salary

Obama Backs Controversial Pay Raise

by on December 15, 2011

Huffington Post…

WASHINGTON — In a move sure to please labor leaders and worker advocates, President Obama came out in support Thursday of a long-awaited change to labor law that would entitle the country’s nearly 2 million home care aides to overtime pay and a guaranteed minimum wage, likely raising the pay scale in a booming industry. Though the rule is still under review, if approved it will remove a 36-year-old exemption for home care aides from the Fair Labor Standards Act , the law that provides basic wage protections for most American workers. While home care aides have been calling for the change for more than a decade, some industry leaders say the new rules will raise their labor costs, forcing them to hike prices on customers. Knocking Congress for its lack of progress on jobs, the administration described the rule change as part of a series of executive actions designed to help working-class Americans and the economy as a whole. “They work hard and play by the rules and they should see that work and responsibility rewarded,” Obama said of home health aides in a statement. “Today’s action will ensure that these men and women get paid fairly for a service that a growing number of older Americans couldn’t live without.” Most home health aides are already being paid above the minimum wage, but employers don’t have to pay them overtime, thanks to the so-called ” companionship exemption ,” which critics say was intended for casual workers like babysitters. Since the exemption was carved out in 1976, home health care has morphed into a massive industry as a growing number of Americans hit their golden years. Home health aides tend to care for people who are disabled or chronically ill, performing important duties like tube-feeding or physical therapy. Many of them work long hours and travel to several different patents’ homes in a single day. For those who work over 40 hours a week, the new overtime rule could give their paychecks a significant boost. House Republicans, who’ve blasted the administration for what they deem burdensome new regulations on job creators, quickly pounced on Obama for putting his weight behind the rule change. In a joint statement, Reps. John Kline (R-Minn.) and Tim Walberg (R-Mich) said the president was moving forward with a new regulation without considering the costs to businesses. “Once again, the administration is pursuing new regulations without regard for the potential unintended consequences,” they said. “The president’s goal is commendable, but the likely result of this new rule is reduced hours for home care workers and higher costs for taxpayers.” Paul Hogan, CEO of Home Instead Senior Care, which has 900 franchise offices nationwide, recently told HuffPost that the new rule “will drive up our costs,” and that “our clients and their families do not want to pay for overtime, and they will go to alternatives.” But a home care aide in Florida who regularly works over 70 hours a week without overtime pay told HuffPost she supports the rule change, even if it will lead to higher costs for patients. “If you’re in this job for money, you’re in it for the wrong reason,” the woman said, requesting anonymity. “But I’d like to see that change someday.” In 2007, the Supreme Court ruled against a home care aide named Evelyn Coke, who argued that her long hours entitled her to overtime pay. The court upheld the companionship rule, leaving it to either Congress or the Labor Department to update it. Congress has done little on the issue, but the Labor Department has moved the rule change forward with the backing of Sec. Hilda Solis. Now that it has the administration’s blessing, the new rule will undergo a public-comment period before it’s finalized. In a statement, Sen. Tom Harkin (D-Iowa), chairman of the health and labor committee, argued that the rule change would ultimately lead to lower turnover rates and higher morale among workers, benefiting both home aides and the people they care for. “It will help encourage more workers to enter and remain in this field, so that we can ensure that all of our parents and loved ones with disabilities receive the quality care they deserve,” Harkin said.

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Obama Backs Controversial Pay Raise

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Huffington Post…

By TERRY COLLINS, Associated Press OAKLAND, Calif. (AP) — Most longshoremen at the Port of Oakland were sent home Monday after Wall Street demonstrators blocked entrances as part of a coordinated West Coast port blockade effort. Shipping companies agreed with workers’ concerns that the protests were creating unsafe working conditions and released about 150 out of about 200 workers on the morning shift, said Craig Merrilees, spokesman for the International Longshore and Warehouse Union. Workers in unaffected parts of the port remained on the job. Several hundred people began picketing at the Port of Oakland before dawn and blocked at least two entrances. A long line of big rigs sat outside the gates, unable to drive into the port. Police in riot gear monitored the scene as protesters marched in an oval and carried signs with messages such as “Labor and Occupy Unite,” an invitation to the powerful dockworkers union join their push against corporate greed. No major clashes with police or arrests were reported. Longshoremen arriving for the morning shift at the two affected port terminals did not try to enter due to what union officials said were safety concerns. Some longshoremen said they weren’t willing to cross the demonstrators’ picket lines. Protesters cheered and declared victory when they learned about the partial shutdown, then dispersed. Another march on the port is planned later in the day. Port spokesman Isaac Kos-Read said the facility remains open. “There’s been disruptions throughout the morning shift. We’ve done our best to minimize those disruptions,” Kos-Read said. “We’ve kept the port largely operational.” It’s unclear whether the longshoremen will be paid for the missed work. Union officials say longshoremen were not paid after Occupy Oakland protesters blockaded the port Nov. 2. DeAndre Whitten, 48, an Oakland longshoreman for 12 years, said it was his understanding he would be losing about $500 in pay for the day. But he said he supported the protest effort. “I’m excited. It was way overdue. I hope they keep it up,” Whitten said. “I have no problem with it. But my wife wasn’t happy about it.” Leaders of the ILWU, which represents thousands of longshoremen, spoke out in recent weeks against the coordinated effort by Occupy protesters to blockade ports from Anchorage to San Diego. In Southern California, as many as 400 demonstrators gathered in a park then marched in heavy rain to the Port of Long Beach. Before most dispersed about 9 a.m., they targeted a dock facility leased by SSA Marine, a shipping company partially owned by giant investment firm Goldman Sachs. Beating drums and waving flags, dozens of protesters, gathered outside a fenced area at the port, part of a sprawling complex that spans parts of Los Angeles and Long Beach. Police repeatedly warned that they faced arrest if they crossed the fenced area. Officers later started pushing the protesters further back. They spilled into the street, blocking access to the pier and holding up truck traffic. At least one person was taken into custody. Protesters mostly remained in a parking lot so there were no major disruptions to operations, port spokesman John Pope said. In Ventura County, about 150 protesters picketed outside the entrance to the Port of Hueneme. No arrests were reported. In Oakland, the protests halted truck traffic at least two gates. Truck drivers, union and port officials and Oakland politicians have said the protests will hurt the incomes of people who have little connection to Wall Street. “This is joke. What are they protesting?” Christian Vega, 32, who sat in his truck carrying a load of recycled paper from Pittsburg said Monday morning. He said the delay was costing him $600. “It only hurts me and the other drivers. We have jobs and families to support and feed. Most of them don’t,” Vega said. Oakland Mayor Jean Quan also urged protesters to consider the impact on port workers. “Thousands of people work at the Port of Oakland every day. Thousands more in agriculture and other industries also depend on the Port of Oakland for their daily wages,” Quan said. Oakland protester Alex Schmaus, 26, said he believed the attempted shutdown was for the greater good of workers. “We’re trying to make things better for them,” Schmaus said. In San Diego, a few dozen protesters converged on the port as part of the blockade effort. Police spokesman Gary Hassen says four people were arrested, most for failure to disperse or refusal to comply with police orders but one for an unspecified traffic violation. He says there’s been no violence. ___ Associated Press writers Robert Jablon and Christina Hoag in Los Angeles and Marcus Wohlsen in San Francisco contributed to this story.

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PHOTOS: Oakland Longshoremen Sent Home During ‘Occupy The Ports’ Protest

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Occupy Denver To Disrupt Loveland Walmart

December 12, 2011

Occupy Denver is planning a rally to disrupt the large Walmart Distribution Center in Loveland on Monday. The rally is intended to show solidarity and support for the simultaneous protests planned to shut down West Coast ports from San Diego to Alaska coordinated by other occupy movements, according to CNN . (SCROLL DOWN FOR LIVESTREAM VIDEO) In a press release , Occupy Denver had this to say about the Walmart rally: On 12/12 Occupy Denver will be rallying at the Walmart Distribution Center, 7500 Crossroads Boulevard, Loveland, Colorado, in order to illustrate the problems with a globalization solely based on the interests of multi-national corporations and total disregard for human values or human beings. Occupy Denver will be joined by Occupy Salt Lake City as well as seven labor unions, according to Occupy Denver’s Facebook page . Occupy SLC made this statement about the Walmart disruption on their website : As West Coast Occupations shut down their ports and the East Coast Occupations shut down their waterfront on December 12th, 2011, Occupy Denver has given a call for occupations to organize mass mobilizations across the nation to support these actions. Occupy Salt Lake will stand in solidarity with Occupy Denver and others by disrupting the distribution system of Walmart, an excessively oppressive corporation that is actively destroying communities throughout our nation. Occupy Denver protesters plan to meet at 8 a.m. at Civic Center Park for caravans to the site, according to their Facebook page . Below is the full press release from Occupy Denver. For more information visit OccupyDenver.org . Considering the coordinated attacks on the Occupations and attacks on workers: Occupy Denver stands in solidarity with our brothers and sisters who will be protesting the abuses of the economic apparatus of the 1% on Dec 12. The wanton pursuit of profit at the expense of human values by multinational corporations with no local grounding has destroyed communities throughout the world, disregarded workers’ natural rights, eliminated production jobs in the United States and sweatshops abroad, and lowered the standard of living for all, only to enrich the wealthy by manipulating the laws and base corruption. At the same time, coordinated nationwide police attacks have turned our cities into battlegrounds in an effort to disrupt our Occupy movement, which is protesting this state of affairs while our politicians are neglecting the very serious issues we are raising. We call on every occupation to organize a mass mobilization on December 12 in support of the actions taken across the US, especially those on the West Coast against Goldman Sachs and other bankers. On 12/12 Occupy Denver will be rallying at the Walmart Distribution Center, 7500 Crossroads Boulevard, Loveland, Colorado, in order to illustrate the problems with a globalization solely based on the interests of multi-national corporations and total disregard for human values or human beings.

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Goldman Sachs Wins Dismissal Of Lawsuit Alleging It Misled Investors

July 21, 2011

NEW YORK (Jonathan Stempel) – Goldman Sachs Group Inc won the dismissal of a lawsuit accusing it of causing an investor to become insolvent by fraudulently misleading it about risky debt it expected would tumble in value. In a decision made public on Thursday, U.S. District Judge Barbara Jones in Manhattan said the plaintiff, Basis Yield Alpha Fund, failed to sufficiently show that its investment in the Timberwolf 2007-1 collateralized debt obligation was a “domestic” transaction, entitling it to sue in a U.S. court. She nonetheless gave the Cayman Islands-based fund 30 days to file a new complaint to recover its $56 million loss. Basis had accused Goldman of securities fraud and common law fraud. Bruce Grace, a lawyer for the plaintiff, did not immediately return a call seeking comment. Goldman spokesman Michael DuVally declined to comment. Timberwolf was among the securities cited in a scathing U.S. Senate panel report in April that faulted Goldman (GS.N), Deutsche Bank AG (DBKGn.DE) and others for hawking debt they expected to perform poorly. That report said Goldman kept marketing Timberwolf even after Thomas Montag, a top executive who now runs investment banking at Bank of America Corp (BAC.N), told a colleague in an email that Timberwolf was “one shitty deal” [ID:nN14231964] — a phrase quoted in Basis’ complaint and Jones’ opinion. ABACUS Timberwolf had been marketed in the spring of 2007 as a $1 billion investment-grade product, and Basis that June bought $100 million of “triple-A” and “double-A” rated securities at 81 cents on the dollar. But Basis said it did not know there was then an “increased urgency” at Goldman to sell the securities, reflected in the “ginormous” credits it offered sales staff, because the bank feared CDOs would plunge in value. Losses quickly mounted, and Basis began liquidating just two months after its investment. Jones dismissed Basis’ lawsuit after concluding the fund did not allege that “any purchase of sale” took place in the United States, as required under a 2010 U.S. Supreme Court decision. This was so, she said, even though some of Goldman’s alleged fraudulent statements were made in New York. The judge is also overseeing a separate fraud lawsuit by the U.S. Securities and Exchange Commission against Goldman Vice President Fabrice Tourre over his role in the sale of a CDO tied to subprime mortgages, Abacus 2007-AC1. Goldman had been a defendant in that case, but last July agreed to pay $550 million to settle with the SEC, without admitting wrongdoing. The case is Basis Yield Alpha Fund (Master) v. Goldman Sachs Group Inc et al, U.S. District Court, Southern District of New York, No. 10-04537. (Editing by Gerald E. McCormick and Lisa Von Ahn) Copyright 2011 Thomson Reuters. Click for Restrictions .

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Some Federal Food Service Workers Make More Than State Governors

June 6, 2011

Despite the political power, governors aren’t always the most well-paid government employees in their state. In fact, a recent report from the Congressional Research Service finds that 77,057 federal government employees nationwide make more than their respective state’s governor. The report, requested by Republican Senator Tom Coburn of Oklahoma, reviews 2009 federal employee salaries across the country, and comes during the on-going debate over whether public sector pay rates are draining state budgets. An array of government positions offer higher pay rates than that of governor. Government medical officers, for instance, are the most likely to be paid more than their governor with 18,351 employees nationwide receiving higher pay, according to the report. Air traffic controllers are the second most likely with 5,170 earning more than their governors. Some chaplains, archaeologists and food service workers are also paid more than their state governor, the report said. On his website , Senator Coburn stated that government employees deserve to be paid fairly but was concerned with much of the report’s findings due to the struggling economy. “This report begs for an explanation of why interior designers, recreation planners, and other public employees are enjoying higher salaries than state governors,” he said. And it’s not just federal workers receiving handsome pay, either. In California, state-employed lifeguards are often paid well over $100,000. And athough that still falls short of the California governor’s $212,179 salary, it exceeds the salaries of other state governors, such as Maine’s Paul LePage, who is paid only $70,000. But the problem doesn’t lie with the salaries of full-time government employees, according to Beth Moten, legislative and political director for the American Federation of Government Employees . She says that pay rates for government contractors are what need to be reevaluated, not that of government employees who provide valuable services to the public. “So the government’s paying $700,000 and more for contractor salaries, and Sen. Coburn worries about the pay of physicians who care for wounded soldiers?” Moten asks, according to the Washington Times . “If those governors want to make more money, they should either become contractors or try applying to medical school.”

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Grocery Store Workers Go On Hunger Strike Over Stagnant Wages

May 28, 2011

All night long, Jose Garcia performs his job while surrounded by food — a painful bit of irony, he says. The 52-year-old Mexican immigrant works the overnight shift cleaning floors inside a Cub Foods store in Minneapolis, Minn., a job he’s mostly appreciated for the nine years he’s held it down. But lately, waxing aisle after aisle filled with groceries has simply reminded him of how little he has. Despite his long tenure with the same cleaning company, Garcia says he earns a wage of $9 an hour — more or less the same rate he was making when he started cleaning floors back in 2002. Taking inflation into account, his salary has effectively gone down since he started working on the cleaning crew. There are times when he can’t afford as much food as he’d like. He says it pains him to see workers at the store throw out unsold perishables like roasted chicken at the end of the night. “It’s perfectly good food,” Garcia says through a translator. In the past, when he’s asked if he can take the food home, he says he’s been told that under-the-table giveaways are against store rules. Sometimes he resorts to visiting the charitable food pantries around town. The irony there doesn’t escape him, either: Grocery stores like the one where he works often donate the very food that goes to those pantries and, eventually, to the needy like himself. Like a lot of the workers who clean retail and food stores these days, Garcia doesn’t work directly for the store he cleans. He’s employed by a company called Carlson Building Maintenance, which has a contract to wax and buff the floors inside Cub Foods stores, a chain concentrated in Minnesota. Cub is owned by Supervalu, a grocery conglomerate that also has Acme, Albertsons and Shoppers among its many holdings . Although they had once been decent-paying union jobs, a lot of the cleaning and other grunt work in grocery and retail stores now gets farmed out to third-party contractors like Carlson. Sometimes there are even sub-contractors beneath the contractors. If these companies can’t get the job done at a certain price point, the retailer will simply find another company that will. The system puts downward wage pressures on bottom-rung workers like Garcia. If someone can work at the same job for roughly a decade and not see a raise, Garcia wonders, then what kind of promise does American employment actually hold? “I started out working thinking I would make more money at some point,” says Garcia. “As the years have gone by, instead of things getting better, things have gotten worse.” Despite the stagnant pay, he says his workload has managed to increase. Whereas three workers used to clean the floors of a store, Garcia says two workers are now expected to complete the same task. He says he often has to work through breaks to get the job done. Although he has no children, Garcia says he has a mother and a wheelchair-bound sister to look after back in Mexico, where he tries to send $300 or $400 each month. He declined to say whether he’s documented to work here. Feeling desperate, Garcia and a former coworker are now in the midst of a hunger strike, posting up at an encampment in Minneapolis to bring attention to their plight. The goal of organizers and local clergy is to bring Cub Foods management to the bargaining table to negotiate pay. Veronica Mendez, one of the organizers, said most grocery-store cleaners in the area are earning around $7.50 or $8 an hour and doing more work than they did just a few years ago. “The reason is, these big stores are pitting the cleaning services against one another to get the lowest cost,” Mendez said. “The cleaning workers at those stores are the ones who pay.” With other cleaning jobs that have several layers of sub-contracting, “there are workers who end up not getting paid at all. … Retail cleaning is in a downward spiral, and it’s going from bad to worse.” The Minneapolis City Council has taken notice of the workers’ plight. It passed a resolution on Friday saying that “retail cleaning workers have seen good-paying jobs of ten to eleven dollars per hour deteriorate into jobs barely paying minimum wage over the last ten years.” Even though the workers are actually employed by Carlson, they tend to blame Cub Foods and Supervalu for the squeeze they feel. But the folks at Supervalu say the workers’ beef is with Carlson, not them. “The people who clean the floors are employed by an outside company,” said Mike Siemienas, a Supervalu spokesman. “We ensure that the company we contract with follows all laws. Other retailers in the Twin Cities area use third-party floor-cleaning companies. It’s a very common practice.” Siemienas referred any question on workers’ wages to Carlson. Amy Rotenberg, a spokeswoman for Carlson, says the company offers fair and competitive wages, given the current job-market woes. “This is a very challenging economy and a very tight market, and these are entry-level, unskilled jobs,” Rotenberg says. “And, frankly, if we want to get into a discussion of what’s a living wage, that’s for Congress to decide and not us as private businesses.” Rotenberg says the company has managed to avoid laying off workers despite the recession and slow economic recovery. Mario Colloly Torres, another hunger striker, says he worked under Carlson in another store for about a year and a half until he was recently fired. (Torres says he was fired for organizing workers; Rotenberg says he was fired for cause.) “We don’t have enough money to put food on the table,” Torres says. “The situation is getting worse.” He has two daughters back home in Mexico but he’s no longer sure if he can afford to get them good educations. Garcia isn’t sure if there’s any other work he can do. He doesn’t speak much English, and he doesn’t have qualifications for much beyond manual labor. Besides, the jobs that have been added during a sluggish recovery have tended to be lower-paying retail jobs anyway — the kind of gig that Garcia no longer believes can go anywhere. A report released earlier this year by the National Employment Law Project found that lower-wage industries accounted for half of the job growth during the first year of the post-recession rebound. “For those seeking to move up in the labor market,” the report noted, “the current distribution of job opportunities has deteriorated.” The situation has Garcia wondering if maybe he should retreat home, where he’d at least be able to spend time with his family. “I’m considering going back to Mexico next year,” says Garcia. “I’m older now. There aren’t that many opportunities for me anymore.”

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Donna Flagg: Asking for a Raise: How, When and Why

May 11, 2011

Next to firing an employee and having to inform a coworker of various personal hygiene offenses, asking for a raise is up there as one of the worst, most dreaded workplace conversations of all time. Approaching the boss, asking for more money, trying to explain why you think you deserve it and expressing your inherent value in a convincing manner without embarrassing yourself can seem both an impossible and terrifying task, and rightfully so. But, it’s not — not if you can reframe it in your mind first and your mouth second, as a simple question warranting a simple answer. Nothing more. Nothing less. Here’s how to get started: First, load your guns. By this I mean equip yourself with knowledge that will enable you to have an informed discussion and present a persuasive argument. A) Research salaries on jobs comparable to yours in a like industry and region. It is vital that you know the prevailing rate of pay on jobs sharing similar circumstances with yours. There are sites like payscale.com and salary.com where you can search and compare. Also, if you happen to know any headhunters, they can give you a very good idea of salary ranges. Or alternatively, you can peruse sites such as monster.com and careerbuilder.com to see what jobs like yours are currently offering new-hires in the marketplace. B) Be crystal clear about your performance and what concrete contributions you have made to the organization, and better yet, any impact you’ve had on the bottom line of the business itself. The more quantifiable they are, the stronger your position is. The point being that if you are well paid (in comparative terms) and contributing little to the organization, you will have a much harder time selling the idea of a raise than if you are having a positive impact on the business and not being compensated competitively, and therefore, fairly. You want to weigh those two factors against one another so that you can craft an argument around them, because they are the two key variables your boss will be thinking about most. Second, imagine that you are posing it as a question of feasibility rather than a request for more money. Simply ask if it would be possible to make an adjustment to your salary, or an increase to your compensation. Either one will do. Or, even to say, “Is it possible to place my current rate of pay under consideration…” is to ask a perfectly reasonable and non-threatening question. The only thing is, you have to be prepared for the answer, which could be “no.” But even if it is, you need to hear it, and find out why. That is, if you are serious about creating the results you want. There may be milestones you need to meet, behaviors you need to change or relationships you need to improve. But better to find out than to remain in the dark, stuck where you are, and unable to do anything about it. On the other hand, you may discover that in the process of talking about your pay and performance, you learn that it is not a conversation about an increase at all. Rather, you may learn that you are at the top of your salary range and doing just fine, in which case the more appropriate conversation is one about promotion or additional challenges and opportunities that could shape your entire future instead. Now, with all that said, there are also some things you want to avoid at all costs. Most importantly, don’t read into what you hear and allow yourself to turn it into something that it’s not. A ‘no,’ is NOT a personal rejection. It is simply a piece of information that should lead you to the next question which is, “If not now, then when and what do I need to do to get there?” Don’t force the answer if your boss says he or she can’t give you one on the spot. Salaries are line items on a budget and it can take some finagling to make money available. Also, realize that your boss is evaluated heavily and compensated on his or her ability to financially manage the resources put in his or her charge. Often, it’s not a simple matter of merely bumping you up a few percentage points. Sometimes, there really is no wiggle room and it can’t be done. Regardless of which way it goes however, be sure to ask permission to set up another time to meet again in the future to revisit the topic. Next, don’t use personal measures, such as you need a new car or home, can’t save enough to put your kids through school or are having trouble paying your bills. Needing, wanting, deserving and earning more money are all different things. But the only thing you should be discussing in this context is earning more. Remember, this is a business conversation, so keep it focused on the business, your role in it and nothing else. And finally, a word of caution. Be careful switching gears and trying to swap out monetary compensation for additional perks. It’s popular advice, but it can backfire. You must be really clear about what you need before you go in. There is a difference between being underpaid and needing to make more money. Just realize, that if you initially ask for a raise, but then renegotiate its value in things such as vacation, benefits, tuition reimbursement, etc…, you run the risk of having it thrown back in your lap, because if you ask for an increase again later, your boss may tell you that your “total comp” now exceeds the limits on a job compatible with yours. Find Donna on: Krysalis Facebook Twitter YouTube

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Manisha Thakor : The 77/11 Effect: Will It Hurt Someone You Know?

May 10, 2011

When you hear that women earn less than men… do your eyes glaze over? If you are like me, you’ve heard the statistics so often they almost don’t register: Women earn $0.77 on the male dollar , spend an average of 11.5 fewer years than men in the paid workforce (raising children and tending to elderly parents), and live longer. So we need larger nest eggs to fund our retirements. Yadda, Yadda, Yawn… right? But run a few calculations and you’ll discover that “The 77/11 Effect,” as I’ll call it for short, can be devastating. To illustrate, let’s compare the retirement saving experience of Joe vs. Jane. Joe starts saving $5,000 a year at age 25 (10% of a $50,000 salary). Joe saves this same amount annually until age 70 and earns an average compound annual return over that time of 6% by investing in a balanced mix of low-cost stock and bond mutual funds. At age 70, Joe has a retirement nest egg of $1,063,717. Now, let’s look at Jane. Jane also starts saving 10% of her salary at age 25. Alas, Jane only makes 77% of what Joe does so her contribution is $3,850. Jane keeps this up until age 30. Jane then takes 11 years (rounding here…) out of the paid workforce to raise her kids. At age 41 she re-enters the work world and once again begins saving $3,850 a year until age 70. Both the retirement money she saved pre and post-children grow at 6% a year on average. At age 70, Jane has a nest egg of $506,742. Or said slightly differently… Jane has 1/2 of the nest egg that Joe does as a result of “The 77/11 Effect.” Stunning, isn’t it? Now a few caveats about the data — there are several ways to calculate the wage gap between men and women, with resulting figures ranging from $0.77 to $0.81. Likewise, I’ve seen different stats on how long women spend out of the paid workforce, ranging from nine years to 11.5 years. But even using the “best case scenario” of $0.81 and nine years — we still end up with Jane having a nest egg of $533,066 or a mere 53% of what Joe has. Given at birth Jane is statistically likely to live five years longer than Joe — a range that will grow over the years and get closer to seven years more by the time she reaches retirement, you can see that we have a problem brewing. And it’s not a small one, as revealed by some stunning survey results from DailyWorth.com and ING Direct in a hard-hitting piece aptly titled “Women Drop The Ball On Retirement.” In future posts I’ll talk more about this issue of women’s earnings and pay disparity. But today, I just wanted to put some cold hard numbers to these oft quoted statistics that are so easy to gloss over. [For more on the impact of women's life/work choices, I highly recommend reading Leslie Bennett's wonderful book, THE FEMININE MISTAKE ]. Do you have anyone in your life who will be affected by “The 77/11 Effect?” If so, what advice would you give them? [This post originally appeared at ManishaThakor.com .] Want more financial love? You can follow Women’s Financial Literacy Initiative founder, Manisha Thakor, on Twitter at @ManishaThakor , sign up to get her email updates delivered right to your inbox here , and enroll in her innovative new online personal finance course called “Money Rules.”   

