Former CEO, Best Buy; Board Member, Johnson & Johnson and Ralph Lauren
Hubert Joly is the author of THE HEART OF BUSINESS: Leadership Principles for the Next Era of Capitalism (Harvard Business Review Press; May 4, 2021). He is the former Chairman and Chief Executive Officer of Best Buy and is now a senior lecturer at Harvard Business School. He is also a member of the board of directors of Johnson & Johnson and Ralph Lauren Corporation, a member of the International Advisory Board of HEC Paris, and a Trustee of the Minneapolis Institute of Art. Joly has been recognized as one of the top 100 CEOs in the world by the Harvard Business Review, one of the top 30 CEOs in the world by Barron’s and one of the top 10 CEOs in the U.S. by Glassdoor.
1:35 – 2:15 PM ET
Culture: You Can’t Manage What You Can’t Measure
There’s no doubt that every company’s culture was put to the test in 2020. How do boards get a handle on corporate culture and employee engagement? How do you assess where the gaps are and hold management accountable? How can compensation be used to reward a positive corporate culture? We’ll help your board develop a more disciplined, deliberate approach to oversight of this critical issue.
Leader, Global Leadership & Succession, Russell Reynolds Associates
Anthony Abbatiello leads the firm’s global Leadership & Succession business, delivering succession, assessment and development services to senior executives across sectors and functions. He brings more than 20 years of leadership consulting experience to advise senior clients in all industries, working as a trusted advisor to senior executive performance, transformational leadership and succession management. Anthony partners with CEOs, executive teams and boards to tailor succession, assessment and development solutions to meet changing client needs, guiding organizations through times of transition and digital transformation. He is based in New York.
Anthony joined Russell Reynolds Associates from Deloitte, where he was a senior Partner and global leader of Deloitte Leadership. Anthony was responsible for the market entry, growth strategy and business operations for Deloitte’s Leadership advisory business. He and his team focused on CEO/CxO transition and succession, transformational leadership and development of next generation executives. Anthony began his career at Accenture, where he spent close to 18 years helping global clients drive organizational effectiveness through leadership models and development. He ended his tenure as a Global Managing Director and global leader of the HR consulting business.
Anthony holds a BBA in international business from Villanova University. He is an Adjunct Professor at New York University, where he teaches graduate courses in organizational assessment and analysis.
1:35 – 2:15 PM ET
Culture: You Can’t Manage What You Can’t Measure
There’s no doubt that every company’s culture was put to the test in 2020. How do boards get a handle on corporate culture and employee engagement? How do you assess where the gaps are and hold management accountable? How can compensation be used to reward a positive corporate culture? We’ll help your board develop a more disciplined, deliberate approach to oversight of this critical issue.
Board Member, Bank of New York Mellon and Russell Reynolds Associates
Liz Beshel Robinson has a long history of high-level business, finance and risk management expertise, and was the Global Treasurer of Goldman Sachs from 2005 to 2015.
Liz spent 26 years with Goldman Sachs. She joined the Financial Institutions Group in the Investment Banking Division in 1990 and transferred to the Corporate Treasury Department in 1993. She became Global Treasurer in 2005 and was named partner in 2006. While at Goldman, she was chair of both the Finance Committee and the firm-wide Capital Committee and was a member of the Partnership Committee, the firm-wide Risk Committee, the Principal Investments Committee, and served on the Board of Directors of Goldman Sachs Bank USA. She retired from the bank in 2016 to dedicate herself to board work.
Liz is a member of the Board of Directors of Russell Reynolds Associates, the Bank of New York Mellon and the Travelers Companies. She currently is the Chairman of the Board of Williams College and Every Mother Counts (a non-profit focused on maternal health), and is a trustee of Blair Academy.
Liz graduated from Williams College in 1990 and earned an MBA from Columbia University’s Executive MBA Program in 1998.
1:35 – 2:15 PM ET
Culture: You Can’t Manage What You Can’t Measure
There’s no doubt that every company’s culture was put to the test in 2020. How do boards get a handle on corporate culture and employee engagement? How do you assess where the gaps are and hold management accountable? How can compensation be used to reward a positive corporate culture? We’ll help your board develop a more disciplined, deliberate approach to oversight of this critical issue.
