This document summarizes the key findings of a report on the pay gap between CEOs and workers in the Canadian industry in 2014. Some of the main points are:
1) CEOs of the top 100 companies in Canada received total compensation of $759 million in 2013, a 13% increase from 2012. CEOs in the oil and gas, materials, and finance sectors received over half (54%) of the total compensation.
2) The average CEO compensation was $7.4 million, 157 times the average pay of a typical Canadian industry employee ($47,000), and 206 times that of an hourly paid employee ($36,000).
3) Among sectors, the banking sector had the highest CEO
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.
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.
Influence of Labour Turnover on Business Growth: A Case Study of Petrol Stati...iosrjce
IOSR Journal of Economics and Finance (IOSR-JEF) discourages theoretical articles that are limited to axiomatics or that discuss minor variations of familiar models. Similarly, IOSR-JEF has little interest in empirical papers that do not explain the model's theoretical foundations or that exhausts themselves in applying a new or established technique (such as cointegration) to another data set without providing very good reasons why this research is important.
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.
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.
Influence of Labour Turnover on Business Growth: A Case Study of Petrol Stati...iosrjce
IOSR Journal of Economics and Finance (IOSR-JEF) discourages theoretical articles that are limited to axiomatics or that discuss minor variations of familiar models. Similarly, IOSR-JEF has little interest in empirical papers that do not explain the model's theoretical foundations or that exhausts themselves in applying a new or established technique (such as cointegration) to another data set without providing very good reasons why this research is important.
Mapping key dimensions of industrial relationsEurofound
industrial democracy, industrial competitiveness, social justice, decent work, job and employment quality, autonomy, participation, representation, equality, equity, influence, fundamental rights, social cohesion, entrepreneurship, market, capitalism, non-discrimination, HRM, strategic choice, industrial relations in Europe, labour relations, employment relations, social dialogue, trade, unions, crisis, cross-sector, employers, european company, european framework agreements, european works council, industrial action, industrial action, industrial relations, law, minimum wage, sectoral social dialogue, social dialogue, trade unions, wages, working time, bargaining in the shadow of the law, collective agreements, European commission, EU law, EU treaties, decentralization of collective bargaining, single employer bargaining, multi-employer bargaining, extension of collective agreements, favourability principle, opt-out, opening clause, erga omnes, commodity, ILO, dispute settlement, varieties of capitalism, coordinated market economy, liberal market economy, bi-partite, tri-partite, Val Duchesse, macro-economic dialogue, tri-partite social summit, social dialogue committee, working time, labor productivity, labor cost, trade union density, collective bargaining coverage, pay, autonomous agreements, telework, parental leave, BUSINESSEUROPE, ETUC, CEEP, UEAPME, mega trends, information and consultation, open method of coordination, mutual learning,
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.
Does Ending Endo Contribute to Inclusive Economic GrowthSonnie Santos
by Vicente Paqueo and Aniceto Orbeta Jr.
Fellows, PIDS and FEF
(a copy of this presentation was given to participants of the FEF Paderanga-Varela Memorial Lecture, to share, study and discuss with the objective of generating discussion about the effects of "ending endo" or temporary employment contract, and arrive at a win-win solution to the problem)
copyright belongs to the authors of the study
At an event in Westminster chaired by new RF Executive Chair David Willetts, the Resolution Foundation presented early findings from its major new investigation into full employment. A panel of leading experts offered their take on the issue, followed by a Q&A.
The paper examines the quality of the business climate in the group of the Commonwealth of Independent States (CIS) from the prospective of the level of development of entrepreneurship, and individual countries’ attractiveness to the foreign direct investments (FDI). The analysis suggests that the main obstacles for further improvements of the business climate in this group of countries are high level of corruption, inefficiency in the existing system of tax administration and regulation, discretionary implementation of custom and trade regulations, low level of property rights protection, and macroeconomic instability. Some explanations of the historical and institutional causes of these business impediments are provided.
Although the net FDI inflow to CIS countries has been substantially increased since the time they gained independence, it’s still well bellow than in Central & Eastern Europe Countries (CEE). The number of private enterprises per capita vastly varies within the CIS countries, with some of them approaching the OECD level, but some else lagging far behind. FDI stocks also unequally distribute within the CIS group. Fuel exporting countries are better off than fuel importing countries, although the individual country’s business climate within two groups does not differ significantly.
As a conclusion, paper suggests a number of concrete public policy recommendations aiming to improve business climate in the CIS region. This paper focuses on discussing the deep systemic causes of the existing business and investment climate in the CIS, its potential negative implications for economic growth and possible cures.
Authored by: Vladimir Dubrovskiy, Oleg Ustenko
Published in 2005
Mapping key dimensions of industrial relationsEurofound
industrial democracy, industrial competitiveness, social justice, decent work, job and employment quality, autonomy, participation, representation, equality, equity, influence, fundamental rights, social cohesion, entrepreneurship, market, capitalism, non-discrimination, HRM, strategic choice, industrial relations in Europe, labour relations, employment relations, social dialogue, trade, unions, crisis, cross-sector, employers, european company, european framework agreements, european works council, industrial action, industrial action, industrial relations, law, minimum wage, sectoral social dialogue, social dialogue, trade unions, wages, working time, bargaining in the shadow of the law, collective agreements, European commission, EU law, EU treaties, decentralization of collective bargaining, single employer bargaining, multi-employer bargaining, extension of collective agreements, favourability principle, opt-out, opening clause, erga omnes, commodity, ILO, dispute settlement, varieties of capitalism, coordinated market economy, liberal market economy, bi-partite, tri-partite, Val Duchesse, macro-economic dialogue, tri-partite social summit, social dialogue committee, working time, labor productivity, labor cost, trade union density, collective bargaining coverage, pay, autonomous agreements, telework, parental leave, BUSINESSEUROPE, ETUC, CEEP, UEAPME, mega trends, information and consultation, open method of coordination, mutual learning,
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.