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IRS Funding Cut Days Before Report Shows $330 Billion In Uncollected Taxes

April 11, 2011

WASHINGTON — As part of the budget deal hashed out on Friday evening, lawmakers agreed that no additional federal funds would be used to hire new IRS agents. Then on Monday, the Government Accountability Office publicly released a study showing that, as of the end of fiscal year 2010, roughly $330 billion in federal taxes had never been paid — an amount that, if collected, would represent nearly nine times the amount of savings as the budget itself. The dual developments aren’t shocking. Despite evidence that a single dollar spent on enforcing the tax code could result in up to ten dollars in revenue, politicians, naturally, are reluctant to align themselves with tax collectors. And yet, the sacrificing of funds for IRS agents in the continuing resolution deal underscores a particular problem that seems bound to confront fiscally conscious lawmakers. “Cutting back on IRS enforcement could easily cost the treasury much more in revenue than it saves,” said Chuck Marr, Director of Federal Tax Policy at the Center on Budget and Policy Priorities. The GAO report, which looks specifically at the issue of passport holders who have failed to pay their full share of taxes, underscores Marr’s point. Titled “Federal Tax Collection: Potential for Using Passport Issuance to Increase Collection of Unpaid Taxes,” the study labels poor enforcement of tax laws and the tax code as a “high-risk” hole in government policy. In fiscal year 2008, passports were issued to about 16 million individuals. Of those, more than 224,000 owed more than $5.8 billion in unpaid federal taxes. A good chunk of the evasion, the GAO concluded, was committed by individuals with “substantial personal assets” including multi-million-dollar homes and “luxury cars.” One passport recipient bought a house for $2 million and another property for $1.5 million despite owing $1 million in federal taxes. “If you look, you can find records of most capital gains income,” said Rob Shapiro, former U.S. Undersecretary of Commerce. “People deposit it in their bank accounts or the institutions may issue reports if it is capital gains on stock transactions. So it is not hard to pick it up if you have the manpower to look for it. And again, given that the salary of an IRS agent is at least as high as the average salary in America, the fact that there is a ten-to-one ratio for the returns on auditing tells you that [tax evasion] is coming from the high-income brackets.” Regardless of who the worst evaders are, the GAO concludes that “IRS enforcement of federal tax laws is vital,” not just to pinpoint the offenders but to promote “broader compliance.” And what do the study’s authors cite as a compelling reason to beef up IRS functions? A “federal deficit” that “continue[s] to mount.” Indeed, several close observers of the budget debate have wondered exactly how lawmakers can shudder at going after tax evasion while simultaneously preaching fiscal responsibility on the stump. Marr, for one, noted that Congress has already disbanded a tax reporting provision in the president’s health care reform law that would have resulted in stronger compliance. That was scuttled for politically obvious reasons: the paperwork it placed on small businesses was deemed well beyond burdensome. But the decision to deny funding for more IRS agents doesn’t have such an easy-to-distill an explanation. “Hiring more IRS agents would have allowed the Obama administration to enforce its agenda, insofar as its agenda is to make sure that people don’t cheat on their taxes,” wrote Jonathan Cohn in The New Republic . Obama has made buffing up the IRS a relative hush-hush plank of his tax reform agenda. Upon entering office he advocated for more funds for the agency, and as part of his 2012 budget, he proposed a 9.4 percent increase so that it could hire roughly 5100 new employees. The proposal, which pivoted off of previous studies that reached similar conclusions as the GAO’s, was met with somewhat frenzied pushback from conservative circles — the specter of black-suited tax collectors roaming the streets undoubtedly on the mind. And almost immediately, the suggested increase in IRS funds became a target of cut-happy legislators.

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Warren Buffett Gets A Raise

March 11, 2011

OMAHA, Neb. — None of Berkshire Hathaway’s top executives received big raises last year, and the chief financial officer earned nearly twice as much as his more famous boss, Warren Buffett. But that’s exactly as Buffett wishes, and is typical for the company’s compensation plan. The chairman and chief executive of the Omaha, Neb.-based company has for more than 25 years insisted that his salary remain at $100,000, and the 1 percent increase in his $524,946 total compensation came from his security costs. Berkshire’s CFO Marc Hamburg compensation grew 6 percent to $924,750 in 2010. Buffett favors simple compensation arrangements with incentives tied to things that executives can control. Many items The Associated Press routinely includes in its executive compensation calculations don’t exist at Berkshire, including bonuses, performance-related bonuses, above-market returns on deferred compensation and the estimated value of stock options and awards granted during the year. The proxy Berkshire filed Friday also revealed a shareholder proposal that would require the company to establish goals for reducing greenhouse gas emissions at the utilities it owns through its MidAmerican Energy subsidiary. The board, which owns enough Berkshire stock to control 38 percent of the voting power, opposes the proposal. “Establishing such reduction goals at this time as additional EPA regulation of greenhouse gases are being developed would be contrary to the responsibilities of our rate-regulated utilities and to our customers whose utility bills could be dramatically affected,” Berkshire’s board said in the proxy statement. Shareholder Emily Coward, who owns 62 Class A shares, said she believes Berkshire would be wise to act now instead of waiting for regulations. “Most independent economists and scientists conclude that the cost of reducing greenhouse gas emissions now, is far lower than the costs of mitigating greenhouse gas-caused damage later,” Coward said in the filing. “In this regard, we believe that long-term Berkshire shareholders are best served by present action.” No one answered a number listed for Coward on Friday morning. Berkshire officials did not immediately respond to a message seeking comment. The biggest piece of Buffett’s compensation is the amount the company spent on personal and home security for him. Those security costs increased slightly to $349,946 in 2010 from $344,490 the previous year. Berkshire’s board said in the proxy that part of why Buffett’s security expenses appear large is that the company doesn’t maintain a security force at its 21-person headquarters in Omaha, so the charges are considered a perk. Berkshire’s profits grew significantly in 2010 thanks to the acquisition of Burlington Northern Santa Fe railroad, better results at Berkshire’s other subsidiaries and a $1.9 billion paper gain on investments and derivatives. The company said last month that its 2010 net income jumped 61 percent to $12.97 billion on revenue of $136.2 billion. In just the fourth quarter, Berkshire’s net income grew 43 percent to $4.38 billion on revenue of $36.2 billion. Buffett again received $75,000 in director’s fees from the Washington Post Co., which Berkshire discloses because it holds a significant stake in the company. But Buffett announced in January that he plans to leave the Washington Post’s board when his term expires in May, so that director pay will be eliminated. Berkshire Vice Chairman Charlie Munger’s compensation remained unchanged in 2010. Munger, who runs Berkshire’s Wesco Financial unit, received only a $100,000 salary – the same as Buffett’s. Berkshire is in the process of acquiring the 19.9 percent of Wesco shares it doesn’t already own to make the Pasadena, Calif., company a wholly owned subsidiary. Both Buffett and Munger reimbursed Berkshire again last year to cover any personal costs, such as postage or calls the company may have paid for. Buffett paid the company $50,000, and Munger reimbursed Berkshire $5,500. Berkshire owns roughly 80 subsidiaries, including clothing, furniture, jewelry and corporate jet firms, but its insurance and utility businesses typically account for more than half of the company’s net income. It also has major investments in such companies as Coca-Cola Co. and Wells Fargo & Co. ___ Online: Berkshire Hathaway Inc.: www.berkshirehathaway.com

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Mark Yudof’s Higher Calling: Can The University Of California’s President Navigate A Budget Crisis And Restore His Own Image?

March 1, 2011

OAKLAND — Salary notwithstanding, Mark Yudof has had a tough couple of years. Yudof, the president of the vast University of California system, walked into a spectacular mess when he started his job there almost three years ago, and it hasn’t gotten better. Accustomed to being revered on other campuses, he’s now been dubbed the most hated public official in California . After unblemished decades as a college administrator, he is mired in the most profound challenge of his career: restoring luster to the beleagured University of California system. With nearly 200,000 students spread across 10 universities statewide, the UC system is one of the country’s largest public university networks. It’s also long been considered the best, including multiple top-ranked research schools. UC-Berkeley, its crown jewel, was ranked first in the nation among national public universities by U.S. News and World Report and second by Washington Monthly last year (UC-San Diego topped the latter list). But the university system has been a chief victim of California’s financial crisis, enduring massive budget cuts, tuition hikes, layoffs and program eliminations. In 2009 alone, the system saw a mandated budget cut of $813 million, or 20 percent of its total budget. This year, the university has been charged to slash spending by $500 million, a 16.4 percent decrease. The cutbacks have spurred student unrest in the state, prompting campus building occupations, teach-ins, protest dance parties and public dumpster burnings. On March 4 of last year, thousands of students in California and throughout the country mobilized for the Day of Action to Defend Public Education , during which “fascist” was one of the kinder terms used to describe Yudof . If such vitriol bothers him, the 66-year-old president doesn’t show it. Stout and self-deprecating, Yudof still looked like the bookish law professor he once was as he talked women’s basketball and drinks from a vintage Coca-Cola glass during an interview in his immaculate Oakland office. On his desk among various knickknacks was a book of poetry by Wallace Stevens and “Radioactive,” a graphic novel about Marie Curie. A prolific reader, he posts book reviews on his Facebook page . “It keeps me sane,” he says. Though he plays off the often-harsh criticisms of his administration as rebellion against an available authority figure, such judgment is a relatively new phenomenon for Yudof, who has had an illustrious career for a college administrator. After a decade as the law school dean at the University of Texas-Austin, followed by a three-year stint as the UT system’s second-in-command, he served from 1997 to 2002 as the president of the University of Minnesota, where he was lauded for championing fundraising and campus beautification efforts. A campus dormitory and a pancake cookoff are now named for him there — known for his love of pancakes, Yudof once had the largest private collection of maple syrup in America. From Minnesota, Yudof returned to UT as its chancellor. He achieved national prominence among college administrators as a staunch supporter of tuition deregulation, which changed the way universities set fees, giving them a sense of sovereignty from the often-restrictive state government. This made him an ideal-sounding choice for the UC Board of Regents, who were looking for a calming influence after a scandal-plagued five years under Robert Dynes, who resigned from his post amid an executive compensation fiasco. Regents Chairman Richard Blum told the Los Angeles Times that he had never heard anything negative about Yudof, and later said he would have “jumped off the bridge” if Yudof didn’t accept the position. Then-Gov. Arnold Schwarzenegger also had kind words for the president, calling him a “world-class selection for a world-class university system” with a “proven record of great achievements.” But while the UC system’s scandals and budget crisis were hardly secret, Yudof was still surprised by myriad challenges in his new presidential position, especially when it came to navigating California’s byzantine state government, according to Peter Schrag of San Francisco Magazine . When Schrag asked Yudof a year ago if he would reconsider taking the California job if he knew just how dire the system’s straits were, a day passed before Yudof provided a confident response. His immediate reply was more telling: “No answer.” Within a little more than a year of his inauguration, the man known for rejuvenating universities was charged with the task of closing the UC system’s massive budget deficit. Dramatic directives followed, including thousands of layoffs, mandatory unpaid faculty furloughs, a 32-percent tuition increase and cutbacks in everything from classes to library hours. The UC system as it had been known emerged as an extremely pared-down version of itself, to much chagrin. In addition to the challenges of remaking the system, personal controversies have marred Yudof’s short California tenure. A Bay Citizen investigation last summer revealed that incidents related to Yudof’s housing — including damages to a $13,365-a-month mansion in the Oakland hills — cost the university more than $600,000. A year earlier, in a widely publicized New York Times Magazine interview, Yudof infamously compared his job to managing a cemetery — “There are many people under you, but no one is listening,” he said — and defended his $540,000 annual salary. In a subsequent interview with Inside Higher Ed , the notoriously deadpan president was defiant. “I still think [the critics] lacked a sense of humor,” he said. “I’ll just tell you my honest view: I’ve never apologized for it. You tell a self-deprecating joke and someone says, ‘You’re treating us like cadavers.’ Give me a break.” Yudof’s dry sense of humor seems to be lost on students and faculty, with whom he remains unpopular. In September 2009, 14 students chanting “Lay off Yudof” were arrested in front of the president at a Board of Regents meeting. Facebook groups with names like “Vote ‘No Confidence’ In Mark Yudof” and “Mark Yudof needs to be fired” have hundreds of members, and a group titled “Can this broken picnic table get more fans than UC President Mark G. Yudof” does, in fact, have more fans than the president. A UC-Berkeley graduate student told The Huffington Post that it’s difficult to find students who hold the president in high regard. “He’s kind of like everybody’s punching bag,” the student, Ricardo Gomez, said. “He’s the one who people target their anger towards.” For his part, Yudof says that hostility is misdirected. “No one likes rising prices,” he says. “It’s always a temptation to protest the nearest authority.” Cloistered in his Oakland office, however, Yudof is more or less protected from angry students, like the torch-wielding mob that stormed Berkeley Chancellor Robert Birgeneau’s campus mansion in December 2009. But Yudof says being removed from campus can make his job less satisfying than his former posts. There are no students milling about, no Nobel laureates in the cafeteria. Even the government is an hour and half away in Sacramento. The president seems more comfortable being closer to the action. In Austin, he could caucus with students and legislators on a regular basis. Now, he says, his meetings with student leaders are often contentious, and though his office is deeply involved in politics, his distance from the capital can make things difficult there, too. Yudof has said he supports Gov. Jerry Brown, but the complex nature of his job requires him to interact with — and persuade — many different groups of people, from legislators to academics. “Sometimes I feel like I’m telling people what to do and they aren’t listening,” he told the University of California-Irvine’s student newspaper . “The powers of a president are very indirect. You can’t do anything without the support of the chancellors, the faculty and the students.” Yudof’s principal outlets remain his sense of humor and his social-media presence. As one of the few collegiate figureheads active on those channels, however, he has taken heat for tweeting and Facebooking through the system’s problems. “There was some criticism when he first started … that it was a flip thing to be doing when the UC was in such dire straits,” spokeswoman Karen Breslau told the Daily Californian last year. Yudof jokes that one can tell when he doesn’t write his own tweets because “they’re boring.” Some of his public musings are more personal: a recent tweet links to a New York Times article about how UCLA researchers have discovered a treatment for baldness in mice. The bare-headed Yudof wrote “Strongly interested in this research,” appending the hashtags “#baldness” and “#missmyhair.” That sort of thing may buy Yudof more credibility when he tries to use those accounts to quell university unrest. In a video posted earlier this month on his Facebook page, titled ” Why President Yudof is upbeat ,” the less-than-upbeat president sought to reassure viewers that the UC system will survive its latest financial crisis. “We’re going to get through this,” he said. “I have every confidence that this, the greatest public university system, will persevere through this period as it has for the last 143 years.” It won’t survive without pain, though, he admits. UC, which spends $20 billion per year, used to receive $3 billion of its annual budget from the state. That’s now down to $2.5 billion. The system has less than half as much to spend per student as they did 20 years ago — in current dollars, it had $15,860 to spend per student in the 1990-’91 school year; today, it has just $7,730. Yudof says he will “take the hit” to raise faculty salaries and keep UC competitive. “I’m looking for a new deal that’s a fair deal,” he says. It remains unclear what, exactly, that deal will look like, though he says the system has “fabulous efficiency initiatives” in place. In January, though Yudof was less optimistic in an interview with the Los Angeles Times . “This is where we’ve been heading for a very long time, so it’s sadness more than shock,” he said of further budget restrictions. “In spite of all we’ve done to save money, raise fees, restructure our debt, this is going to cut into the muscle and sinew. A lot of people think there’s a lot of fat. We don’t have enough fat left to absorb a budget cut like this.” Yudof says the system needs a long-range arrangement with the state to recognize the fundamental role it plays in the California’s economy. In the future, he aims to reduce the speed at which tuition is increasing and ensure that the system’s schools are accessible to low-income students. He even talks of expanding the system’s population. For now, however, the system “needs stability,” Yudof says. “I’m trying to knock off problems one at a time.” Regents Chairman Blum still thinks Yudof is the one to deliver that stability, he said in an interview with The Huffington Post. “Mark has my support as much today as the day he walked in the door,” he said. And that’s not the only plaudit the UC president has received in the past couple years: In 2009, Time magazine named him one of the best college presidents in America . “Mark Yudof tools around dilapidated campuses and fixes them,” the blurb about him read. UC spokesman Pete King told City on a Hill Press that Yudof “has a way of making universities better places when leaves than when he got there … he makes decisions based on what he thinks is right for the university, even if it makes him unpopular.” But while his demeanor can be almost unflinchingly stoic, Yudof told The Huffington Post that his time in California has proved too dramatic for his tastes. “This has been too much of a roller coaster,” he said.

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JPMorgan CEO Gets $17 Million Pay Day

February 18, 2011

NEW YORK — JPMorgan Chase & Co. has granted Chairman and CEO Jamie Dimon stock and options worth $17 million, just a month after one of Wall Street’s largest banks posted a big jump in quarterly earnings. Dimon’s bonus follows huge compensation boosts earlier this month for the heads of Goldman Sachs Group Inc. and Citigroup Inc., as many big banks _and their stocks – have rebounded from the financial crisis. The New York bank said in a regulatory filing Thursday that it granted Dimon 251,415 restricted stock units, of which half vest in January 2013 and the rest the following year. Based on the stock’s closing price Wednesday, the day the units were granted, the award is worth $12.1 million. Dimon, 54, also received 367,377 stock appreciation rights, which have a 10-year term and become exercisable in five installments staring next January. Using the Black-Scholes calculation method, the rights are valued at about $5 million. Dimon’s salary and other compensation weren’t disclosed in Thursday’s filing. JPMorgan Chase pleased investors in January with news that it will raise its dividend soon, pending approval from the Federal Reserve. The bank also reported that its income jumped 47 percent in the final three months of 2010 as fewer customers defaulted on their loans. Last month, Goldman Sachs more than tripled the salary of CEO Lloyd Blankfein to $2 million, not including stock awards, and also granted raises to four other top executives. Citigroup Inc. gave its top executive, Vikram Pandit, a salary raise to $1.75 million, from just $1 the previous year. Bank of America Corp., however, has said it won’t give its top executive a raise for 2011 and won’t hand out cash bonuses to top management. CEO Brian Moynihan’s salary will remain $950,000 for 2011, though he could get up to $9.05 million in stock awards if the nation’s largest bank by assets hits certain performance targets.

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Rep. Mike Honda: Cents and Sensibility: The Economic Case Behind Immigration Reform

February 7, 2011

House Speaker John Boehner’s recent selection of Rep. Elton Gallegly of California over Rep. Steve King of Iowa to head the Judiciary Committee’s immigration subcommittee is one step closer to the kind of reform for which past administrations, including those of former Presidents George W. Bush, Bill Clinton and Ronald Reagan, had long called. Both Republican congressmen may be opposed to the kind of reform that House Democrats call for. But Gallegly seems inclined to take a more reasoned approach. Especially if Democrats can explain the economic advantages to reform. And there are many. Immigration brings formidable fiscal implications. Keeping immigrants here or sending them home can save or cost taxpayers dearly. Just count the ways that reform, which puts undocumented immigrants on the path to legalization, could foot our country’s finances. First, any deportation plan for undocumented immigrants would cost our country’s gross domestic product a whopping $2.6 trillion over the next 10 years, according to a study by Raul Hinojosa-Ojeda, a professor at the University of California, Los Angeles. Conversely, if we embrace comprehensive immigration reform, we could add $1.5 trillion to the U.S. GDP over the next 10 years. The economy could also benefit from a temporary worker program, Hinojosa-Ojeda projected,by raising GDP by $792 billion. Second, immigrants who become U.S. citizens consistently pursue higher-paying jobs and higher education, spend more and provide higher tax revenue. Just imagine what 12 million newly documented Americans could do for the economy. The legalization process also brings economic benefits — like the retention of remittances. Workers send substantial portions of their salary to family members abroad, but reform could reunite families separated by our immigration system and keep monies in the U.S. For example, total U.S. remittances to Latin America was almost $46 billion in 2008. Of that, Mexico received almost $24 billion. Reducing remittances offers obvious cash infusion for our economy, since billions of dollars now sent overseas would be spent instead on U.S. businesses — creating jobs and helping to revive our economy. Third, by giving 2.1 million American students the opportunity to pursue higher education or military service, our government could collect $3.6 trillion over the next 40 years. The DREAM Act, which failed in the Senate in December but remains a bipartisan effort, offers a conditional six-year path to permanent, legal U.S. residence for immigrant youth who demonstrate good moral character and complete at least two years of higher education or U.S. military service. Without the DREAM Act, about 65,000 students a year — honor-roll scholars, star athletes, talented artists and aspiring teachers — will graduate high school and then hit a roadblock. Instead of upward mobility and higher education, they will be forced to live in the shadows and work low-paying jobs. Fourth, the Reuniting Families Act, which I plan to reintroduce this Congress, would allow all Americans to be reunited with their families — including gay, lesbian, bisexual and transgender “permanent partners.” The economic benefits of this policy cannot be overstated. American workers, with their families by their side, are happier, healthier and more able to succeed than those living apart from loved ones for years on end. By pooling resources, families can do together what they can’t do alone — start small businesses, provide care for the young and old, create U.S. jobs and contribute more to this country’s welfare. Healthier communities have more expendable income and place a lower burden on government social services. This correlation is well substantiated — but it is up to us to make it a reality. We understand that during tough economic times, the natural reaction is to close borders and look inward. Yet the irony of an anti-immigration sentiment, which fears job losses for Americans if more workers enter the U.S., is that it is fiscally prudent to legalize, insure, employ, reunite and educate our immigrants than to keep families apart. This is a time when we must use every available resource to stimulate our economy and control government spending. To my fiscally conservative Republican colleagues, the onus is on you. Left to future Congresses, the number of undocumented immigrants will only increase and the visa waits will only get longer. Meanwhile, we will lose an opportunity to do what’s economically right. The fiscal case is clear: reform now. California Rep. Mike Honda serves on the Appropriations and the Budget Committees and is the Democratic senior whip. Follow Rep Honda on Facebook and Twitter .

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Employed But Struggling: Report Finds 1 in 3 Working Families Near Poverty

December 21, 2010

Michelle Feliz, a single mother living in Boston, can’t afford day care for her one-year-old son. She can’t afford new clothes for her teenage daughter. Late last year, she applied for food stamps. Unlike many Americans increasingly seeking public assistance, Feliz, 35, is employed. Yet what she earns in her job as a secretary does not cover even her most basic needs, leaving her scrambling to keep food on her table. In the aftermath of the worst economic downturn since the Depression, much attention has been focused on the 15 million people who are officially out of work, yet even among those who have jobs, livelihoods and living standards have been substantially downgraded. Growing numbers of employed people live in near poverty, struggling to make ends meet. Almost a third of America’s working families are now considered low-income, earning less than twice the official poverty threshold, according to a report released Tuesday by the Working Poor Families Project . The recession, which has incited layoffs and wage cuts, reversed a period of improvement: Between 2007 and 2009, as the recession set in, the percentage of U.S. working families classified as low-income grew from 28 percent to more than 30 percent. Workers who once focused on career advancement now live paycheck to paycheck. The American middle class, in effect, is eroding. “They’re no longer working actively, with a chance to advance and gain more experience and skills,” said Brandon Roberts, manager of the Working Poor Families Project and a co-author of the report. “They’re just putting pieces together to stay afloat, to meet basic needs.” Last year, 45 million people, including 22 million children, lived in low-income households, according to the report. As breadwinners lost jobs or suffered pay cuts, the report notes, the number of low-income families grew to 10 million last year, an increase of almost a quarter-million from 2008. The problem is worse among minorities: 43 percent of America’s working families with a minority parent are low-income, the report finds, compared to 22 percent of white working families. Feliz, who is Latina, has a job. But she’s barely scraping by. “I had to take this job because it was the only thing I could find,” Feliz said. “I was making more money than I’m making now.” Once an officer manager at Oficina Hispana, an English language education program, Feliz was laid off in 2007 when her employer didn’t get a crucial grant. She collected unemployment insurance for half a year, she said. The week before the benefits expired, she got her current job as a secretary at the University of Massachusetts Boston. Her annual salary dropped from $42,000 to $37,000. And her dream of opening a shelter for female victims of domestic violence was deferred. “Career-wise, that set me back a lot,” she said. She now struggles just to put food on the table. She applied for food stamps in November of last year, she said, but was denied because her salary was just above the cutoff. So she began clipping coupons. When her son came down with a bad fever recently, she feared she would have to make a difficult choice: stay home and risk losing her job, or take him to prohibitively expensive day care. Fortunately, her parents, who also live in Boston, were able to look after him. “I’m afraid to stay home,” Feliz said. “If I take too many days off, I could lose my job.” Feliz, who has an associate’s degree from Roxbury Community College, is taking classes in human services and management at UMass Boston, and her employer agreed to help foot the bill. She hasn’t given up on her dream, but her focus right now is on preserving her income. “I’m doing at least three people’s jobs,” she said. “It’s hard.” Her son’s father, who pays child support, is similarly struggling to keep two part-time jobs, Feliz said. The crisis extends beyond the struggling breadwinners. Children in low-income families suffer from diminished educational opportunities and compromised health care, according to the new report. Nationwide, 35 percent of children in working families are living in low-income households, the report finds, and childhood poverty tends to persist into adulthood. “That has serious implications for children, not only today, but as they look to the future,” Roberts said. “The odds are being stacked against them.” Living in a low-income family can take a psychological as well as financial toll. Feliz has striven to raise her children’s spirits, pushing her daughter to do well in school. “I want her to be able to get a good job,” she said, “to have things I’m not able to give her.”

