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The stock option debate is not just about the accounting rules and expensing. And yet that is where a lot of attention has been focused. On one side, you have all the companies that jumped on the expensing bandwagon at the beginning, but that did not do much to move the debate forward. On the other, there are the technology companies that oppose option expensing because they believe it is already factored into earnings per share. There is a gulf between these two camps that needs to be bridged. My interest is to further the debate and to allow all the viewpoints to be aired. Ceridian Corporation, a leading information services company that serves the human resources, retail, and transportation markets, takes a hybrid approach to options and compensation. Ceridian uses options as an incentive and as a reward for executives and employees based upon performance. The company also requires its top executives to have significant stock ownership to align them more closely with both the ups and downs experienced by shareholders. Ceridian s Chairman, President and CEO Ronald Turner is generally opposed to an expense for options. However he believes that the question of stock option expensing is not a matter of if, but when and how. He cautions that as the option expensing debate continues, there is no one right answer as to how they should be valued.
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Delves: Tell me about Ceridian. What is its philosophy on executive compensation in general and options in particular Turner: The first thing is we have an extremely independent and active outside compensation committee and it s this committee that sets compensation with respect to the executive officers. Our baseline philosophy is that we will attempt to compensate the executives of Ceridian at the 50th percentile of the market. For the most senior executives a significant portion of their compensation is delivered in the form of stock options or restricted stock. If performance of the company is good, then that person can expect to receive compensation in the neighborhood of the 75th percentile of market. We do have a mixture of long-term incentives, which includes regular stock options and restricted stock. Delves: What are you trying to accomplish with this compensation plan
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Turner: What we are trying to accomplish with compensation is putting our executives in the shoes of our shareholders as best we can, and to fairly compensate them. In addition to the baseline compensation program, our board has put in guidelines for each position that requires executives to acquire and retain actual shares not just stock options. For example, for me, the stock requirement is five times my base salary, and for other senior executives it is two to three times their base salaries. Then not only do we have upside potential with the options but also downside potential because of individual stock holdings. Delves: So you have a philosophy that executives should think and act like shareholders, and to do that you want them to own a sizeable amount of stock. Is that the main intent of the stock option program to give executives an easy way to buy stock Turner: No. The main intent is to have a major part of their potential income but not all in the form of stock options. Options do provide the greatest leverage for the upside. Delves: And with stock ownership, they have some skin in the game. Turner: Exactly, it s a mixture of both. Below the top tier, we grant options to roughly 20 percent of our professional and management employees. Restricted stock grants are limited to the top tier of executives. But having those options in the hands of a large number of employees provides a broad base of people in the organization with an enhanced interest in what s going on with the stock market, and what is going on with the company in a macro sense not just their particular area. It gives them a little bit of an eye toward the future, as opposed to the short term. It pushes everybody in the same direction. Delves: If there is an expense, do you think you will likely change how you use options Turner: I think there is a reasonable probability that throughout the United States the expensing of options will reduce the number of stock options that are granted to a broader base of people in the organization. Delves: Is that what you predict will happen at Ceridian Turner: Not necessarily. But we will have to look at the impact. It will get very deliberate consideration. I hope that doesn t happen. I think the intent of the changes was primarily oriented toward the top-level
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