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                                                                    EXHIBIT 10.2

                            Household International
                        Corporate Executive Bonus Plan
                                     1999



Summary

The Household International Executive Bonus Plan is a short-term, annual
incentive plan.  The purpose of the annual bonus is to place a significant part
of pay at risk and reward executives for the achievements of individual,
business unit and corporate financial and operational goals.  Performance goals
and award opportunities will be communicated to plan participants at the
beginning of each calendar year.


Participation

Participation in the Plan will be restricted to key line and staff executives.
For purposes of the Plan, participants will be divided into groups.  (See
attached list).

Any changes in the group of executives participating in the Plan will be made by
the Chief Executive Officer, subject to the approval of the Compensation
Committee in the case of any participant whose base salary must be determined by
the Committee.


Level of Awards

The corporate measurement of performance is company-wide earnings per share,
return on equity, efficiency ratio, loan loss reserve to non-performing loans,
core receivables growth, and equity to managed assets ratio.  Household's
performance will be measured against pre-established minimum, target and maximum
levels.

Individual performance is also measured and the percentage attributed to any
particular performance objective varies by executive and may change from year-
to-year as circumstances warrant.  Management may reduce bonus awards in light
of overall business conditions or other exceptional circumstances.
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Target/Maximum Awards

Target awards will be paid for fully satisfactory financial and individual
performance in a given year.  The target award percentage for each group will
approximate the guideline percentage shown below of the executive's base salary
at the end of the plan year.


                Guideline % of Annual Base Salary Determined by

<TABLE>
<CAPTION>
          Group             Target Bonus     Maximum Bonus
          ------------------------------------------------
          <S>               <C>              <C>

                A               100%              200%
                B               100%              150%
                C               100%              125%
                D                75%              125%
                E                50%              100%
                F                40%               80%
                G                40k               80k
                H                40%               60%
                I                30%               60%
                J                30%               50%
                K                25%               50%
                L                20%               50%
                M                20%               40%
                N                20%               30%
</TABLE>

     Detailed information relating to the assignment and weighing of goals is
     available by individual and is maintained by the business unit and/or
     corporate.

Determination of Awards
-----------------------

A.   Financial Performance Awards

     A portion of each executive's annual bonus will be determined by meeting
     specific financial performance objectives.  An award will be paid out if
     achieved results are at the pre-established minimum, target or maximum
     financial results levels.

B.   Individual Performance Awards

     Early in each plan year, goals for individual performance for that year
     will be established for each participant.  The goals should require the
     level of performance which is expected of a fully satisfactory incumbent
     and must be agreed to by the immediate superior.  The Compensation
     Committee of the Board of Directors must approve the goals for those
     executives whose salaries are determined by the Committee.  These goals
     will be the primary criteria for measuring individual performance and
     determining the individual performance portion of the bonus for that year.

                                       2
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     The Chief Executive Officer will recommend the awards for participants,
     excluding himself, whose salaries are determined by the Compensation
     Committee of the Board of Directors.  The Compensation Committee will then
     determine the awards for all such participants, as well as the award for
     the Chief Executive Officer.

     The Chief Executive Officer, will determine the awards for all participants
     whose salaries are not determined by the Compensation Committee.  The CEO's
     direct reports, in consultation with their appropriate subordinates, will
     recommend to the Chief Executive Officer the awards for all other
     participants.


Payment of Awards

Awards will be paid as soon as practical at the end of the plan period, subject
to all required tax withholdings.  Awards may be paid in cash, shares of
Household common stock, or some combination thereof.  Neither eligible
participation in the plan, nor award payments thereunder shall guarantee an
employee, any right to continued employment.  The plan does not give any
employee right or claim to an award under the program.  Management reserves the
right to change or discontinue the plan at any time.


Administrative Matters

A.   Promotions/New Plan Participants

     Normally awards will be pro-rated according to the portion of the plan year
     that an incumbent is eligible for the bonus.