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Dov Seidman: Upgrade to the Human Operating System

November 16, 2010

When I think of how we’ve successfully taken the humanity out of business, I often think of what Michael Corleone tells his brother Sonny in the movie “The Godfather”: “It’s not personal, Sonny. It’s strictly business.” For much of the 19th and 20th centuries, chief executive officers managed their workforces with a similarly unsentimental (if not lethal) approach. But as behavior has become the 21st century’s killer app, the coldly rational operating system of governance no longer computes. Instead, organizations should A) introduce a human operating system, a model with a culture that values humans and behavior at its core; B) reduce their reliance on the traditional governance operating system; and C) harmonize the two models to more effectively put humanity back at the center of business. Doing so will successfully generate the “Big Asks” that leaders want and need, their employees to deliver. Governance is concerned with control, with preventing unwanted behavior by drawing lines — e.g., authority to make decisions; lines of reporting and approval; or decision-making process. A human operating system, by contrast, revolves around unleashing employees to accomplish objectives set and objectives not even imagined. Beyond Productivity The governance operating system is based on an underlying assumption that employees act in their self-interest. This model includes formal policies, procedures, processes, financial objectives and performance targets; leaders use rewards and punishments to motivate employees to adhere to these rules and to achieve these objectives. When employees become more productive, we boost their salary or give them a bonus. When employees fall short of performance objectives or break the rules, we take away their bonus, freeze their salary or fire them. This operating system worked perfectly fine for decades … until leaders began calling on employees for other things besides productivity. Today, we are asking more of our employees than we have ever asked in the past. We want employees to relate to colleagues around the world who come from different cultures and speak different languages. We want employees to go beyond merely serving customers by cultivating unique, delightful and genuine customer experiences. We expect employees to take on much greater workloads as we shrink their teams. We ask employees to represent the company and nurture its brand, not only when they’re on the job, but whenever they publicly express themselves in tweets, blog posts, e-mails, or any other interaction. We increasingly ask employees to go beyond continuous improvement by conceiving and implementing disruptive innovations that deliver the step changes our companies need to thrive amid global competition. These are not only Big Asks, they are numerous asks. As I’ve argued before, carrots and sticks, while still necessary, are no longer sufficient. Instead, we as leaders need to inspire the game-changing behaviors we’re asking our employees to produce and operationalize our values so that we can scale our businesses sustainably through a human operating system that when brought to life through an organizational culture clearly identifies and pursues meaningful endeavors that satisfy employees’ human desire for significance. In a governance operating system an employee will see herself as a production-line worker who performs tasks in exchange for a paycheck. In a human operating system this same worker views herself as helping to limit human suffering by working with colleagues to produce a medicine that combats asthma, for example. This employee still needs to be paid and still needs to adhere to certain rules, but she’s much more engaged and much more willing to innovate, collaborate and commit to the organization’s mission if she is supported by a human operating system 90 percent of the time and governance 10 percent of the time than vice versa. Employee Engagement Leading companies and most innovative leaders are beginning to understand the need for a human operating system. “… [W]e are a people-based company,” Starbucks CEO Howard Schultz said in a recent interview. “You couldn’t find another consumer brand that is as dependent on human behavior as we are. We built Starbucks not through traditional marketing or advertising but through the experience. And that experience can come to life only if the people are proud, and if they respect and trust the green apron and the people they are representing.” Cultivating the pride and trust necessary to produce the customer experience Schultz describes requires much more than carrots and sticks. This is why so many companies now place less emphasis on productivity measures (what employees produce) and more emphasis on measuring how employees behave (i.e., engagement). Best Buy, for example, recently quantified a link between improvements in employee-engagement measures and revenue increases: The electronics retailer reports that a 0.1 percent increase in employee-engagement scores leads to a $100,000 boost to a store’s annual operating income. The “human capital management” movement, an approach that seeks to more effectively measure and track the value of “human resources,” also reflects a desire of leaders to move to a Human Operating System; the phrase “human capital management” itself also exposes the flaws of a governance model that treated people as machinery or office buildings (capital). Unlike tangible assets, employees do not depreciate; in fact, the value most employees provide to organizations appreciates over time. One of the most pressing challenges that management accountants currently face is how to account for ideas, interactions, social networks, behaviors and other intangible assets whose value has soared as knowledge workers have led the transition to a service-based economy. If the human operating system sounds like a stretch right now, consider how odd e-business sounded 15 years ago. In the mid- to late 1990s as business began to explore the Internet, “electronic business” was treated as a separate entity. Some companies even legally separated their “brick and mortar” business from their “e-business.” Today, the term “e-business” is hardly even uttered because it has lost its previous meaning by becoming a natural part of the way almost every company does business. Very soon, I expect that humanity (call it “h-business”) will become a natural part of the way organizations do business, much in the same way that measuring and managing quality progressed from an idea to an integral part of the organizational fabric in the 1980s. Rebalancing and Harmonizing Just as carrots and sticks will always have their place within organizations, so, too, will the governance operating system. I’m not suggesting that the human operating system replace governance; instead, I’m proposing a rebalancing and harmonization of the two systems: How would our companies look if our employees were informed and guided by governance 5 percent of the time and guided and inspired by values (that espouse innovation, hard work, principled performance, creative solutions, etc.) 95 percent of the time? I believe our companies would look more successful over the long term, and also much more efficient under this scenario. After all, at a time of diminishing resources, organizations that harness and support the most inexpensive and abundant source of energy — human energy — will generate the ideas, connections, collaborations, behaviors and innovations they need to mitigate the threats and maximize the opportunities that our morally and ethically interdependent marketplace poses. To succeed at rebalancing our governance and human operating systems, we need to harmonize them. By that, I mean we need to remove the conflicts between formal governance levers (such as rules and financial objectives) and values (such as trust and integrity). When company values espouse employee innovation but company policy requires an employee to obtain three different signatures to gain approval to spend a modest amount of company money to foster innovation, a conflict exists. Or, when company values espouse honesty but quarterly earnings pressure nudges salespeople and accountants to exploit gray (or black-and-white) areas of revenue-recognition rules, a conflict exists. Focusing More on Humans How do we harmonize our operating systems? By focusing more on humans and less on governance, according to United Airlines CEO Jeff Smisek. Asked by a Wall Street Journal reporter if he agreed that the Obama Administration has been unnecessarily tough on the industry, Smisek responded that the question was essentially off the mark. “This administration is the first to really begin focusing on modernizing the air-traffic control system,” Smisek responded. “I applaud them for that. In terms of the various [new] consumer rules, my own goal is to have an airline where all of that is irrelevant. If you have the right culture, the right folks and you’ve given them the right tools, they’ll exceed whatever regulations or laws or whatever the government can dream up.” The right culture, humans, and tools can address any regulatory risk. This approach should jolt most CEOs. Regulatory and compliance concerns currently rank as the top business risk in the U.S., according to a recent survey by Ernst & Young. Concerns about following current and future rules keep CEOs — besides Smisek, at least — awake at night more frequently than concerns about innovation, talent, emerging markets, and other risks. Smisek seems to understand that his company’s operating system should focus more on humans than it does on rules and other governance levers. By creating the right culture and equipping his people with the right tools, Smisek rightly believes that regulatory and compliance risks will barely rate a blip on United’s radar. Michael Corleone never would have made it as the head of a criminal or corporate organization in a century in which business is personal. * This story appeared in, and was written for, Bloomberg Businessweek .

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Robert Teitelman: Felix Rohatyn’s ‘Dealings’

October 21, 2010

Felix Rohatyn has led one incredible life. Born in Vienna, he fled Nazi-occupied France to the U.S. in 1940 at the age of 12. After graduating from Middlebury College (he was hardly a destitute refugee), he went to work for the legendary Andre Meyer at Lazard Freres in New York. He developed clients in the ’50s and ’60s like Harold Geneen at ITT and Steve Ross at what became Time Warner. He helped rescue Wall Street in the back-office crisis of the late ’60s, then played an instrumental role in saving New York City from bankruptcy in the ’70s. He was a key banker in the RJR Nabisco leveraged buyout. He served as ambassador to France during the Clinton administration. He was friends with, well, nearly everyone. In his spare time, he regularly opined on economic and fiscal matters for The New York Times and New York Review of Books. And all the while he maintained one of the great rainmaking practices on Wall Street. Now Rohatyn has written his memoirs, “Dealings: A Political and Financial Life.” It’s a fairly thin book, particularly considering the density and length of his career, and it has real charm. If his acknowledgments are any clue, he actually wrote it himself, a rare achievement these days. He opens with a bang, offering an anecdote of meeting, then getting a job with, French torch singer Edith Piaf on a ship sailing to New York from France in 1947. Piaf needed help with her English; Rohatyn, still in college (he was apparently a mediocre physics major), spoke fluent French and English. And off he goes. Rohatyn’s New York life has a charmed quality. His father, a brewer in France, knows Meyer and gets him a job in foreign exchange at Lazard. He happens to be having breakfast at the Bronfman’s one weekend (he’s friends with a Bronfman daughter) when the patriarch of the clan and founder of Seagrams, Sam Bronfman, suddenly rounds on him and tells him he should be an investment banker. Meyer grudgingly agrees, then cuts his salary. Many of these anecdotes have the sheen of tales told many times; but they foreshadow what’s both good and bad about this book. This is a life by anecdote, linked, sometimes sparingly, sometimes preachily, with commentary. Indeed, as charming and readable as it is, this is less a retelling of the past than an active shaping of it. Not that Rohatyn is twisting the truth, at least in any obvious way. Rather, it’s what he tells you and what he leaves out. Throughout, he describes himself as trying to live up to an image of an investment banker passed on by Meyer, the brilliant and autocratic Frenchman who dominated Lazard after the war. Such a banker was distinguished by clear thinking, fair-mindedness and a willingness to submerge self-interest in the client’s interests. (This was an ideal Meyer himself occasionally failed to always live up to, see Cary Reich’s “Financier: The Biography of Andre Meyer.”) Such a banker was, above all else, discrete; reputation was everything. And discretion defines this book. Large chunks of Rohatyn’s life go missing. He mentions one wife, then some children, then another wife, but leaves out the connecting tissue. He describes the death of Meyer, and its effect on him, and the maneuvering around the ascension of Michel David-Weill at Lazard. But then David-Weill disappears. Rohatyn never mentions his struggles with Steven Rattner in the late ’90s, though he offhandedly passes on that the firm was getting too big and too complicated for his taste. Instead, he simply says he was losing interest in banking after half a century. Perhaps the largest omission occurs even before meeting Piaf. While he mentions Nazi-occupied France, Rohatyn says almost nothing about his own experience. We’re left to wonder. He was a child; the family was breaking up; their lives were threatened. He flees to New York, a city he comes to love above all others. Tell us more, Felix. Throughout, he is reflective but hardly introspective. He is always moving on. That self-image, that ideal, of the investment banker as the soul of discretion and as a figure of unimpeachable reputation and moral discipline, shapes this book, as it undoubtedly shaped him. There are many things to be said about the way Wall Street has evolved over the past, say, 50 years, but discretion and a sense of limits isn’t one of them. And Rohatyn himself, for all his soul searching and remarkable public service, found himself involved with any number of transactions and situations that, in retrospect, helped shape the “new” ethos of Wall Street. He learned the business in the ’50s from Meyer. But he established his reputation as a rainmaker by advising clients that shattered the old restraints on M&A, most controversially, the mastermind of the conglomerate, Harold Geneen at ITT. Geneen was not alone, but he was arguably the greatest of the conglomerate builders; and Rohatyn not only executed many of his deals, but also sat on ITT’s board. Rohatyn has great respect for Geneen’s business genius and rejects some of the wilder charges about him (some of which, like ITT’s involvement in Chile and the death of Salvador Allende, scorched Rohatyn). But even if that’s the case, did the conglomerate make real business sense beyond a kind of pyramiding of deals in a favorable climate? If Geneen was a genius, how many geniuses were available to succeed him? And didn’t Geneen’s construction of a dealmaking machine at ITT help shatter an earlier regime in which mergers were difficult, personal, friendly and relatively rare? Despite his defense of Geneen and ITT, Rohatyn does admit that in those days he was young and fascinated by the people and the deals. He didn’t recognize, he admits, how things were changing in the ’60s. This is fair. Who sees the future? But Rohatyn tells several stories that suggest, but only explores superficially, the historical complexities and his own role in them. In the ’60s, he’s invited to join the board of the New York Stock Exchange. This is a great honor; he’s still relatively young, and Lazard is not a big trading or brokerage house. Rohatyn says he was surprised, but he never discusses how that occurred (at that period his youth may have helped, plus he was obviously very smart and had big clients; he did have to seek Meyer’s permission, which he does whenever he makes big move). He recounts the day Donaldson, Lufkin & Jenrette announced that it was going public, which was against the rules of the NYSE. In hindsight, he recognizes what a seminal moment it was; it’s the first real change that will sweep away “the antediluvian” Wall Street and sweep in the new, competitive, technologically sophisticated Street. A vitriolic debate broke out on the NYSE board of governors: “It was not too difficult to pick the objectively correct side of the showdown, or so it would seem nearly forty years later. Nevertheless, at the time I opposed DLJ’s petition. … How can I justify this narrow position? I can’t. All I can offer up in the way of logic is that I exhibited a prideful conservatism of someone who had just been granted membership in an exclusive club. With my appointment, I became another of the insiders eager to preserve our historic and fraternal practices, regardless of how outdated — wrongheaded, really — these rules and traditions were.” Rohatyn is being honest. He admits he later changed his mind and supported reforms — and of course he was a key figure in saving Wall Street from its own debilities a few years later — but that phrase, “prideful conservatism,” rings out. Prideful conservatism was in many ways the self-image of the Meyer investment banker. Prideful conservatism was a perspective on the world Rohatyn would take with him as the changes he first opposed, then supported, created a powerful new finance he would soon have qualms about. He recognizes the failures of the past but fears the future. He is shocked when Morgan Stanley rips up “the unwritten ‘social contract’ ” by making a hostile bid for International Nickel in 1975. He does not like hostile deals, but he recognizes how “a new breed of combative, successful, high-profile investment bankers” and lawyers had arrived that “would make celebrated, hard-driving deals, and fortunes for themselves and their firms.” He does not see how Geneen and the conglomerateurs paved the way for this new kind of dealmaking; nor does he acknowledge how changes that had to be made at the NYSE ushered in an ambiguous new era of greater conflict, competition and compensation. The deluge crashed upon him with the RJR Nabisco leveraged buyout. After a lengthy recounting of his own involvement in the RJR Nabisco LBO, Rohatyn argues that within the excesses of that deal was “a defining moment in my own evolving thoughts on American business … the raging avarice of the 1980s was a pernicious force that would undermine the marketplace. I am a capitalist and I believe in making a profit. … The bottom line was no longer simply the bottom line — the ultimate cost of the profit had to be considered.” This is not to suggest that Rohatyn, whose activities on behalf of Wall Street in the late ’60s and New York in the mid-’70s were heroic, is wrong about these practices or unjust in his characterizations. It is to suggest how complex the undercurrents are. By the time RJR occurred, Rohatyn occupied a unique place in investment banking. He had his choice of clients; and his experience meant that he could practice banking with a sense of prideful conservatism, though he remained politically a liberal Democrat. But he was that rarest of cases; and for all the excesses of the moment, his nostalgia for the past is palpable. He could argue against hostile deals, LBOs, transactional banking, speculation. He could argue for stakeholder, as opposed to shareholder, governance. He could argue against greed. But in some quarters, these sermons elicited mutters about hypocrisy and self-righteousness; and in a dichotomy that still persists, he stood increasingly on the side of “entrenched” managers, his clients, over shareholders. He was a special case. Even at Lazard, he never took a real management position — he wanted to deal with clients and engage in public policy and service — but, as the anecdote about the change in regime from Meyer to David-Weill suggests, he had a huge say in what took place there: He had power without responsibility, a sweet deal made possible by his immense ability and client list. Rohatyn concludes the book with an epilogue written after the fall of Lehman Brothers. His ambassadorship over, he had moved his small office into Lehman after being offered space by Dick Fuld. He seemed to have been as shocked as the rest of us by Lehman’s sudden demise. He uses the episode for more soul searching, reminding us again that he had warned about excesses and offering up one more coda for investment-banking-as-it-should-be: “The financial services industry is at a turning point. If it is going to help companies and investors during a decade when doubts continue to undermine the marketplace, if it is going to help businesses to provide jobs and services — then I believe, it needs to return to the values and practices that were first instilled in me by Andre Meyer. Investment banking is not a business; it is a personal service where bankers work hand in hand with their clients. And it is a service that must not simply be about making bigger and bigger deals that reap rewards for only a small group of executives. It should aim to create new partnerships that result in strong, more innovative companies able to provide new jobs and better services. These are the fundamental beliefs that guided me in the past. And they will once again guide me in the future.” Worthy sentiments. But how? The real question that hangs over investment banking — all of Wall Street really — is how can you turn back the clock? Is there a prideful conservatism of a past that is worth recreating? How do you take great size, great compensation, great risk and stuff them back into their box? There are, as always, signs that some of what Rohatyn seeks exists in the marketplace, notably in the rise of boutiques that, like Lazard, are not driven by trading, aren’t massively capitalized and that still can offer unconflicted, sensible, even wise advice (and there are lawyers who approach that ideal as well). But for all their dynamism, Wall Street remains dominated by the big banks, with their massive financing capabilities and enormous trading desks — and that’s not including private equity and hedge funds. The world, whether we like it or not, is driven by performance, which operates globally; and for all the greed and excess, lots of wealth has been spread around. True, at the top of the profession, ultra-senior advisers like Rohatyn and Meyer — true consiglieres to CEOs — will continue to exist and to thrive. But the rest of the world will sadly stagger on in its messy, greedy way down in the valley. The trouble is, while every day is a turning point of some sort, you can rarely go back, even in a memoir. – Robert Teitelman Robert Teitelman is editor in chief of The Deal.

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Manisha Thakor : PSYCH YOURSELF RICH: with Farnoosh Torabi

October 12, 2010

These days it’s the rare American indeed who doesn’t have money on the brain. Whether that is a good thing or a bad thing depends on your mindset. Nationally acclaimed author and frequent Today Show personal finance commentator Farnoosh Torabi has a great new book out on this very subject and was kind enough to share some key take-aways with us. Farnoosh, what is the number one message that you want readers of PSYCH YOURSELF RICH to come away with? Managing our money well and effectively boils down to mindset and behavior. Unless we have a firm sense of direction and can commit to an outlook on our finances that is both empowering and solutions-driven, our money bears no meaning. This book shows you how to make the journey. Which is your favorite chapter of PSYCH YOURSELF RICH and why? My favorite chapter is probably the final one entitled “Embrace the Entrepreneurial Spirit.” Here we take a look at what I believe to be the key to financial freedom – controlling your own revenue streams. So while not everyone desires to be an entrepreneur, we can all learn from the spirit and action of entrepreneurs and apply them to our daily lives. For example, when we choose to take charge of at least some of our income (aside from the salary from a full-time post), whether it’s through a part-time weekend job or a freelance assignment on the side or selling crafts at an art fair every month, it’s no coincidence that we have a more positive and secure grasp on our finances. Beyond taking control of some of your income, embracing the entrepreneurial spirit also means thinking outside the box, willing to take (smart) risks and being a forward-thinker, all habits that can lead to more financial security. What, if any, are the key psychological differences you see between the way men and women approach their finances? Women – particularly moms — invariably put others’ needs before theirs. For example, they’ll spend their disposable income towards the kids’ wants before tucking some of that money away in the rainy day fund. I just worked on a budget for a single mom of three who struggles with that so-called “mommy guilt” and sacrifices her own financial security to ensure her kids get to play the sports that they want ($$) and attend all their friends’ birthday parties ($$). Men aren’t perfect either. They’re overconfident to a fault sometimes, according to a famous study on gender investing by two professors at the University of Berkeley. In it they concluded that women’s portfolios – which by and large maintained a buy-and-hold strategy – gained 1.4 per cent more than men’s portfolios, in which they had made heavy, active trades. What’s the most common question you’ve been getting so far as you’ve talked about PSYCH YOURSELF RICH ? I’ve been getting a few of these: “So I just psych myself rich? I can think about being rich and it’ll happen?” My answer to that is, “If only it were that simple.” You wouldn’t need a 225-page book about it! But, of course, that is the title I have chosen, so people will naturally ask this question and I encourage it because it allows me to explain the message. The title is meant to emphasize that your mind is the thing. Your ability to make the best possible decisions in your financial life begins with a proper mindset that includes an honest and practical understanding of the term rich, an ability to relate to your finances on a more personal and intimate level, being in control and an advocate for your money, embracing risk, clearing the emotional clutter that stands in the way of you and your goals and thinking entrepreneurially. Every chapter in the book is first and foremost a brain exercise, but of course if you just continue to sit on your couch after finishing the book, life doesn’t necessarily get better. Do you think the current economic environment will have a lasting impact on how people relate to their finances? I am deeply hopeful that it will have a long-term impact. I think we’ve seen and lived through enough of this economy to turn what started as our knee-jerk reaction to save and rethink our priorities into a longer-term way of life. Our national personal savings rate is close to 6%, which is really remarkable considering it was at 0% at the start of the decade. I think we all know by now how destructive it can be to depend on plastic, to not have a savings nest egg and no back-up plan when you lose your job. What’s more is that we’ve hopefully opened up as a nation when it comes to discussing money. There’s still a lot more work to be done in this department, but some of us have bonded over our financial problems and perhaps feel more comfortable turning to each other for help. That’s a significant improvement and one that I hope will stick. To keep up with the latest on Farnoosh and her inspiring work, you can follow her on Twitter at @Farnoosh and visit her website at www.Farnoosh.tv . ——— Want more financial love? You can follow Manisha on Twitter at @ManishaThakor and sign up for her email updates here . Starting in late Fall 2010, Manisha will teach an innovative online course on “Financial Literacy 101″ for women through www.Sympoz.com . Manisha Thakor, personal finance expert for women, can be reached via her website, www.ManishaThakor.com .

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Citi Boosts Executive Pay

September 26, 2010

NEW YORK — Citigroup, still partly owned by the government after a rescue during the financial meltdown, is giving raises to top executives that could amount to millions of dollars. CEO Vikram Pandit, who is drawing a salary of $1 for the second year in a row, did not get a raise, but the chairman of the bank hinted it plans a big payout for him next year. The announcement Friday by Citi, which remains weaker than most of the large American banks two years after the meltdown, raised questions among experts on corporate governance. By paying the raises in company stock, not cash, Citi has decided to follow previously issued guidelines that limited salaries to $500,000 for the top 25 executives at financial institutions still receiving large amounts of federal help. “The question is do they deserve higher salaries, and are they evading rules to avoid losing talent?” asked Charles Elson, director of the Weinberg Center for corporate governance at the University of Delaware. Citi is fighting to keep talented bankers from jumping ship to any of its rivals on Wall Street, all of whom have repaid their federal bailout money and are not under the same kind of compensation restrictions. Edward Skyler, a spokesman for the bank, said the compensation levels “correspond with similarly situated executives in the industry.” Citi was the hardest-hit U.S. bank during the credit crisis of 2008, and received $45 billion in government bailout money under the Troubled Asset Relief Program, part of which was converted to stock last year. The government is gradually selling its stake and still owns about 17 percent of the bank. Though Citi has posted profits recently, Citi continues to be weighed down by large amounts of bad loans and investments it made in the run-up to the crisis. Pandit, who pledged last year to take a $1 salary until the bank returned to profitability, elected to keep that figure for this year, but he seems set for a big payday in 2011. Citi’s chairman, Richard Parsons, said in a statement that beginning next year the bank’s board “intends to compensate Vikram commensurate with the job of CEO of Citi.” Rolfe Kopelan, a managing partner at search firm Capstone Partnership and an expert on corporate compensation, said $1 still seems appropriate for Pandit. “It’s not ridiculous when you’re living on public funds, and when you’re one of the major causes of the recession,” Kopelan said. The biggest raise disclosed in Citi’s regulatory filing will go to John Havens, head of the bank’s institutional clients group. He will get a cash salary of $500,000 this year, the maximum under the cap, and $9 million of salary paid in stock. That compares with a salary of $975,000 last year for Havens, also in a blend of cash and stock. Including other awards of stock and options last year, Havens’ total compensation last year came to $11.2 million. Citibank did not disclose how much Havens might be awarded in other stock grants, but he could be eligible for a bonus this year of up to 50 percent of his salary, or $4.75 million. Manuel Medina-Mora, head of consumer banking for the Americas, will also get a cash salary of $500,000 and $7.45 million of salary in stock, making him eligible for a bonus of up to $4 million. Last year, Medina-Mora’s base salary was $972,000, and his total compensation including other awards of stock and options was $9.8 million. Chief Financial Officer John Gerspach’s salary will be $500,000 in cash and $4.17 million in stock, making him eligible for a bonus of up to $2.3 million. Last year, his cash and stock salary was $3.3 million, and his total compensation including other stock awards was $5 million. Under an amendment to the bank bailout law of 2008, Citi is still subject to the compensation restrictions as long as the government remains a shareholder. That means the top 25 executives cannot receive bonuses exceeding 50 percent of their salaries. In deciding to give their salary raises in stock, Citi chose to abide by a previous rule that governed the bailout, under which top executives could not receive more than $500,000 of their salary in cash. The Associated Press’ calculation for executive pay aims to isolate the value the company’s board placed on the CEO’s total compensation package. The figure includes salary, bonus, incentives, perks and the estimated value of stock options and awards. The calculations don’t include changes in the present value of pension benefits, and they sometimes differ from the totals companies list with federal regulators. ___ AP Business Writer Matthew Craft contributed to this report.

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Robert Reich: The Real Lesson of Labor Day

September 5, 2010

Welcome to the worst Labor Day in the memory of most Americans. Organized labor is down to about 7 percent of the private work force. Members of non-organized labor — most of the rest of us — are unemployed, underemployed or underwater. The Labor Department reported on Friday that just 67,000 new private-sector jobs were created in August, which, when added to the loss of public-sector (mostly temporary Census worker jobs) resulted in a net loss of over 50,000 jobs for the month. But at least 125,000 net new jobs are needed to keep up with the growth of the potential work force. Face it: The national economy isn’t escaping the gravitational pull of the Great Recession. None of the standard booster rockets are working. Near-zero short-term interest rates from the Fed, almost record-low borrowing costs in the bond market, a giant stimulus package, along with tax credits for small businesses that hire the long-term unemployed have all failed to do enough. That’s because the real problem has to do with the structure of the economy, not the business cycle. No booster rocket can work unless consumers are able, at some point, to keep the economy moving on their own. But consumers no longer have the purchasing power to buy the goods and services they produce as workers; for some time now, their means haven’t kept up with what the growing economy could and should have been able to provide them. The Origin of the Crisis This crisis began decades ago when a new wave of technology — things like satellite communications, container ships, computers and eventually the Internet — made it cheaper for American employers to use low-wage labor abroad or labor-replacing software here at home than to continue paying the typical worker a middle-class wage. Even though the American economy kept growing, hourly wages flattened. The median male worker earns less today, adjusted for inflation, than he did 30 years ago. But for years American families kept spending as if their incomes were keeping pace with overall economic growth. And their spending fueled continued growth. How did families manage this trick? First, women streamed into the paid work force. By the late 1990s, more than 60 percent of mothers with young children worked outside the home (in 1966, only 24 percent did). Second, everyone put in more hours. What families didn’t receive in wage increases they made up for in work increases. By the mid-2000s, the typical male worker was putting in roughly 100 hours more each year than two decades before, and the typical female worker about 200 hours more. When American families couldn’t squeeze any more income out of these two coping mechanisms, they embarked on a third: going ever deeper into debt. This seemed painless — as long as home prices were soaring. From 2002 to 2007, American households extracted $2.3 trillion from their homes. Eventually, of course, the debt bubble burst — and with it, the last coping mechanism. Now we’re left to deal with the underlying problem that we’ve avoided for decades. Even if nearly everyone was employed, the vast middle class still wouldn’t have enough money to buy what the economy is capable of producing. Where have all the economic gains gone? Mostly to the top. The economists Emmanuel Saez and Thomas Piketty examined tax returns from 1913 to 2008 . They discovered an interesting pattern. In the late 1970s, the richest 1 percent of American families took in about 9 percent of the nation’s total income; by 2007, the top 1 percent took in 23.5 percent of total income. It’s no coincidence that the last time income was this concentrated was in 1928. I do not mean to suggest that such astonishing consolidations of income at the top directly cause sharp economic declines. The connection is more subtle. The rich spend a much smaller proportion of their incomes than the rest of us. So when they get a disproportionate share of total income, the economy is robbed of the demand it needs to keep growing and creating jobs. What’s more, the rich don’t necessarily invest their earnings and savings in the American economy; they send them anywhere around the globe where they’ll summon the highest returns — sometimes that’s here, but often it’s the Cayman Islands, China or elsewhere. The rich also put their money into assets most likely to attract other big investors (commodities, stocks, dot-coms or real estate), which can become wildly inflated as a result. Meanwhile, as the economy grows, the vast majority in the middle naturally want to live better. Their consequent spending fuels continued growth and creates enough jobs for almost everyone, at least for a time. But because this situation can’t be sustained, at some point — 1929 and 2008 offer ready examples — the bill comes due. What We Learned and Didn’t Learn From the Great Depression of the 1930s This time around, policymakers had knowledge their counterparts didn’t have in 1929; they knew they could avoid immediate financial calamity by flooding the economy with money. But, paradoxically, averting another Great Depression-like calamity removed political pressure for more fundamental reform. We’re left instead with a long and seemingly endless Great Jobs Recession. The Great Depression and its aftermath demonstrate that there is only one way back to full recovery: through more widely shared prosperity. In the 1930s, the American economy was completely restructured. New Deal measures — Social Security, a 40-hour work week with time-and-a-half overtime, unemployment insurance, the right to form unions and bargain collectively, the minimum wage — leveled the playing field. In the decades after World War II, legislation like the G.I. Bill, a vast expansion of public higher education and civil rights and voting rights laws further reduced economic inequality. Much of this was paid for with a 70 percent to 90 percent marginal income tax on the highest incomes. And as America’s middle class shared more of the economy’s gains, it was able to buy more of the goods and services the economy could provide. The result: rapid growth and more jobs. By contrast, little has been done since 2008 to widen the circle of prosperity. Health-care reform is an important step forward but it’s not nearly enough. What Else Should Be Done What else could be done to raise wages and thereby spur the economy? I don’t pretend to have all the answers but some initiatives seem worthwhile. [Pause for a commercial announcement. These points, and others, are developed at length in my upcoming book, Aftershock: The Next Economy and America's Future , out in two weeks from Alfred Knopf.] We might consider, for example, extending the earned income tax credit all the way up through the middle class, and paying for it with a tax on carbon. The carbon tax would raise the prices of goods and services especially dependent on carbon-based fuels, which is appropriate given that the social costs of carbon-based fuels should be included in their prices. Consider how much our society now spends on such things as foreign wars designed to secure our sources of oil, as well as oil cleanups. But the wage subsidies would more than make up for these price rises, at least for most Americans in the middle and below. Another step would be to exempt the first $20,000 of income from payroll taxes and paying for it with a payroll tax on incomes over $250,000. This, too, seems reasonable, given that under current law only the first $106,000 of income is subject to the Social Security portion of the payroll tax – a particularly regressive system. Most higher-income people, who get good medical care, live longer and collect far more in Social Security benefits, than do lower-income people. In the longer term, Americans must be better prepared to succeed in the global, high-tech economy. Early childhood education should be more widely available, paid for by a small 0.5 percent fee on all financial transactions. Public universities should be free; in return, graduates would then be required to pay back 10 percent of their first 10 years of full-time income. Another step: workers who lose their jobs and have to settle for positions that pay less could qualify for “earnings insurance” that would pay half the salary difference for two years; such a program would probably prove less expensive than extended unemployment benefits. These measures would not enlarge the budget deficit because they would be paid for. In fact, such moves would help reduce the long-term deficits by getting more Americans back to work and the economy growing again. Here’s the point. Policies that generate more widely shared prosperity lead to stronger and more sustainable economic growth — and that’s good for everyone. The rich are better off with a smaller percentage of a fast-growing economy than a larger share of an economy that’s barely moving. That’s the Labor Day lesson we learned decades ago; until we remember it again, we’ll be stuck in the Great Recession. This post originally appeared at RobertReich.org .

