kilik64
Carefree, wherever we may be!
- Joined
- May 21, 2021
This.
It’s literally a vehicle for awards. It’ll be on tv+ 45 days after release most likely, not a long wait to see it.
DIS Shareholders and Stock Info ONLY
- Thread starter hhisc16
- Start date
It’s literally a vehicle for awards. It’ll be on tv+ 45 days after release most likely, not a long wait to see it.
kilik64
Carefree, wherever we may be!
- Joined
- May 21, 2021
https://www.theverge.com/2013/6/13/...rge-lucas-usc-film-industry-massive-implosion
Pretty good prediction they had.
Jwaire
DIS Veteran
- Joined
- Sep 17, 2020
Movie theaters are due for a reinvention for sure. However, there's a market for a high-end immersive experience.
Give me Disney-like projectors with side wall peripheral projections, amazing sound, luxurious comfortable seats, ditch the 30 minutes of Coke and Geico insurance ads and I'll go back more regularly.
Elijah Abrams
Mouseketeer
- Joined
- Feb 6, 2020
Can you all please stop trying to make movie theatres look bad by saying that they are dying? It’s like you all want to make them close down permanently and drive them to extinction!
wabbott
DIS Veteran
- Joined
- Aug 4, 2021
https://www.latimes.com/california/...-workers-salary-bump-living-wage-legal-battle
Disneyland workers set for big salary bump after labor fight - Los Angeles Times
by Gabriel San Román
11/6/23
Marlene Hackett works most days in Disneyland at food stands in Critter Country, where she rolls the theme park’s famed churros in brown sugar and shovels buttery popcorn into buckets before handing them out to eager parkgoers.
But with an hourly wage of $21.25 after 13 years as a Disney “cast member,” Hackett, 53, struggles to keep her own cupboards full. So, shortly after dawn on a recent Friday, she was among scores of theme park workers picking up boxes filled with canned goods, pasta, bread and tortillas at a monthly food bank hosted by Workers United Local 50, Disney’s largest labor union.
Throughout the morning, a steady flow of cars pulled up in the alley behind the union’s office, about a mile and a half from the theme park. Disney workers, some wearing double-breasted white chef’s jackets, others in aprons, scanned their employee ID cards at a check-in desk and humbly accepted the donated staples before heading off for morning shifts at the “happiest place on Earth.”
Local 50 represents 8,500 food and beverage workers at Disneyland and the adjacent California Adventure Park. Many, like Hackett, are grateful for the pantry. She said the effort helped keep her family fed when she was out for several months for knee replacement surgery. And now that she’s back at work full time, inflation has continued to eat at her food budget.
“It’s crazy, but the food bank helps a great deal,” Hackett said.
So, too, will a major legal victory handed down last month by the California Supreme Court that is expected to boost pay for thousands of low-wage Disney workers.
On Oct. 25, the justices said they would decline to hear an appeal by the Walt Disney Co. in a long-running class-action lawsuit that alleged Orange County’s largest employer was wrongfully skirting a living-wage ordinance passed by Anaheim voters in 2018. The decision cemented a July appellate court ruling that found the law indeed applied to Disney’s two Anaheim theme parks and resort workforce.
“We don’t have a precise measure of the damages,” said Sarah Grossman-Swenson, an attorney representing workers at Disney’s Anaheim properties, “but we do expect that it will be in the tens of millions of dollars.”
A Disney spokeswoman said the company is still trying to determine exactly how many workers will be affected and how much back pay is owed. But she said raises in line with the city’s living-wage ordinance would show up in the paychecks of eligible workers starting this week.
Javier Terrazas works as a banquet server at the Disneyland Hotel and was a plaintiff in the class-action suit. Disney workers such as Terrazas, eligible for patron tips, are currently paid an hourly rate of $15.50 an hour, the state’s mandated minimum wage. As a group, this category of workers stands to benefit the most from the Supreme Court’s decision not to hear the case — and Disney’s decision to stand down.
“I have multiple jobs, because I can’t make ends meet with what Disney pays me,” Terrazas said. “With this victory, I’ll be able to spend more time with my family and I can just focus on my main job with Disney.”
According to MIT’s living-wage calculator, a working adult with no children needs to earn $21.53 an hour to cover basic living expenses in Southern California. The minimum wage required under Anaheim’s 2018 ordinance is now $19.40 an hour. That’s slated to rise another 50 cents next year.
For eligible Disney workers, back pay will date to January 2019, when the law took effect.
The cessation of the legal battle marks a watershed moment in a tortuous five-year effort to raise the standard of living for resort workers in Anaheim.