Does Ending Endo Contribute to Inclusive Economic GrowthSonnie Santos
by Vicente Paqueo and Aniceto Orbeta Jr.
Fellows, PIDS and FEF
(a copy of this presentation was given to participants of the FEF Paderanga-Varela Memorial Lecture, to share, study and discuss with the objective of generating discussion about the effects of "ending endo" or temporary employment contract, and arrive at a win-win solution to the problem)
copyright belongs to the authors of the study
At an event in Westminster chaired by new RF Executive Chair David Willetts, the Resolution Foundation presented early findings from its major new investigation into full employment. A panel of leading experts offered their take on the issue, followed by a Q&A.
The paper examines the quality of the business climate in the group of the Commonwealth of Independent States (CIS) from the prospective of the level of development of entrepreneurship, and individual countries’ attractiveness to the foreign direct investments (FDI). The analysis suggests that the main obstacles for further improvements of the business climate in this group of countries are high level of corruption, inefficiency in the existing system of tax administration and regulation, discretionary implementation of custom and trade regulations, low level of property rights protection, and macroeconomic instability. Some explanations of the historical and institutional causes of these business impediments are provided.
Although the net FDI inflow to CIS countries has been substantially increased since the time they gained independence, it’s still well bellow than in Central & Eastern Europe Countries (CEE). The number of private enterprises per capita vastly varies within the CIS countries, with some of them approaching the OECD level, but some else lagging far behind. FDI stocks also unequally distribute within the CIS group. Fuel exporting countries are better off than fuel importing countries, although the individual country’s business climate within two groups does not differ significantly.
As a conclusion, paper suggests a number of concrete public policy recommendations aiming to improve business climate in the CIS region. This paper focuses on discussing the deep systemic causes of the existing business and investment climate in the CIS, its potential negative implications for economic growth and possible cures.
Authored by: Vladimir Dubrovskiy, Oleg Ustenko
Published in 2005
DCR TrendLine shares analyses of trends and happenings in the non-employee workforce industry. The June edition looks at the impact of oil prices on employment in the oil and gas industry and trends in talent management. We continue our global series on the ASEAN region by looking at Indonesia’s slowing economy. This month also features our quarterly topic “What’s Trending in the Temp Market.” We also discuss job prospects for the graduating class of 2015. Our feature article hones in on the need for simplicity in the workforce, and provides some ways to get started. Finally, we examine the long-term economic impact of the devastating earthquakes experienced by Nepal recently
DCR National Temp Wage Index
Employment Prospects for 2015 Grads
Indonesia’s Slowing Economy and Workforce Challenges
What’s Trending in the Temp Market – Q2 of 2015
Industry Highlight: Oil and Gas Index
4 Talent Management Trends
Simplicity is the Ultimate Sophistication
Nepal Earthquake: The Long-Term Economic Impact
DCR TrendLine January 2015 - Non Employee Workforce Insightss
DCR TrendLine shares analyses of trends and happenings in the staffing industry. The January issue explores two broad themes: predictions for the upcoming year and worker wellness. We look at trends for 2015 in the IT industry, HR technology, employment and workforce happenings, and talent acquisition. We explore causes of worker burnout, and peek in on the recreational services industry. Our feature article examines the use of big data analysis in the human resources function.
The DCR TrendLine editorial staff would like to extend our wishes to you for a happy and successful new year – full of hope and joy.
Visit the DCR TrendLine website at trendline.dcrworkforce.com to easily access all of our current and previous articles, and view comprehensive charts of real-time trends.
INSIDE THIS ISSUE:
- Top IT Trends for 2015
- Disruptions in HR Technology
- Employment Trends for 2015 and Beyond
- The New Sources of Talent
- Worker Burnout
- Industry Highlight: Recreational Services Index
- Wisdom Comes From Putting Things Together
- 2015 College Grad Prospects
DCR TrendLine shares analyses of trends and happenings in the non-employee workforce industry. The May edition looks at wage growth in the United States and employment in the automobile manufacturing sector. We continue our global series on the ASEAN region by looking at the impact on oil prices on Malaysia’s economy. We uncover why recent indexes have been rating the U.S. economy as disappointing. Our feature article discusses the definition of innovation and provides information on how companies can get started on incorporate innovation into their organizations. Finally, we examine how the talent acquisition sector has been disrupted by changes in the way employers access and engage with talent.
DCR National Temp Wage Index
U.S. Economy: Disappointing..?
Wage Growth Across The U.S.
Industry Highlight: Automobile Manufacturing Index
What Do Millennials Want?
Malaysia: Oil Prices Pose Threat to Economy
Innovation as Usual
Recruiting Disrupted,.
Quarterly Economic Trends for Ohio Oil and Gas Industries - April 2014Marcellus Drilling News
A quarterly report issued by Ohio's Dept. of Jobs and Family Services issues a report on how the Ohio shale industry is faring with respect economic impacts and the number of jobs. The April 2014 edition of that report shows in the two years from Q3 2011 to Q3 2013 core shale-related industry employment (like pipeline construction and well drilling) was up 5,763 (79.0 percent). Employees in core jobs had an average wage of $71,661.