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Samuel H. Williamson: The Macro Economics Social Security – Part Three

August 31, 2010

From the comments on the previous postings, I see that I am still not getting my points across to everyone. SirWillae does not like comparing Social Security to insurance, because “Getting old is the rule, not the exception. Therefore, it makes no sense to insure against getting old.” I guess I could reply that not everyone gets old, but everyone dies, so why buy life insurance? Also But SirWillae should remember realize that the official name of Social Security is: Old Age and Survivor’s Insurance (OASI). As I explained, if everyone had to take care of their parents in old age, then some would end up with great expenses and others, whose parents died just as they retired, would have none. Both my parents died when they were in their late 80s 88, so I benefited. I have a friend who is my age and his parents were killed in a car crash when he was in his 30s so he did not get the same benefit, but we did not know this when we started working. So as he and I paid into Social Security, we were buying potential benefits for our parents, not knowing if they would collect. Jackson, who is 23, says “I can’t help but to trust individuals more to save for their own retirement than the federal government, which has taken what should have been savings and lent it… to itself.” But This statement has two problems.; First, most of the money paid to Social Security has not been saved, but passed on to folks such as his grand parents. Jackson should ask them if they appreciate getting those benefits, and he should ask himself if he would like to have his grandparents dependent on his salary to eat. The second problem is to whom the Social Security trust fund should loan these funds if not the government? The fact that everyone else from hedge funds to the Chinese want to lend money to our government would seem to validate this choice. I personally am happy that the trust fund was not invested in real estate the past four years. But I do not want to get into the debate about the size of the federal debt and deficit; though I do think there is a bit of an exaggeration as to how big a problem it is. I will discuss in another posting the question of what would happen if we abolished Social Security so that everyone chose for himself or herself when they retire. If we were ever to go that way, it would take a long time. But for now, before we decide that there needs to be changes in Social Security, we as a society must decide how much of the nation’s output is to be shared with the dependent part of our population. Instead of trying to manipulate the age that people retire for fiscal reasons, let us decide how much leisure we want at the end of life. The per capita income in the United States is higher than every nation in the world except Norway. If we choose, we can have fewer older workers and more people retired. This would mean less output and more leisure time. When politicians say the retirement age should be raised, is it because: (1) They think we will not have enough workers, particularly those over 60? (2) They think we will not have enough output to share with our dependent population unless we all work more years? I doubt these are their answers, but until we address these questions first, our public retirement insurance program is not the place to manipulating the retirement age.

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Nathan Gardels: Papandreou: "There Is a Real Danger in Global Austerity"

August 11, 2010

Greece is the epicenter of the latest crisis of globalization — the sovereign debt crisis. That country’s prime minister, George Papandreou, has emerged as a key leader and thinker of the responsible left as he faces the challenge head on. In this wide-ranging interview conducted in Athens last week by Global Viewpoint/NPQ contributing editor Michael Skafidas, Papandreou illustrates his firm grasp of the complexities of interdependence that link the pensions of Greek civil servants to rising consumer demand and labor rights in China to the viability of the European Union itself. Above all, Papandreou is a defender of the idea of democracy born centuries ago in ancient Athens. In his view, globalization must be tamed so it serves democracy, not the market. Michael Skafidas: When we last met 10 years ago, you worried that if globalization was not brought under democratic control, it would spell trouble, especially for small countries like Greece. Your worry seems to have been justified. “Globalization, which promised so much, and opened so many doors,” you said recently, ” has also brought new inequalities and new risks.” Greece especially suffered from financial speculation over its sovereign debt. Can democracy tame the risks being spread by globalization? Is there a “third way,” or are we bound to have a world at risk, divided between winners and losers? George Papandreou: Globalization is not a neutral thing driven by some higher force. It is a process which we must guide or regulate and put into a framework of values. Why do we want globalization? How does it help humanity? How do we address global challenges like poverty, climate change and energy security not just from a narrow economic viewpoint, but also from a broader perspective? In other words, can global capitalism be humanized, or will it just be allowed to run rampant, allowing the forces that dominate to further dominate? If the new forces unleashed by globalization — whether the trillions in financial flows or the global reach of the media and technology — are not democratically controlled, we will have greater inequalities, greater concentration of power — and much greater potential for destruction. If we are unable to manage the complexities of this new interdependence, the whole system of globalization will short-circuit. There are those who are able to thrive in this globalized world and those who are becoming more marginalized. I believe the benefits of globalization strongly outweigh the risks, but these risks must be carefully managed. It is critical that globalization should not produce a race to the bottom, but a coordinated means of raising everyone’s standards of living and promoting social justice. Rather than a “third way,” I would say that we need a “fourth way.” In seeking a “third way” in the 1990s, the excessive reliance on markets as a measure of growth and the assumption that markets are always right turned out not to be right at all. What we need now is a “fourth way” — one that makes sure markets have the freedom to innovate and grow, but above all ensures that democracy is never subordinated to markets. The “fourth way” depends on responsible, democratic institutions that put global solidarity above national interests. We need to get hold of globalization and decide ourselves where we want to take it. That means a number of things. We need global governance. Multilateral institutions like the G20 and UN must be more inclusive and more representative. We need to decide just how much interdependence we want and how much self-sustainability we want. More autonomy means more control. For example, if a nation is self-sufficient in energy because of wind and solar power generation, it will be less affected by what happens with global oil prices. It will be less dependent on global prices, less dependent on possible wars and conflicts in the oil-producing countries. There is also the question of cultural globalization. Just because the younger generation has assimilated global culture through the communication of common symbols, popular music and a common grasp of global problems does not mean they are empowered. Indeed, there is a paradox here which creates deep problems in our political systems. All of us are more and more aware of common problems, which is good, because that means that there is a sense of solidarity, an understanding of the things we need to do. But, at the same time, since these problems are on a global scale beyond the control of our national political systems, we don’t have viable tools to respond effectively. In this sense, more information can mean a result in a sense of powerlessness. Europe, for example, is trying to move to a supra-national level. But, even as a whole, Europe can’t determine the fate of the planet’s climate. We have no true sovereign control over our financial system in the global credit markets. We don’t have effective governance concerning immigration. Of course we have bodies which try to deal with all of these issues, but, by and large, they are not effective because the scale of governance is different than the scale of the problem. So we end up fighting over the best way to proceed. Should we be more centralized, or should we create structures of governance which allow for more decentralized control? Can democracy be as effective facing the issues thrown our way by globalization as authoritarian political systems? These are the dilemmas we will have to face as we move into the future. Skafidas: It took 20 years — ironically, the time span Homer assigned to Odysseus to sack Troy and return home — for Greece to undo the confidence of a reunified Europe born in the wake of Communism’s demise. Papandreou: It is wrong to assume that a small country like Greece — which represents just 2 percent of Europe’s GDP — could be responsible for “undoing the confidence of a unified Europe.” The recent crisis in Greece is part of a broader sovereign debt crisis in Europe that, it is true, also reflects a deeper institutional and identity crisis. Despite its shortcomings, the EU is proof of the positive effects of multilateral cooperation — overcoming centuries of conflict to achieve shared peace and prosperity. That is an example for those parts of the world still mired in the kind of tensions that once divided this continent. Skafidas: Economist Nouriel Roubini argues that Greece’s sovereign debt crisis is only “the tip of the iceberg.” Do you believe that Greece is a special case, or it is part and parcel of a general Western over-indebtedness — excepting Germany? Papandreou: Unlike many countries that ran up debts to bail out their banks in 2008, Greece’s debt has come from years of economic mismanagement — wasteful government spending, an inefficient public sector, chronic tax evasion. Many other developed countries have unsustainable levels of debt that will require tough decisions in the short term to guarantee viability in the long term. But cuts alone will not be enough to safeguard the global economy. We also need measures to stimulate growth and create jobs. Instead of collective austerity, we need global responsibility. Governments and international bodies must protect the real productive economy from excessive risk-taking, speculation, and short-term profiteering in the financial sector. Many of us have said over the years that you can’t just have a monetary union in Europe; you need to have a real political union which will coordinate not only the economic policies but social policies as well. In short, we need the coordination of overall governance. This is just a highlight of what I was saying about the globalized society. Rather than dis-integrate we need to integrate more. And, indeed, the decisions we have made in Europe over the last few months have, in effect, integrated us more. We have, after all, created a whole new structure to deal with deficits across our national boundaries. The question of the “tip of the iceberg,” involves issues of psychology and perception in the financial world. We certainly felt that here in Greece. But we also saw psychology and perception at work in the U.S. crisis. During the bubble economy everybody was super-optimistic. Then you had a contraction and everybody went to the other extreme and became super-pessimistic, So the thing with the “tip of the iceberg” is that you can have a climate change and therefore a meltdown, or you can have an iceberg that can go on and on for a while and be quite stabilized. This is partly what we are doing: creating a more stable situation in Europe and in Greece. Skafidas: Jacques Attali, founder of the European Bank for Reconstruction and Development, recently lamented that Europe has grown to be a “strange animal” — a union with a central bank and single currency, but without a ministry of finance to coordinate fiscal and tax policies across independent sovereign states. Ultimately, do you see an EU Finance Ministry coming into being which would coordinate fiscal policies across borders? Papandreou: Greece strongly supports further European integration and unity. Greater fiscal coordination is an essential part of this process. We must ensure that European institutions serve the interests of Europe’s citizens — not of financial markets. Our ultimate goal must be a fair, efficient system of economic governance that balances the need for sovereignty with the complex demands of monetary union in a globalized economy. EU-wide tax policies should help to prevent tax havens, tax evasion and create more of a level playing field. But we need to account for the differences in national development and traditions. In Greece, we have taken drastic steps to enforce a fairer tax policy and to reduce tax evasion, with impressive results in just a few months: Net tax revenues are up 8.3 percent and the VAT revenue is up 6 percent. Indeed, Europe is a strange animal, but I wouldn’t say only a strange animal. It has also been a peace project in which former enemies now join in common purpose. This Europe can become the model for a globalized society where we have different languages, cultures, traditions and political systems but all share basic values such as democracy, human rights, social security, green development. We are at crossroads in Europe, and we must go further if we want to be successful. Skafidas: What does the evolution of Greece’s debt crisis so far tell you about the future of the European Union? Papandreou: This crisis has raised important questions about the institutional capacity and political solidarity of the EU. The fiscal crisis was exacerbated by the hostile reaction of the markets, which nobody could have predicted. Markets always move faster than governments, but we are now taking collective action in Europe to develop a strong safety net for the euro zone: establishing a solidarity fund, taking the first steps towards tougher financial regulation and creating a European credit rating agency. We must forge ahead with more coordinated policies to prevent this kind of crisis from recurring. And we must increase Europe’s competitiveness in order to realize the potential of the world’s largest economy. Skafidas: China has bought Spanish bonds. When do you expect Greece to issue bonds again? And will Greece seek Chinese financing? Papandreou: Greece has already successfully rolled over its short-term debt in July. Although we are completely covered under the joint IMF-EU support mechanism until 2012, we hope to return to the bond market next year. The specifics will depend on market conditions and domestic progress. Greece welcomes purchases from China, as from any responsible investor. Skafidas: Nobel laureate Joseph Stiglitz fears that we are on the cusp of a double-dip global recession because global aggregate demand is lacking. Are you with President Obama or Europe on continuing the stimulus versus cutting budgets as a matter of global, and not strictly Greek, policy? Papandreou: Stiglitz was here in Greece a few weeks ago working with me on both Greek and international issues. Of course we need to balance restraint and stimulus. However, there is a real danger in global austerity, because it could dampen global demand during a very fragile recovery. Our goal should not be to bounce from one bubble to another, but rather to move the global economy towards sustainable and equitable growth. We must ensure that those least responsible for causing this crisis do not pay the highest price. At the national level, we need to overhaul pension and social security schemes to make them more efficient and viable. At the same time, we must formulate coordinated growth strategies that capitalize on our global interdependence. There is growing global support for new policy tools, such as a financial transaction tax or a carbon tax. This would bring in additional revenues to safeguard social security and fund the transition to a low-carbon economy. Skafidas: “We need to give this country a dream,” you said recently. “A small revolution.” What do you have in mind? Papandreou: We are making drastic changes to Greece’s entire governance system. The transition will not be easy, but these changes are long overdue. The vast majority of Greeks recognize that such changes are necessary. People will have to overcome entrenched attitudes — like mistrust of the state, taking corruption for granted and abdicating collective responsibility. The Greek government must serve as a role model — by meeting our ambitious targets to wipe out corruption and improve public services, but also by engaging citizens in these reforms through public deliberation, open government and empowering communities. President Kennedy once called upon Americans to ask themselves what they could do for their country. This is the spirit of collective responsibility that will help Greece to overcome this crisis and build a stronger democracy that we can all be proud of. Nobody has said this is going to be easy. But the crisis is an opportunity to make changes. We have already done a great deal. Further, we have passed new laws to encourage green development that will give us a new economic impetus. We’ve made changes in the labor market where closed professions are opening up, making Greece more competitive while creating opportunities to the younger generation which has felt left out. We are cutting down the huge public sector, making reforms in education, hitting corruption. These are major changes. So that’s why I speak of a “small revolution.” There is, of course, pain, but at the same time I think people are saying, “Well, we want this change because otherwise we know that this pain will continued and we’ll go through another crisis later on.” Skafidas: As one of your colleagues said to me, “Greeks will undergo a strong chemotherapy session this year, but the patient will survive.” As we speak, the country is suffering under a wave of strikes by those who are resisting the changes. Apparently, at this point there is no time to think of the political cost and the consequences your policies might have on your popularity? Papandreou: Let’s put it this way: I’ve always been driven by my belief that this country can be better and that it has great potential. No politician who wants to make changes can be sure that his or her popularity will be constant. My goal is to leave a legacy of important changes. Whether I’m re-elected or not is not my main goal. If I leave that legacy I’d be happy. Skafidas: Restructuring your father Andreas Papandreou’s Socialist Party (PASOK) and redefining socialism in 2010 is quite a challenging task. How is it possible to pursue a social agenda in the current climate? Must the left first be fiscally responsible before it goes back to a social agenda? Has a bloated state discredited PASOK’s social policies? Papandreou: We have not abandoned our social agenda. Of course, pay cuts are painful; but the situation we inherited was so dire that the only alternative was bankruptcy — which would have hurt even more. It is true that the Greek public sector was often inefficient and corrupt. So we have undertaken bold reforms, as I said, to streamline bureaucracy, crack down on corruption, and modernize our health care, education and pension systems. Change is always challenging, but ultimately these reforms will benefit all Greeks. Our policies are all geared to the same goal: to create a dynamic, sustainable economy based on transparency, equal opportunity and meritocracy. The government must lead by example. So we have slashed state spending, starting with my salary; drastically reduced the number of government bodies; and started publishing all government spending online so people can see how their taxes are spent and hold politicians to account. So, yes, it is challenging to redefine socialism today. We need to go back to some of the basics, even though this may sound a bit peculiar in the new context. We socialists have always fought for democracy, both against the communists and the colonels. And democracy is as big an issue today as ever. Today we are fighting against a politics that has been captured by the organized special interests of Wall Street and the global financial powers who, lacking transparency and accountability, have protected themselves from any kind of control or regulation. Corruption is an issue that comes up more and more in today’s politics because the power of money has undermined our democratic institutions. That is why we need to strengthen these institutions. Defining a just social agenda today implies the question of what democracy means in a global sense. What does it mean in a national level when you have a globalized society? How do you empower the citizens? If they don’t have a voice, then they can’t protect their social rights. I’ll give you an example of what I mean. Many people on the right are saying “The cause of the deficit is the social welfare system.” But that is the wrong way to frame the issue. The problem with the deficit is how competitive our economies under globalization are vis-à-vis other economies. Some countries don’t have a social welfare system. They may not be very democratic countries so they can impose conditions which would not be able to imposed in a more developed country. They can degrade the environment but we can’t. Certainly, that gives a number of countries a temporary competitive advantage. But is that the model? No. On the contrary, we need to strengthen democratic institutions globally, strengthen social welfare, make sure that people are empowered and feel secure in their lives. Then you’d have a more equal playing field. So, rather than lowering the standards in the developed world, we have to raise the standards in a developing world. That does not mean they must simply mimic us entirely. In many ways we are a bad model. We cannot continue this consumer society as it is today. We have to move toward clean energy, to consumption patterns which are more sustainable. As we discussed earlier on, that means a new model of a green economy that binds emerging and developed nations. A carbon tax or a financial transaction tax could be one way to fund this type of growth and development in emerging markets — but also helping us convert industrialized economies into greener ones. Such policies reflect the basic principles of socialism, social justice and values of democracy — and additionally a new relationship with our environment, which was not part of the agenda in our industrialized age. Skafidas: Greece is one of the top countries in the world in terms of life expectancy. Ironically, longevity has become the enemy of the state in Europe and particularly in Greece: An ever-growing portion of an older, healthier population is receiving benefits for longer periods from the struggling stage. Is there a contradiction here between the Mediterranean good life and the chronic economic tribulations of the state? Papandreou: One of the reasons we had to go through quite radical and very painful change in the pension system was to make sure it is viable, to ensure that everybody can get a pension even if it’s not as high as he or she had expected. We can say now that the younger generation will have the guarantee of a basic pension, depending, of course, on how much they’ve worked. There are a number of issues here: First of all, there is the question of who pays into the system. If you have an economy with fewer young people and more unemployed in a less competitive economy, then of course an aging population will create a problem for the pension system. That’s why we do want to have a more competitive economy — in Greece and in Europe — and therefore more growth and employment. Let’s put it this way: If countries like India and China develop their social welfare systems — which I believe they will do more and more as they grow wealthier — that would mean that the cost of labor will go up and we would become more competitive. That would help our social welfare systems. Second, there is the issue of scapegoating immigrants, blaming the loss of Europe’s generous welfare benefits on the new arrivals. We have to be very bold about migration policies. Europe of late has become quite xenophobic because many think they are losing much of what they had because of “bad foreigners.” On the contrary, we should see migrants as part of the solution of our future growth and financing of our pension systems. One of the major changes we’ve made in Greece during the last few months was to change the citizenship rules in order to bring more migrants that have been here working here for many years into the system. In part this is because we believe that these are creative and productive people in our societies who can also contribute to the social welfare system. Skafidas: Finally, there is a misconception in the U.S. that everybody is suffering in Greece because of the crisis. But here, in the heart of the Greek summer, one gets a different perspective. Yes, there are strikes and discontent, but the good life doesn’t seem to be entirely a thing of the past. With or without strikes, life goes on as ever, and that perhaps has something to say about the determination of the Greeks to defy all adversities. Papandreou: Go tell this to the international media! The sensationalism is part of the need to attract viewers. If you talk about the other side of the coin — things going on normally, even if there’s pain — this is not perhaps the most thrilling story. It’s also easy to take a snapshot of a strike or a demonstration and take the most violent scene, which may not be representative of the actual demonstration and of the general mood of the people. But then that becomes emblematic. People in Greece have realized that we are not a poor country but a mismanaged country. By cutting the deficit close to 45 percent already, we are on track. We are creating a new credibility — both in the minds of Greeks and the rest of the world. © GLOBAL VIEWPOINT NETWORK/TRIBUNE MEDIA SERVICES

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Donna Flagg: The Ins and Outs of Writing Employee Handbooks

August 4, 2010

It can be a daunting task to know what should be included in an employee handbook or company manual. There are so many things that need to be said that often aren’t and also, many things that don’t need to be said that often are. So how do you know what information, and how much of it, should make the cut? Well there are a couple of things to consider. The first of which is that there is a legal component that dictates certain policies must be in place. But these can vary by state and apply (or not). Other laws are federal and apply to everyone, but vary based on the size of the company. The Family Medical Leave Act (FMLA) is a good example of this. And still others apply by industry, such as certain safety standard laws. So before putting anything down “in stone,” check the requirements that apply to your business type and company size, in your state. Then after you get the legal technicalities out of the way, there should be elements included that apply specifically to your company. These are the organizational components that help define, and then shape the behaviors within your business. Third, there are informational components — like benefits — that don’t fall (necessarily) into either of the above categories, but that employees need to be aware of nonetheless. And finally, on a less tangible note, it is important to try to write policies in a tone that reflects your brand. I can’t tell you how many times I’ve seen wonderfully forward, friendly, flexible companies hand over a manual that not only didn’t represent the heart of the company — at all — but also, that was outright offensive and off-putting to their employees. When that happens, it’s usually because lawyers have written it, and writers haven’t. The end result is often a combative and adversarial document that reads like a contract and starts the entire employment relationship off with an “us against them,” attitude before it even has a chance to get started. My advice is to get the laws down correctly and then have someone who both understands the company and who does not write in legalese prepare the manual in the “right” voice. So below, I’ve outlined a basic template of headings that can help you start thinking about the best policies, practices and procedures for your organization. It is by no means an exhaustive list, but rather a high-level guide to serve as a compass. Keep in mind that the order in which you place them is up to you and should be arranged to flow in a way that makes sense for your company. Set up: This is just some basic introductory information to set the mood and welcome employees into your company. * Introduction to the Handbook * Introduction to the Company * Corporate Values, Mission, Vision… Legal: These are some of the things that are predetermined for you by law and that typically require companies to communicate the corresponding policies to employees in writing: * Employment “At Will” * Equal Employment Opportunity * Anti-Discrimination * Harassment * Sexual Harassment * FMLA * Safety * Privacy * Drug and Alcohol Testing * COBRA Organizational: These define some of the things that the company expects from employees and what the employees can expect from the company. * Introductory Period (Many call this a “Probation Period”) * Attendance and Punctuality * Professional Conduct * Dress Code * Email, Internet and Voicemail Usage Policy * Smoking Policy * Expenses * Travel * Computer Software * Personal Property * Workplace Monitoring * Confidentiality of Corporate Information * Conflict of Interest * Employee Development and Evaluation * Termination of Employment Informational: I call this the “boring but important” category. * Employee Benefits * Salary Administration * Paydays * Holidays * Deductions * Meals and Breaks * Overtime * Vacation * Personal/Sick Days * Bereavement * Leave Time * Jury Duty * Voting Wrap up: This section just closes it out with an opportunity to make a statement about the enforcement of the policies set forth within the manual and a place for signatures. * Maintaining the Integrity of the Policies * Acknowledgment of Receipt Again, the key to a successful handbook/manual is to create one that fits who you are as a company. We have written versions as small as 25 pages and gone up to over 1000, and have also seen cases that involve volumes that span thousands of pages. It really depends on your needs as a company. The point being that all needs are not the same.

