5).
Graph 3: Comparison between Annual Average Pays of a CEO (of Top 100
Companies) and other Employees, 2018
Graph 4: Ratio between Annual Average Pays of a CEO (of Top 100 Companies)
and other Employees, 2018
Pay Ratio between CEO &
Employee (Salaried-&-hourly)
Pay Ratio between CEO &
Hourly-paid Employee
177
234
How Many Times an Average Executive (of Top 100
Companies) Earned Annualy than Other Employees, 2018
Annual Average CEO Pay of
Top 100 Companies
Annual Average Employee
(Salaried-&-hourly) Pay
Annual Average Hourly-paid
Employee Pay
$92,11,457
$52,061 $39,310
Pay Gap between CEOs and Others, 2018
12. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 9
Graph 5: Ratio between Annual Average Pays of a CEO (of Top 100 Companies)
and other Employees, 2008-2018
Source: Same as Table 2.
Part 3: Pay Gap between CEOs and Other Employees in
various Sectors of Canadian Industry, 2018
This part of the survey analyzes the pay-gap in various sectors of the Canadian industry.
This year’s top 100 companies were reorganized into 32 specific industrial sectors. More
general 15 sectors displayed earlier in Part 1 were being rearranged into specific 32
sectors here. For instance: Communications & Media broad sector there would have two
sectors here – Telecommunications and Media. This rearrangement was done in order to
find out workers’ pay at three or more NAICS (North American Industry Classification
System) digit level corresponding to the sectors for which the CEOs’ compensation was
available. The CEO-worker pay ratios were calculated for 29 out of these all 32 sectors
as three sectors, Equity Funds, Manufacturing- Clothing, and Transportation- Pipeline did
not have any data on employees’ earnings. By the way, 12 out of these 29 sectors
considered for the analysis were single-company sectors1. After the rearrangement
exercise, sectoral averages of the CEO compensation were calculated, which were then
matched with the corresponding sectoral (all as well as hourly) employees’ annual
average earnings to calculate CEO-employee sectoral pay ratios. These pay ratios exhibit
1 Amusement gambling and recreation, Food Services, Manufacturing- Labels, Manufacturing- Food,
Manufacturing- Wood product, Media, Oil & Gas- Support services, Retail- Gas Stations, Retail- Non-
stores, Support Services- Auctioneering, Support Services- Waste Management & Remediation, and
Transportation- Air.
177
147
163
175
158157
147
135136
128
135
234
197
217
232
208206
193
179183
171
179
100
120
140
160
180
200
220
240
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Pay Ratio between CEO & Employee (Salaried-&-hourly)
Pay Ratio between CEO & Hourly-paid Employee
13. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 10
the sectoral pay gaps. The sectoral pay ratios and their ranks are presented in Tables 3,
4, and Graph 6.
CEO-employee (salaried-&-hourly) pay ratios are calculated for 29 industrial sectors,
whereas CEO-hourly employee pay ratios only for 21 industrial sectors because data on
hourly employees’ earnings were not available for the other 8 sectors2.
Following are the key findings observed from the sectoral analysis:
1. John Chen, CEO of BlackBerry Limited, earned the highest compensation of $143
million, and David Ehrlich (Ranked 100th) of Canadian Apartment Properties Real
Estate Investment Trust the lowest $719,460 in the list of 101 CEOs. Mark Leonard
of Constellation Software Inc. reported zero compensation this year.
2. The Food Services sector, the same as the last couple of years, had the lowest
annual average pay for salaried-&-hourly employees at $19,327 and hourly
employees at $16,713 in the given list of sectors. Retail sector followed next in the
case of the all-employees (salaried-&-hourly) pay as Retail- Food & Beverage
Stores had the second-lowest and Retail- Gas Stations the third-lowest pay at
$24,887 and $25,814, respectively. Whereas, in the case of hourly employees,
Amusement, gambling & recreation sector had the second-lowest pay at $20,562,
and Retail- Food & Beverage Stores, the third-lowest at $21,989.
3. All-employees (salaried-&-hourly) had the highest annual average pay in the Oil
and Gas sector ($141,812) in the given list of sectors, followed by Utilities
($97,805), Precious Metals ($95,326), and Other Financial Investment and
Related Activities ($93,078). Among the highest-earning sectors (along with
amounts) for the hourly employees were as: Utilities ($91,405), Precious Metals
($83,040), Oil & Gas- Support services ($80,124), and Manufacturing- Chemical
($57,427). By the way, earning figure was not available for the hourly employees
for the Oil and Gas sector.
4. About the highest and lowest pay ratios for both salaried-&-hourly employees and
only hourly employees, Food Services had the highest pay ratios at astronomical
high levels of 1260 and 1457, and Oil & Gas- Support services had the lowest at
42 and 48, respectively.