In 2018, the Coalition of Resort Labor Unions launched a living-wage movement for Disney workers that included calls for a local ballot measure to raise minimum pay. At the time, the lowest-paid workers at Disney’s Anaheim properties were making $11 an hour, then the state-mandated minimum for large employers.
In an effort to sidestep the ordinance, Disney negotiated a new pay scale that raised the minimum salary to $15 an hour for employees covered by the Master Services Council, an alliance of four unions that together represent 9,500 workers, about a third of Disney’s unionized workforce.
In ensuing months, other unions, including Workers United Local 50, negotiated similar deals. But even as those contracts were being negotiated, Anaheim voters approved Measure L, the November 2018 ballot measure requiring resort businesses that receive a city subsidy to pay a minimum wage that rises along a set tiered schedule. Under the ordinance, the local minimum wage started at $15 in January 2019, then rose by $1 an hour each year until 2022, when it hit $18. After 2022, raises are based on the cost-of-living index.
In the lead-up to the election, Disney asked the Anaheim City Council to shred two major tax break deals the company had been granted, one involving taxes on gate revenue, the other involving bed taxes on a luxury hotel project. With those agreements canceled, Anaheim’s city attorney said Measure L would not apply to Disney.
But a class-action lawsuit filed against Disney in December 2019 on behalf of 25,000 resort workers said the ordinance did apply because of another complex agreement Disney had with the city involving bond sales to fund an ambitious 1996 theme park expansion.
An Orange County Superior Court judge originally sided with Disney before a three-judge panel overturned that ruling, saying the bond sales agreement qualifies as a city subsidy. Disney appealed the case to the state Supreme Court in August. After justices declined to hear the case, Disney said through its attorneys that the company would comply with Anaheim’s ordinance.
Although the court victory has lifted spirits, for many Disney workers pressing concerns remain. In recent months, discontent has bubbled beneath the surface in Local 50 and other union shops, with members accusing union leaders of failing to effectively represent their interests. Along with higher wages, workers say they want changes in a pay scale that does not reward seniority and sets a high bar for paid sick time.
Rafael Rendon, a custodian at Disney’s California Adventure Park, has talked to fellow SEIU-USWW members as a shop steward to see what matters most to them ahead of the Master Services Council’s upcoming contract negotiations. Thanks to the court victory, many custodians, bakers, ride operators and retail workers represented by the union will see raises and back pay. Rendon estimates that at least half of SEIU-USWW’s membership will benefit.
But pay remains an urgent issue.
“Inflation is hitting very hard,” Rendon said. “Members want to see a very large wage increase to upward of $30 an hour.”
Workers United Local 50, which is not part of the Master Services Council, did not count on the court fight ending any time soon and negotiated a new contract in August. Union leaders touted an immediate 30% average boost in pay, with an overwhelming majority of workers set to earn additional raises throughout the five-year life of the contract.
But a razor-thin ratification of that contract — and an ugly act of vandalism the day voting began — underscored the internal tensions. Graffiti scrawled across the back walls of the Local 50 office appeared to call out the union president and vice president by name with vulgar taunts and slurs. Anaheim police are investigating the incident as felony.
At the union’s October food bank, Olivia Eliseo, a busser at California Adventure’s Lamplight Lounge, called the vandalism “horrible.” But as she loaded food into the trunk of her car, she recounted her reasons for voting against the contract. Among them: Her job was among the “tipped” positions that did not get pay increases in the most recent contract.
With Disney now poised to adhere to Anaheim’s living-wage ordinance, Eliseo’s fortunes have changed. She is slated to receive an immediate 25% raise and a check for back pay that should be bigger than most. “That would be nice,” she said with a chuckle. “I will probably just save the money so I could maybe one day buy a house.”
In the meantime, with the holidays approaching, Local 50 expects its monthly food banks to get more crowded. Union leaders are lining up donations of turkeys and hams in hopes of meeting demand.
Disneyland workers set for big salary bump after labor fight - Los Angeles Times
by Gabriel San Román
11/6/23
Marlene Hackett works most days in Disneyland at food stands in Critter Country, where she rolls the theme park’s famed churros in brown sugar and shovels buttery popcorn into buckets before handing them out to eager parkgoers.
But with an hourly wage of $21.25 after 13 years as a Disney “cast member,” Hackett, 53, struggles to keep her own cupboards full. So, shortly after dawn on a recent Friday, she was among scores of theme park workers picking up boxes filled with canned goods, pasta, bread and tortillas at a monthly food bank hosted by Workers United Local 50, Disney’s largest labor union.