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David Isenberg: The GAO Transcripts, Part 16: What We Have Here is a Failure to Communicate

July 19, 2010

This is the sixteenth installment of the Government Accountability Office interview transcripts that were prepared pursuant to the July 2005 GAO report ” Rebuilding Iraq: Actions Needed To Improve Use of Private Security Providers .” Among other things this transcript shows that the long dysfunctional government security clearance process hinders PSC from getting the information they need to do their job and probably raises the overall cost of their contract, as PSC are forced to hire employees who have clearances, who generally cost more. It also confirms what other transcripts have shown; that in the first years after the U.S. invasion of Iraq, there was no centralized place PSC could turn to for intelligence information; communication and coordination of PSC among themselves and with the military was a systemic problem; that the need for PSC to keep a low profile (as in not wearing uniforms) could lead to situations where the military did not know if they were a friend or foe; and that military forces were “dismissive of PSC.” Evidently the belief that PSC were far better paid than regular military forces fostered an attitude where military personnel were disinclined to come to their aid if PSC got into trouble. And, according to the interviewee, the Army as a whole was not happy with PSC because “they impinge upon the military’s authority. Additionally, military officers are afraid of losing their rank and fear that may make them look bad.” And finally, the interviewee indicated that PSC can suffer from the same ‘mission creep” phenomenon that the regular military often experiences. Standard disclaimer: I have put in ( _____ ) to reflect those words of phrases which have been blacked out in the transcript. I have also put in the underlining as it appeared in the original transcript. As in the transcript, I have left out letters from various words, even when it seems obvious what the word is. Prepared by: Kate Walker Index: Date Prepared: September 28, 2004 DOC Number: 1182177 Reviewed by: Carole Coffey DOC Library: Goal 2 Job Code: 350544 Record of Interview Title ______________ nterview and Site Visit Purpose To gain on-the-ground insight from PSCs Contact Method Face-to-face Contact Place ______________ Contact Date August 31, 2004 Participants Kate Hudson, DCM, Analyst Carole Coffey, DCM, AIC Steve Sternlieb, DCM, AD Comments/Remarks: In our second day of interviews with ______________ we spoke with ______________ Iraq. ______________ left Iraq I ______________ is now working as a ______________ ______________ SECURITY CLEARANCES ______________ y believes that the security clearance process is illogical and does not work in practice. Currently in Iraq, there is a lot of information that would be valuable to private security contractors that is being held behind closed doors. ______________ rted that by closing legitimate paths to information, many private security contractors had to resort to getting information “through the back door.” Oftentimes, if private security companies (PSCs) need cleared information to which they do not have access, they will ask one of their informal military or cleared PSC contacts. To circumvent some of the problems associated with the security clearance process, ______________ is started requiring more clearances than their contracts require so that they could have access to information. INTERNAL INTELLIGENCE AND REPORTING Currently there is no one clearinghouse of information in Iraq that PSCs can turn to for intelligence ______________ garners its intelligence reports from a variety of sources, including: DOD, CJTF7, DOJ, CPA, British troops, etc. ______________ und that “no one entity had everything.” In addition to gathering intelligence ______________ so tracks attack trends. From these reports ______________ can tell which areas are suffering more attacks and plan their travel routes appropriately. COMMUNICATION AND INTELLIGENCE SHARING Communication and coordination is both logistical and systemic problem. Logistically, communication is difficult due to intermittent and unreliable coverage. Frequently, improvised explosive devices (IED) disrupt connections. ______________ has found that people use a combination of radio, cell, and satellite phones because no one mode of communication can ensure complete coverage. From his experience unclassified cell phones provide the most reliable form of communication. Cell phones, however, have a short range of 30 km and Page 1 Record of Interview conversations on open lines must be encoded. Encrypted UVF and VHF handheld radios are another popular mode of communication. While having a wide variety of communication channels is helpful internally, ______________ has found that it is sometimes more difficult to get in touch with the military’s quick reaction force (QRF). Communication is further complicated because the military does not systematically communicate from unit to unit. ______________ states “there is a lot of stove-piping occurring.” ______________ would like to see communication spread to everyone theatre-wide. He believes that there needs to be a consolidated communication center to coordinate PSC and military movement ______________ has run into numerous problems with the military with the military because the cannot communicate their movements. ______________ mployees are often not in uniforms and dress like indigenous people, driving native cars and using domestic weapon ______________ resorted to these tactics because they found that wearing uniforms and driving military vehicles made them targets for insurgent attacks. Thus, without a proper outlet of communication, the military has no way of knowing whether or no ______________ employees are friend or foe. Mistaken identities can lead to regretful accidents. In addition, because of their lack of communication employees cannot request military QRF aid in urgent situations. Because no formal means of communication with the military exists, ______________ has also been “forced to go underground and use informal military contacts.” For example ______________ has developed liaisons at most units at Camp Victory where the DOD theatre commander is located. ______________ could only gain access unofficially to information on military or PSC locations, movements, contact information and communication frequencies ______________ also informs their informal contacts within the military of their movements as a precaution. For example, by the request of PSCs, the Air Force has been known to send training groups to areas in where PSCs are traveling and think that they might need backup force. ______________ had made contact with the military officially, they would have had to mire through the bureaucratic chain of command which oftentimes takes too long and does not ensure aid in times of need. ______________ mentioned that there had been one person in the military who had attempted to create a formal communication and intelligence-sharing hub ______________ a Marine. ______________ coordinated the reconstruction effort in Baghdad and the Green Zone; he setup the design for Green Zone ______________ id that ______________had vision and insight and was “trying to do things the right way.” ______________ r held weekly meetings in coordination with the CPA to inform PSCs of any intelligence that had been gathered ______________ y stopped attending the meetings after three months, however, because he found the meetings to be ineffective and uninforrnative. ______________ felt that the meetings did not provide him with any information that he could not already glean from his sources. ______________ ntinued to give ______________ their information even after they stopped attending meetings. QUICK REACTION FORCE (QRF) Originally, CJTF7 had the tasking authority to provide a QRF for anyone in Iraq that needed help. ______________ as not yet seen this come to fruition and in its absence has created internal quick reaction forces (QRF) for teams with 30+ people. ______________ as learned that it needs to “solve our own problems.” These QRFs tie up two men from each team. ______________ oted, however, that nearly 75% o ______________teams do not have QRFs. Page 2 Record of Interview At the urging of a number of government agencies ______________ submitted an unsolicited proposal to DOD for a QRF. This proposal was denied. (Analyst note: we have a copy of the submitted proposal.) INTERACTION WITH THE MILITARY ______________hasn’t seen any formal policies, procedures, or guidance about PSC interaction with the military. ______________ elieves that the military mindset is focused on their mission for the USG and dismissive of PSCs ______________ as learned not to rely upon DOD support. ______________ has also found that there is contention between the military towards PSCs. Enlisted military are not willing to risk their life for “these private security guys who are rnaking nearly 5x their salary for practically the same type of work. ______________ also believes that the Army resents PSCs because they impinge upon the military’s authority. Additionally, military officers are afraid of losing their rank and fear that may make them look bad.” ______________ ays that there is a huge separation between civilian contractors and the military, even though “we are supposed to be a unified team.” The military cannot account for or identify contractors, resulting in a lot of “blue on blue” fighting ______________ ays that technology, such as the Beacon system, easily could be used to identify where people are. While this is an expensive technology, it could be used to identify people “on the same team” and prevent unnecessary fighting. MOVEMENT Wher ______________ first came to Iraq, they moved with the military. Over time however, ______________ found that the military’s movement was too conspicuous. The military uses the same format for convoy movement every time and is constantly getting “hammered.” ______________ ried dropping back from the military, but this too drew fire as insurgents became savvy to their new tactics. ______________ ays that the military is not taking defensive measures in determining its movement; military movement involves no intelligence gathering. Eventually ______________ that they had to start varying their movement formats and start thinking like Iraqis in order to avoid getting attacked. They started driving indigenous cars, wearing native clothing and copying the driving patterns of domestic people. ______________ also started to clean their cars more frequently because the realized that Iraqis were very proud people and liked to have clean vehicles. ______________ found the insurgents to be smart and adaptive. LOCAL RELATIONS ______________ as found the majority of the military to be unaware of the local population’s customs and traditions. ______________elieves that contractors have a better feel for the local people He believes that in order to win this war we have to win both the locals’ hearts and minds. For example ______________ keeps water and candy in every vehicle to build relationships and good will with the locals ______________ nks that 85% of the people in the Green Zone have never left the walls surrounding them and have no idea what it is actually like to live in Iraq. CHANGING SCOPE OF WORK ______________found that the scope of the work his team was responsible for changed drastically while he was in Iraq. Originally, ______________ providing PSD for their client during vehicle Page 3 Record of Interview movement from one site to another. Three months late ______________ s work had expanded to provide planning, training, first aid, risk assessment and strategy design in addition to vehicle PSIS protection. Their responsibilities stretched way above their original mission. ______________ calls this the “mission creep.” ______________ said tha ______________ tracks results and statistics to demonstrate to their clients the necessity and success of “mission creep.” ______________ eeps logs and dates in a database of information to show their clients the “before and after” effects of ______________ vork. While such tracking costs ______________ ney and subtracts from their bottom line, it helps them to better understand their client’s situation and which tactics are most successful. ______________ ______________ as heard government employees in Iraq say that they do not feel comfortable with ______________ upport. WISHLIST REQUESTS o ______________ would like to see one single clearinghouse of information. o ______________ uggests that the military have some sort of tracking or beacon system on individuals in high-risk areas. o ______________ would like there to be a universal sign to signal to the military that they were not enemies. Because of their indigenous garb ______________employees have been drawn down upon a number of times. o would like a dedicated military QRF force to respond to PSCs requests. Page 4 Record of Interview

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Daniel Isenberg: Should You Be An Entrepreneur? Take This Test

July 19, 2010

Cross-posted from Harvard Business Review Some of your friends are doing it. People who do it are in the front pages and web almost every day. Even President Obama is talking about it . So should you do it? Should you join the millions of people every year who take the plunge and start their first ventures? I’ve learned in my own years as an entrepreneur — and now an entrepreneurship professor — that there is a gut level “fit” for people who are potential entrepreneurs. There are strong internal drivers that compel people to create their own business. I’ve developed a 2-minute Isenberg Entrepreneur Test, below, to help you find out. Just answer yes or no. Be honest with yourself — remember from my last post : the worst lies are the ones we tell ourselves. 1. I don’t like being told what to do by people who are less capable than I am. 2. I like challenging myself. 3. I like to win. 4. I like being my own boss. 5. I always look for new and better ways to do things. 6. I like to question conventional wisdom. 7. I like to get people together in order to get things done. 8. People get excited by my ideas. 9. I am rarely satisfied or complacent. 10. I can’t sit still. 11. I can usually work my way out of a difficult situation. 12. I would rather fail at my own thing than succeed at someone else’s. 13. Whenever there is a problem, I am ready to jump right in. 14. I think old dogs can learn — even invent — new tricks. 15. Members of my family run their own businesses. 16. I have friends who run their own businesses. 17. I worked after school and during vacations when I was growing up. 18. I get an adrenaline rush from selling things. 19. I am exhilarated by achieving results. 20. I could have written a better test than Isenberg (and here is what I would change ….) If you answered “yes” on 17 or more of these questions, look at your paycheck (if you are lucky enough to still get one). If the company that issued the check isn’t owned by you, it is time for some soul searching: Do you have debts to pay? Kids in college? Alimony? Want to take it easy? Maybe better to wait. Do you have a little extra cash in the bank and several credit cards? Do you have a spouse, partner, friends, or kids who will cheer you on? If so, start thinking about what kind of business you want to set up. It doesn’t matter what age you are: research by the Kauffman Foundation shows that more and more over-50s are setting up their own businesses. Talk to people who have made the plunge, learn how to plan and deliver a product or service, think about that small business you might buy, talk to people with whom you would like to work, and talk to customers. “I like to take risks” is not on the list. People don’t choose to be entrepreneurs by opting for a riskier lifestyle. What they do, instead, is reframe the salary vs. entrepreneur choice as between two different sets of risk: the things they don’t like about having a steady job — such as the risk of boredom, working for a bad boss, lack of autonomy, lack of control over your fate, and getting laid off — and the things they fear about being an entrepreneur — possible failure, financial uncertainty, shame or embarrassment, and lost investment. In the end, people who are meant to be entrepreneurs believe that their own abilities (e.g. leadership, resourcefulness, pluck, hard work) or assets (e.g. money, intellectual property, information, access to customers) significantly mitigate the risks of entrepreneurship. Risk is ultimately a personal assessment: what is risky for me is not risky for you. “I want to get rich” is not on the list either. All else being equal (and all else is rarely equal in the real world), on the average, people who set up their own businesses don’t make more money, although a few do succeed in grabbing the brass ring. But the “psychic benefits” — the challenge, autonomy, recognition, excitement, and creativity — make it all worthwhile. Daniel Isenberg is the Professor of Management Practice at Babson College, Founder and Executive Director of the Babson Entrepreneurship Ecosystem Project , and author of the Harvard Business Review article, ” How to Start an Entrepreneurial Revolution ” (June 2010).

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Liz Ryan: How Deep a Salary Markdown for Changing Industries?

July 1, 2010

Dear Liz, I am an inch away from a job offer with a good company but in an industry I haven’t worked in before. My feeling is that they’re going to offer me the job at a pretty big drop in salary from what they were talking about paying the person they selected, with the excuse that it’s a new industry for me. I want to be in a position to counter that argument if I get the offer as I expect to. How do I explain away my zero experience in the industry to negotiate a better salary? Thanks, Geri Dear Geri, Hurrah! I am so happy for you. Here’s the thing: they’re going to hire the best person they can find for the job, right? Why would they hire someone they didn’t believe was qualified? You can open up the salary conversation with some discussion about just who’s getting the job offer: BOSS: So, Geri, we’re very excited to offer you the Procurement job. YOU: That’s outstanding. I’m very eager to get started. Thanks so much, Ron. Can you please fill me in on the details? RON: Sure, the title is Senior Procurement Manager and the salary is $64,000 to start, with three weeks vacation and our other benefits. YOU: Thanks very much, Ron. I’m so pleased that you see me as the right person for the role. RON: Yes, indeed. So you’re accepting? YOU: I’m thrilled to be having this conversation, that’s for sure. The job sounds like a great fit and a really fun challenge. We’re a ways apart on salary. Is this a good time to talk about that? RON: Well — you know, you’ve got so many skills and we are all very impressed with you, but you don’t have any experience at all in our industry. I couldn’t justify the $70K base we talked about when I told the committee you’ve been in banking for almost all of your career. YOU: Thanks for letting me know, Ron. I can see the difficulty. The thing is, I would really wary of taking a job where there seemed to be other candidates who were more qualified. RON: I didn’t say that. We all thought you should get the job. YOU: Oh gosh, thanks for letting me know that, Ron! In that case, I’m a bit confused. Did you say everyone in the selection group thought I was the best candidate? RON: Yes, we did for sure, except you don’t have any experience in our industry. YOU: So I’m thinking that you had other candidates who did have industry experience – you must have had, right? RON: We did, but we all wanted you in the job. YOU: Thanks! You know Ron, I’m so grateful for this conversation, but I am very nervous about taking a job where the hiring managers didn’t feel that I could do the job as well as someone who had all the industry experience in the world. That is, if I can do the job and I’m the person you selected, I’m trying to understand why the offer wouldn’t be at the same level as your, well, dream candidate. I mean it would be hard for me to take the job with the sense that I had a provisional green light – you see what I’m saying? RON: Er — yeah. I’ll talk to Boris, our CFO, tomorrow and get back to you. I’m not saying it will play out exactly this way, Geri! But you see the idea. If you’re the guy (“guy” being a unisex term) for the job, then you’re the guy. You get the salary the guy woulda gotten if they woulda hired the guy. Or da guy. With all the industry experience in the world. You see what I’m sayin? Bada bing, bada boom. Cheers, Liz

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David Isenberg: Shaping Up Blackwater’s Act

June 29, 2010

There has been much talk and ritualistic hand wringing, gnashing of teeth, and tearing of hair since the news broke that the CIA awarded Xe Services, formerly Blackwater, a contract to guard some of its forward bases in war zones. CIA director Leon Panetta said on ABC’s This Week this past weekend that: State Department relies on them. We rely on them to a certain extent. So, we’ve bid out some of those contracts. They provided a bid that underbid everyone else by about $26 million and a panel that we had said that they can do the job, that they’ve shaped up their act, he said. There was really not much choice but to accept that contract,” said Panetta. I don’t know if Panetta was entirely truthful when he said they did not have much choice. After all, Blackwater may be among the biggest but it not the only firm capable of providing security for forward bases. What about DynCorp or Triple Canopy, for example? But Panetta was closer to the mark when he said that Xe Services has cleaned up its act. Let’s be honest here. I don’t know whether Xe will ever overcome the legacy of its days as Blackwater. Its genuine mistakes, as well as the years of, frequent, and often, grossly unfair characterizations of it took a toll in terms of public image. Obviously its rebranding effort has not worked, because people still think of it as Blackwater. But we need to be fair about this. It is not the same Blackwater. A lot has happened in the fifteen months since Eric Prince stepped down as President and CEO of Blackwater. Since March 2009 Xe has been led by Joseph Yorio. More important than his past Army service, at least to my way of thinking, is that he has lots of business experience running things, something Prince didn’t have prior to starting Blackwater. Yorio has worked 18 years in senior leadership roles in multinational corporations like Unisource Worldwide, Corporate Express, and DHL. According to a company overview Xe has been circulating during the past year it recognizes “that the company must work to address past, and to prevent future, errors in order to move forward,” To do so it restructured Xe’s legal department, first by retaining a partner from Crowell & Moring , a law firm with a top-tier Government Contracts practice, as its Acting General Counsel, and then by recruiting and hiring a new General Counsel, Christian Bonat, who most recently served as Senior Counsel to the General Counsel of the Department of Defense during the Obama Administration and previously as the Deputy General Counsel (Legal Counsel) of DoD in the Bush Administration. Bonat also leads the company’s anti-corruption efforts. The company has adopted a new anti-corruption policy, and is in the process of developing and implementing comprehensive compliance procedures and training, to help to ensure that all personnel are responsive to the requirements of U.S. law. While I think it would be better to not have the same person do both roles – after all, Xe can afford to pay the salary — it is a start. The company has also strengthened its commitment to accountability by hiring Karen Jones as Vice President for Export Compliance. In an innocuous, but telling sentence, the overview states, “In previous years, the company export compliance program was inadequate to address the regulatory requirements for exports of equipment in support of U.S. Government missions.” Finally, the company has instituted an Ethical Advocate Hotline managed by an independent vendor to field and respond to whistle-blower disclosures related to the company’s conduct worldwide. Once the vendor determines that a report does not implicate senior management personally, it is forwarded to the General Counsel and the COO for action. In addition to the current language and dialects offered on The Ethical Advocate website it will soon be available in a number of Afghan dialects. Of course, I wonder what happens if a report does implicate a member of senior management. I’m really not trying to be flippant here, but a hotline is only credible if a potential whistleblower thinks all disclosures are taken seriously. Perhaps Xe thinks that no member of senior management will ever do anything that merits blowing the whistle. Let’s hope that is so. So even these steps are not perfect they are significant improvements over what went before. In short, to paraphrase the old Virginia Slims cigarette commercial Blackwater has come a significant, if not a long, way, baby.

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Unwed Daughters in Greece Catch &lsquoTime Bomb&rsquo in Pension Overhaul

June 18, 2010

By Maria Petrakis June 18 (Bloomberg) — Sophia Constantinidou works as a teacher in a private school in Athens. She also has a more lucrative job: remaining unmarried. The 52-year-old gets 400 euros ($496) a month from the Greek government, part of her late mother’s state pension. Under the current system, Constantinidou qualifies to receive the payment for life as the only surviving child of a deceased civil servant, provided she doesn’t tie the knot. “It’s not that I didn’t want to get married,” Constantinidou, whose mother died 20 years ago, said in an interview. “But after I turned 40, I realized I wouldn’t be getting married and that thankfully I had this.” As the European Union, International Monetary Fund and bond investors scrutinize debt-ridden Greece, they need look no further than the pension system for a prime example of how the country is living beyond its means. Greek pensioners on average live on 96 percent of the salary they had when they worked, more than twice the proportion of earnings as Germans, according to the Organization for Economic Cooperation and Development . Greece “is a classic case of entitlements granted by short-sighted governments that didn’t bother to secure financing sources,” said Miranda Xafa , a former director at the IMF and now a senior investment strategist at Geneva-based IJPartners. “The political benefit of pension entitlements granted is immediate, but the cost will be incurred later.” Arduous Jobs The OECD as long as three years ago described Greece’s state pension system as a “fiscal time bomb.” Led by Prime Minister George Papandreou , lawmakers will begin passing legislation this month to overhaul the system, which the EU and IMF say contributed to the country’s debt crisis. Under terms of last month’s 110 billion-euro ($123 billion) bailout agreement, Greece will increase the retirement age to 65 from as early as 58, curtail early retirement and calculate payments over a longer period of employment. The aim is to bring uniformity to a system riddled with exemptions granted over decades by governments yielding to pressure from trade unions and other groups. The bill will be the first enacted by Papandreou’s government since the May 6 package that pledged 30 billion euros of wage and pension cuts and tax increases over the next three years. There’s one pensioner in Greece for every 1.7 workers, compared with one for every four in 1950, according to a government study published on May 12. There are 637 occupations the Greek state deems to be arduous in nature and qualify to stop work earlier. They include hairdressers, car washers, steam-bath attendants and radio technicians. ‘Paramount Reform’ Constantinidou isn’t included because she’s paid by the hour and doesn’t have enough of a private pension to live on when she’s older. She’s reliant upon the stipend she inherited from her mother, who worked at a state hospital. Should the country keep its generous benefits, Greek pension spending will rise to 24 percent of gross domestic product in 2060, double the proportion of 2007, the European Commission estimated last year. Pensions are “going to be the paramount reform in terms of medium-term budgetary perspectives,” EU Monetary and Monetary Commissioner Olli Rehn said on June 11. With unions promising a “storm” of protests, the government is trying to push through the bill before the September deadline set by the EU and IMF and ahead of Greek municipal elections, tentatively scheduled for October. Extending Work Dina Karahali, 47, is waiting to see the final form of the bill to know whether she will be penalized by the new system or manage to escape with the early pension she expected when she began working as a childcare worker 25 years ago. With a 16-year-old son, Karahali said she could take early retirement now on less than a full payment. What she fears is the new law will make her work an extra 13 years. “It’s difficult,” she said by telephone in Athens. “Do I get a pension now and not receive any money until I am 50? Or, will I have to work till I am 60?” About 5,000 state workers, mostly women, have submitted applications for early retirement this year, said Despina Spanou, an official at the civil servants’ labor union, ADEDY . That’s almost double the number filed at the same time last year, she said. Concerns about Greece’s long-term pension finances have long played a part in the wider spread in Greek bonds over those of Germany or Italy, the OECD said in its July 2009 report. That was before the 58-year-old Papandreou revealed the country’s budget shortfall was more than twice the previous government’s estimate, stoking concern about Greece’s ability to avert default and prompting the bailout package. Bonds Collapse Greek 10-year government bond yields were about 1.4 percentage points, or 140 basis points, higher than benchmark German bunds at the beginning of October as Papandreou came to power. The so-called yield spread widened to as much as 965 points on May 7 and yesterday was at 665 points. Generous Greek pensions played prominently in Germany, where public opinion has been largely opposed to the bailout. Germany lifted the retirement age to 67 from 65 in 2007, affecting about half of the nation’s 82 million residents. While Greece has a statutory retirement age of 65, and 60 for women, exemptions and special rules can allow a full pension at 58. Former European Central Bank Chief Economist Otmar Issing said in February that German taxpayers can hardly be expected to support Greek pensions. Bild Zeitung , Germany’s biggest-selling tabloid, ran a front-page headline in April asking: “Why do we have to pay Greece’s luxury pensions?” Best Years Greeks get a pension calculated on the last five years of their working life, which tend to be the highest-paid. German, Italian and Portuguese pensions are based on wages worked over a lifetime. Spain bases them on the best 15 years of work. In the Greek civil service, the so-called replacement rate can be as much as 149 percent, according to a report by the European Commission in October. The rate is a measure of how effectively a pension system provides income during retirement. The EU-IMF agreement states that Greece should move to a system basing earnings on the entire lifetime and introduce a price-based indexation system, used by most OECD countries. Such a system, according to the Paris-based OECD , would allow Greece’s biggest retirement fund to scale back spending by some 20 percent by 2050 to 2055, equal to about 1 percent of GDP. Governments since the end of the military junta in 1974 have struggled to force through reforms the EU has long demanded to the pension system or opening up product and labor markets to make Greece more competitive. ‘Dramatic Worsening’ “The reasons for the dramatic worsening of the pension systems finances are demographic developments, the exhaustion of the abilities of the pay-as-you-go system and decisions of the political system of our country for the past 35 years,” Labor Minister Andreas Loverdos told the International Labor Organization in a June 14 speech. Civil servants didn’t pay anything towards their pensions until 1992. Female civil servants with children under 18 can get early retirement. Unmarried daughters of state workers say the payment became a factor in staying single. Unions argue that going after employers who don’t pay mandatory contributions to pension funds is preferable to cutting benefits and raising the retirement age. Non-payment of contributions to state pension funds, prevalent among the self-employed, is estimated by the OECD at between 20 percent and 30 percent of revenue collected. Constantinidou is one such worker. She never managed to secure a permanent post and doesn’t get state benefits in her job supplementing the studies of high-school students at a central Athens college. “I work in the private sector and would need to work till I’m 65 to get a pension but it’s not going to happen,” she said. “No-one is going to hire a 60- or 65-year-old woman. Thankfully I have this.” To contact the reporter on this story: Maria Petrakis in Athens at mpetrakis@bloomberg.net .

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Greek Pension `Time Bomb’ May Be Difficult to Defuse for Unwed Daughters

June 18, 2010

By Maria Petrakis June 18 (Bloomberg) — Sophia Constantinidou works as a teacher in a private school in Athens. She also has a more lucrative job: remaining unmarried. The 52-year-old gets 400 euros ($496) a month from the Greek government, part of her late mother’s state pension. Under the current system, Constantinidou qualifies to receive the payment for life as the only surviving child of a deceased civil servant, provided she doesn’t tie the knot. “It’s not that I didn’t want to get married,” Constantinidou, whose mother died 20 years ago, said in an interview. “But after I turned 40, I realized I wouldn’t be getting married and that thankfully I had this.” As the European Union, International Monetary Fund and bond investors scrutinize debt-ridden Greece, they need look no further than the pension system for a prime example of how the country is living beyond its means. Greek pensioners on average live on 96 percent of the salary they had when they worked, more than twice the proportion of earnings as Germans, according to the Organization for Economic Cooperation and Development . Greece “is a classic case of entitlements granted by short-sighted governments that didn’t bother to secure financing sources,” said Miranda Xafa , a former director at the IMF and now a senior investment strategist at Geneva-based IJPartners. “The political benefit of pension entitlements granted is immediate, but the cost will be incurred later.” Arduous Jobs The OECD as long as three years ago described Greece’s state pension system as a “fiscal time bomb.” Led by Prime Minister George Papandreou , lawmakers will begin passing legislation this month to overhaul the system, which the EU and IMF say contributed to the country’s debt crisis. Under terms of last month’s 110 billion-euro ($123 billion) bailout agreement, Greece will increase the retirement age to 65 from as early as 58, curtail early retirement and calculate payments over a longer period of employment. The aim is to bring uniformity to a system riddled with exemptions granted over decades by governments yielding to pressure from trade unions and other groups. The bill will be the first enacted by Papandreou’s government since the May 6 package that pledged 30 billion euros of wage and pension cuts and tax increases over the next three years. There’s one pensioner in Greece for every 1.7 workers, compared with one for every four in 1950, according to a government study published on May 12. There are 637 occupations the Greek state deems to be arduous in nature and qualify to stop work earlier. They include hairdressers, car washers, steam-bath attendants and radio technicians. ‘Paramount Reform’ Constantinidou isn’t included because she’s paid by the hour and doesn’t have enough of a private pension to live on when she’s older. She’s reliant upon the stipend she inherited from her mother, who worked at a state hospital. Should the country keep its generous benefits, Greek pension spending will rise to 24 percent of gross domestic product in 2060, double the proportion of 2007, the European Commission estimated last year. Pensions are “going to be the paramount reform in terms of medium-term budgetary perspectives,” EU Monetary and Monetary Commissioner Olli Rehn said on June 11. With unions promising a “storm” of protests, the government is trying to push through the bill before the September deadline set by the EU and IMF and ahead of Greek municipal elections, tentatively scheduled for October. Extending Work Dina Karahali, 47, is waiting to see the final form of the bill to know whether she will be penalized by the new system or manage to escape with the early pension she expected when she began working as a childcare worker 25 years ago. With a 16-year-old son, Karahali said she could take early retirement now on less than a full payment. What she fears is the new law will make her work an extra 13 years. “It’s difficult,” she said by telephone in Athens. “Do I get a pension now and not receive any money until I am 50? Or, will I have to work till I am 60?” About 5,000 state workers, mostly women, have submitted applications for early retirement this year, said Despina Spanou, an official at the civil servants’ labor union, ADEDY . That’s almost double the number filed at the same time last year, she said. Concerns about Greece’s long-term pension finances have long played a part in the wider spread in Greek bonds over those of Germany or Italy, the OECD said in its July 2009 report. That was before the 58-year-old Papandreou revealed the country’s budget shortfall was more than twice the previous government’s estimate, stoking concern about Greece’s ability to avert default and prompting the bailout package. Bonds Collapse Greek 10-year government bond yields were about 1.4 percentage points, or 140 basis points, higher than benchmark German bunds at the beginning of October as Papandreou came to power. The so-called yield spread widened to as much as 965 points on May 7 and yesterday was at 665 points. Generous Greek pensions played prominently in Germany, where public opinion has been largely opposed to the bailout. Germany lifted the retirement age to 67 from 65 in 2007, affecting about half of the nation’s 82 million residents. While Greece has a statutory retirement age of 65, and 60 for women, exemptions and special rules can allow a full pension at 58. Former European Central Bank Chief Economist Otmar Issing said in February that German taxpayers can hardly be expected to support Greek pensions. Bild Zeitung , Germany’s biggest-selling tabloid, ran a front-page headline in April asking: “Why do we have to pay Greece’s luxury pensions?” Best Years Greeks get a pension calculated on the last five years of their working life, which tend to be the highest-paid. German, Italian and Portuguese pensions are based on wages worked over a lifetime. Spain bases them on the best 15 years of work. In the Greek civil service, the so-called replacement rate can be as much as 149 percent, according to a report by the European Commission in October. The rate is a measure of how effectively a pension system provides income during retirement. The EU-IMF agreement states that Greece should move to a system basing earnings on the entire lifetime and introduce a price-based indexation system, used by most OECD countries. Such a system, according to the Paris-based OECD , would allow Greece’s biggest retirement fund to scale back spending by some 20 percent by 2050 to 2055, equal to about 1 percent of GDP. Governments since the end of the military junta in 1974 have struggled to force through reforms the EU has long demanded to the pension system or opening up product and labor markets to make Greece more competitive. ‘Dramatic Worsening’ “The reasons for the dramatic worsening of the pension systems finances are demographic developments, the exhaustion of the abilities of the pay-as-you-go system and decisions of the political system of our country for the past 35 years,” Labor Minister Andreas Loverdos told the International Labor Organization in a June 14 speech. Civil servants didn’t pay anything towards their pensions until 1992. Female civil servants with children under 18 can get early retirement. Unmarried daughters of state workers say the payment became a factor in staying single. Unions argue that going after employers who don’t pay mandatory contributions to pension funds is preferable to cutting benefits and raising the retirement age. Non-payment of contributions to state pension funds, prevalent among the self-employed, is estimated by the OECD at between 20 percent and 30 percent of revenue collected. Constantinidou is one such worker. She never managed to secure a permanent post and doesn’t get state benefits in her job supplementing the studies of high-school students at a central Athens college. “I work in the private sector and would need to work till I’m 65 to get a pension but it’s not going to happen,” she said. “No-one is going to hire a 60- or 65-year-old woman. Thankfully I have this.” To contact the reporter on this story: Maria Petrakis in Athens at mpetrakis@bloomberg.net .