Outsourcing has come a long way to stay as a strategic weapon enabling companies to
focus on their core skills and products as well as on more expansive business issues such as
branding, strategy, and planning while non-core (but essential) jobs being handled by outside
specialists. A company engaged in a well-calculated outsourcing initiative will benefit by
focusing its resources on meeting the customer’s needs, having been released from dedicating
resources/efforts to areas outside of its business expertise.
August 7, 2012, 810 PM GMT+10 It’s time to see older work.docxcelenarouzie
August 7, 2012, 8:10 PM GMT+10
It’s time to see older workers as an asset
Why not keep older workers on the job?
Chris Farrell
https://www.bloomberg.com/news/articles/2012-08-07/its-time-to-see-older-workers-as-an-
asset
The footprints of an aging America are everywhere. Every day it seems another blue chip
report is issued worrying about the surging ranks of the elderly. All boomers will be 65 and
older by 2030. (The Rolling Stones’ memorable line “What a drag it is getting old” hurts,
doesn’t it?) Put somewhat differently, 19.3 percent of the population will be at least 65 in
2030, up from 13 percent in 2010, according to U.S. Census Bureau projections. The litany of
fears that goes along with an aging population ranges from a rising tide of entitlement
spending starving the public purse of money for productive investments, to Corporate
America’s innovative energies being depleted along with graying hair and aching joints of an
older workforce.
Demographics, however, aren’t destiny. Instead, an aging America is an underappreciated
and unexploited economic resource in a highly competitive global economy. Take Europe vs.
the U.S. In many parts of Europe there isn’t the kind of part-time, flexible work that’s
available in the U.S., where federal laws have outlawed employment discrimination against
age since the 1960s. Most European countries have only recently instituted such legislation.
And Europe is still struggling to convince workers to stay on the job longer. The U.S. labor
force participation rate of older male workers began climbing by the end of the 20th century.
Older women are remaining employed longer, too. “Yes, America has an aging population,”
says Nicole Maestas, economist at the Rand Corp., the Santa Monica (Calif.)-based think
tank. “The upside of that is a whole generation of people who are interested in anything but
retirement.”
The shift in sentiment is propitious, since the impact of working longer trumps demographic
gloom. The economic dependency ratio—the number of nonworkers 16 and older compared
with the number of workers 16 and older—was 50 to 100 in 1990. The Bureau of Labor
Statistics predicts the ratio will leap to 62 adult nonworkers per 100 workers in 2030, with
most of the increase coming after 2010. Government statisticians assume in their forecast that
labor force participation rates will increase though 2020 and then level off. But if this rate
doesn’t decelerate, the economic dependency ratio in 2030 would be 53, a negligible
difference over 4 decades. In other words, the concern isn’t aging: It’s working.
Of course, it’s difficult to be optimistic about jobs with the unemployment rate at 8.3 percent
38 months after the National Bureau of Economic Research officially declared the Great
Recession over. Nevertheless, the business cycle will eventually gather momentum. Plenty of
jobs will be created from now until 2030, and the odds are .
DCR Trendline December 2013 – Contingent Worker Forecast and Supply Reportss
Welcome to the final month of 2013! The staff at TrendLine is pleased to be wrapping up our first full year of publication. It’s been an exciting year in the world of the contingent workforce. In our last issue of 2013 we once again provide you with key insights into the temporary staffing industry. Our thorough research into pivotal trends and current events, along with our in-depth analysis of contingent worker supply and demand, is designed to give you a pulse of the market.
Inside This Issue:
- DCR National Temp Wage Index
- Post Shutdown Impact and Recovery
- OSHA Asked to Further Improve Temp Worker Protections
- TrendLine in 2013
- A Look Back at 2013: Sector By Sector
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.
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.
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
how can i use my minded pi coins I need some funds.DOT TECH
If you are interested in selling your pi coins, i have a verified pi merchant, who buys pi coins and resell them to exchanges looking forward to hold till mainnet launch.
Because the core team has announced that pi network will not be doing any pre-sale. The only way exchanges like huobi, bitmart and hotbit can get pi is by buying from miners.
Now a merchant stands in between these exchanges and the miners. As a link to make transactions smooth. Because right now in the enclosed mainnet you can't sell pi coins your self. You need the help of a merchant,
i will leave the telegram contact of my personal pi merchant below. 👇 I and my friends has traded more than 3000pi coins with him successfully.
@Pi_vendor_247
Exploring Abhay Bhutada’s Views After Poonawalla Fincorp’s Collaboration With...beulahfernandes8
The financial landscape in India has witnessed a significant development with the recent collaboration between Poonawalla Fincorp and IndusInd Bank.
The launch of the co-branded credit card, the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card, marks a major milestone for both entities.
This strategic move aims to redefine and elevate the banking experience for customers.
Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
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
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...beulahfernandes8
Role in Financial System
NBFCs are critical in bridging the financial inclusion gap.
They provide specialized financial services that cater to segments often neglected by traditional banks.
Economic Impact
NBFCs contribute significantly to India's GDP.
They support sectors like micro, small, and medium enterprises (MSMEs), housing finance, and personal loans.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
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.
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$.
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@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.
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Telegram: @Pi_vendor_247
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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.