5. Out of all 29 sectors, 12 (i.e., 41%) had higher than the national average CEO-
employee (salaried-&-hourly) pay ratio of 177. These were: Food Services (1,260),
Telecommunications (509), Manufacturing- Transportation Equipment (324),
Media (317), Amusement, gambling and recreation (315), Support Services-
Waste Management & Remediation (304), Retail- General Stores (291), Retail-
Non-stores (235), Retail- Food & Beverage Stores (232), Transportation- Air (209),
Manufacturing- Chemical (201), and Banking (195). For the CEO-hourly employee
pay ratio, 9 sectors out of the given total 21 sectors (i.e., 43%) had higher than the
2 These were: Banking, Management and Diversified, Manufacturing- Cannabis product, Oil and Gas,
Other Financial Investment and Related Activities, Support Services- Waste Management & Remediation,
Telecommunications, and Transportation- Rail.
14. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 11
national average ratio of 234: Food Services (1457), Media (691), Amusement,
gambling and recreation (416), Manufacturing- Transportation Equipment (371),
Retail- General Stores (336), Transportation- Air (309), Retail- Non-stores (286),
Retail- Food & Beverage Stores (262), and Manufacturing- Chemical (259). Last
year such sectors, with higher than the national average CEO-employee (salaried-
&-hourly) and CEO-hourly employee pay ratio, were 36% and 32% as compared
to this year’s 41% and 43%, respectively. That means more sectors than last year
had higher pay gaps in 2018.
6. Sectors with lower than half the national average pay ratio are also observed to
determine which sectors have lower pay ratio and, therefore, relatively better
placed regarding pay inequality. As regards to the CEO-employee (salaried-&-
hourly) pay ratio, 10 sectors (i.e., 34%) had lower than half the national average
(<89): Oil & Gas- Support services (42), Manufacturing- Cannabis product (45),
Other Financial Investment and Related Activities (50), Utilities (50), Oil and Gas
(57), Real Estate (66), Precious Metals (76), Wholesale- Heavy Equipment (82),
Professional, scientific and technical services (85), and Manufacturing- Wood
product (86). Regarding CEO-hourly employee pay ratio, 9 sectors (i.e., 43%) had
lower than half of the national average ratio (<117): Oil & Gas- Support services
(48), Utilities (54), Precious Metals (87), Manufacturing- Wood product (92),
Wholesale- Heavy Equipment (104), Manufacturing- Food (104), Real Estate
(107), Professional, scientific and technical services (115), and Manufacturing-
Labels (116). This year, the number has increased as these are 34% and 43% as
compared to 25% and 26% in 2017.
7. Regarding the sectoral pay ratio, Food Services, Telecommunications, and
Manufacturing- Transportation Equipment were among the highest pay-ratio
sectors for all-employees (salaried-&-hourly), whereas Food Services, Media, and
Amusement, gambling and recreation for hourly-employees. However, there are
some qualifications attached to some of these highest pay gap cases, which one
should also consider while passing any final judgments. For example, although the
Food Services sector had the highest pay ratios for both an all-employee and
hourly employee, and also the lowest employees’ (absolute) earnings for these
both type of employees, this sector may or may not conclusively be a genuine
representative case of sector-wide high pay gap as there is no CV (Coefficient of
Variation) value for the CEO compensation because of being one-company sector.
A more representative case should better have sector-wide (or at least for more
than one company) high CEO compensation. Next, the Telecommunications
sector had a very high CV; this is because of an exceptional compensation of top-
ranked CEO (John Chen’s of BlackBerry Limited). Because of that extraordinary
single case, average compensation for the sector becomes very high; that is how
despite all-employee earnings being in the mid-range, the pay gap is the second
highest. High CEO pay gap and low CV for Manufacturing- Transportation
Equipment, Manufacturing- Chemical, Banking, and Transportation- Rail make
these sectors better representations for sector-wide high pay gap cases despite
15. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 12
relatively high employees’ earnings. The Retail sector (Retail- General Stores,
Retail- Food & Beverage Stores, and Retail- Food & Beverage Stores), typically
as always, has high pay ratios this year, too primarily because of relatively low
employees’ earnings. Other four sectors – Media; Amusement, gambling and
recreation; Transportation- Air; and Retail- Non-stores – have a high pay gap
because of relatively high CEO compensation; but these are one-company sectors
(no CV value for the CEO compensation), therefore, same as above Food Services
sector, these may or may not represent the overall sector.
8. Sectoral high pay gap ratios are definitely bad, but these become even worse when
also mix with too low absolute employees’ pays. This year such sectors are Food
Services, Retail- Food & Beverage Stores, Retail- General Stores, Retail- Non-
stores, and Amusement, gambling & recreation. The Food Services sector is the
worst such case as it had the highest CEO-employee pay ratio and the lowest pay
for both all employees (salaried-&-hourly) and hourly employees.