B.   Effect on Benefits

     Payments made under this plan shall be included in an employee's income for
     purposes of determining pension benefits, life insurance, long-term
     disability, and participation in the TRIP plan.

C.   Termination of Employment

     Normally awards will be pro-rated in the case of death, permanent and total
     disability, or retirement under one of the Corporation's pension plans
     during a plan year.  If a participant terminates employment for any other
     reason prior to the last working day of a plan year, he will normally
     forfeit any right to an award for the plan year.

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                           The Goal Setting Process

Before the beginning of the plan year, the manager and subordinate will meet in
a goal setting session.  The purpose of the session is to discuss areas where
goals will be established and agree on their priority and establish the number
of points that will be earned based upon various levels of achievement during
the plan period.

                   Preparation for the Goal Setting Meeting

To prepare for the goal setting session with the bonus eligible subordinate, the
manager should have a clear idea of function or department goals and objectives
for the plan year, priorities for the subordinate's unit or area, and three or
four possible objectives to suggest as appropriate.  During the session, the
manager's role will be to direct the discussion and ensure that its results are
jointly understood.

The subordinate will prepare for the session by establishing a list of
priorities for the unit or area during the plan year, and developing four to
eight potential goals for discussion.  The subordinate's role during the session
will be to actively discuss goals and expected levels of achievement with the
manager in order to ensure that the final agreement is realistic and achievable
and that there is a clear understanding of expected performance and the amount
of bonus associated with various levels of achievement.

                         Guidelines for Setting Goals

For the purpose of establishing goals for the plan year, the following criteria
should apply:

  .  They should be consistent and supportive of goals reflected in the
     Company's strategic business plans.

  .  They should be primarily job or task oriented.  They must be realistic and
     achievable yet challenging with built in "stretch" to test individual
     capabilities.  They should clearly specify action, tasks or results to be
     accomplished as well as a clear understanding of how the accomplishment
     will be evaluated.

  .  They must be understood and agreed to by both the manager and the
     subordinate.

Setting goals for staff positions is somewhat more difficult than for line-type
positions because staff performance is usually not measured numerically and
rarely lends itself to quantitative measurement.  Staff responsibilities tend to
be contributory, interpretive and are more easily measured qualitatively.
Frequently, the goals may include completion of specific projects.  Non-
quantitative goals should clearly state the criteria that will be used for
evaluating successful achievement.

The results of the goal setting process will be documented in the format of the
Executive Bonus Plan Goal Setting Form and approved by the appropriate level of
management.

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GROUP/TITLE
--------------------------------------------------------

Group A - 100%/200%
-------------------
Director Personal Banking-Canada
Managing Director-Sales & Consumer Finance
Managing Director-Specialty Finance HFC
Regional General Manager

Group B - 100%/150%
-------------------
Managing Director CEO HAF

Group C - 100%/125%
-------------------
Chief Operating Officer-HAF

Group D - 75%/125%
------------------
Managing Director-Canada

Group E - 50%/100%
------------------
Director-Sales & Credit Administration
Division General Manager
Managing Director-Equipment Finance Division
Managing Director-Household Processing
National Director-Sales Finance
National Director-Tax Masters
National Director of Branch & Retail Operations-Canada
National Director-Sales & Marketing
VP Household Recovery Services
VP-Secondary Marketing & Acquisitions

Group F - 40%/80%
-----------------
Director HFC Wholesale-Sales
VP-Corporate Finance

Group G - 40K/80K
-----------------
Director-Decision One
Director-HRSC Collections
VP-External Collections-HRSC

Group H - 40%/60%
-----------------
Assistant General Counsel-Litigation
Chief Credit Officer
Chief Financial Officer-HFC
Deputy Managing Director-COO (HRS)
Group Director-Collections
Group Director-Customer Service
Group General Counsel
Managing Director - HIG
Managing Director-HTMI
Managing Director-Marketing
Managing Director of Marketing (HCS)
Managing Director-Credit Policy & Risk Control
Managing Director-Controller HI
Managing Director-Operations
Managing Director-Networked Systems
Managing Director-Strategic Initiatives
National Director-Credit Policy, Pricing, Profitability
National Director-Financial Control
National Director-Portfolio Management