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Tele-gram
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what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
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A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
3. Index
Executive Summary of Annual Pay Gap Survey 2014……………………….…….......1 – 2
Introduction.………………………………………………………………………..………..3 – 4
Part 1: Some Observations on CEO Compensation in 2013.…..……………………..4 – 5
Part 2: Pay Gap between CEOs and other Employees in entire Canadian Industry,
2013………………………………………………………………………………………….6 – 7
Part 3: Pay Gap between CEOs and Other Employees in various Sectors of Canadian
Industry, 2013…………………………………….........................................................8 – 13
Methodology...................................................................................................................14
Endnotes and Sources..………………………………………………………......................15
List of Tables
Table 1: Distribution of (Top Companies’) Total CEO Compensation into Major Industrial
Sectors, 2013………………………………………………………………………….…….…..5
Table 2: Pay Averages and Ratios in Canadian Industry, 2007-2013……………...…..…6
Table 3: Sectoral Ranks in Ascending Order, 2013……………..……………………...…11
Table 4: Sectoral Pay Averages and Ratios, 2013………………………………………...12
List of Graphs
Graph 1: Percentage Distribution of (Top Companies’) Total CEO Compensation into
Major Industrial Sectors, 2013......……………………………………………………..……...5
Graph 2: Comparison between Average Annual Pays of a CEO (of Top Companies) and
other Employees, 2013……………………………………………………………….………...7
Graph 3: Ratio between Average Annual Pays of a CEO (of Top Companies) and other
Employees, 2013……………………………………………………………………..…………7
Graph 4: Ratio between Average Annual Pays of a CEO (of Top Companies) and other
Employees in various Industrial Sectors, 2013……………….…………..………………..13
4. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 1
Executive Summary of Annual Pay Gap Survey 2014
Pay gap survey of 2014 reports the pay gap between CEOs of the top 100 companies
and workers in the Canadian industry as a whole and also in its various sectors during
the fiscal year of 2013. Some of the main points of the 2014 survey are given below:
100 top public companies of 2013 had 102 CEOs; Gerald W. Schwartz of Onex
Corporation was the highest compensation earning CEO ($87,917,026), and V. Prem
Watsa of Fairfax Financial Holdings Ltd. the lowest ($623,820).
These all 102 CEOs received a total compensation pool of $759,037,285 in 2013 which
had increased by about 13 per cent from that of last year.
CEOs of three sectors – Oil & Gas, Materials, and Finance – had grip on the
compensation pool who took away about 54 per cent share of it; however CEOs of all
other nine sectors shared remaining about 46 per cent.
A CEO of these top corporations bagged an average annual compensation of about
$7.4 million, whereas a typical Canadian industry employee earned an average annual
pay of about $47 thousand and an hourly-paid employee about $36 thousand in 2013.
Thus, a CEO earned 157 times than a typical employee and 206 times than an hourly-
paid employee.
For sectoral part, 26 sectors are considered for this year’s survey. Out of all these
sectors, an employee (salaried-&-hourly) and also an hourly employee received the
lowest average annual pay in the Food Service sector (salaried-&-hourly: $17,335;
hourly $14,928); unfortunately these pays decreased from their last year’s level.
Average industrial employees’ (salaried-&-hourly) pay was highest in the Oil and Gas
sector ($119,828), and hourly pay was highest in the Oil & Gas- Support services
($93,970).
Sectoral CEO-employee (salaried-&-hourly) pay gap was analyzed for all 26 industrial
sectors, whereas CEO-hourly employee pay gap for 18 industrial sectors. With respect
to the CEO-employee (salaried-&-hourly) pay ratio: top three sectors with their pay
ratios were Other Financial Investment and Related Activities (350), Retail- General
5. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 2
Stores (257), and Manufacturing- Transport Equipment (212); and three sectors at the
bottom of this pay ratio were Oil & Gas- Support services (26), Forestry and Logging
(39) and Utilities (47). As regards to the CEO-hourly employee pay ratio: top three
sectors were Banking (312) Communication & Media (255), and Manufacturing-
Transport Equipment (233); and three sectors at the bottom were Oil & Gas- Support
services (26), Forestry and Logging (53) and Manufacturing- Wood Product (68).
Where 35% sectors of those given 26 sectors had higher than the national average
CEO-employee pay ratio (157), and 33% sectors of the given 18 sectors had higher
than the national average CEO-hourly employee pay ratio (206). On the other hand,
35% sectors had less than half the national average (<78.5) CEO-employee pay ratio,
and 33% sectors had less than half of the national average CEO-hourly employee pay
ratio (<103).
The most representative case of higher pay gap in 2013 is found to be the Banking
sector as CEO compensation was high across the sector and employees’ pay low.
Some other in the similar lineage are Retail- General Stores, Retail- Food & Beverage
Stores, Professional, scientific and technical services, and Insurance & Related
Activities.
Higher pay ratio is considered a bad sign for any society as it reveals greater pay
differences between CEOs and other employees. However, those cases are really
worse where besides higher pay ratios sectors have also very low employees’ pays, this
year for example: Retail- General Stores, Food Services, and Retail- Food & Beverage
Stores.
6. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 3
Pay Gap between CEOs and Workers in
Canadian Industry, 2014
Introduction
A serious discussion has once again been accelerated to revisit the capitalism. As
alongside unprecedented economic prosperity, it has generated self-destroying
outcomes too, like inequality, common goods tragedy, economic crises and social
discontent. Reforming capitalism is also on the discussion and in that direction different
terminologies have been emerging, for example, sustainable capitalism, inclusive
capitalism, conscious capitalism, and moral capitalism.