Throughout the morning, a steady flow of cars pulled up in the alley behind the union’s office, about a mile and a half from the theme park. Disney workers, some wearing double-breasted white chef’s jackets, others in aprons, scanned their employee ID cards at a check-in desk and humbly accepted the donated staples before heading off for morning shifts at the “happiest place on Earth.”
Local 50 represents 8,500 food and beverage workers at Disneyland and the adjacent California Adventure Park. Many, like Hackett, are grateful for the pantry. She said the effort helped keep her family fed when she was out for several months for knee replacement surgery. And now that she’s back at work full time, inflation has continued to eat at her food budget.
“It’s crazy, but the food bank helps a great deal,” Hackett said.
So, too, will a major legal victory handed down last month by the California Supreme Court that is expected to boost pay for thousands of low-wage Disney workers.
On Oct. 25, the justices said they would decline to hear an appeal by the Walt Disney Co. in a long-running class-action lawsuit that alleged Orange County’s largest employer was wrongfully skirting a living-wage ordinance passed by Anaheim voters in 2018. The decision cemented a July appellate court ruling that found the law indeed applied to Disney’s two Anaheim theme parks and resort workforce.
“We don’t have a precise measure of the damages,” said Sarah Grossman-Swenson, an attorney representing workers at Disney’s Anaheim properties, “but we do expect that it will be in the tens of millions of dollars.”
A Disney spokeswoman said the company is still trying to determine exactly how many workers will be affected and how much back pay is owed. But she said raises in line with the city’s living-wage ordinance would show up in the paychecks of eligible workers starting this week.
Javier Terrazas works as a banquet server at the Disneyland Hotel and was a plaintiff in the class-action suit. Disney workers such as Terrazas, eligible for patron tips, are currently paid an hourly rate of $15.50 an hour, the state’s mandated minimum wage. As a group, this category of workers stands to benefit the most from the Supreme Court’s decision not to hear the case — and Disney’s decision to stand down.
“I have multiple jobs, because I can’t make ends meet with what Disney pays me,” Terrazas said. “With this victory, I’ll be able to spend more time with my family and I can just focus on my main job with Disney.”
According to MIT’s living-wage calculator, a working adult with no children needs to earn $21.53 an hour to cover basic living expenses in Southern California. The minimum wage required under Anaheim’s 2018 ordinance is now $19.40 an hour. That’s slated to rise another 50 cents next year.
For eligible Disney workers, back pay will date to January 2019, when the law took effect.
The cessation of the legal battle marks a watershed moment in a tortuous five-year effort to raise the standard of living for resort workers in Anaheim.
In 2018, the Coalition of Resort Labor Unions launched a living-wage movement for Disney workers that included calls for a local ballot measure to raise minimum pay. At the time, the lowest-paid workers at Disney’s Anaheim properties were making $11 an hour, then the state-mandated minimum for large employers.
In an effort to sidestep the ordinance, Disney negotiated a new pay scale that raised the minimum salary to $15 an hour for employees covered by the Master Services Council, an alliance of four unions that together represent 9,500 workers, about a third of Disney’s unionized workforce.
In ensuing months, other unions, including Workers United Local 50, negotiated similar deals. But even as those contracts were being negotiated, Anaheim voters approved Measure L, the November 2018 ballot measure requiring resort businesses that receive a city subsidy to pay a minimum wage that rises along a set tiered schedule. Under the ordinance, the local minimum wage started at $15 in January 2019, then rose by $1 an hour each year until 2022, when it hit $18. After 2022, raises are based on the cost-of-living index.
In the lead-up to the election, Disney asked the Anaheim City Council to shred two major tax break deals the company had been granted, one involving taxes on gate revenue, the other involving bed taxes on a luxury hotel project. With those agreements canceled, Anaheim’s city attorney said Measure L would not apply to Disney.
But a class-action lawsuit filed against Disney in December 2019 on behalf of 25,000 resort workers said the ordinance did apply because of another complex agreement Disney had with the city involving bond sales to fund an ambitious 1996 theme park expansion.
An Orange County Superior Court judge originally sided with Disney before a three-judge panel overturned that ruling, saying the bond sales agreement qualifies as a city subsidy. Disney appealed the case to the state Supreme Court in August. After justices declined to hear the case, Disney said through its attorneys that the company would comply with Anaheim’s ordinance.
Although the court victory has lifted spirits, for many Disney workers pressing concerns remain. In recent months, discontent has bubbled beneath the surface in Local 50 and other union shops, with members accusing union leaders of failing to effectively represent their interests. Along with higher wages, workers say they want changes in a pay scale that does not reward seniority and sets a high bar for paid sick time.
