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NominatingCommittee
TheNominatingCommitteefunctionspursuanttoawrittencharteradoptedbytheBoardofDirectors,themostrecentversionofwhichwasfiledas
AppendixCtoIAC’s2014AnnualMeetingproxystatement.TheNominatingCommitteeisappointedbytheBoardtoassisttheBoardby:(i)identifying,
reviewingandevaluatingindividualsqualifiedtobecomeBoardmembers,(ii)recommendingdirectornomineesforthenextannualmeetingofstockholders(and
nomineestofillvacanciesontheBoardasnecessary)and(iii)makingrecommendationswithrespecttothecompensationandbenefitsofdirectors.
ExecutiveCommittee
TheExecutiveCommitteehasallthepowerandauthorityoftheBoardofDirectorsofIAC,exceptthosepowersspecificallyreservedtotheBoardby
DelawarelaworIAC’sorganizationaldocuments.
SECTION16(a)BENEFICIALOWNERSHIPREPORTINGCOMPLIANCE
Section16(a)oftheExchangeActrequirestheCompany’sofficersanddirectors,andpersonswhobeneficiallyownmorethan10%ofaregisteredclass
oftheCompany’sequitysecurities,tofileinitialstatementsofbeneficialownership(Form3)andstatementsofchangesinbeneficialownership(Forms4and5)of
commonstockandotherequitysecuritiesoftheCompanywiththeSEC.Officers,directorsandgreaterthan10%beneficialownersarerequiredbySECrulesto
furnishtheCompanywithcopiesofallsuchformstheyfile.BasedsolelyonareviewofthecopiesofsuchformsfurnishedtotheCompanyand/orwritten
representationsthatnoadditionalformswererequired,theCompanybelievesthatitsofficers,directorsandgreaterthan10%beneficialownerscompliedwith
thesefilingrequirementsin2015.
Item11.ExecutiveCompensation
COMPENSATIONCOMMITTEEINTERLOCKSANDINSIDERPARTICIPATION
ThemembershipoftheCompensationandHumanResourcesCommitteeconsistedofMr.RosenblattandMs.Hammerduring2015.Neitherofthemhas
beenanofficeroremployeeofIACatanytimeduringtheirrespectiveserviceonthecommittee.
COMPENSATIONANDHUMANRESOURCESCOMMITTEEREPORT
TheCompensationandHumanResourcesCommitteehasreviewedtheCompensationDiscussionandAnalysisanddiscusseditwithCompany
management.Inrelianceonitsreviewandthediscussionsreferredtoabove,theCompensationandHumanResourcesCommitteerecommendedtotheBoardthat
theCompensationDiscussionandAnalysisbeincludedinIAC’s2015AnnualReportonForm10-K.
Members of the Compensation and Human Resources Committee
DavidRosenblatt(Chair)
BonnieS.Hammer
COMPENSATIONDISCUSSIONANDANALYSIS
PhilosophyandObjectives
Ourexecutiveofficerswhosecompensationisdiscussedinthiscompensationdiscussionandanalysis(the“CD&A”)andwhowerefertoasournamed
executiveofficersinthisCD&A(the“NEOs”)are:
·BarryDiller,ChairmanandSeniorExecutive;
·VictorKaufman,ViceChairman;
·JoeyLevin,ChiefExecutiveOfficercommencingJune2015;
·GreggWiniarski,ExecutiveVicePresidentandGeneralCounsel;and
·JeffreyKip,ChiefFinancialOfficerthroughJune2015.
Ourexecutiveofficercompensationprogramisdesignedtoincreaselong-termstockholdervaluebyattracting,retaining,motivatingandrewarding
leaderswiththecompetence,character,experienceandambitionnecessarytoenabletheCompanytomeetitsgrowthobjectives.
ThoughIACisapubliclytradedcompany,weattempttofosteranentrepreneurialculture,andattractandretainseniorexecutiveswithentrepreneurial
backgrounds,attitudesandaspirations.Accordingly,whenattemptingtorecruitandretainourexecutiveofficers,aswellasotherexecutiveswhomaybecome
executiveofficersatalatertime,wecompetenotonlywithotherpubliccompanies,butalsowithearlierstagecompanies,companiesfundedbyprivateequityand
venturecapitalfirmsandprofessionalfirms.Westructureourcompensationprogramsothatwecancompeteinthisvariedmarketplacefortalent,withanemphasis
onvariable,contingentcompensationandlong-termequityownership.
Whileweconsidermarketdatainestablishingbroadcompensationprogramsandpracticesandmayperiodicallybenchmarkthecompensationassociated
withparticularexecutivepositions,wedonotdefinitivelyrelyoncompetitivesurveydataoranybenchmarkinginformationinestablishingexecutive
compensation.TheCompanymakesdecisionsbasedonahostoffactorsparticulartoagivenexecutive’ssituation,includingitsfirsthandexperiencewiththe
competitionforrecruitingexecutivesanditsunderstandingofthecurrentenvironment,andbelievesthatover-relianceonsurveydata,orabenchmarkingapproach,
istoorigidandstaleforthedynamicandfastchangingmarketplacefortalentinwhichwecompete.
Similarly,webelievethatarithmeticapproachestomeasuringandrewardingshort-termperformanceoftenfailtoadequatelytakeintoaccountthe
multiplefactorsthatcontributetosuccessattheindividualandbusinesslevel.Inanygivenperiod,theCompanymayhavemultipleobjectives,andthese
objectives,andtheirrelativeimportance,oftenchangeasthecompetitiveandstrategiclandscapesshift.Accordingly,wehavehistoricallyavoidedtheuseofstrict
formulasinourannualbonusprogram,believingthattheyoftenover-compensateorunder-compensateagivenperformancelevel.Weinsteadrely
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