Table 3: Sectoral Ranks, 2018 (Rank 1 indicates the Highest)
Sectors
CEO-
Employee
Pay
Ratios
CEO-Hourly Paid
Employee Pay
Ratios (For 21
Sectors)
Employee
Pay
Hourly
Employee
Pay (For 21
Sectors)
Average
CEO Pay
(Sectoral)
Food Services 1 1 29 21 2
Telecommunications 2 N.A. 11 N.A. 1
Manufacturing- Transportation Equipment 3 4 13 5 3
Media 4 2 15 16 4
Amusement, gambling and recreation 5 3 26 20 11
Support Services- Waste Management & Remediation 6 N.A. 16 N.A. 5
Retail- General Stores 7 5 25 18 14
Retail- Non-stores 8 7 21 11 9
Retail- Food & Beverage Stores 9 8 28 19 19
Transportation- Air 10 6 17 13 8
Manufacturing- Chemical 11 9 7 4 6
Banking 12 N.A. 12 N.A. 7
Support Services- Auctioneering 13 10 24 14 17
Transportation- Rail 14 N.A. 9 N.A. 10
Retail- Gas Stations 15 11 27 17 27
Insurance and Related Activities 16 12 10 6 16
Manufacturing - Labels 17 13 20 10 20
Management and Diversified 18 N.A. 6 N.A. 13
Manufacturing- Food 19 16 23 12 25
Manufacturing- Wood product 20 18 18 8 24
Professional, scientific and technical services 21 14 8 7 18
Wholesale- Heavy Equipment 22 17 14 9 21
Precious Metals 23 19 3 2 15
Real Estate 24 15 19 15 28
Oil and Gas 25 N.A. 1 N.A. 12
Other Financial Investment and Related Activities 26 N.A. 4 N.A. 23
Utilities 26 20 2 1 22
Manufacturing- Cannabis product 28 N.A. 22 N.A. 29
Oil & Gas- Support services 29 21 5 3 26
16. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 13
Table 4: Sectoral Pay Averages and Ratios, 2018
Sectors
CEO Pay -
Sectoral
Average ($)
CEO Pay -
Coefficient
of Variation
(CV)
Employee
Pay -
Sectoral
Average
($)
Hourly
Employee
Pay -
Sectoral
Average
($)
Average
Pay Ratio
between
CEO &
Employee
Average
Pay Ratio
between
CEO &
Hourly Paid
Employee
Food Services 24,349,238 - 19,327 16,713 1260 1457
Telecommunications 31,601,981 1.74 62,134 N.A. 509 N.A.
Manufacturing- Transportation Equipment 19,901,547 0.43 61,496 53,667 324 371
Media 18,777,815 - 59,307 27,176 317 691
Amusement, gambling and recreation 8,561,115 - 27,168 20,562 315 416
Support Services- Waste Management & Remediation 17,750,032 - 58,376 N.A. 304 N.A.
Retail- General Stores 7,932,546 0.71 27,249 23,633 291 336
Retail- Non-stores 11,131,760 - 47,370 38,899 235 286
Retail- Food & Beverage Stores 5,762,791 0.35 24,887 21,989 232 262
Transportation- Air 11,551,850 - 55,311 37,325 209 309
Manufacturing- Chemical 14,890,603 0.36 74,229 57,427 201 259
Banking 12,016,650 0.22 61,618 N.A. 195 N.A.
Support Services- Auctioneering 6,535,549 - 44,542 32,756 147 200
Transportation- Rail 10,486,011 0.27 71,485 N.A. 147 N.A.
Retail- Gas Stations 3,782,662 - 25,814 23,706 147 160
Insurance and Related Activities 7,043,342 0.63 67,214 53,331 105 132
Manufacturing - Labels 4,940,044 - 49,285 42,472 100 116
Management and Diversified 7,992,141 0.41 87,071 N.A. 92 N.A.
Manufacturing- Food 3,969,680 - 44,620 38,246 89 104
Manufacturing- Wood product 4,652,960 - 53,886 50,700 86 92
Professional, scientific and technical services 6,124,189 0.54 72,049 53,090 85 115
Wholesale- Heavy Equipment 4,902,731 0.29 59,676 47,322 82 104
Precious Metals 7,237,430 0.62 95,326 83,040 76 87
Real Estate 3,473,827 0.61 52,300 32,440 66 107
Oil and Gas 8,080,995 0.54 141,812 N.A. 57 N.A.
Other Financial Investment and Related Activities 4,667,460 0.52 93,078 N.A. 50 N.A.
Utilities 4,902,215 0.48 97,805 91,405 50 54
Manufacturing- Cannabis product 2,055,593 0.32 46,016 N.A. 45 N.A.
Oil & Gas- Support services 3,865,644 - 92,537 80,124 42 48
Equity Funds 1,685,259 - N.A. N.A. N.A. N.A.