Going by definition (as suggested by capitalism.org): “Capitalism is a social system
based on the principle of individual rights. Politically, it is the system of laissez-faire
(freedom).... Economically, when such freedom is applied to the sphere of production its
result is the free-market.” Obviously, system based on (unlimited or self-regulated)
individual rights, freedom and free market will produce outcomes what self-interest will
dictate. However, self-interest may not always be in sync with larger economic, social,
political, ecological, national, and global interests. Therefore, any system as a whole to
be sustainable would require some limitations; limiting principles will be driven by what
lay the system at risk. Here human greed, egocentrism, recklessness, shortsightedness,
animal spirits etc seem to be at the root causing present day widespread sense of
economic, ecological, social, political crises. Let’s see how ongoing efforts of reviewing
and reforming capitalism handle these root causes.
Pay gap between CEOs and workers, the subject matter of present survey, apparently
looks like a miniscule part of a very large problem. But CEOs being at the center of
modern corporations’ structure-conduct-performance construct, their compensation
issue is integral part of their decision making.
Annual survey 2014 presented here reports pay gap between CEOs and workers in the
Canadian industry as a whole and also in its different sectors during the financial year of
7. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 4
2013. Sectoral level exercise is its uniqueness and, thus, differentiates this work from
other pay gap surveys.
First part will put some observations on the CEO compensation in 2013. Second part
will portray absolute and relative gaps between average annual compensation of a CEO
and average annual earning of a worker for overall Canadian industry. In the third part,
pay gap between CEOs and workers in the various sectors of Canadian industry will be
presented. Methodology and sources of data will be detailed at the end.
Annual compensation of top 100 corporations’ CEOs represents here the pays of
Canadian Industry’s CEOs. And average annual earnings of employees represent the
pays of industry workers. Two types of employees are considered in the survey: one, all
employees that cover salaried and hourly employees; and two, a sub-category of the
former, i.e. hourly employee.
Part 1: Some Observations on CEO Compensation in 2013
Pay gap survey obtains CEOs’ compensation from the Globe and Mail 100 top
corporations’ CEOs list. List of 2014 documented compensation of 102 CEOs of 100 top
corporations. Two companies – IGM Financial and Power Corporation of Canada – had
two CEOs each; these companies consistently have two CEOs each since the
beginning of our pay gap work in 2010.
Top three CEOs as per their compensation were: Gerald W. Schwartz of Onex
Corporation topped having earned $87,917,026, Nadir Mohamed of Rogers
Communications Inc. being second with $26,769,973, and Michael M. Wilson of Agrium
Inc. third with $23,818,740.
These 102 CEOs received a total compensation pool of $759,037,285 in 2013. Total
compensation amount increased by about 13 per cent from that in 2012 when all the 98
CEOs received a total compensation pool of $673,763,184. Year 2013 saw the largest
increase in the cumulative compensation pool since 2008 (Table 2, column 4), factors
like better economy and number of CEOs in the list might have been responsible.
To see the sectoral distribution of total compensation pool, all the 102 corporations were
divided into 12 major sectors and presented here in the Table 1 and Graph 1. Three
8. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 5
sectors, same as since the 2010 pay gap survey – oil and Gas, materials (mining and
quarrying, except oil and gas), and Finance – seemed to have grabbed the show taking
away about 54 per cent share of the total CEO compensation. Remaining 46 per cent
compensation pool was shared by other nine industrial sectors.
Graph 1: Percentage Distribution of (Top Companies’) Total CEO Compensation
into Major Industrial Sectors, 2013
Table 1: Distribution of (Top Companies’) Total CEO Compensation into Major
Industrial Sectors, 2013
Major Industrial Sectors Sectoral Distribution of CEO Compensation
Forestry and Logging 2,236,682
Real Estate 15,860,271
Retail 19,009,790
Utilities 24,157,946
Food 27,652,888
Transportation 40,832,046
Professional Services 70,379,570
Communication 72,963,106
Manufacturing 77,609,647
Materials 81,488,308
Oil and Gas 126,071,628
Finance 200,775,403
Total 759,037,285
9. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 6
Part 2: Pay Gap between CEOs and other Employees in entire
Canadian Industry, 2013
A CEO of these 100 top corporations bagged an average annual compensation of about
$7.4 million, whereas a typical Canadian industry employee (hourly-&-salaried) earned
an average annual pay of about $47 thousand and an hourly-paid employee about $36
thousand in 2013 (Table 2 and Graph 2). For the time-being, leaving aside the base
differences of pays of the CEOs and workers, CEO average pay saw more than eight
per cent jump from the last year, whereas employees’ (all and also hourly) pay just
about one-and-half percent (Table 2) which was the lowest in recent years except
immediate post great recession year.
Unquestionably, a CEO of these 100 top corporations earned 157 times than a typical
employee and 206 times than an hourly-paid employee in 2013 (Graph 3 and Table 2).
Both these ratios have seen an annual jump of 6.6 per cent this year. Great recession
effect on the pay ratio seems to be over by now as 2013 was the second year to see a
continuous increase after three years’ flat and one year’s slack in CEO-employee ratio
since 2008 (Table 2).