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British Airways Raises Walsh’s Possible Bonus, Tying Fee to Labor Accord

June 10, 2010

By Steve Rothwell June 10 (Bloomberg) — British Airways Plc ’s remuneration committee increased Chief Executive Officer Willie Walsh ’s bonus to 100 percent of his salary but linked the payment to him ending a strike by the carrier’s 12,000 cabin crew. Walsh’s potential bonus for the year that began on April 1, to be paid half in cash and half in stock, was raised from 75 percent of his wage last year. The CEO’s salary is frozen at 735,000 pounds ($1.1 million), the company’s annual report says. Walsh turned down this year’s 334,000-pound bonus, earned because of punctuality and customer-satisfaction ratings, after slumping demand and cabin-crew walkouts pushed British Airways to a record 425 million pound-loss. While a series of strikes that grounded flights on 22 days since March 20 ended yesterday, the Unite union aims to ballot flight attendants on fresh action in their 16-month dispute over staffing levels and future pay. “I’m sure Walsh will feel himself that he can’t take the bonus and then put forward arguments that times are hard,” said John Strickland , an aviation consultant at JLS Consulting Ltd. in London. “The union will still feel he has a high salary.” Walsh is seeking savings of 127 million pounds from cabin crew after cutting staff complements in November. Unite says the strikes have so far cost British Airways 154 million pounds, based on the company’s own estimates during the first walkouts. Bonuses for the CEO and other senior executives will be awarded according to metrics including the completion of a merger with Iberia Lineas Aereas de Espana SA and an alliance with AMR Corp.’s American Airlines, the securing of an agreement to cut the pension deficit and “an improvement in industrial relations,” according to the annual report published today. ‘Uproar’ “With Willie Walsh determined to continue his war against his own workforce there can be little prospect of improved industrial relations at BA,” Len McCluskey , Unite’s assistant general secretary, said in an e-mailed response to questions. There would have been “uproar” if Walsh had taken his bonus this year, the labor leader said, adding that the CEO’s stance “suggests he is not too concerned about next year’s bonus.” Negotiations between the two parties broke down June 1, and no new date for talks has been set. Unite are insisting that Walsh fully reinstate travel benefits that had been taken withdrawn from workers who went on strike. Walsh also declined to take a bonus following the botched opening of London Heathrow airport’s Terminal 5 in fiscal 2008 and a net loss of 375 million pounds in fiscal 2009. The CEO’s actual salary was reduced to 634,000 pounds last year after he turned down payment for the month of July and asked other workers to do so as well in order to reduce expenses at the height of the global economic slump. British Airways closed up 1.9 pence, or 1 percent, to 194.8 pence in London. The carrier’s market value has advanced 4.2 percent to 2.25 billion pounds this year. To contact the reporter on this story: Steve Rothwell in London at srothwell@bloomberg.net

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Arianna Huffington: Financial Reform: A Win for Wall Street, A Cold Shoulder for Main Street

May 24, 2010

It’s mission accomplished for financial reform. Unfortunately, it’s more of a Bush 43 “mission accomplished” than an Apollo 13 “mission accomplished.” That’s because the financial reform bill passed by the Senate last week, like Bush’s ship deck ceremony, is more notable for what it has left to still be done. The Restoring American Financial Stability Act of 2010 will do no such thing. First, it doesn’t do enough to rein in Wall Street. It doesn’t end “too big to fail” banks, doesn’t create a Glass-Steagall style firewall between commercial and investment banking, keeps taxpayers on the hook for future bailouts, and leaves open dangerous loopholes in the regulation of derivatives. And we can expect more loopholes to be inserted as the bill heads to conference committee. In D.C., crafting a bill without them would be like baking bread without yeast. Though you can’t see them, they’re what makes a Washington bill rise. There’s a reason a longtime investment banker, speaking to the New York Times , said of his colleagues’ reaction to the new bill, “If you talk to anyone privately, there’s a sigh of relief.” Don’t expect a similar reaction on Main Street. Despite its name, this bill will not be restoring financial stability to the tens of millions of hardworking Americans whose lives have been turned upside down by the economic crisis. On nearly every front in the real economy — from jobs to consumer spending to foreclosures — we’ve made virtually no progress at all. While Washington and the media have been consumed with the titanic debate over this reform bill, talk of the actual suffering by actual people in the actual economy is virtually a taboo subject, at least judging by how rarely it makes the front pages or leads the TV news. But the data points are all around us. In a speech last week, Sandra Pianalto, president of the Cleveland Fed, surveyed the landscape and did not see a lot of financial stability, partly because of the huge loss of skills that is being suffered by the long-term unemployed. “Research… tells us that workers lose valuable skills during long spells of unemployment, and that some jobs simply don’t return,” she said. “Multiply this effect millions of times over, and it has the potential to dampen overall economic productivity for years.” Her conclusion: “Many people are now just aiming for ‘financial security’ as their American dream.” In other words, the core idea of the American Dream — work hard and advance up the ladder — has been gutted. Now the American Dream is to try to not fall, or do all you can to slow your rate of decline. And forget about having enough in the bank to give your kids a leg up on doing better than you’ve done. It’s hard enough just to keep a job until you retire — if that’s even going to be an option. At a D.C. jobs fair for older workers this month, more than 3,000 job seekers showed up for the event, entitled “Promoting Yourself at 50+.” Not surprising, given that the average jobless stint for those unemployed who are 55 and over was around 43 weeks, as of last month. (Quick note to struggling politicians out there: want a huge crowd at your campaign rally? Call it a “jobs fair,” and you’ll have lines of people around the corner.) Their children and grandchildren who are just graduating from college aren’t faring any better. According to Business Week , the 1.6 million about to hit the job market with their expensive degrees will be confronting a youth unemployment rate of almost 20 percent — the highest rate since the Labor Department started tracking youth unemployment in 1948. And, as Laura Bassett reported on HuffPost, many workers who have managed to hold onto their jobs are increasingly doing so only by accepting less pay and taking on a higher share of their health care costs. “My company didn’t eliminate my job, they just eliminated my salary,” wrote marketing director Mike Cheaure in an email. “I was back at work as a freelancer the next day working at 1/4 the pay and no benefits.” The experience has made him very familiar with the new reality. “For us, the American Dream is gone,” he said. “Now it’s just getting by.” Adding insult to injury, a growing number of working mothers are having to give up their jobs and rely on welfare because states are cutting back on child care services that allowed them to keep working. And kids across the country are scrambling to find something to do this summer as a number of states make deep cuts to summer school programs. And what about that recent surge in consumer spending that spawned talk of “green shoots” and “recovery?” Turns out, there was a surge in spending — but almost exclusively by the rich. As the LA Times ‘ Don Lee put it , the “little-noticed reality” behind the “encouraging numbers” was that “much of the new spending has come not from America’s broad middle class but from a small slice of affluent people at the top.” In fact, according to the Labor Department, the richest 20 percent of American households accounted for 40 percent of all spending. As the Washington Post reported last week, “lavish fringe benefits” are back at the top end of corporate America, including “country club dues, chauffeured drivers, personal financial planning services, home security systems and parking.” Of the 29 biggest public companies that took taxpayer money, around one in three decided to funnel some of it to its chief executive. As the Post ‘s Tomoeh Murakami Tse dryly put it: “Those raises contrast with the belt-tightening that many Americans have experienced during the recession.” Nell Minow, co-founder of the Corporate Library, put it more directly : “Marie Antoinette could fit into this crowd without missing a beat.” The latest news in consumer lending is similarly dismal — especially among the banks that got the most help from taxpayers. According to the Treasury Department, from February to March, the largest banks cut lending by $9 billion — yet more evidence of the schism between the two economies. Of course, the two economies aren’t entirely separate — the Wall Street economy is happy to accept massive transfusions of cash from the fading middle class. This isn’t to say that there were no provisions that would help Main Street considered as part the Restoring American Financial Stability Act of 2010. There were plenty — it’s just that almost all of them were either voted down or taken out and never even put up for a vote. Even something as simple and sensible as putting a cap on credit card interest rates. Sheldon Whitehouse’s amendment to do just that was voted down 60 to 35. So much for “financial stability.” Though I suppose it depends on whose financial stability you care about — the banks’ or the taxpayers’. Or how about payday lending — the largely unregulated advances on a paycheck that can carry rates in the triple digits? In Missouri, for example, rates can top 600 percent. Yes, you read that right. Not exactly a recipe for “financial stability.” North Carolina’s Kay Hagan offered an amendment that would have clamped down on the $40 billion industry. It was killed without a vote because of Republican objections. Objections that were, no doubt, the end product of the mother of all lobbying campaigns by every sector of the financial industry. Of course, the line between Senator, staffer and lobbyist is pretty blurry these days. A joint report released by SEIU, the Campaign for America’s Future, and the Public Accountability Initiative found that the finance industry has 70 former members of Congress and 940 former federal employees on its lobbying payroll. This includes 33 chiefs of staff, 54 staffers of the House Financial Services Committee and Senate Banking Committee (or of a current member of those committees), and 28 legislative directors. Five of Senate Banking Committee chair Chris Dodd’s former staffers are now working as banking lobbyists, as are eight former staffers for Banking Committee powerhouses Richard Shelby and Chuck Schumer. And the revolving door spins both ways. As Arthur Delaney reported on HuffPost, 18 percent of current House Financial Services committee staffers used to work on K Street. All told, the financial industry has spent nearly $600 million on lobbying since the collapse of Bear Stearns in March of 2008 — almost a million dollars a day. A lot of money, sure, but if what you care about is the financial stability of the banks, it was money well spent. Take, for instance, the Merkley-Levin amendment that would have forced big banks to get rid of their speculative proprietary trading activities, a version of the Volcker rule. And you can take it, because the Senate won’t be using it — the amendment never even made it to a vote. This wasn’t because it wouldn’t have passed. On the contrary, since debate began on this issue, anger from those mired in the real economy has reached enough lawmakers that the amendment had a real shot. Which is why, as Simon Johnson put it , “the big banks were forced into overdrive to stop it.” Another reform completely left out of the bill was any reform of Fannie Mae and Freddie Mac. This despite the fact that in just the last quarter Freddie — one half of what the New York Times ‘ Gretchen Morgenson calls “the elephant in the bailout” — reported a loss of $6.7 billion. Serious delinquencies on Freddie’s single-family conventional loan portfolio are at 4.13 percent , up from 2.41 percent for the same period last year. And the number of foreclosed units Freddie controls stands at nearly 54,000, up from 29,145 at the end of March 2009. “I don’t understand why people are not talking about it,” says Dean Baker, of the Center for Economic and Policy Research. “It seems to me the most fundamental question is, have they on an ongoing basis been paying too much for loans even since they went into conservatorship?” And why would they do that? It’s part of what Morgenson calls a “backdoor bailout of the banks.” In other words, an under-the-radar way to continue shoveling money from struggling taxpayers over to the richest Americans. We’ve been told time and time again over the last two years that right after Washington deals with what’s on its plate, “jobs is next.” Well, it’s been “next” for quite some time now, but it never seems to come to the floor. And now that a financial reform bill has passed, the talk on the Hill is that climate control or immigration will be tackled next. Or that members will just go off for the summer and campaign, flush with all the donations many of them just pocketed from the banks in this latest effort. I often have a nightmare — a common sort — in which I’m stuck in a forest and I can’t find my way out. I have a friend whose version is that her feet are stuck to the ground and she can’t move. Not a bad description of our leaders’ approach to the massive suffering that’s going on across America. A recent study by Duha Tore Altindag and Naci H. Mocan for the National Bureau of Economic Research found that the effects of unemployment can have troubling implications for a political system. The authors studied data from 130,000 people in 69 countries. Their conclusion: “We find that personal joblessness experience translates into negative opinions about the effectiveness of democracy.” No shock there. But it should frighten anyone genuinely concerned about our stability, financial and otherwise.

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Stuart Appelbaum: Personifying Corporate Greed

May 18, 2010

A few months ago, Bob Moore, founder and owner of Bob’s Red Mill, an extremely profitable grain company, decided to turn ownership of his multi-million dollar company over to his employees. Bob said he felt an obligation to those who have helped him build his business. An extraordinary — and unusual — move for a CEO. Most CEOs in this country — and most corporations — are driven by stock prices and answering to shareholders, not workers. There’s no clearer example in the food-manufacturing sector right now than Dr. Pepper Snapple Group and its CEO Larry Young. Larry is the poster child for corporate greed. More than 300 full-time manufacturing workers at the Mott’s applesauce plant in upstate New York have been attempting to bargain a new contract with Dr. Pepper Snapple, of which Mott’s is a subsidiary. “Bargain” is not what Larry Young and DPS had in mind. They simply demanded a long list of concessions: a pay cut followed by a wage freeze. A pension freeze for current workers and pension elimination for future workers. A decrease in employer contributions to the 401K. An increase in employee contributions and co-pays for health care. Typically, when a company is looking for these kinds of concessions, it’s because they are struggling financially. Not so in this case. DPS just came off its most profitable year in the past five fiscal years: $5 billion in sales and $555 million in net profit in 2009. They expect net sales in 2010 to increase 3% to 5%, in part driven by growth in Mott’s — the Mott’s line of apple products is the #1 brand of apple juice and applesauce in the United States. Larry Young has complained to the press that the salaries of Mott’s workers have gone up 10% over the past three years. He believes that labor is a “commodity,” and with unemployment so high in the area his company can cut wages and pay less for the “commodity.” DPS says they want to make a “correction” to the wages and benefits of the Mott’s workers. The fact is that Larry earned $6.5 million in total compensation last year — he’s doubled his salary since 2007. That’s right, his salary has gone up more than 100% over the past three years while the company has earned record profits. So let’s just call this what it is: corporate greed. This is a prime example of corporate America attempting to undermine wage and benefit standards at a time when workers can least afford it. It’s about taking family-sustaining jobs in this country and reducing them to a shell of what they used to be. It’s about making shareholders rich by making a buck off the backs of workers. For a worker like Jim Mitchell, who has worked at the Mott’s plant for 34 years, the $1.50 cut is a 9% cut in his overall wages. Combined with increased health care costs, he and his wife will not be able to meet their monthly bills. Tim and Joann Budd have worked at the plant for 24 years. They have five kids, including a daughter with lupus; Tim gave her his kidney. The cuts will make it very difficult for the Budd’s to provide for their family. Larry Young probably doesn’t worry about how he’ll provide for his family. You don’t have to when you’re squeezing money out of the employees who helped build your business. Wonder what the folks at Bob’s Red Mill would think?

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CEO Pay Breaks Glass Ceiling as Bartz Gets $47.2 Million With ’09 Bonanza

May 13, 2010

By Alexis Leondis May 13 (Bloomberg) — Chief executive officers’ pay is shattering the glass ceiling. Boosted by a $47.2 million package for Carol Bartz of Yahoo! Inc. and $26.3 million for Irene Rosenfeld of Kraft Foods Inc., compensation for woman CEOs at the biggest U.S. companies is booming. Sixteen women heading companies in the Standard & Poor’s 500 Index averaged earnings of $14.2 million in their latest fiscal years, 43 percent more than the male average, according to data compiled by Bloomberg News from proxy filings. The women who were also CEOs in 2008 got a 19 percent raise in 2009 — while the men took a 5 percent cut. “When you see numbers like this, one can truly say that the glass ceiling in corporate America has been shattered,” said Frank Glassner , CEO of San Francisco-based Veritas Executive Compensation Consultants LLC. “I don’t remember seeing women ever getting paid more than men.” Graef Crystal , a pay expert who analyzed the data for Bloomberg News, said that “compensation committees are saying we don’t want to have any trouble” over underpaying women, “so if we err, let’s err on the side of giving them too much.” Darwinian competition is also playing a role, said Sheila Wellington, a professor of management and organizations at New York University who studies women business leaders. “These are the strongest, fittest and toughest who survive,” according to Wellington, who said she was offered half the salary of male peers for her first job at a mental health facility in 1968. “They’ve had to negotiate all the way up the ladder.” An Unusual Option Compensation consultant Todd Gershkowitz , senior vice president of Los Angeles-based Farient Advisors, said he couldn’t recall a female CEO ever receiving as much as the 61- year-old Bartz. Her package was bolstered when she joined in January 2009 by a five-million share options grant from Yahoo , valued at $27.2 million, and a $7.5 million share grant. The option is unusual in that it begins to vest, or become cashable, if Yahoo stock hits and stays above $17.60, or 50 percent above its $11.73 price on the date it was granted, for 20 straight trading days before 2013, Crystal said. Most options vest on a fixed timetable, irrespective of price. Yahoo, based in Sunnyvale, California, rose above the $17.60 level last month, falling before the option could vest. Resting Pythons “Welcome aboard” packages are standard fare for new CEOs. Yahoo went overboard when it added $7.4 million in additional stock and options to Bartz’s pay just 25 days after the initial award, Crystal said. “Why does she need to eat again 25 days after she swallowed an entire pig?” he said. “Some pythons need to rest before another meal.” The $42 million value attributed to the option and stock grants in Yahoo’s compensation disclosure wasn’t realized in 2009 and is linked to “increases in long-term shareholder value” and individual and company financial performance , said Dana Lengkeek , a Yahoo spokeswoman. In the broader workforce , women working at least 35 hours a week in the first quarter of 2010 received 79 percent of the wages earned by men, according to the U.S. Labor Department. Female heads of companies of all sizes made about 75 percent of what men did in a 2009 department survey of 1.1 million CEOs. About 24 percent were women. Pay riches for women CEOs at big companies may be “an important indicator, but not a milestone because of what happens down the line” among average workers, said Robin Ferracone, founder of Farient. Rosenfeld’s 41 Percent “Even at the CEO level, with equal pay comes equal scrutiny and a narrower band of acceptable behavior,” said Ferracone, whose clients have included Margaret Whitman , the former EBay Inc. CEO, and Carleton Fiorina , the former head of Hewlett-Packard Co. At Kraft , Rosenfeld received a 41 percent raise last year as the shares fell behind the S&P 500’s performance by 21 percentage points. In a Crystal model that adjusted pay for shareholder return, she would have taken an $18 million pay cut, and was rated as the 16th most overpaid CEO among 271 studied. Crystal looked at S&P 500 companies that had filed 2009 fiscal year proxies by April 16. (Click here to see a sortable table and other interactive graphics on CEO pay.) Rosenfeld, 57, was awarded $10.6 million in a performance- based bonus, which Kraft’s proxy attributed in part to her pursuit and acquisition of Cadbury Plc, which made Kraft into the world’s largest confectioner. ‘Dumb Deals’ To win Cadbury, Rosenfeld had to stand up to Warren Buffett , CEO of Berkshire Hathaway Inc., which has an 8 percent stake in Kraft. Buffett said Kraft made “dumb deals” by overpaying for Cadbury and selling its pizza brands. When asked about Rosenfeld’s pay at Berkshire’s annual meeting, Buffett said, “We’ve got a compensation system at Berkshire which I regard as quite rational and there’s a lot of companies in the U.S. that have different compensation systems,” according to the Daily Telegraph of London. Michael Mitchell, a spokesman for Northfield, Illinois- based Kraft, said company officials “strongly believe” the Cadbury acquisition was “absolutely the right decision” and will boost earnings. The pay package for Rosenfeld, who led Kraft to “strong operating results in 2009” in an “extremely volatile and challenging operating environment,” was driven by a payout from a 2007-2009 long-term incentive plan, he said. Extended Holding Requirements Other female CEOs in the S&P 500 considered overpaid in 2009 in the Crystal model were Susan Ivey of Reynolds American Inc. , Mary Agnes Wilderotter of Frontier Communications Corp. and Indra Nooyi of PepsiCo Inc. Shareholders at Reynolds last week defeated a resolution that would have required an extended holding requirement for stock awards. Ivey received $6.24 million in stock last year. A similar resolution is pending a vote at Frontier, where Wilderotter got $3 million in stock. “We’re concerned their high levels of stock compensation and lack of holding requirements could mean pay isn’t sufficiently tied to performance,” said Brandon Rees , deputy director of the office of investment for the AFL-CIO, a supporter of the resolutions. Debra Cafaro , CEO of real estate investment trust Ventas Inc. for the past decade, received $6.25 million last year, and was rated as underpaid in the Crystal model. She took an 18 percent pay cut in 2009. Ventas has been the best performing stock in the S&P 500 financial sector under her tenure, with a 35 percent compound annual return for shareholders. Twice as Likely “Once you’re in the CEO seat, I believe directors use a very even-handed approach to compensation,” Cafaro, 52, said. “But getting there can be a different story and women executives may be judged more critically.” Ventas returned 12 percentage points above the S&P 500 last year for shareholders. Cafaro’s base salary and non-equity incentive compensation were increased by 3.5 percent and 33 percent, respectively, while her equity awards decreased 34 percent. “The compensation committee believes the CEO should have the greatest alignment with our shareholders, and, therefore, her compensation structure was designed to reflect a higher sensitivity to our performance than the compensation structure of other named executive officers,” a company filing said. Women CEOs are almost twice as likely to have been named to the job from outside, as Cafaro was, than from within, according to a Harvard Business Review study by Herminia Ibarra, a professor of organizational behavior, and Morten T. Hansen, a professor of entrepreneurship. ‘Outside-the-Mold’ There is a strong market for “outside-the-mold” candidates today and not a huge supply, so there’s no surprise it’s reflected in their salaries, Ibarra said. Being brought in means they’ll be paid a premium, Farient’s Ferracone said. Companies are emphasizing diversity and having a woman at the helm fulfills that agenda, which can lead to an advantage when negotiating pay, Ferracone said. “Having a female CEO is an opportunity to blaze a trail, so some companies will say, ‘What do we have to do to get her?’” said Andrew Oringer, a compensation and benefits lawyer at law firm Ropes & Gray in New York. To contact the reporter on this story: Alexis Leondis in New York aleondis@bloomberg.net .

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Betty Dukes, Wal-Mart Greeter, Leads Class Action Suit

May 1, 2010

PITTSBURG, Calif. — As a “greeter,” the cheerful Betty Dukes is one of the first employees customers usually see as they walk through the front doors of the Wal-Mart store here. As the first “named plaintiff” in Dukes v. Wal-Mart, the ordained Baptist minister also is the face of the largest gender bias class action lawsuit in U.S. history – one that could cost the world’s largest private employer billions. Her dual roles have turned her into a civil rights crusader for the company’s many critics, who have dubbed the legal battle “Betty v. Goliath.” It is a far cry from where Dukes expected to be when she enthusiastically accepted an offer in 1994 to work the cash registers part-time for $5 an hour. She dreamed of turning around a hard life by advancing, through work and determination, into Wal-Mart corporate management. “I was focused on Wal-Mart’s aggressive customer service,” Dukes said in an interview during her lunch break, after first saying grace over a meal of fast-food hamburgers and chicken nuggets. “I wanted to advance. I wanted to make that money.” But by 1999, her plans were in tatters. Several years of little advancement and frustration with her role culminated with an ugly spat with managers that resulted in a humiliating demotion and a pay cut, she said. That also became the genesis of the federal class action lawsuit U.S. District Court Judge Martin Jenkins called “historic” while he was handling the case. On Monday, the 9th Circuit U.S. Court of Appeals upheld Jenkins’ decision allowing the case to go to trial as a class action on behalf of as many as 1 million former and current female Wal-Mart employees. Jenkins has since stepped down from the federal bench and the case will now be handled by U.S. District Court Judge Vaughn Walker, who is also deciding another high profile case, the legality of California’s voter-approved ban of same-sex marriages. Dukes’ lawsuit alleges Wal-Mart is violating the 1964 Civil Rights Act, which made it illegal for employers to discriminate on the basis of race, creed or gender. Dukes alleges that Wal-Mart systemically pays women less than their male counterparts and promotes men to higher positions at faster rates than women. The Bentonville, Ark. retailer denies the accusations and argues that if there are any instances of discrimination they are isolated, and not an overarching company policy. Wal-Mart says any such cases should be handled as individual lawsuits, not as a class action. The retailer has fiercely fought the lawsuit since it was first filed in federal court in San Francisco in 2001 and said it would appeal the most recent decision to the U.S. Supreme Court. The incident that sparked the epic legal battle began while Dukes served as a customer service manager. Dukes, 60, needed change to make a small purchase during her break. She asked a colleague to open a cash register with a one-cent transaction, which she claims was a common practice. Nevertheless, she was demoted for misconduct. She complained to a manager that the punishment was too severe and part of a long campaign of discrimination that began almost as soon as she started working for Wal-Mart in this blue-collar city of about 100,000, some 45 miles east of San Francisco. She believed the reprimand was partially motivated by race. She’s black and the managers were white. When those complaints were ignored, Dukes sought legal advice. She ended up being represented by Brad Seligman, an attorney had who launched The Impact Fund, a legal nonprofit, in 1992. Seligman said he asked Dukes to serve as lead plaintiff in what would become a vast class action because of her strong personality. “I’m somewhat in awe of her, particularly that she has managed to work at Wal-Mart for all these years,” Seligman said. “It is extraordinary difficult to find someone who wants to risk their jobs by filing a lawsuit against their employer.” Seligman and other attorneys told Dukes that she wasn’t alone, that many other women had similar complaints. They said they would like to use her and five other former and current Wal-Mart employees to file the class action lawsuit. “My jaw fell open,” Dukes said when told of the other complaining women. “I thought I was by myself.” That was nine years ago. And with Wal-Mart insisting the lawsuit is without merit and vowing to continue its fight, it appears the litigation has more years to go. Dukes is undeterred by that prospect and sanguine about the outcome. “It’s a very courageous thing for a person to do, to stick with it over such a long period of time,” said Marcia Greenberger, founder of the Washington D.C. advocacy group National Women’s Law Center. “The individuals who step forward pay a very big price to be willing to tell their stories and to hold their records up to public scrutiny.” The center has filed a “friend of the court” brief supporting the Dukes lawsuit, as have the NAACP and Mexican American Legal Defense & Educational Fund. The U.S. Equal Employment Opportunity Commission has also filed a brief supporting the lawsuit. The U.S. Chamber of Commerce and other organizations, fearful that a ruling in Dukes’ favor will expose other companies to costly lawsuits, have filed briefs urging dismissal of the complaint. Ms. Magazine named her one of its “Women of the Year” for 2004, the same year Liz Featherstone’s book “Selling Women Short: The Landmark Battle for Workers’ Rights at Wal-Mart” was published. Featherstone has compared Dukes to Rosa Parks, the civil rights crusader. “I am very grateful that I’m on this platform,” Dukes said. “In this life, you have to stand up or be trampled.” She leans heavily on her faith, believing she has God on her side and that she’s been called upon to fight for others. Through it all, Dukes has remained humble, saying she lives with her mother because she can’t afford a place of her own on her $15.23 an hour salary. “There are times that I can’t afford my lunch,” she said, wrapping her chicken nuggets in a napkin for later. “But I’m still blessed.” She’s guarded about her past life, vaguely saying she has faced “many tsunamis.” Dukes mother moved the family from their native Louisiana to California 50 years ago. Dukes was married briefly but is single today and childless. She preaches often at her church on Sunday and said that fellow employees often approach her for spiritual counseling. She slipped into preacher mode when asked about Betty versus Goliath characterization. “David had five stones but only need one,” she said, comparing the biblical victory to the single lawsuit that she hopes will be decided in favor of Wal-Mart’s women employees. Dukes said that there have been few problems with managers and co-workers since the lawsuit was filed in 2001. She said the work atmosphere gets a “little chilly” after courtroom victories are reported in the media. Seligman, her lawyer, said her involvement in the lawsuit may even have benefited her. “It seems like that at every pivotal moment in the litigation,” Seligman said, “Betty gets a raise.”