Rafael Rendon, a custodian at Disney’s California Adventure Park, has talked to fellow SEIU-USWW members as a shop steward to see what matters most to them ahead of the Master Services Council’s upcoming contract negotiations. Thanks to the court victory, many custodians, bakers, ride operators and retail workers represented by the union will see raises and back pay. Rendon estimates that at least half of SEIU-USWW’s membership will benefit.
But pay remains an urgent issue.
“Inflation is hitting very hard,” Rendon said. “Members want to see a very large wage increase to upward of $30 an hour.”
Workers United Local 50, which is not part of the Master Services Council, did not count on the court fight ending any time soon and negotiated a new contract in August. Union leaders touted an immediate 30% average boost in pay, with an overwhelming majority of workers set to earn additional raises throughout the five-year life of the contract.
But a razor-thin ratification of that contract — and an ugly act of vandalism the day voting began — underscored the internal tensions. Graffiti scrawled across the back walls of the Local 50 office appeared to call out the union president and vice president by name with vulgar taunts and slurs. Anaheim police are investigating the incident as felony.
At the union’s October food bank, Olivia Eliseo, a busser at California Adventure’s Lamplight Lounge, called the vandalism “horrible.” But as she loaded food into the trunk of her car, she recounted her reasons for voting against the contract. Among them: Her job was among the “tipped” positions that did not get pay increases in the most recent contract.
With Disney now poised to adhere to Anaheim’s living-wage ordinance, Eliseo’s fortunes have changed. She is slated to receive an immediate 25% raise and a check for back pay that should be bigger than most. “That would be nice,” she said with a chuckle. “I will probably just save the money so I could maybe one day buy a house.”
In the meantime, with the holidays approaching, Local 50 expects its monthly food banks to get more crowded. Union leaders are lining up donations of turkeys and hams in hopes of meeting demand.
BrianL
Doom Buggy Driver
- Joined
- Jul 24, 2013
I don't think that exhibition is "dying" but it is changing rather significantly and I don't think anyone really knows exactly how to manage that just yet. It's definitely causing some pain. Streaming is probably the biggest factor, and that's something that they still haven't figured out how to stabilize either. I think eventually there will be balance, but we're not there yet.
Movie theaters are dying due to the studios (and wall streets) desire to double dip for profits as fast as possible.
The main reason a family will not pay $100 to go to the movies these days is because they can get the exact same content on streaming 30 to 60 days later, which they are already paying for.
It used to take an absurd amount of time for movies to hit DVD, vhs or gasp, free TV. Now people have no reason to waste the $ up front.
These wall street CEOs are interested in their own short term wealth, they could care less if the companies actually survive another 50 years
BrianL
Doom Buggy Driver
- Joined
- Jul 24, 2013
Yeah, but the studios are losing money on that too. They need to realize that the short windows are part of the problem.
ChipnDale79
DIS Veteran
- Joined
- Aug 2, 2012
but isnt the movie going experience an issue in todays society? isnt it due for a change?
With all of the technology we have in our homes and the ability to watch basically any tv show or movie we want too, the movie experience has declined greatly. why would i want to pay $100 to take my family to see a movie? tickets are expensive, and snacks and drink prices are out of control.
we can stay home, watch it on our own tv, on our own couch, use our own bathroom, and can have different snacks.
Even if i have to buy a movie at home, its insanely cheaper than going to the movie.
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Jason_V
DIS Veteran
- Joined
- Mar 24, 2017
As someone who goes to the theater every single week (thank you, AMC A List), I'm not going for the bullcrap "communual" experience some folks like to talk about. I go to get out of the house and to relax my brain. We have an 80-inch TV in the living room with all the streaming and I still go. It doesn't matter what movie I go to...some are action-y, Marvel-type movies; some are two-person personal dramas. The communal experience detracts from the movie for me.
The experience has declined greatly, at least from where we used to live to where we live now. Pre-COVID in a different part of the country, I was never battling people with their phone ringers on through the entire movie or lethargic concession workers or stuff like that. Now, we've had people talking and laughing through all of the latest Mission: Impossible...we've had people vaping during the last Spider-Man...I've had someone's phone go off every few minutes through another movie.
Contrast the $48 a month I pay for A List for my husband and I with the amount we pay for streaming (Hulu/Disney+ $28.75, Netflix $16.74, Paramount+ $7.72...we get Max for free with our cable and Amazon Video as a benefit of Amazon Prime). Total streaming outlay is $53.21. Internet is a different consideration at $95 a month (we both work from home and need a better-than-good internet connection; no cable or house phone here).