Table 2: Pay Averages and Ratios in Canadian Industry, 2007-2013
Year
CEO Average
Annual
Compensation
Number
of CEOs
Cumulative
Compensation
Average
Annual Pay
of an
Employee
Average
Annual Pay of
an Hourly
Employee
Pay Ratio
between CEO &
Employee
(Salaried-&-
hourly)
Pay Ratio
between
CEO &
Hourly-paid
Employee100 Top Corporations
Amount in Canadian $
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 – –
Per cent Change from Previous Year
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: For 2007 to 2011 figures, see: Economic Policy Dialogue, Pay Gap between CEOs and Workers
in Canadian Industry, 2012, published in January 2013, Table 4 on page 9.
Note: – Cannot be mentioned/calculated as Globe and Mail CEO List prior to 2008 not available.
10. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 7
Graph 2: Comparison between Average Annual Pays of a CEO (of Top
Companies) and other Employees, 2013
Graph 3: Ratio between Average Annual Pays of a CEO (of Top Companies) and
other Employees, 2013
11. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 8
Part 3: Pay Gap between CEOs and Other Employees in
various Sectors of Canadian Industry, 2013
This part of survey analyzes the pay-gap in different sectors of the Canadian industry.
This year’s 100 top companies were reorganized into 27 specific industrial sectors.
Alternatively, it may be seen as a reorganization of above 12 general sectors in Part 1
into more specific 27 sectors. This rearrangement was done to obtain the workers’ pay
(at three digit level) corresponding to the sectors for which CEOs’ compensation was
available. For example: broad Food sector was divided into Manufacturing- Food, Food
Services, and Retail- Food & Beverage Stores; and broad Financial Services sector was
divided into Banking, Insurance & Related Activities, and Other Financial Investment &
Related Activities. CEO-workers pay ratios were calculated for 26 out of these all 27
sectors as data on wages were not available for the employees of one sector, i.e.
Transportation- Pipeline. Eleven out of these 26 sectors considered here were single-
company sectors1
. After rearranging sectors, CEO compensation’s sectoral averages
are calculated; which is then compared with the employees’ average pays of those
sectors. Sectoral pay ratios and their ranks here in the Table 3, Table 4 and Graph 4
represent those CEO-employees sectoral pay gaps.
CEO-employee (salaried-&-hourly) pay ratios are calculated for 26 industrial sectors,
however CEO-hourly employee pay ratios for 18 industrial sectors only because wages
and working hours were not available for hourly-employees in case of other eight
sectors2
. Following are the key points from the sectoral analysis:
1. Gerald W. Schwartz, CEO of Onex Corporation earned the highest compensation
of more than $87.9 million, and V. Prem Watsa of Fairfax Financial Holdings Ltd.
the lowest annual compensation of $623,820 in the list of 102 CEOs.
2. Food Service sector3
had the lowest average annual employees’ pay (salaried-&-
hourly: $17,335 and hourly: $14,928) in the given list of sectors, followed by most
of the retail sector including Retail- General Stores4
($21,756, N.A.), Retail- Food
& Beverage Stores5
($22,437, $19,848), and Retail- Health & Personal Care
Stores6
($30,616, N.A.). Unfortunately, employees’ pay has fallen in 2013 from
that in 2012 in all the above sectors except Retail- Food & Beverage Stores.7
12. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 9
3. Oil and Gas8
had the highest average annual employees’ pay (salaried-&-hourly:
$119,829, hourly: N.A.) in the given list of sectors, followed by Oil & Gas-
Support services9
($93,058, $93,970), Utilities10
($85,908, N.A.), Precious
Metals11,12
($83,930, $74,029), and Real Estate- Engineering & Construction13
($79,095, 75,950). Strangely, hourly pay was greater than employees’ pay for the
Oil & Gas- Support services sector (NAIC 213) in 2013.
4. With respect to the CEO-employee (salaried-&-hourly) pay ratio, out of 26
sectors, Other Financial Investment and Related Activities had the highest pay
ratio of 350, and Oil & Gas- Support services the lowest of 26. As regards to the
CEO-hourly employee pay ratio, in all the 18 industrial sectors for which hourly
data were available, Banking had the highest pay ratio of 312 and the same as
above Oil & Gas- Support services had the lowest pay ratio of 26.
5. Total nine sectors out of given 26 sectors (i.e. 35%) had higher than the national
average CEO-employee (salaried-&-hourly) pay ratio of 157, these are: Other
Financial Investment and Related Activities (350), Retail- General Stores (257),
Manufacturing- Transportation Equipment (212), Communications & Media (208),
Banking (204), Food Services (198), Retail- Food & Beverage Stores (187),
Transportation and Warehousing (172), and Manufacturing- Chemical (164). With
respect to the CEO-hourly employee pay ratio, 6 sectors out of given total 18
sectors (i.e. 33%) have higher than the national average ratio of 206: Banking
(312), Communications & Media (255), Manufacturing- Transportation Equipment
(233), Food Services (230), Manufacturing- Chemical (213), and Retail- Food &
Beverage Stores (211).
6. Sectors with less than half the national average pay ratio were also categorized
to find out which sectors had lower pay ratio. As regards to the CEO-employee
(salaried-&-hourly) pay ratio, 9 sectors (i.e. 35%) had less than half the national
average (<78.5): Oil & Gas- Support services (26), Forestry and Logging (39),
Utilities (47), Oil and Gas (54), Transportation- Air (55), Manufacturing- Wood
Product (62), Real Estate- Engineering & Construction (71), Retail- Health &
Personal Care Stores (72), Real Estate (78). Regarding CEO-hourly employee
13. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 10
pay ratio, 6 sectors (i.e. 33%) had less than half of the national average ratio
(<103): Oil & Gas- Support services (26), Forestry and Logging (53),
Manufacturing- Wood Product (68), Real Estate- Engineering & Construction
(74), Manufacturing- Food (96), and Precious Metals (92).