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Tim Cook, Apple COO, Gets $5 Million Bonus For ‘Outstanding Performance’ During Jobs’ Illness

March 12, 2010

SEATTLE — Apple Inc. is giving its chief operating officer a $5 million bonus for “outstanding performance” running the company while CEO Steve Jobs was on medical leave. Timothy Cook, 49, will also receive 75,000 restricted stock units scheduled to vest in 2011 and 2012, Apple said in a regulatory filing Friday. Jobs, 55, famously limits his salary to $1 per year, which leaves Cook the company’s highest-paid executive. In 2009, Cook received an $800,400 salary; $800,000 in nonstock incentive compensation; and about $40,900 in company matches to his retirement account, life insurance premiums and cash for unused vacation days. The COO also holds 13,741 shares of Apple stock and 500,000 additional restricted stock options that have not yet vested, according to a January filing with the Securities and Exchange Commission. Cook took the company reins when Jobs, a pancreatic cancer survivor, went on medical leave from January through June 2009. It was Cook’s second stint leading Apple. Cook, who joined Apple in 1998, ran the Cupertino, Calif.-based company for two months in 2004 while Jobs recovered from surgery for pancreatic cancer. His performance then won him the promotion to chief operating officer in 2005. Analysts credit Cook with solving problems that Apple was having with inventory management. That has been key to Apple’s ability to amass $25 billion in cash and short-term investments. Many people consider Cook as Jobs’ logical successor. In the months leading up to Jobs’ medical leave, rumors about his health could send Apple’s stock soaring and sinking as investors worried that Apple would be lost without his vision. But under Cook’s direction in 2009, the company kept cranking out well-received products including updated laptops with lower entry-level prices and a faster iPhone with many longed-for features. Apple sold more than a million of the new iPhone 3GS during its first three days on the market. Investors seemed confident in Cook’s abilities. Apple’s shares rose 67 percent to close at $142.44 the Friday before Jobs returned to work last June. Since then, the stock has added another 59 percent to close Friday at $226.60.

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Bank of America Pays $29.9 Million to Montag, Keeps Merrill Lynch Promises

February 27, 2010

By Dakin Campbell Feb. 27 (Bloomberg) — Bank of America Corp. gave Thomas Montag a $29.9 million compensation package in 2009 for running its global banking and markets units and to fulfill promises made when Merrill Lynch & Co. hired him in 2008. Montag, president of the unit that includes trading and investment banking, received more than the $6.51 million awarded to new Chief Executive Officer Brian Moynihan , according to a regulatory filing . Also yesterday, Citigroup Inc. said CEO Vikram Pandit was paid $125,001 for last year, reflecting compensation in the weeks before he voluntarily took a cut to $1 a year. Wells Fargo & Co. announced it had cut the 2010 base pay for most top executives. “With regard to Bank of America, this is another example of pay for attendance rather than pay for performance,” Frank Glassner , CEO of Veritas Executive Compensation Consultants LLC in San Francisco, said in a phone interview. Banks are working to retain executives while facing pressure from lawmakers to cut compensation and quell public anger about taxpayer bailouts. Former Bank of America CEO Kenneth D. Lewis , who stepped down last year after four decades at the bank, accumulated more than $80 million in benefits during his career, according to the company’s filing. Keeping Montag was a priority last year for Bank of America, the biggest U.S. bank. The Charlotte, North Carolina- based company installed new management and repaid $45 billion in U.S. bailout funds to escape federal caps on compensation. Montag, Price Montag, 53, exceeded the $6.12 million earmarked for Joe Price , the former finance chief now in charge of consumer banking. Montag joined Bank of America four months before it agreed to buy Merrill Lynch in September 2008. John Thain , then Merrill Lynch’s CEO, “probably thought that having Montag around would make Merrill more attractive,” said David Schmidt , senior consultant at James F. Reda & Associates in New York, which specializes in compensation. “Companies are willing to put a lot of money on the table to get somebody good.” Wells Fargo, based in San Francisco, halved CEO John Stumpf’s salary to $2.8 million from $5.6 million for 2010 and slashed pay for most top executives, according to a company filing. The company said salaries would be paid in cash instead of last year’s mix of cash and stock. The reduction reflects the board’s desire to tie more pay to company performance because additional compensation may take the form of shares whose value can rise or fall with the firm, spokeswoman Melissa Murray said in an interview. Salary Doubles David Carroll , Wells Fargo’s head of wealth management, saw his salary more than double to $1.5 million from $700,000. Chief Financial Officer Howard Atkins will receive $1.7 million in 2010, down from $3.4 million last year. Base pay for both David Hoyt , head of wholesale banking, and Mark Oman , head of home and consumer finance, was cut to $2 million from $3.9 million, the company said. The salaries take effect March 1. The package for Citigroup’s Pandit, 53, reflects the bank’s failure to turn a profit last year and eliminate lingering bailout obligations from late 2008. Pandit, who got $38 million in 2008, used a February 2009 congressional hearing to declare that he would cut his own pay to $1 a year until the bank returned to profitability. Citigroup had a net loss of $1.6 billion in 2009 after losing $27.7 billion the prior year. Citigroup Vice Chairman Edward “Ned” Kelly , who was chief financial officer from March to July and negotiated most of the bank’s deals with the government, got $8 million for 2009, including salary, bonus and other pay, New York-based Citigroup said yesterday in a regulatory filing. Trading and investment- banking chief John Havens got $9.5 million. Executives Other Citigroup executives whose pay was disclosed in the filing include Latin America regional chief Manuel Medina-Mora , who got $9 million for 2009. Chief Financial Officer John Gerspach got $5 million. Alberto Verme , Citigroup’s top executive for Central and Eastern Europe, got $7.43 million. Compensation for Bank of America’s Montag included $29.3 million of stock awards and $586,539 of salary. The package included a $20 million restricted stock award set in May 2008 when Merrill Lynch hired Montag, “well before the Bank of America acquisition ,” the lender said in the filing. The lender’s global banking and markets units, headed by Montag, reported a profit of $10.2 billion last year, helping offset losses from the company’s home-loan and credit-card businesses. Montag’s total compensation is among the highest reported by U.S. bankers this year. JPMorgan Chase & Co.’s Jamie Dimon received $17 million. Lloyd Blankfein , head of Goldman Sachs Group Inc., received $9.7 million. To contact the reporter on this story: Dakin Campbell in San Francisco at dcampbell27@bloomberg.net

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Wells Fargo Cuts Stumpf’s Pay in Half; Wealth Management Chief Gets Raise

February 26, 2010

By Dakin Campbell Feb. 26 (Bloomberg) — Wells Fargo & Co., the lender that gave Chief Executive Officer John Stumpf more than $18 million in 2009 compensation, cut his salary in half for this year and slashed pay for most top executives. The San Francisco-based bank reduced Stumpf’s salary to $2.8 million from $5.6 million, according to a company filing. David Carroll , head of wealth management, saw his salary more than double to $1.5 million from $700,000. The salaries, which were paid in a mix of cash and stock last year, will now be paid in all cash, the company said. “From a pure cash standpoint, it appears that all is good and they can say, ‘We have cut salaries in half,’” Frank Glassner , CEO of Veritas Executive Compensation Consultants LLC in San Francisco, said in a phone interview. Still, “it’s a little bit of a sleight of hand” because the bank has removed some long-term incentives, he said. Until now, Wells Fargo has resisted pressure from lawmakers to cut compensation amid public anger about taxpayer bailouts of lenders during the credit crisis. Stumpf received about $18.4 million in bonus and base compensation in 2009, according to the lender. President Barack Obama has called bank bonuses “obscene” at least twice this year. Wells Fargo repaid $25 billion in U.S. Troubled Asset Relief Program funds in December, freeing it from rules on pay. Wells Fargo spokeswoman Angenette Maniego declined to comment. Finance chief Howard Atkins will receive $1.7 million in 2010, down from $3.4 million last year, while the base pay for both David Hoyt , head of wholesale banking, and Mark Oman , head of home and consumer finance, was cut to $2 million from $3.9 million, the company said. The salaries take effect March 1. Wells Fargo said it deferred a decision on the executive bonuses until it can review rivals’ policies. The lender said earlier this week that shareholders will cast a “non-binding advisory vote” on pay for the executives at the annual meeting in April, according to a statement. To contact the reporter on this story: Dakin Campbell in San Francisco at dcampbell27@bloomberg.net

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Bradford Kane: A 10-Point Program for Job Creation and Economic Transformation

February 17, 2010

Job growth is a top priority right now for most government officials, regardless of party. But recent job-growth proposals have mainly offered measures to avoid layoffs, assist those already unemployed, and induce only incremental hiring, mostly in well-established industries. Although last week’s proposal by Sens. Chuck Grassley (R-Iowa) and Max Baucus (D-Mont.) was encouraging for its bipartisan process, its job-related provisions suffered from these limitations. We have reached the point when the USA must rapidly stimulate major, broad-based job growth over a sustained period of time. The focus should be on transformative economic development in key industries that hold the promise of becoming the drivers of economic prosperity for years — and even decades — to come. Rather than merely keeping workers and the economy afloat, we must invest in industries that will create the need for workers, both today and over the long-term, on a massive scale. When spending tax dollars on job growth, the emphasis should be on emerging industries, to invigorate the demand for workers in companies with global high-growth potential. As President Obama stated on February 16th, “Whether it’s nuclear energy, or solar or wind energy, if we fail to invest in the technologies of tomorrow, then we’re going to be importing those technologies instead of exporting them. We will fall behind. Jobs will be produced overseas, instead of here in the United States of America. And that’s not a future that I accept.” Starting Points for the “Jobs Bill” The “Jobs Bill” that will emerge from Congress should include support for job retention and incremental hiring, as well as for the unemployed, both to stop our economic bleeding and to capture the “low hanging fruit.” These steps include aid to state and local governments, a payroll tax credit for small businesses that hire unemployed workers, assistance to homeowners who are in jeopardy of foreclosure, and extension of unemployment insurance and COBRA benefits. The bill should also accelerate the Obama Administration’s initiatives for highway and bridge construction, energy-efficiency retrofits of homes and buildings, and a seamless national broadband infrastructure. Long-Term Job Growth and Transformation via the “Jobs Bill” Yet, to maximize its impact in the near-term and lay the groundwork for future prosperity, the “Jobs Bill” must fully embrace President Obama’s vision for economic transformation fueled by investment in innovation-intensive industries which will propel exports and economic primacy of the US economy for decades to come. The US must aggressively grab the advantage and secure the leadership role in these fast-evolving global industries. The key technologies and industries that should be designated as top national priorities include: renewable energy / clean energy, mobile telephony, broadband computing, biotech and health care, water desalinization and clean water production, transportation safety, homeland security, recycling and waste management, and environmental protection and remediation. Although there is already considerable activity in the US in these industries, the progress is far short of positioning the US as the dominant world leader in them. The “Jobs Bill” provides a prime opportunity to galvanize our aim, commit our resources, and accelerate our activity in these transformative industries. The level of commitment and support should be akin to that given to the “Manhattan Project” in the 1940s and space exploration in the 1960s. President Obama reiterated the case for such a commitment, and the high stakes involved, during his State of the Union address last month, in the context of clean energy and energy efficiency: “I know there have been questions about whether we can afford such changes in a tough economy… But here’s the thing — even if you doubt the evidence, providing incentives for energy-efficiency and clean energy are the right thing to do for our future — because the nation that leads the clean energy economy will be the nation that leads the global economy. And America must be that nation.” The importance of the “Jobs Bill” in advancing US long-term leadership and economic prosperity can be illustrated by envisioning the WTO trade negotiations of 2025 and 2035. The US will seek to secure fair trade and competitive advantages in industries with maximal worldwide growth opportunities in those eras and beyond. The question will be whether the US is trying to wrest a foothold from others, or be in the driver’s seat. We must work TODAY to build the competencies, technologies, infrastructure, and supportive services that enable the US to lead in the high-growth industries of the future. 10-Point Program for Job Growth Now and in the Future A program could be included in the “Jobs Bill” to propel near-term and long-term US job growth, exports, innovation, and economic leadership in the global economy. To be eligible for government assistance and benefits under this program, a company would have to be involved in one or more of the national priority industries identified above, and need to be engaged (or seek to be engaged) in at least one of the following activities: (a) research and development of a new technology or service for which there is a high growth potential; (b) manufacturing of a product utilizing a high-growth potential technology in connection with a patent or patent pending; (c) implementation of a marketing and sales plan that would reach, or significantly expand penetration into, export markets with a demonstrable high-growth potential; (d) execution of a business model that would bundle products and/or services relating to one of the targeted industries, by partnering with at least one other US-based company, for enhanced reach, scope, and impact in high-growth export markets; and/or (e) fulfillment, order processing, inventory management, transportation, and/or delivery services for companies engaged in one or more of the targeted industries. For qualifying companies – including start-ups, micro-enterprises, and existing companies – government assistance and benefits under this program would include: (1) a Research and Development Tax Credit, for companies described in paragraph “a”, above; (2) an Expedited Review and Processing of Patent Applications, in the case of companies described in paragraphs “a” and “b”, above. (3) a Payroll Tax Credit for two years for each unemployed person hired by a company of any size, if the hire is directly and predominantly for the above activities; (4) a Loan, for companies described in “c” and “d”, above (re: exports) to pay the salary of new hires for one year, with such loans being repaid over the ensuing four years (which could include a requirement to retain the employee for at least one more year); (5) Job Skills Training assistance for employees who are directly and predominantly engaged in the above activities; (6) Technical Assistance to start-up companies and micro-enterprises for help in formation, incorporation, and otherwise establishing their company; (7) expedited Processing Assistance with documents and procedures to enable exports; (8) Technical Assistance with fulfillment, transportation, and delivery of exports; and (9) an Online Partnership Development Match-Making Directory for companies that seek to access / provide value-added services from / to other companies in their industry, and for other companies to identify market opportunities that could justify additional hires; (10) development of a Network of Business Parks throughout the US that are dedicated to accelerating the key national priority industries by co-locating many companies engaged in the same emerging industry so that participants can leverage each other’s research, resources, and manufacturing and deployment capabilities, resulting in synergistic benefits for all participants (extended discussion of this proposal is contained in blog post entitled Job Creation as Job One , Huffington Post, December 2, 2009).

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Deutsche Bank Said to Defer Greater Share of Bonuses Amid Pay Controversy

February 15, 2010

By Ambereen Choudhury and Aaron Kirchfeld Feb. 15 (Bloomberg) — Deutsche Bank AG , Germany’s biggest bank, introduced a sliding scale forcing top bankers to defer a bigger proportion of their bonuses, said two people with direct knowledge of the plan. The rule applies to 2009 bonuses of more than 100,000 euros ($136,000), said one of the people, who declined to be identified because the plan is private. Bankers will have to defer at least 25 percent of bonuses above that amount, the people said. The marginal deferral rate will increase to as much as 90 percent as the bonus crosses a series of thresholds. Governments in Europe and the U.S. are facing pressure to limit bankers’ compensation after financial firms were bailed out by taxpayers during the credit crisis. Deutsche Bank Chief Executive Officer Josef Ackermann , who warned of a regulatory and political “backlash” if his industry doesn’t change pay policies, reiterated this month he would bring the company’s compensation policy into line with the Group of 20’s principles. The plan “is linked to global banking behavior and not wanting to be out of line with everyone else,” said Chris Roebuck , a visiting professor at Cass Business School in London. In all, managing directors may have about 50 percent to 70 percent of their bonus deferred, one of the people said. About 75 percent of the deferred compensation will be in stock and 25 percent in cash. The equity portion will be paid over a period of almost four years, and the cash portion over three years. Pay Deferred A “significant portion” of pay will be deferred under the new compensation plan, the bank said on Feb. 4. Ackermann said that day he expects industry pay to decline in coming years. Deutsche Bank, which didn’t need state aid, is increasing employees ’ fixed pay by 5 percent to 30 percent, in turn reducing bonus payments by an equal amount. The bank may also claw back bonus payments in the event of losses, including from managing directors. Deutsche Bank spokesman Ronald Weichert declined to comment, referring to the company’s Feb. 4 statement on pay. The lender is scheduled to report more details on compensation, including the amount paid in bonuses, in March. The German bank booked costs of 225 million euros for the U.K. bonus tax. Frankfurt-based Deutsche Bank reported this month a fourth straight quarterly profit, a year after posting a record loss. The company set aside about 357,000 euros last year in compensation and benefits for each employee at the corporate and investment bank, which includes the securities business and transaction banking. Total compensation and benefits at the unit amounted to 5.06 billion euros. Goldman Sachs Goldman Sachs Group Inc ., the most profitable securities firm in Wall Street history, will cap the salary and bonuses of its London partners at 1 million pounds ($1.6 million) amid anger about the size of investment bankers’ pay, said a person familiar with the situation in January. The decision will affect about 100 employees in London, the person said. Bank of America Corp. , the biggest U.S. lender, also plans to cut the cash component of investment bankers’ bonuses to about 15 percent, four people familiar with matter said in January. G20 leaders agreed in September in Pittsburgh to adopt guidelines on pay practices at banks and other financial companies that aim to curb risks by aligning rewards with long- term success. The guidelines discourage bonus guarantees longer than one year, encourage companies to defer bonuses for senior executives and other key employees and enable pay to be clawed back if losses occur at a later date. To contact the reporters on this story: Ambereen Choudhury in London achoudhury@bloomberg.net ; Aaron Kirchfeld in Frankfurt at akirchfeld@bloomberg.net

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Bank of America Said to Plan $400,000 Average Bonus for Investment Bankers

February 3, 2010

By David Mildenberg Feb. 3 (Bloomberg) — Bank of America Corp. , the nation’s largest lender, will pay investment-banking employees bonuses of about $4.4 billion for last year, or an average of $400,000 each, a person close to the bank said. As much as 95 percent will be paid in stock vesting over about three years, the person said. Those receiving the smallest bonuses will get about half their compensation in cash, paid later this month, the person said. The unit accounts for 10,000 people, or 4 percent of the bank’s 283,000 workers. Bank of America, the target of political wrath for its acquisition of Merrill Lynch & Co. even as the faltering Wall Street firm handed out $3.6 billion of employee bonuses, reaped a $6.3 billion profit in 2009. This year’s investment bank bonuses are a third less than $6.5 billion that the combined units would have paid in the peak year of 2006, the person said, citing internal Bank of America calculations. “Those numbers sound like the kind of numbers we’d expect to be hearing from Wall Street firms,” said Steven Hall , managing director of New York-based Steven Hall & Partners, an executive compensation consulting firm. The Financial Times cited unidentified people as saying that top Bank of America performers in global banking and markets will receive bonuses of about $5 million, while managing directors will get $2.5 million to $3 million. Goldman Sachs, JPMorgan “We attempted to balance the need to pay competitively with our understanding of the general concern over the level of compensation on Wall Street,” spokesman Robert Stickler said. “The most important thing is that much more of year-end compensation is now deferred and tied to long-term stock performance and there are clawbacks.” Goldman Sachs Group Inc. , Morgan Stanley and JPMorgan Chase & Co. ’s investment bank slashed their compensation in the fourth quarter. The three firms set aside $39.9 billion for pay in 2009, below the 2007 record of $44.7 billion. The total fell short of the $46.1 billion five analysts expected this year and is almost $10 billion less than what some analysts estimated in October. JPMorgan’s investment bank had the lowest ratio of the three of total pay to revenue, at 33 percent. Goldman Sachs’s rate was 36 percent and it was 62 percent at Morgan Stanley. Moynihan’s Salary Bumped At Bank of America, based in Charlotte, North Carolina, the bonuses equate to 19 percent of the $23 billion in revenue at the investment bank. That ratio would have been 26 percent in 2006, the person briefed on the matter said. Separately, Bank of America said in a regulatory filing that it raised the base salary of new Chief Executive Officer Brian Moynihan to $950,000 this year from $800,000 in 2009. The bank also boosted the salaries of Joe Price , head of consumer, small business and card banking, and Barbara Desoer , head of home loans and insurance, to $800,000 from $500,000. Details on the executives’ 2009 compensation will be reported in the bank’s annual proxy statements. Twenty-eight Bank of America employees and 149 Merrill employees received bonuses of at least $3 million for 2008, according to a report last year by New York Attorney General Andrew Cuomo . Those 149 Merrill employees received a combined $858 million, an average of $5.8 million, the report said. Bank of America in December repaid $45 billion in federal bank-rescue aid, freeing the company from restrictions on compensation. The bank’s shares gained 14 cents to $15.74 at 9:40 a.m. in New York Stock Exchange composite trading. The shares have gained 4.7 percent this year, compared with a 10 percent increase in the 24-member KBW Bank Index. To contact the reporter on this story: David Mildenberg in Charlotte at dmildenberg@bloomberg.net

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Bank of America Said to Pay Investment Bankers Average Bonus of $400,000

February 2, 2010

By David Mildenberg Feb. 3 (Bloomberg) — Bank of America Corp. , the nation’s largest lender, will pay investment-banking employees bonuses of about $4.4 billion for last year, or an average of $400,000 each, a person close to the bank said. As much as 95 percent will be paid in stock vesting over about three years, the person said. Those receiving the smallest bonuses will get about half their compensation in cash, paid later this month, the person said. The unit accounts for 10,000 people, or 4 percent of the bank’s 283,000 workers. Bank of America, the target of political wrath for its acquisition of Merrill Lynch & Co. even as the faltering Wall Street firm handed out $3.6 billion of employee bonuses, reaped a $6.3 billion profit in 2009. This year’s investment bank bonuses are a third less than $6.5 billion that the combined units would have paid in the peak year of 2006, the person said, citing internal Bank of America calculations. “Those numbers sound like the kind of numbers we’d expect to be hearing from Wall Street firms,” said Steven Hall , managing director of New York-based Steven Hall & Partners, an executive compensation consulting firm. The Financial Times cited unidentified people as saying that top Bank of America performers in global banking and markets will receive bonuses of about $5 million, while managing directors will get $2.5 million to $3 million. Goldman Sachs, JPMorgan “We attempted to balance the need to pay competitively with our understanding of the general concern over the level of compensation on Wall Street,” spokesman Robert Stickler said. “The most important thing is that much more of year-end compensation is now deferred and tied to long-term stock performance and there are clawbacks.” Goldman Sachs Group Inc. , Morgan Stanley and JPMorgan Chase & Co. ’s investment bank slashed their compensation in the fourth quarter. The three firms set aside $39.9 billion for pay in 2009, below the 2007 record of $44.7 billion. The total fell short of the $46.1 billion five analysts expected this year and is almost $10 billion less than what some analysts estimated in October. JPMorgan’s investment bank had the lowest ratio of the three of total pay to revenue, at 33 percent. Goldman Sachs’s rate was 36 percent and it was 62 percent at Morgan Stanley. Bank of America’s bonus figures equate to about 19 percent of the investment bank’s $23 billion in revenue. Moynihan’s Salary Bumped At Bank of America, based in Charlotte, North Carolina, the bonuses equate to 19 percent of revenue at the investment bank. That ratio would have been 26 percent in 2006, the person briefed on the matter said. Separately, Bank of America said in a regulatory filing that it raised the base salary of new Chief Executive Officer Brian Moynihan to $950,000 this year from $800,000 in 2009. The bank also boosted the salaries of Joe Price , head of consumer, small business and card banking, and Barbara Desoer , head of home loans and insurance, to $800,000 from $500,000. Details on the executives’ 2009 compensation will be reported in the bank’s annual proxy statements. Twenty-eight Bank of America employees and 149 Merrill employees received bonuses of at least $3 million for 2008, according to a report last year by New York Attorney General Andrew Cuomo . Those 149 Merrill employees received a combined $858 million, an average of $5.8 million, the report said. Bank of America in December repaid $45 billion in federal bank-rescue aid, freeing the company from restrictions on compensation. To contact the reporter on this story: David Mildenberg in Charlotte at dmildenberg@bloomberg.net

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UBS Man Drops Bonus, Escapes Trading Floor for Luxury Ski-Maker Near Davos

January 28, 2010

By Joseph Heaven and Matthias Wabl Jan. 29 (Bloomberg) — UBS AG senior currency strategist Benedikt Germanier decided that he had become just another battery hen on a trading floor where money was everything that counted. So he ditched his bonus and banker life in the U.S. for a pair of handmade skis. “I feel much more down to earth, and I have my destiny in my hands,” says Germanier, 43, sitting in his office in Disentis , an Alpine village 44 miles from Davos where global executives are meeting this week. He is now chief executive of Zai AG and its 10 staff, including carpenters and craftsmen. Germanier says he halved his pay, without giving figures. He also gave up his $7,000-a- month, 250-square meter house with gardener, located 15 minutes from UBS’s Stamford, Connecticut trading floor, which is the size of two football fields. Banks and brokerages worldwide have announced plans to shed about 329,000 jobs, or 5.9 percent of the total, since the beginning of the credit crisis, according to Bloomberg data. Some bankers are now trading for their own account, with private equity firms or boutique investment advisers. Others, such as Germanier, voluntarily left for work outside finance. “To move ahead you need to push yourself out of your comfort zone, and that’s very important,” he says. “It’s not very comfortable” to give up the regular large pay-checks, says Germanier, a 1.87-meter (6-ft-1-inch) sports lover. Germanier, whose dark hair is cropped short, is sitting on a low wood-and-felt bench in his office, wearing Levi’s jeans, a blue V-neck pullover and North Face trekking boots. He used to favor suits and 180-pound ($291) Jeffrey-West shoes. London, New York Germanier’s previous jobs with Switzerland’s biggest banks shuttled him between Zurich, London and New York. He’s still getting up at 5:30 a.m. for a two-and-a-half hour train commute twice a week. His new office, cluttered with skis, maps and photographs, is next to a workshop measuring 500 square meters (5,382 square feet). In the U.S., money was the driver, says Germanier, who grew up in Zurich as the son of a manager in a cement company. “Sometimes I even thought they would sell their grandmother for a trade,” he says, talking about East Coast bankers, and he realized that he had become one of these “hens” on a trading floor, reminding him of a battery farm. Now he’s selling skis built using 50 million-year-old granite as well as high-tech materials. The cheapest cost 3,300 Swiss francs ($3,150) — about four times as much as the high- street average — and the most expensive sell for 9,800. Moving Markets Germanier graduated in Economics from Zurich University aged 28 with the equivalent of a Master’s Degree. His research on global capital flows eventually landed him a job at UBS, making the bank money when Germanier predicted the dollar would fall versus the Swiss franc. “It’s a great feeling of power to make a call and move the market,” he says. His network in Swiss banking still includes central bank President Philipp Hildebrand and Walter Berchtold , today the head of private banking at Credit Suisse Group AG. He misses presentations to senior executives at the U.S. Department of the Treasury, the European Central Bank or the Swiss National Bank, Germanier says. As the S&P 500 Index fell through a 12-year low in February 2009, Germanier went on a two-week ski trip to the southeastern region of Switzerland. At a time when colleagues left banks in droves, he met with Simon Jacomet, a ski- instructor who he’d befriended in the 1990s. Business Appeal Jacomet founded Zai in 2003 in search of the perfect ski. Zai means “tough” in the local Romansch language and the company hasn’t turned a profit since its founding. Jacomet asked Germanier to help him improve the business. “I didn’t even think. It came out of my stomach so strongly,” Germanier says. “Sometimes you know you have to do this.” Germanier’s office has windows looking across the empty valley and back to the 2,300-population Disentis and its monastery. Zai sold about 800 skis last season and had 2.5 million francs in revenue. Germanier says there’s a market potential to more than double sales to 2,000 a year. Zai offers to tailor the properties and camber of the skis to individual tastes. They have as many as 18 layers of walnut and cedar wood, woven polymers, India-rubber and gneiss stone from near St. Moritz. The skis are bought by instructors, businessmen, lawyers and farmers’ wives, Germanier says. Large Wallet “You can’t say that the ski is three times as good only because it’s three times as expensive as a normal one,” says Marco Meier, of the Och Sport shop on Zurich’s Bahnhofstrasse. “You also pay for the design and the fact that they are handmade.” Meier, who has tested Zais in the past, says the skis are mostly bought by “rather good skiers with a large wallet,” and he describes the skis as part of the “top-notch category” and “very comfortable and smooth.” The quiet of the village doesn’t prevent Germanier from following the markets on his iPhone, and he still trades on his own account. Instead of expensive meals with clients, he’s having his loyalty card stamped after a 16.80-franc lunch in the buffet restaurant by the train station. “Can I afford this job?” he says. “I wasn’t actually sure, but showing my kids and myself to be free and to do things independently was worth much more than double my salary.” To contact the reporter on this story: Joseph Heaven in Zurich at jheaven1@bloomberg.net ; Matthias Wabl in Zurich at mwabl@bloomberg.net