Exhibition needs to change...AMC is still showing an ad for "100 years of AMC)...and the 100 years was in 2020. The old style seats need to be pulled out and replaced. Concession workers and ticket takers need to be retrained. But really, most of all, the audience needs to be taught how to be respectful in public. That's the part that needs to happen.
The experience has declined greatly, at least from where we used to live to where we live now. Pre-COVID in a different part of the country, I was never battling people with their phone ringers on through the entire movie or lethargic concession workers or stuff like that. Now, we've had people talking and laughing through all of the latest Mission: Impossible...we've had people vaping during the last Spider-Man...I've had someone's phone go off every few minutes through another movie.
Contrast the $48 a month I pay for A List for my husband and I with the amount we pay for streaming (Hulu/Disney+ $28.75, Netflix $16.74, Paramount+ $7.72...we get Max for free with our cable and Amazon Video as a benefit of Amazon Prime). Total streaming outlay is $53.21. Internet is a different consideration at $95 a month (we both work from home and need a better-than-good internet connection; no cable or house phone here).
Exhibition needs to change...AMC is still showing an ad for "100 years of AMC)...and the 100 years was in 2020. The old style seats need to be pulled out and replaced. Concession workers and ticket takers need to be retrained. But really, most of all, the audience needs to be taught how to be respectful in public. That's the part that needs to happen.
HokieRaven5
DIS Veteran
- Joined
- Mar 5, 2020
The Walt Disney Company Names Hugh Johnston As Senior Executive Vice President And Chief Financial Officer
Hugh F. Johnston has been named Senior Executive Vice President and Chief Financial Officer of The Walt Disney Company (NYSE: DIS) effective December 4, it was announced today by Robert A. Iger, Chief Executive Officer. Johnston is Vice Chairman and Chief Financial Officer of PepsiCo, where he has held numerous leadership positions during a highly successful 34-year career with the multinational food and beverage giant.
As Disney’s Chief Financial Officer, Johnston will report directly to Iger and will lead the company’s worldwide finance organization, which includes corporate real estate, corporate strategy and business development, enterprise controllership, enterprise technology, financial planning and analysis, global product and labor standards, global security, investor relations, risk management, tax, and treasury.
“Hugh’s well-earned reputation as one of the best CFOs in America and his wealth of leadership experience in both financial and operational roles overseeing a diverse portfolio of top global brands make him a perfect addition to Disney’s senior leadership team,” said Iger. “His expertise will serve Disney and its shareholders well as we continue the transformative work we are doing to drive growth and value creation.
“I would also like to extend my sincere gratitude to Kevin Lansberry, who stepped into the CFO role on an interim basis earlier this year,” Iger said. “Kevin has provided steady leadership and invaluable counsel to our executive management team, and he will continue to be one of our company’s most important financial leaders as he returns to his role as CFO of our Disney Experiences segment.”
“Disney is such a storied company, with the most beloved brands in the world and a strong financial foundation to support the company of the future that Bob and his team are building,” Johnston said. “Very few companies have withstood the test of time that Disney has, making the company as rare as it is special. I share Bob’s enthusiasm for Disney’s future, and I am incredibly excited to join this management team in this moment of opportunity and possibility.”
Johnston joined PepsiCo in 1987, and has held a variety of roles, including Executive Vice President, Global Operations, PepsiCo; President, Pepsi-Cola North America; Senior Vice President, Transformation, PepsiCo; Senior Vice President and Chief Financial Officer, PepsiCo Beverages and Foods; and Senior Vice President, Mergers and Acquisitions, PepsiCo. Johnston also served as Vice President, Retail at Merck & Co. from 1999 until 2002, when he rejoined PepsiCo.
Johnston was named CFO of PepsiCo in 2010 and has been responsible for providing strategic financial leadership for PepsiCo, including ensuring the company’s strategy creates shareholder value, communicating the company’s strategies and performance to investors, and implementing a capital structure, financial processes and controls to support the company’s growth and return on investment goals.
Johnston currently serves as a member of the board and chair of the audit committee of Microsoft Corp., and as a member of the board and chair of the audit committee of HCA Healthcare. He is also a director for the Peterson Institute for International Economics, a leading global economic think tank.
Johnston holds a Bachelor of Science degree from Syracuse University and an M.B.A. from the University of Chicago.
Hugh F. Johnston has been named Senior Executive Vice President and Chief Financial Officer of The Walt Disney Company (NYSE: DIS) effective December 4, it was announced today by Robert A. Iger, Chief Executive Officer. Johnston is Vice Chairman and Chief Financial Officer of PepsiCo, where he has held numerous leadership positions during a highly successful 34-year career with the multinational food and beverage giant.