7. Higher pay ratio always shows greater pay differences between CEOs and other
employees, which is considered a bad sign for any society. However, those
cases are really worse where besides higher pay ratios sectors have also very
low employees’ pays, this year for example: Retail- General Stores, Food
Services, and Retail- Food & Beverage Stores. Retail- General Stores sector had
2nd highest CEO-employee pay ratio and 2nd lowest employee pay; Food
Services sector had the lowest employee & hourly employee pays, 4th highest
CEO-hourly employee pay ratio and 6th highest CEO-employee pay ratio; and
Retail- Food & Beverage Stores sector had 2nd lowest hourly employee pay &
3rd lowest employee pay, 6th highest CEO-hourly employee pay ratio and 7th
highest CEO-employee pay ratio.
8. Banking sector is found to be the most representative case of higher pay gap
where CEO compensation (the numerator) was very high across the sector (a
low Coefficient of Variation) and employees’ pay (the denominator) low. Other
four sectors in similar lineage are Retail- General Stores (however it is with
higher pay ratio, but CEO sector average compensation was lower than Banking
sector), Retail- Food & Beverage Stores, Professional, scientific and technical
services, and Insurance & Related Activities. Although Other Financial
Investment and Related Activities had the highest pay-gap ratio, but it had really
very high CV also which means there was much variation in the CEOs’
compensation across the sector; pay-gap ratio in that case may not be a true
representative of the sector.
14. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 11
Table 3: Sectoral Ranks in Ascending Order, 2013
Sectors
CEO-
Employee
Pay Ratios
CEO-Hourly Paid
Employee Pay
Ratios (For 18
Sectors)
Employee
Pay
Hourly
Employee
Pay (For 18
Sectors)
Average
CEO Pay
(Sectoral)
Other Financial Investment and Related Activities 1 N.A. 6 N.A. 1
Retail- General Stores 2 N.A. 25 N.A. 14
Manufacturing- Transportation Equipment 3 3 12 4 2
Communications & Media 4 2 13 7 3
Banking 5 1 16 14 5
Food Services 6 4 26 18 19
Retail- Food & Beverage Stores 7 6 24 17 17
Transportation and Warehousing 8 7 17 10 6
Manufacturing- Chemical 9 5 8 5 4
Manufacturing- Clothing 10 8 22 16 16
Management and Diversified 11 N.A. 10 N.A. 7
Retail- Motor Vehicle Dealers 12 9 19 12 12
Transportation- Rail 13 N.A. 7 N.A. 8
Professional, scientific and technical services 14 11 9 6 11
Insurance and Related Activities 15 10 11 9 15
Precious Metals 16 14 4 3 9
Manufacturing- Food 17 13 21 13 21
Real Estate 18 12 20 15 20
Retail- Health & Personal Care Stores 19 N.A. 23 N.A. 26
Real Estate- Engineering & Construction 20 15 5 2 13
Manufacturing- Wood Product 21 16 18 8 23
Transportation- Air 22 N.A. 14 N.A. 22
Oil and Gas 23 N.A. 1 N.A. 10
Utilities 24 N.A. 3 N.A. 18
Forestry and Logging 25 17 15 11 25
Oil & Gas- Support services 26 18 2 1 24
15. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 12
Table 4: Sectoral Pay Averages and Ratios, 2013
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
Other Financial Investment
and Related Activities 24,800,296 1.70 70,799 N.A. 350 N.A.
Retail- General Stores 5,583,970 0.47 21,756 N.A. 257 N.A.
Manufacturing- Transportation
Equipment 12,872,940 0.73 60,823 55,195 212 233
Communications & Media 12,160,518 0.64 58,530 47,620 208 255
Banking 10,468,050 0.20 51,271 33,581 204 312
Food Services 3,434,060 – 17,335 14,928 198 230
Retail- Food & Beverage
Stores 4,186,626 0.56 22,437 19,848 187 211
Transportation and
Warehousing 8,700,009 – 50,464 43,809 172 199
Manufacturing- Chemical 10,968,503 0.78 66,914 51,441 164 213
Manufacturing- Clothing 4,991,054 – 32,919 25,749 152 194
Management and Diversified 8,066,265 0.28 65,065 N.A. 124 N.A.
Retail- Motor Vehicle Dealers 5,641,322 – 48,215 38,172 117 148
Transportation- Rail 7,717,998 0.09 70,443 N.A. 110 N.A.
Professional, scientific and
technical services 6,352,419 0.65 66,251 50,737 96 125
Insurance and Related
Activities 5,537,988 0.75 61,139 43,847 91 126
Precious Metals 6,790,692 0.46 83,930 74,029 81 92
Manufacturing- Food 3,285,700 – 41,297 34,081 80 96
Real Estate 3,410,227 0.51 43,508 28,551 78 119
Retail- Health & Personal Care
Stores 2,200,528 – 30,616 N.A. 72 N.A.
Real Estate- Engineering &
Construction 5,629,590 – 79,095 75,950 71 74
Manufacturing- Wood Product 2,998,700 – 48,732 44,129 62 68
Transportation- Air 3,175,601 – 57,455 N.A. 55 N.A.
Oil and Gas 6,507,314 0.58 119,829 N.A. 54 N.A.
Utilities 4,026,324 0.41 85,908 N.A. 47 N.A.