                                       5
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Group H - 40%/60% (continued)
-----------------------------
VP-Applications Systems
VP-Corporate Law & Assistant Secretary
VP-Government Relations
VP-Taxes
VP-Treasurer

Group I - 30%/60%
-----------------
National Director-Sales MRSL
Regional Director - Sales
VP-Credit Policy

Group J - 30%/50%
-----------------
Assistant Controller
Director-Sales Support/MIS
Director of Operations UK
Director-Direct Lending
Director-Fraud/Operations
Director-Processing Services-Canada
Director-Retail & Affinity - UK
General Counsel
Group Director-HCS Marketing
Group Director-Information Management
National Director-Customer Service
Special Project Consultant
VP-Audit
VP-Investor Relations
VP-Strategy & Development

Group K - 25%/50%
-----------------
Director Client Services
Director of Sales - HIG
Director-Credit Policy (#1)
Director-Risk Control

Group L - 20%/50%
-----------------
Director-Credit Policy Administration
Director-Credit Analysis

Group M - 20%/40%
-----------------
Assistant General Counsel-Employee Relations
Chief Financial Officer/Direct
Chief Financial Officer-HAF
Director, DB Marketing
Director-Credit Policy (#2)
Director-Customer Management Strategy
Director-Operations
General Counsel
VP-Data Center Operations
VP-Distributed Systems
VP-Human Resources Business Unit
VP-Data Architecture & System
VP-Benefits & Policy
VP-Chief Financial Officer-HTS
VP-Compensation & HR Administration
VP-Facilities Management
VP-Finance-Specialty Finance HFC
VP-Networked Systems
VP-Training & Development & Communications

                                       6
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Group N - 20%/30%
-----------------
Actuarial Director
Controller-HCS
Controller-HFC
Controller-HRSI
Director-Information & Decision Analysis
Director-Reconciliation & Financial Information Systems
Director-Government Relations & Regulatory Issues
Director-Asset Backed Financing
Director-Business Analysis HCS
Director-Communications & Distributed Services
Director-Compliance & Intercorporate Risk
Director-Cash Operations
Director-ALM
Director-Business Planning
Director-Business Systems
Director-Business Treasury
Director-Commercial Credit
Director-Corporate Security Management
Director-Corporate Purchasing
Director-Credit Risk
Director-Customer Relations
Director-Customer Service
Director-Federal Tax Audit
Director-Financial Control
Director-Government Relations
Director-HCS Marketing
Director-Human Resources
Director-Investor Relations
Director-Item Processing
Director-Law & Compliance
Director-Marketing
Director-Management Reporting & Analysis
Director-Operations Services
Director-Regulatory Reporting
Director-Tax Planning & Tax Counsel
Director-Technology & Planning
Director-Telephone Services
Director-Treasury & Trust
Director-External Reporting & Corporate Accounting
Director-Federal & State Tax Compliance
Director-HFC Policy & Compliance Support
Director-HR Data Management Call Center
Director-Information Technology
Director-Operations Support
Group Director - Marketing
Group Director-Credit Operations
Group Director-Customer Service
Group Director-Profitability
Merchant Funding Manager
Special Project Consultant
Treasury Controller

                                       7
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Group N - 20%/30% (continued)
-----------------------------
VP-Property Management
VP-Technical Services
VP-Finance & Administration
VP-Government Relations & Public Affairs
VP-HFC Operation Support
VP-Insurance & Risk Finance
VP-Items Processing
VP-Money & Capital Markets
VP-Portfolio Management
VP-Quality Assurance-HTS
VP-Specialty Finance

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