As Disney’s Chief Financial Officer, Johnston will report directly to Iger and will lead the company’s worldwide finance organization, which includes corporate real estate, corporate strategy and business development, enterprise controllership, enterprise technology, financial planning and analysis, global product and labor standards, global security, investor relations, risk management, tax, and treasury.
“Hugh’s well-earned reputation as one of the best CFOs in America and his wealth of leadership experience in both financial and operational roles overseeing a diverse portfolio of top global brands make him a perfect addition to Disney’s senior leadership team,” said Iger. “His expertise will serve Disney and its shareholders well as we continue the transformative work we are doing to drive growth and value creation.
“I would also like to extend my sincere gratitude to Kevin Lansberry, who stepped into the CFO role on an interim basis earlier this year,” Iger said. “Kevin has provided steady leadership and invaluable counsel to our executive management team, and he will continue to be one of our company’s most important financial leaders as he returns to his role as CFO of our Disney Experiences segment.”
“Disney is such a storied company, with the most beloved brands in the world and a strong financial foundation to support the company of the future that Bob and his team are building,” Johnston said. “Very few companies have withstood the test of time that Disney has, making the company as rare as it is special. I share Bob’s enthusiasm for Disney’s future, and I am incredibly excited to join this management team in this moment of opportunity and possibility.”
Johnston joined PepsiCo in 1987, and has held a variety of roles, including Executive Vice President, Global Operations, PepsiCo; President, Pepsi-Cola North America; Senior Vice President, Transformation, PepsiCo; Senior Vice President and Chief Financial Officer, PepsiCo Beverages and Foods; and Senior Vice President, Mergers and Acquisitions, PepsiCo. Johnston also served as Vice President, Retail at Merck & Co. from 1999 until 2002, when he rejoined PepsiCo.
Johnston was named CFO of PepsiCo in 2010 and has been responsible for providing strategic financial leadership for PepsiCo, including ensuring the company’s strategy creates shareholder value, communicating the company’s strategies and performance to investors, and implementing a capital structure, financial processes and controls to support the company’s growth and return on investment goals.
Johnston currently serves as a member of the board and chair of the audit committee of Microsoft Corp., and as a member of the board and chair of the audit committee of HCA Healthcare. He is also a director for the Peterson Institute for International Economics, a leading global economic think tank.
Johnston holds a Bachelor of Science degree from Syracuse University and an M.B.A. from the University of Chicago.
BrianL
Doom Buggy Driver
- Joined
- Jul 24, 2013
That is one positive around here since COVID. The major theater chain replaced all of their seats with the power recliners. This means there are fewer seats per theater, but the experience is nicer. They are at least trying on that front.
Jason_V
DIS Veteran
- Joined
- Mar 24, 2017
Seats are a good start. And, of course, that takes money and time...the former of which theater chains really don't have a lot of right now.
What can they do to stand out from the home experience? Merch is nice, comfy seats are good...but I've got to tell you...the closest AMC to us has a huge problem with employees. Maybe it's the geographic area we're in or post-pandemic life, but most of them don't care. Always on their phones, they'll stare right at you in the mobile pick up line and then do nothing, etc.
I get 100% why people would decide to wait for the movie at home. And I'm a theater guy! Former Movie Pass, current A List'er...45 theater movies this year.
wabbott
DIS Veteran
- Joined
- Aug 4, 2021
SEC Form 8-K
https://www.sec.gov/ix?doc=/Archives/edgar/data/0001744489/000174448923000209/dis-20231102.htm
In connection with his appointment as Senior Executive Vice President and Chief Financial Officer, the Company has entered into an employment agreement with Mr. Johnston (the “Employment Agreement”), providing that Mr. Johnston’s annual rate of base salary is $2,000,000. The Employment Agreement provides that Mr. Johnston is also eligible for an annual, performance-based bonus under the Company’s applicable annual incentive plan generally applicable to most senior executives of the Company and that the Compensation Committee will set a target bonus each year of not less than 200% of the annual base salary for Mr. Johnston in effect at the end of the preceding fiscal year. The actual amount payable to Mr. Johnston as an annual bonus will be dependent upon the achievement of performance objectives, which will be substantially the same as the objectives established under the plan for other executive officers of the Company. Depending on performance, the actual amount payable as an annual bonus to Mr. Johnston may be less than, greater than or equal to the stated target bonus (and could be zero).