Manufacturing- Clothing 7,325,592 0.58 N.A. N.A. N.A. N.A.
Transportation- Pipeline 8,980,666 0.47 N.A. N.A. N.A. N.A.
Notes: N.A. Not Available
– Cannot be calculated as these are single-company sectors. For the list, see note number 2 of the
Graph 6.
17. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 14
Graph 6: Ratio between Annual Average Pays of a CEO (of Top 100 Companies)
and other Employees in various Industrial Sectors, 2018
Notes: 1. When there is no red bar, it means data for hourly-paid employees are not available.
2. Twelve sectors had single company each – Amusement gambling and recreation, Food Services, Manufacturing-
Labels, Manufacturing- Food, Manufacturing- Wood product, Media, Oil & Gas- Support Services, Retail- Gas Stations, Retail-
Non-stores, Support Services- Auctioneering, Support Services- Waste Management & Remediation, and Transportation- Air.
1260
509
324
317
315
304
291
235
232
209
201
195
147
147
147
105
100
92
89
86
85
82
76
66
57
50
50
45
42
1457
371
691
416
336
286
262
309
259
200
160
132
116
104
92
115
104
87
107
54
48
Food Services
Telecommunications
Manufacturing- Transportation Equipment
Media
Amusement, gambling and recreation
Support Services- Waste Management & Remediation
Retail- General Stores
Retail- Non-stores
Retail- Food & Beverage Stores
Transportation- Air
Manufacturing- Chemical
Banking
Support Services- Auctioneering
Transportation- Rail
Retail- Gas Stations
Insurance and Related Activities
Manufacturing - Labels
Management and Diversified
Manufacturing- Food
Manufacturing- Wood product
Professional, scientific and technical services
Wholesale- Heavy Equipment
Precious Metals
Real Estate
Oil and Gas
Other Financial Investment and Related Activities
Utilities
Manufacturing- Cannabis product
Oil & Gas- Support services
How Many Times an Average CEO (of Top 100 Companies) Earns Annualy
than other Employees in different Industrial Sectors, 2019
Average Pay Ratio between CEO & Hourly Paid Employee Average Pay Ratio between CEO & Employee
18. Pay Gap Between CEOs and Workers in Canadian Industry, 2019 EPD 15
Data Sources and Methodology
Data Sources: As always, the 2018 pay gap survey relies on two data sources: the Globe
and Mail list on the executive compensation and the Statistics Canada tables. The former
“How much are Canada’s top CEOs paid?”3 had a table on the ranking of the CEOs as
per the compensation for the fiscal year 2018 drawn from the 100 largest public
companies (by market capitalization) in Canada’s benchmark S&P/TSX composite index
as of Dec. 31, 2018. A CEO’s total compensation figure includes salary, bonus, stock
awards, option awards, pension value, and all other compensation. Two tables of
Statistics Canada were used: ‘Average weekly earnings by industry, including overtime’
(to get the pays of workers) and ‘North American Industry Classification System (NAICS)
Canada 2017 Version 3.0’ (to determine the industry classification).4
Process: For the computation of the sectoral CEO/employee pay ratios, the top 100
companies were arranged into specific sectors based on their type of (major) business
activity. This arrangement was made in order to obtain the employees’ wages (at three or
more NAICS digit level) corresponding to the sectors for which CEOs’ compensation was
available. This year there were 32 sectors. However, as three sectors Equity Funds,
Manufacturing- Clothing, and Transportation- Pipeline didn’t have data on the employees’
earnings, sectoral analysis was conducted for the 29 sectors. After rearranging the
industrial sectors, data on employees’ weekly wages were collected so as to get annual
(sectoral) pays of the employees. Two types of workers were considered in the survey:
‘all employees’ who comprised salaried and hourly employees, and a sub-category of it,
i.e., ‘hourly employees’. Weekly earnings were multiplied by 52 weeks to calculate
employees’ annual earnings. These annual earnings were then used to calculate the pay
ratios.
3 Global Governance Advisors. “How much are Canada’s top CEOs paid? Here’s the full breakdown”.
Globe and Mail. 25 October 2019. Accessed on 4 Nov. 2019.
<https://www.theglobeandmail.com/business/rob-magazine/article-how-much-are-canadas-top-ceos-paid-
heres-the-full-breakdown/>
4 Following are these two tables:
Statistics Canada. Table: 14-10-0204-01 (formerly CANSIM 281-0027) Average weekly earnings by
industry, including overtime, annual. Accessed in 2019.
<https://www150.statcan.gc.ca/t1/tbl1/en/tv.action?pid=1410020401>
Statistics Canada. North American Industry Classification System (NAICS) Canada 2017 Version 3.0.
Accessed in 2019. <http://www23.statcan.gc.ca/imdb/p3VD.pl?Function=getVD&TVD=1181553>