Forestry and Logging 2,236,682 – 56,957 42,421 39 53
Oil & Gas- Support services 2,432,670 – 93,058 93,970 26 26
Transportation- Pipeline 4,506,813 0.20 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 4.
16. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 13
Graph 4: Ratio between Average Annual Pays of a CEO (of Top Companies) and
other Employees in various Industrial Sectors, 2013
Notes:
1. When there is no red bar, it means data for hourly-paid employees are not available.
2. There were 11 sectors with single company each – Food Services, Forestry and Logging,
Manufacturing- Clothing, Manufacturing- Food, Manufacturing- Wood Product, Oil & Gas- Support
services, Real Estate- Engineering & Construction, Retail- Health & Personal Care Stores, Retail- Motor
Vehicle Dealers, Transportation- Air, and Transportation & Warehousing.
17. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 14
Methodology
Data Sources: Pay gap survey relies on two data sources: Globe and Mail list on
executive compensation and Statistics Canada resources. The former “Executive
compensation: Canada's 100 top-paid CEOs”14
had a table on the ranking of
compensation in fiscal 2013 for CEOs from the 100 largest public companies (by market
capitalization) in Canada’s benchmark S&P/TSX composite index as of Dec. 31, 2013.
CEOs’ total compensation figures include salary, bonus, stock awards, option awards,
pension value, and all other compensation. Three summary tables15
of the Statistics
Canada were used to calculate the pays of workers: industry-wise average weekly
earnings for (hourly-&-salaried) employees, industry-wise average hourly earnings for
hourly employees, and industry-wise average weekly hours for hourly employees.
Another source ‘North American Industry Classification System (NAICS) 2007 –
Canada’ published by Statistics Canada was used to determine the industry
classification16
. Three digit level industry classifications were used; when three digit data
was not available, two digit data were relied on (only one such instance, i.e.
‘Transportation and Warehousing’).
Process: For the sectoral CEO and employee pay ratios’ computation, companies were
arranged into more specific 27 sectors on the basis of their type of activity. This
arrangement was done in order to obtain the employees’ wages and working hours (at
three digit level industrial classification) corresponding to the sectors for which CEOs’
compensation was available. For example, Financial Services sector was divided into
Banking, Insurance & Related Activities, and Other Financial Investment & Related
Activities. After rearranging the industrial sectors, data on employees’ wages and
working hours were collected so as to get annual pays of the employees. Two types of
workers were considered in the survey: all employees who comprised of salaried and
hourly employees; and a sub-category of the former, i.e. hourly employees. To calculate
employees’ average annual earnings, weekly earnings were multiplied by 52 weeks
[(weekly earnings)*(52)]. In case of hourly-paid employees, work hours and hourly
earnings were given; therefore, to arrive at average annual earnings, hourly earnings
were multiplied by weekly hours and 52 weeks [(hourly earnings)*(weekly hours)*(52)].
These annual pays were used to calculate the respective pay ratios.
18. Pay Gap between CEOs and Workers in Canadian Industry, 2014 EPD Page 15
Endnotes and Sources
1
Food Services, Forestry and Logging, Manufacturing- Clothing, Manufacturing- Food, Manufacturing-
Wood Product, Oil & Gas- Support services, Real Estate- Engineering & Construction, Retail- Health &
Personal Care Stores, Retail- Motor Vehicle Dealers, Transportation- Air, and Transportation &
Warehousing.
2
These were: Management and Diversified, Oil and Gas, Other Financial Investment and Related
Activities, Retail- General Stores, Retail- Health & Personal Care Stores, Transportation- Air,
Transportation- Rail, Utilities.
3
Like, Tim Hortons Inc.
4
Like, Canadian Tire Corp. Ltd., and Dollarama Inc.
5
Like, Empire Co. Ltd., and Loblaw Companies Limited.
6
Like, Jean Coutu Group Inc.
7
See: Economic Policy Dialogue, Pay Gap between CEOs and Workers in Canadian Industry, 2013,
published in January 2014, Table 3.
8
Like, ARC Resources Ltd., and Encana Corporation
9
Like, Keyera Corp.
10
Like, Canadian Utilities Ltd., and TransAlta Corp.
11
Like, Barrick Gold Corporation, and Goldcorp Inc.
12
This comes under ‘Mining and Quarrying (except Oil and Gas)’ sector at three digit level.
13
Like, SNC-Lavalin Group Inc.
14
Globe and Mail. Executive compensation 2014. 5 Sep. 2014. “Executive compensation: Canada's 100
top-paid CEOs”. Accessed on 13 Dec. 2013.
<www.theglobeandmail.com/report-on-business/careers/management/executive-compensation/executive-
compensation-2014/article18721871/>
15
Following are the Sources of these three summary tables:
Statistics Canada. “Earnings, average hourly for hourly paid employees, by industry”. Summary
Tables. Accessed in 2014. <www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/labr74a-eng.htm>.
---. “Earnings, average weekly, by industry”. Summary Tables. Accessed in 2014.
<www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/labr73a-eng.htm>.
---. “Weekly hours of hourly paid employees, average, by industry”. Summary Tables. Accessed
in 2014. <www.statcan.gc.ca/tables-tableaux/sum-som/l01/cst01/labr81a-eng.htm>.
16
Statistics Canada. “North American Industry Classification System (NAICS) 2007 – Canada”. 2007.
Accessed in 2014. <www.statcan.gc.ca/subjects-sujets/standard-norme/naics-scian/2007/list-liste-
eng.htm>.