The Employment Agreement also provides that Mr. Johnston is entitled to participate in the Company’s equity-based long-term incentive plans and programs generally made available to executive officers of the Company. For each fiscal year during the term of the Employment Agreement, Mr. Johnston will be granted a long-term incentive award having a target value of 575% of base salary. In addition, in connection with the commencement of his services under the Employment Agreement, the Company will recommend to the Compensation Committee that he receive a one-time award of long-term incentive stock units with a target award value of $14,000,000. These awards will be subject to substantially the same terms and conditions (including vesting and performance conditions) as will be established for other executive officers of the Company in accordance with the Board’s policies for the grant of equity-based awards, as in effect at the time of the award, and do not guarantee Mr. Johnston any minimum amount of compensation. The actual amounts payable to Mr. Johnston in respect of such opportunities will be determined based on the extent to which any performance conditions and/or service conditions applicable to such awards are satisfied and on the value of the Company’s stock. Accordingly, Mr. Johnston may receive compensation in respect of any such award that is greater or less than the stated target value, depending on whether, and to what extent, the applicable performance and other conditions are satisfied, and on the value of the Company’s stock.
Mr. Johnston also will receive a special one-time signing bonus of $3,000,000, which amount is subject to repayment in full as provided in the Employment Agreement if his employment is terminated within one year after commencement other than for “Good Reason” (as described below).
Complete employment agreement here:
https://www.sec.gov/Archives/edgar/data/1744489/000174448923000209/fy2024_q1x8kxcfoxex101.htm
https://www.sec.gov/ix?doc=/Archives/edgar/data/0001744489/000174448923000209/dis-20231102.htm
In connection with his appointment as Senior Executive Vice President and Chief Financial Officer, the Company has entered into an employment agreement with Mr. Johnston (the “Employment Agreement”), providing that Mr. Johnston’s annual rate of base salary is $2,000,000. The Employment Agreement provides that Mr. Johnston is also eligible for an annual, performance-based bonus under the Company’s applicable annual incentive plan generally applicable to most senior executives of the Company and that the Compensation Committee will set a target bonus each year of not less than 200% of the annual base salary for Mr. Johnston in effect at the end of the preceding fiscal year. The actual amount payable to Mr. Johnston as an annual bonus will be dependent upon the achievement of performance objectives, which will be substantially the same as the objectives established under the plan for other executive officers of the Company. Depending on performance, the actual amount payable as an annual bonus to Mr. Johnston may be less than, greater than or equal to the stated target bonus (and could be zero).
The Employment Agreement also provides that Mr. Johnston is entitled to participate in the Company’s equity-based long-term incentive plans and programs generally made available to executive officers of the Company. For each fiscal year during the term of the Employment Agreement, Mr. Johnston will be granted a long-term incentive award having a target value of 575% of base salary. In addition, in connection with the commencement of his services under the Employment Agreement, the Company will recommend to the Compensation Committee that he receive a one-time award of long-term incentive stock units with a target award value of $14,000,000. These awards will be subject to substantially the same terms and conditions (including vesting and performance conditions) as will be established for other executive officers of the Company in accordance with the Board’s policies for the grant of equity-based awards, as in effect at the time of the award, and do not guarantee Mr. Johnston any minimum amount of compensation. The actual amounts payable to Mr. Johnston in respect of such opportunities will be determined based on the extent to which any performance conditions and/or service conditions applicable to such awards are satisfied and on the value of the Company’s stock. Accordingly, Mr. Johnston may receive compensation in respect of any such award that is greater or less than the stated target value, depending on whether, and to what extent, the applicable performance and other conditions are satisfied, and on the value of the Company’s stock.
Mr. Johnston also will receive a special one-time signing bonus of $3,000,000, which amount is subject to repayment in full as provided in the Employment Agreement if his employment is terminated within one year after commencement other than for “Good Reason” (as described below).
Complete employment agreement here:
https://www.sec.gov/Archives/edgar/data/1744489/000174448923000209/fy2024_q1x8kxcfoxex101.htm
PolymerSkywalker
DIS Veteran
- Joined
- May 26, 2023
The industry needs to Adapt. In Asia they do movie theaters much better. It’s a premium experience and you can even get first class seating with a waiter to bring you food and drinks.
I also agree about people talking, vaping, phone calls, etc. We just don’t respect those around us anymore it seems. My last movie Oppenheimer we had a lady near us take a phone call on speaker phone! I was pissed, completely took me out of the immersion.
I drive all movie going at my house as my wife doesn’t like going to the movies. When I stop wanting to go, it stops all the movie going for us. I have always loved movies, and used to go a lot. Between the declining experience, rise in cost, and a product that appears to be turning on me as a viewer……..I just skip the theater most of the time.
