Who Is Anthony Petrello The Nabors Industries Ltd CEO

In “The Overpaid CEO” Susan Homberg and Mark Schmitt bring to attention how CEO pay in America is ridiculous in numbers as opposed to other parts of the world. Looking back, in the nineteen hundreds CEO pay was relativity average. As businesses and companies began to expand there was a demand for higher pay. Between 1978-2012 CEO pay increased by 875%! Many rules and regulations were put in to place to limit the pay of a CEO, such as the Securities Exchange Act that I will explain later on, regardless CEO pay kept getting higher and higher as many loopholes were found. Bonuses pay a large part in the salaries of CEOS’, as an effect CEOS’ tend to partake in risky behavior in order to score those big paychecks.

The other top 5 paid officers excluding the CEO are the; Chief Financial Officer (CFO), Chief Operating Officer (COO), Chief Customer Officer

Based on the data available between 2006 and 2013, the CEO’s annual salary is around $5.8 million compared to $42,000 to the average employee.

John Buono – Senior VP & CFO and Treasurer– Hired in 2006, Buono was a licensed CPA in the state of Wisconsin. Buono was a willing participant and the executive who could have stopped the scheme that Bebo had implemented to falsify the financials of ALC.

Anthony Petrello is easily recognized as the CEO, President and Chairman of Board of Nabors Industries ltd. According to an overview published on Zoomifo.com, the company runs the largest fleet of drilling rig in the US. Petrello was appointed as board member of the company in 1991. He was later named Nabors Industries President and Chief Executive Officer in October 2011. Petrello holds a Juris Doctor Degree from Harvard Law School as well as Master and Bachelor degree in Mathematics from the prestigious Yale University. Anthony Petrello holds board memberships in various companies and organizations including; Nabors Industries Ltd, MediaOnDemand Inc, Texas Children’s Hospital, Houston Museum of Fine Arts and Stewart & Stevenson LLC. He is also a member of National Petroleum Council and Council on Foreign Relations.

I do not believe that just because American CEOs are paid much more than rank-and-file employees suggest that they are overpaid. Many CEOs whose salaries and compensation packages are discussed in the news are the CEOs from the largest American corporations and likely do not represent the average American CEO. Also, many times when CEO payouts are discussed in the news it is not a one year payout but instead a multi-year payout. Plus, many companies need to pay high salaries and incentives

In Peter Eavis’ article “Executive Pay: The Invasion of Supersalaries” the conflict of CEOs and top executives outrageous pay grade is discussed. Even though the “compensation machine” of Corporate America is running smoothly, there are multiple negative and dark undertones. In fact, many people believe that these shocking salaries are the roots of inequality within America. Currently, some CEOs are being compensated millions and millions of dollars as their normal annual salary. Even though the current executive compensation system focuses on performance and can “theoretically constrain pay,” there is nothing stopping the companies from giving their CEOs more. According to the Equilar 100 C.E.O Pay Study, “the median compensation of a

Number Ten: The company pays its workers pretty well. The average hourly rate was at $18 in 2013, while the mean annual wage was set at $40,000. The executives’ pay is capped at 19 times the average worker’s pay. This means that they cannot earn more than 19 times the average

Executive Compensation. I’m in agreement with Thomas Piketty that the one cause of rising inequality in the United States “the rise of supersalaries” for top executives (Piketty & Goldhammer, 2014, p. 298). The average American estimates CEO to worker pay ratio at about 30-to-1, which is more than 4 times what they believe to be ideal. The career review site Glassdoor reported from 2014 data that the average pay ratio of CEO to median worker was 204-to-1 and that at the top of the list, four CEOs earn more than 1,000 times the salary of their median worker with the very top pay ratio of 1,951-to-1. In some cases a CEO makes in one-hour what it takes the average employee six-months to earn. In comparison, the Washington Post reported for the

This report explores the issue of the pay that top executives make, and the reasons why they do. It also suggests improvements that can be made to make the system better. High Pay Seems Small When Compared To Company Profits Many companies pull in profits that are extremely high. When an employee of such a companies salary is compared to the amount of profit that the company earns, it starts to seem reasonable. It only makes sense that if the employee is directly responsible for the success of their company, then they deserve to get their payback. It seems ironic, but many salaries even look small once compared with a companies profits. Top Executives Are Under A Lot Of Pressure Being the CEO of a

In 2003 the average pay for CEOs at 200 of the largest U.S. companies was $11.3 million--but there are a good number whose compensation packages approach the $100 million mark. Faced with these figures, Americans from all walks of life--who revile CEOs as greedy fat cats--are overcome with bewilderment and indignation. Astonished to learn that what an average worker earns in a year, some CEOs earn in less than a week--people ask themselves: "How can the work of a

This paper will discuss the reasons why CEOs are not being overpaid. It will apply the utilitarian ethical principle to many a few aspects to CEO compensation and whether or not it is justifiable for such pay. The paper will look at whether or not their performance is justifiable for the pay because they play such a big role in the livelihood of the company along with the principle agency theory and how it is being addressed for the benefit of the shareholders and others involved with the company, the supply and demand of the CEOs, and the paper will describe the comparison of other professions to help link the idea of CEOs being fairly compensated.

There are a number of stakeholders for Home Depot. The list of internal stakeholders includes the Board of Directors, the senior management team, the shareholders and the employees. All of these stakeholders have a direct stake in the success of the company, especially in terms of finances and their livelihoods. All draw some form of income from the company, though with the shareholders that mostly comes in the form of capital gains. The external shareholders include the customers, the suppliers, the business partners, the governments and people living where Home Depot operates and the environment. There may also be unions or activist groups that feel (rightly or wrongly) that they have a stake in Home Depot's operations. For example, Home Depot pays taxes to the municipalities, states and countries in which it operates. It buys goods from its suppliers, many of which are dependent on Home Depot's business. Customers are natural stakeholders, since they buy goods from Home Depot. The people in the communities in which Home Depot operates benefit not only from the taxes, but charitable ventures, the jobs the company creates and the way that a Home Depot store transforms the local environment, landscape and business climate.

Warren Buffet is the Chief Executive Officer (CEO) of Berkshire Hathaway (http://www.berkshirehathaway.com), a holding company for several businesses (Berkshire Hathaway, n.d.). Fortune Editors (2014) named Warren Buffett number four on The World’s 50 Greatest Leaders (2014) list for his leadership techniques with his 300,000 employees. Buffett is also a proponent for philanthropy and earmarks Berkshire Hathaway shares to distribute to several foundations annually (Berkshire Hathaway Inc., n.d.). In 2014, Buffett led his followers with a hands-off style empowering his managers to act as owners (Fortune Editors, 2014). However, Buffett did not begin his career with a hands-off style; his leadership techniques evolved as he became a seasoned CEO. Over time, Buffett shifts from a unilateral power to a mutual power (Kelly, 2013).

The manager of City Technologies has approached our company to discuss and plan the company’s annual seven day event, which will include a two day Pro-Am golf tournament to an appropriate location outside of the UK. The trip will be for 16 people, which will be arranged and paid for by City Technologies, as well as a further 20 golfers from other companies who are making their own arrangements for the trip. Places previously visited include Spain, Scotland, Ireland and California, which reduces the number of places they can visit. We must also look at the option of sending a member of staff as a group leader and the costs involved. I will choose three destinations for the manager’s report, as well as a customer care plan, and