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Goldman Sachs Said to Limit London Partners’ Pay, Bonuses to $1.6 Million

January 25, 2010

By Ambereen Choudhury Jan. 25 (Bloomberg) — Goldman Sachs Group Inc. , the most profitable securities firm in Wall Street history, will cap the salary and bonuses of its London partners at 1 million pounds ($1.6 million) amid anger about the size of investment bankers’ pay, said a person familiar with the situation. The decision will affect about 100 employees in London, said the person, who declined to be identified because the plan is private. Some traders may make more than 1 million pounds, the person said. Goldman Sachs staff will be told of their bonuses from today, the person said. New York-based Goldman Sachs, which set a Wall Street pay record in 2007, has been attacked by labor unions for its compensation practices after getting taxpayer aid during the credit crisis. In response, the company subtracted $519 million from its pay pool in the fourth quarter and made $500 million in charitable donations. That brought full-year pay costs to $16.2 billion, or 36 percent of revenue, the smallest portion since the firm went public in 1999. Politicians in the U.K. and U.S. are preparing to levy taxes on banks that received public bailouts. The Treasury last month said it would impose a 50 percent tax on bonuses of more than 25,000 pounds. The Obama administration this month proposed charging a fee on all banks holding assets exceeding $50 billion to recoup the costs of bailing out lenders. Goldman Sachs repaid the $10 billion of government money it received under the Troubled Asset Relief Program with interest in June. Barclays, Credit Suisse An official at Goldman Sachs in London declined to comment. The Sunday Times, which reported the limit earlier, said some Goldman Sachs employees have received bonuses of more than 10 million pounds in previous years. Barclays Plc, the U.K.’s second-largest bank, plans to defer bonuses for top executives including Chief Executive Officer John Varley for as many as three years, the Financial Times reported last week. The bank may defer payment of its 11 board members’ bonuses for as long as 36 months, the London-based newspaper said, citing people it didn’t identify. Credit Suisse Group AG, the largest Swiss bank by market value, is trimming its global bonus pool by 5 percent to spread the cost of the U.K. bonus tax, with senior employees in London having their bonus pool cut by a further 30 percent from planned levels. JPMorgan Chase & Co. set aside $549 million for compensation costs in the fourth quarter, the least amount since at least 2004. To contact the reporter on this story: Ambereen Choudhury in London achoudhury@bloomberg.net

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AIG Said to Pay Departing General Counsel Kelly $3.8 Million in Severance

December 30, 2009

By Hugh Son Dec. 30 (Bloomberg) — American International Group Inc. general counsel Anastasia Kelly , who resigned after a dispute over government-imposed pay limits, will reap about $3.8 million in severance, said people familiar with the matter. AIG concluded that Kelly, 60, was owed the money after the New York-based insurer hired a law firm to review her conduct, according to the two people, who declined to be identified because the company hasn’t announced the decision. Kelly resigned for “good reason” after her salary was cut, AIG said today in a statement. Suzanne Folsom , the company’s chief compliance officer, also left, AIG said. Kelly told at least four other executives last month how to protect their pay and hired outside attorneys for advice, the people said. The five leaders wrote in Dec. 1 letters to AIG that they were prepared to resign if their pay was cut by Kenneth Feinberg , the Obama administration’s special master for executive compensation. AIG, once the world’s biggest insurer, received a taxpayer-funded bailout valued at $182.3 billion, placing the company under Feinberg’s jurisdiction. “General counsel are supposed to be setting a prime example of good ethics at a company, not acting as carpetbaggers as they leave,” Frank Glassner , chief executive officer of Veritas Executive Compensation Consultants LLC, said today in an interview. “This severance pay is ridiculous.” Folsom, a former director of the World Bank in charge of an anti-corruption unit who was hired by Kelly in April 2008, will collect more than $1 million in severance, the people said. Kelly’s Work Robert Benmosche , AIG’s CEO, said in the statement he was “exceedingly grateful” for the work Kelly did “to help AIG recover from its financial crisis and the excellent counsel she has provided the company.” AIG hired Mike Delikat , a partner at New York-based Orrick, Herrington & Sutcliffe LLP, to assess Kelly’s role in the pay dispute and gauge whether she acted in the company’s best interest. Delikat declined to comment, other than to confirm that he led the team that reviewed Kelly’s conduct. The Wall Street Journal reported yesterday that AIG was preparing to award severance pay to Kelly. Christina Pretto , an AIG spokeswoman, declined to comment. Kelly and Folsom didn’t return phone calls seeking comment. Kelly hired law firm Dickstein Shapiro LLP to represent her and four AIG managers concerned that Feinberg would impose limits on severance pay. The four other executives retracted their Dec. 1 letters, the people said. Feinberg later ruled that base salaries at AIG and three other firms shouldn’t exceed $500,000, with some exceptions. Severance Plan Managers included in an executive severance plan may collect awards equal to as much as two years of salary and bonuses if they are terminated with “good reason,” AIG said in a June regulatory filing. “I don’t see any reason AIG would want to spend more taxpayer money than they needed to” for Kelly’s severance, said Jeanne Branthover , a managing director at Boyden Global Executive Search Ltd. in New York. “It seems like they are upholding their end of a contract.” Kelly joined AIG in 2006 to help the insurer recover from regulatory probes that led to the retirement of former Chief Executive Officer Maurice “Hank” Greenberg . The former MCI/WorldCom and Fannie Mae general counsel was promoted to vice chairman and given control over AIG’s public relations and human resources departments in early 2009. She commuted from her home in Washington to AIG’s New York headquarters each week. Lawsuits As general counsel, Kelly was involved in lawsuits against Greenberg, including one accusing him of improperly taking $4.3 billion in stock. The company settled all lawsuits with Greenberg, 84, in November and said it would reimburse as much as $150 million of his legal fees. Benmosche has said he would seek Greenberg’s advice on running the firm. Kelly was among leaders named in a September 2008 e-mail listing people who should be dismissed over AIG’s near-collapse, according to Fortune magazine. The so-called kill list was written by then-controller David Herzog , now chief financial officer. He urged former CEO Robert Willumstad to “clean the slate” for his government-appointed successor, Edward Liddy , the magazine reported. To contact the reporter on this story: Hugh Son in New York at hson1@bloomberg.net .

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Mike A. Hall: Solar Made in China — Opportunity (Not Crisis) for American Solar Industry

December 28, 2009

When I started working in the photovoltaic (PV) industry in late 2002, the Chinese were nowhere to be seen. On a recent trip to China, my executive team and I were blown away by the number of billboards for solar cells and modules while traveling between Shanghai and Wuxi. I’m going to go out on a limb and say there are more billboards for solar cells and modules between Shanghai and Wuxi then there are in all of North America. We thought the U.S. was the new hub of solar innovation today, but we couldn’t recall ever seeing this many billboards advertising solar in the U.S. As one of the larger developers of solar PV projects in the U.S., we felt like we knew all of the players. It is rare that we encounter a module manufacturer that is not already on our radar. What was amazing about the drive outside of Shanghai is that we came across so many advertisements for solar companies that we had never heard of. Although we already believed this to be true, this trip proved to us that China has taken the lead in solar cell manufacturing.a position the country will NOT be giving up any time soon. As I mentioned, less than a decade ago, China was not a player in the global solar industry. Although companies like Suntech and Yingli did exist, we never saw any of their products in the marketplace. In the early days, the Japanese providers dominated the market, and a few years later the German manufacturers — supported by tremendous government incentives for both system installation and manufacturing — were able to move to the top of the heap. Even as late as 2007 the Chinese were not considered major suppliers in the U.S. Now, two years later, the Chinese boast the largest manufacturer by capacity as well as at least four other companies that are generally considered to be top-tier global suppliers of PV modules. Behind them, there are reportedly hundreds of second-tier solar cell and module manufacturers trying to export their products to Europe and North America. The solar center of gravity has shifted from Europe to China. There are a number of causes for China’s rapid ascension. First is the simple manufacturing cost advantage that the Chinese have over Europe and the U.S. Chinese companies have an extremely low cost for both skilled and unskilled labor. Conversations I had in China revealed that the salary of a Chinese engineer is about one-tenth of that of an equivalent employee in the U.S., and factory workers in China earn salaries that are an even smaller percentage than that of their U.S. counterparts. Second, the Chinese government appears to have committed 100 percent financially to becoming the world leader in solar manufacturing. Chinese banks have been aggressive about lending to companies up and down the solar supply chain. For example, there have been a large number of investments in very expensive polysilicon manufacturing plants, which is the basis for most solar cell technologies. These would not have been possible without major backing from Chinese government-controlled banks. More recently, when the global demand for solar modules took a big dip in late 2008, the Chinese government stepped in and quickly created an incentive program in order to drive domestic demand. Over the last five quarters, this support has allowed these companies to continue to focus on growth while many other companies across the globe were focused on survival. Ultimately, I believe it is important that the U.S. accepts that China is going to manufacture the majority of the world’s solar cells and modules. That said, the U.S. is still well-positioned to benefit from the growing demand for solar energy. For example, two of the most innovative and successful solar companies in the world are still based in the U.S. First Solar (headquarters in Arizona) is the largest (by market cap) pure-play solar company in the world and has developed a thin-film technology that has a cost advantage over all of its competitors. Sunpower (headquarters in California) has developed the highest efficiency cell on the market. Although neither of these companies do the majority of their manufacturing in the U.S., they are going to be among the greatest beneficiaries of the growth in global solar demand. There is also an incredible opportunity to create domestic jobs, lower carbon emissions and lessen our nation’s dependence on foreign energy by stimulating the construction of solar PV systems in the U.S. The model of creating domestic demand and then creating service companies that become exporters of solar services has been a tremendous success in Germany, which is home to the largest solar service providers in the world. Overall, the U.S. is well-positioned to be a world leader in the rapidly growing PV industry. We have the innovation machine, financial community and domestic solar resources to make it happen. We just need to choose our battles, and devise a strategy that plays to our strengths.

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Copenhagen Fools the Young Into Hoping for Jobs: Amity Shlaes

December 7, 2009

Commentary by Amity Shlaes Dec. 8 (Bloomberg) — Youth is what the climate change conference in Copenhagen is supposed to be all about. The advertising campaign for the United Nations Climate Change Conference on global warming that opens this week is even called “ Hopenhagen ,” to suggest that young people need to push their governments to save the Kyoto Treaty if they are going to prevent environmental apocalypse. One reason that Hopenhagen has caught on is that youth fashion these days is as green as it gets. Copenhagen, thrift and handbags made of recycled seatbelts all go together in the under-30 mind. At Williams College in Massachusetts, some 50 students and faculty started a hunger strike to show their support for a climate-change agreement. UCLA students who are attending Copenhagen with their professor have called the event a “rock concert for climate geeks.” The missing part of that message is that environmental accords like Kyoto can actually kill hope of a more mundane kind, like the hope for a job. And that’s especially true when it comes to the darlings of the UN campaign: the young. The reason this is so predates plans for Copenhagen or even the green movement. Employers tend to rehire or hire others before the young, and lay off or fire young workers when job- cutting time comes. There’s also an issue of hope, to use the Copenhagen lexicon. Employers doubtful of the economic future are reluctant to make a commitment to someone who expects to enjoy long-term employment at the workplace. Cutting Mode And what puts employers in lay-off mode? Recession for certain, but also any factor that makes production more expensive. Dozens of studies, for example, have demonstrated that just one such cost increase, the raising of the minimum wage, hurt hiring or employment of younger workers in the U.S. And that’s true elsewhere. In a multidecade survey of 19 countries, authors Juan F. Jimeno and Diego Rodriguez Palenzuela found that minimum-wage rules, along with high taxes, depress youth employment. High-tax Denmark’s joblessness is well below that of the U.S., but Denmark is also among the nations where youth unemployment ranges higher than unemployment of other workers. You can imagine that some Danes feel fairly hopeless about this. In economic terms, a mandate such as Kyoto’s isn’t different from a tax or a minimum wage. It hurts employment. The current cap-and-trade legislation is so structured that the pain comes not in the initial years, when the regime begins, but later, when restrictions for firms are more formidable. Prime Time The real blows come by 2030 — a period irrelevant for many older workers, but a prime earning period in the future of Copenhagen’s youthful attendees. Margo Thorning at the American Center for Capital Formation, a Washington policy research group, ran the numbers on the American Clean Energy and Security Act of 2009, sponsored by Democratic congressmen Henry Waxman and Edward Markey . She found that this legislation could kill as many as 2.4 million U.S. jobs by 2030, just about when today’s Copenhagen youth will be paying for their children’s college. That includes some jobs in Massachusetts, home to Williams College, and 220,000 to 300,000 in California, where UCLA is located. Countries such as Denmark are in many ways greener than the U.S., and the presumption of American college students is that that means such countries are inherently better. That confidence might be shaken by news that in Denmark, the low unemployment rate notwithstanding, the number of unemployed Danes who don’t find work for a year or more has been around two in 10 in the past decade, while in the U.S. the rate was about one in 10. Unfair Trade Defenders of cap-and-trade would argue that billions in revenue the government receives under the law can make up to the poor what they lose in jobs. But it’s hard to imagine the tax break of $359 per household, the proposal in one bit of legislation, compensating for a lost job. It is possible that forgoing those jobs is a social choice this country has made as a collective. When Americans elected Barack Obama , not John McCain , they might have been saying: we care less about improving the economy than we do about social or lifestyle improvements. Economists track such collective choices using something called the Environmental Kuznets Curve , which suggests countries choose to be greener as they become wealthier. Conscious Choice But the question this time is whether that choice is being made consciously. One senses that being green to college or high school students tends to mean buying that recyclable messenger bag, not doing without the salary that enables you to buy the bag. You can hardly fault them for being unaware of trade-offs, bombarded as they are by teachers, their government and YouTube with the message that the greening of America offers pure advantage. As Denmark’s own environmental skeptic, Bjorn Lomborg , has argued, the point here isn’t to say that carbon emissions don’t do damage. They do. The point is that Kyoto is, as Lomborg put it, “an incredibly bad deal” when you compare the pluses and minuses. The future can’t be all Hopenhagen. It has to be Hope- for-Jobs as well. ( Amity Shlaes , senior fellow in economic history at the Council on Foreign Relations, is a Bloomberg News columnist. The opinions expressed are her own.) To contact the writer of this column: Amity Shlaes at amityshlaes@hotmail.com

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Eric C. Anderson: AIG and the Season of Greed

December 7, 2009

There is apparently no sense of responsibility or shame at AIG. You remember AIG…the insurance giant we taxpayers “loaned” $182 billion because the firm’s executives apparently did not understand the risks associated with over-investing in credit-derivatives. Deemed too big to fail, Washington ultimately landed up nationalizing the firm by purchasing 80% of this poorly managed behemoth with our hard-earned dollars. Now here’s the rest of the story. Despite their clear leadership failure, AIG executives still feel entitled to outlandish compensation and golden-parachute severance payments. Yes, you read correctly — AIG executives are now threatening to quit if their pay is dramatically curtailed by the Obama administration’s compensation czar. On 7 December 2009, the Wall Street Journal reported AIG’s general counsel and the heads of some of its largest insurance businesses were prepared to resign as a result of pay concerns. (Warning, those who are currently unemployed or have been compelled to work reduced hours should stop reading now…the outrage at what you are about to learn can cause elevated blood pressure and a desire to irrationally lash out at one’s computer screen.) According to the Journal , the five executives involved in this latest bid for corporate infamy are concerned the compensation czar is going to trim their 2009 pay and impose even greater restrictions on their 2010 remuneration–including a prohibition on collecting golden-parachute severance packages. The Journal goes on to note Ms. Anastasia Kelly — AIG’s general counsel — seems to be the prime culprit behind this outlandish behavior. A source familiar with the story told the Journal Ms. Kelly claims she didn’t “instigate or encourage” the silliness, but “only advised the other executives they needed to protect their rights.” I’m sorry, by when an attorney — particularly one who has been named a corporate general counsel — tells me I need to “protect my rights,” well, he or she is now leading the charge. Oh, by the way, did I mention Ms. Kelly is trying to protect a golden parachute she supposedly earned after serving at AIG for less than five years…unbelievable. This is a sense of entitlement that makes even Marie Antoinette a sympathetic character. One of the other culprits in this cabal…Mr. William Dooley, the gentleman responsible for overseeing AIG’s financial-services division — the very division that pushed AIG into its current woes. How Mr. Dooley can possibly feel entitled to a large bundle of cash is beyond me. My recommendation is that we treat him to the salary offered to any other senior member of the federal bureaucracy — and thus subject to a salary cap that falls well short of $200,000. Keep in mind Mr. Dooley works for the U.S. taxpayers — we own 80%…80% of his current employer. If the salaries Congress has imposed on the federal bureaucracy are good enough for all those who have chosen to serve the people, this pay scale should certainly be good enough for the financial industry robber barons who went looking for taxpayer bailouts. Perhaps Ms. Kelly and Mr. Dooley need to be reminded that, absent taxpayer dollars, they would be former employees of a now-bankrupt firm. Talk about a let down…ask the former employees of Enron about the fate of their bonuses and golden parachutes. Or, better yet, Ms. Kelly and Mr. Dooley could have a long conversation with one or two of the approximately 80,000 members of the financial industry who have lost their job in the last 18 months. Somehow I suspect they won’t find much sympathy on the cold, hard streets of Atlanta, Las Vegas, Miami, or New York. I have to wonder where this audacity of greed is generated. Do they teach “Greed 101″ in business school? Or is that a trait learned on the job? My friends in academia insist no such course exists, so it must be a special program offered at only the most select firms. I know the class is somewhere in Goldman Sachs’ training catalog. Last year Goldman Sachs was asking for taxpayer backing and legal protection as a bank holding company rather than remaining an investment bank. This year Goldman Sachs is planning to payout an estimated $17 billion in bonuses. Admittedly, those bonuses are likely to be heavier on stock options than dollar bills, but that only happened as a result of shareholder outrage. Well, I’m expressing my shareholder outrage at the behavior of AIG’s top executives. President Obama’s compensation czar needs to take a ruler to these executives’ knuckles and then make clear all future compensation at this taxpayer owned entity will be based on the federal bureaucracy’s pay scale. One can be assured this will cause some of the greed mongers to flee the firm — but who is going to hire people who managed to endanger the entire American economy? Surely someone on Wall Street understands culpability in a scandal of this magnitude should not be rewarded with further exaggerated remuneration. Oh, and I have one other candidate for a bit of draconian behavior modification while Washington is on the subject. Citigroup also wants out from under the pay czar’s thumb. We should oblige the executives at Citi by selling the 7.7 billion shares we taxpayers currently own at that corporation. As the Kuwait sovereign wealth fund just demonstrated, now is the time to make a killing by selling Citi holdings. Kuwait earned a profit of $1.1 billion by bailing on Citi. The U.S. taxpayers would pick up an estimated $6 billion in profit by following suit. I’m sorry if such a move would leave Citigroup vulnerable to collapse and even further layoffs, but, hey, your corporate managers are more concerned about their paychecks than your future employment. Chalk it up to a sense of self entitlement…and lessons they learned from watching events unfold at AIG. Alas, we have indeed now entered the season of greed.

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Bank of America Says Pay for Desoer, Price Amended After Feinberg’s Review

November 27, 2009

By Peter Eichenbaum Nov. 27 (Bloomberg) — Bank of America Corp. , the biggest U.S. bank by assets, said Chief Financial Officer Joe L. Price and mortgage head Barbara Desoer will receive less in salary for 2009, citing a review by U.S. paymaster Kenneth Feinberg . Price and Desoer had their annual salaries set at $500,000, the Charlotte, North Carolina-based lender said today in a regulatory filing. The two executives also get “stock unit awards” in lieu of cash, valued at $5.25 million for Price and $3.95 million for Desoer, the filing said. The adjustments in 2009 base salary were retroactive to Nov. 1, the filing said. The bank’s March 18 proxy statement said their 2008 salaries were $800,000. They also received stock and option awards, with total 2008 compensation for Price of $4.02 million, and $7.42 million for Desoer. Responding to outrage stoked by bonuses at failing companies, the U.S. Treasury Department named Feinberg in June to evaluate compensation at seven bailed-out firms. The 64-year-old Washington lawyer has already persuaded Bank of America Chief Executive Officer Kenneth D. Lewis to give up his salary and bonus for 2009. Lewis plans to retire on Dec. 31. The revised terms for Price and Desoer include restrictions on perquisites that would require them to return any 2009 amounts exceeding $25,000. Tax “gross-ups” tied to certain elements of their compensation are eliminated, the filing said. Gross-ups typically are payments to cover the cost of income taxes so that an executive receives the full value of benefits and perks. Feinberg and Scott Silvestri , a spokesman at Bank of America Corp., didn’t immediately respond to requests for comment. To contact the reporter on this story: Peter Eichenbaum in New York at peichenbaum@bloomberg.net

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Microsoft’s Liddell to Leave Software Maker at Year-End; Klein Named CFO

November 24, 2009

By Dina Bass Nov. 24 (Bloomberg) — Microsoft Corp. , the world’s largest software maker, said Chief Financial Officer Chris Liddell is departing and will be replaced by Peter Klein , finance chief of the company’s business software division. Liddell, 51, will leave on Dec. 31 after 4 1/2-years with the company, Redmond, Washington-based Microsoft said today in a statement. Klein, 47, has also served as CFO of Microsoft’s server unit. Liddell, a New Zealand native, joined Microsoft in 2005 and was the first outsider to be named finance chief in more than two decades. In the past fiscal year, he oversaw $3 billion of expense reductions, including Microsoft’s first companywide job cuts. Liddell may be seeking a more high-profile role, said Brendan Barnicle , an analyst at Pacific Crest Securities. “It seems like a logical extension based on what he’s done at Microsoft,” said Barnicle, who is based in Portland, Oregon. “At Microsoft, the CFO role has never been as prominent as it’s been at some other companies because of all of the other leaders they have there.” Liddell had considered leaving Microsoft for a while and discussed his plans informally with Chief Executive Officer Steve Ballmer , according to a person familiar with the matter. He informed Ballmer of his final decision to leave after Microsoft’s shareholder meeting last week, the person said. Liddell wasn’t available for an interview, said Frank Shaw , a company spokesman. Klein’s Salary Liddell was previously CFO at International Paper Co. , the largest U.S. maker of cardboard shipping boxes. He said in an interview in July that saving money has become a new way of life at Microsoft. “You are always surprised to see someone leave who’s the caliber of Chris, and he was very well liked,” said Brent Thill , an analyst at UBS AG in San Francisco. “The fact that Peter has effectively run two of the bigger divisions at Microsoft means they have a capable person in place.” Klein will get an annual base salary of $500,000, Microsoft said in a regulatory filing. He will also be compensated under the company’s executive officer incentive plan. The cash and stock award will be performance-based and set after the end of fiscal 2010, which ends in June, according to the filing. Microsoft fell 3 cents to $29.91 at 4 p.m. New York time in Nasdaq Stock Market trading . The stock has gained 54 percent this year. Liddell will probably take a CEO job at a technology company, said Heather Bellini , an analyst at ISI Group in New York. Microsoft’s plans to keep a lid on expenses will probably continue under Klein, she said. ‘End of His Term’ “They don’t tend to keep CFOs for a long time and it just seemed that Liddell was near the end of his term,” said Rob Enderle , an analyst with the Enderle Group in San Jose, California. In naming Klein finance chief, Microsoft is getting someone “who has performed extremely well from a division that is doing extremely well.” Before Microsoft, Klein worked at McCaw Cellular Communications, private equity firm Orca Bay Capital and startups including HomeGrocer.com, Microsoft said. He has a bachelor’s degree from Yale University and an MBA from the University of Washington. To contact the reporter on this story: Dina Bass in Seattle at dbass2@bloomberg.net

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Citigroup Pays Forese, Two Managers $11.7 Million in Stock as Pay Approved

November 17, 2009

By Bradley Keoun Nov. 17 (Bloomberg) — Citigroup Inc. gave $11.7 million in stock awards to trading chief James Forese and two top executives a month after the bailed-out bank got approval for the payouts from the Treasury Department’s special master for executive compensation. Forese received $5.43 million of Citigroup stock, Chief Financial Officer John Gerspach got $2.92 million and Vice Chairman Stephen Volk received $3.4 million, the New York-based bank said today in a regulatory filing. The awards, termed a “stock salary,” are restricted until 2011. A third could be sold then, another third in 2012 and the remaining third in 2013. Citigroup, which received a $45 billion government bailout last year, has pledged to keep paying employees competitively. Treasury paymaster Kenneth Feinberg on Oct. 22 approved a total of $118.4 million of payouts to 21 executives, or an average of $5.6 million each. The prior year, they got $390.2 million , or $18.6 million each. Chief Executive Officer Vikram Pandit didn’t receive stock awards and his salary was kept at $1, according to the filing. In January, Pandit voluntarily agreed to accept $1 per year until the bank returned to profitability. Not included in Citigroup’s filing today were separate “long-term restricted stock” bonuses approved by Feinberg that will be made early next year based on 2009 performance. Under that program, Forese may get as much as $2.85 million extra, Gerspach may receive $1.67 million and Volk may get $1.95 million, documents released by Feinberg show. The bonus shares can’t be sold until Citigroup repays its bailout money. Citigroup more than doubled Forese’s annual salary of $225,000 to $475,000, Citigroup said in today’s filing. Gerspach got a 25 percent salary increase to $500,000 from $400,000. Volk’s salary was unchanged at $500,000. Total pay for Forese for 2009, including salary, the stock salary and the stock bonus, was $8.55 million, $5.85 million for Volk and $5 million for Gerspach, the Feinberg documents show. To contact the reporter on this story: Bradley Keoun in New York at bkeoun@bloomberg.net .

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