Last Movies I saw in theaters:
- Top Gun Maverick
- Avatar 2
- Oppenheimer
- Ghostbusters Afterlife
- Super Mario
I’m just not very interested in like 80% of the crap they are putting out nowadays. I want to be entertained and not preached at.
I also agree about people talking, vaping, phone calls, etc. We just don’t respect those around us anymore it seems. My last movie Oppenheimer we had a lady near us take a phone call on speaker phone! I was pissed, completely took me out of the immersion.
I drive all movie going at my house as my wife doesn’t like going to the movies. When I stop wanting to go, it stops all the movie going for us. I have always loved movies, and used to go a lot. Between the declining experience, rise in cost, and a product that appears to be turning on me as a viewer……..I just skip the theater most of the time.
Last Movies I saw in theaters:
- Top Gun Maverick
- Avatar 2
- Oppenheimer
- Ghostbusters Afterlife
- Super Mario
I’m just not very interested in like 80% of the crap they are putting out nowadays. I want to be entertained and not preached at.
Jason_V
DIS Veteran
- Joined
- Mar 24, 2017
Agreed. I'm pretty well versed in who is in a movie and what the story is going to be. I stay away from things I know I won't enjoy and leave them for their intended audience. I don't bad mouth them...I vote with my wallet and don't give them money.
PolymerSkywalker
DIS Veteran
- Joined
- May 26, 2023
Oh I bad mouth them, and vote with my wallet. Same with my sports teams, when they make terrible roster and coaching decisions.
If more people would voice their displeasure with the hot garbage Disney has put out as of late, maybe they will actually re-think their decisions.
Perfect example is the Sonic movie a few years back. First looks were met with harsh criticism, and the studio took it to heart and changed the look of sonic. The result was a well attended movie.
Last edited:
BrianL
Doom Buggy Driver
- Joined
- Jul 24, 2013
For all your worry about not being preached at, you saw Avatar, which is about the "preachiest" movie I can think of. Actually, though, I am trying to think of a recent movie that preached at me - aside form Avatar - and I really can't.
I always loved and still love going to the movies. I guess I may be lucky but I have yet to have any issues with people in my theaters being obnoxious. My wife is not a big theater goer and so we see less than I would like to but I have seen Little Mermaid, Elemental and Oppenheimer with my wife and went to see Avatar 2 twice without her and she saw Taylor Swift concert movie without me.
Looking at the remaining slate of films, it will most likely be Hunger Games and Wish for movies we will see in theaters, as those are the only ones that interest her. I am interested in Marvels and Wonka but will have to wait for streaming as my wife will want to watch those as well, just not in a theater.
Movies by me are anywhere from $14 or more for a regular ticket. Plus there is a $2 fee to book the ticket in the app or online. I am lucky that the union I work for gets discounted tickets and so I can buy them for $7 each but still have to pay the $2 processing fee. Movies are a tough sell when looking at this weekend, its $17 just to buy a regular seat.
I feel like there have been some solid movies that would have done well in prior years but there just is not the audience anymore to support them. Why spend $34 for two people to go watch a movie when you can buy it for cheaper and watch it on your own time.
I am also in an unusual spot in my house as our living room tv is a projector with a 120 inch retractable screen and surround sound. It is getting harder and harder to find movies that are worth the price of admission over just staying home.
Looking at the remaining slate of films, it will most likely be Hunger Games and Wish for movies we will see in theaters, as those are the only ones that interest her. I am interested in Marvels and Wonka but will have to wait for streaming as my wife will want to watch those as well, just not in a theater.
Movies by me are anywhere from $14 or more for a regular ticket. Plus there is a $2 fee to book the ticket in the app or online. I am lucky that the union I work for gets discounted tickets and so I can buy them for $7 each but still have to pay the $2 processing fee. Movies are a tough sell when looking at this weekend, its $17 just to buy a regular seat.
I feel like there have been some solid movies that would have done well in prior years but there just is not the audience anymore to support them. Why spend $34 for two people to go watch a movie when you can buy it for cheaper and watch it on your own time.
I am also in an unusual spot in my house as our living room tv is a projector with a 120 inch retractable screen and surround sound. It is getting harder and harder to find movies that are worth the price of admission over just staying home.
Jason_V
DIS Veteran
- Joined
- Mar 24, 2017
Sound of Freedom. 100% passed on that because of the people involved in front of and behind the camera. I knew I wouldn't like it and refused to give them money...I was called some really not nice names by some proponents of the movie when it came up in pure movie message boards.
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