Executive Director, Council of Institution Investors
Amy Borrus became executive director of the Council of Institutional Investors (CII) in July 2020. She joined CII in 2006 as deputy director, and was interim executive director in 2015-2016. She serves on the boards of the CII Research and Education Fund and the Sinai Assisted Housing Foundation. She also serves on the Best Practice Principles Oversight Committee, which will monitor principles underpinning services of leading proxy advisory firms. Prior to CII, she was a correspondent for Businessweek magazine for more than 20 years. Her journalism career included multi-year assignments in London, Tokyo and Washington, D.C. She earned an MSc. in International Relations from the London School of Economics and a B.A. in History and English from the University of Pennsylvania.
11:05 – 11:45 AM ET
Investor Expectations for Human Capital Disclosure
As stakeholders seek a window into how companies manage their workforce and invest in their people to create long-term value, how are they benchmarking you against your peers? How much detail should you put in your disclosures based on the SEC’s principles-based rules? How can you improve your reporting on human capital initiatives? We’ll sit down with a panel of investors to glean insights to help your board improve its communications with stakeholders.
Board Member, Duke Energy Corp., Johnson Controls International, and SiteOne Landscape Supply; Former Board Member, Humana, Lexmark, iGate, and EDS Corp.
W. Roy Dunbar served in roles as CEO and Chairman of Network Solutions.
Dunbar was formerly president Global Technology and Operations at MasterCard.
President Intercontinental Region for Eli Lilly, and earlier was Chief Information Officer. InformationWeek named him CIO of the Year in 2003.
Dunbar is a Director of Duke Energy Corporation, Johnson Controls International PLC, and SiteOne Landscape Supply. Previously he served on the boards of Humana, Lexmark, iGate, and EDS Corporation.
He was named to NACD Directorship 100 in 2015 and is a NACD Board Leadership Fellow. Dunbar is a member of the NACD Compensation Chair Advisory Council.
Dunbar has served on 6 Compensation Committees, chaired two, including that of Humana until retirement in August 2020.
2:25 – 3:00 PM ET
Goal Setting for 2022 and Beyond
With performance-based short- and long-term incentives often comprising more than 70% of executive compensation, how do boards make sure they are implementing goals and metrics that achieve the desired linkage between pay and performance? Particularly in an uncertain environment, has your board considered potential changes to your compensation programs to ensure you are driving the desired behaviors, actions and results? How do you prioritize the performance you are paying for—stock price growth, profitability, growth efficiency, cash flow—as well as ranges and vesting terms? We’ll help you tackle these questions as you weigh your executive pay strategy for the years ahead.
President and CEO, Center On Executive Compensation
Ani Huang is President and CEO of the Center On Executive Compensation and Senior Vice President of HR Policy Association. Ani joined the Association in January 2012 from Global Payments, Inc., where she was Vice President of Global Compensation and Benefits. She has almost two decades of experience in compensation and human resources.
In her role as President and CEO, Ani is responsible for overseeing the Center’s operations, policy and practice on a wide variety of executive compensation and governance issues as well as Subscriber engagement and Center research and writing. She is a frequent speaker and writer on the topics of executive compensation and governance.
Prior to serving as Vice President of Global Compensation and Benefits at Global Payments, Ani held various positions at Deutsche Bank A.G. in New York and Tokyo, Japan. She is a graduate of Stanford University.
11:55 AM – 12:35 PM ET
The ESG Imperative for Executive Pay
ESG is proving to be an imperative no board can afford to ignore as investors become more vocal in their expectations to measure performance beyond just bottom-line financial yardsticks. We’ll take a look at how comp committees are incorporating non-financial and intangible metrics into their incentive plans. And comp committee chairs will share how they evaluate, and stress test these metrics and payouts.
Head of Compensation Research, ISS
David Kokell is an Associate Director at ISS and leads the U.S. compensation research team. In this role, he is responsible for U.S. compensation policy development and analyses relating to say-on-pay, golden parachutes, equity plans, and compensation-related shareholder proposals.
Before joining ISS in 2012, David practiced law in the Manhattan offices of Shearman & Sterling LLP as a member of the Executive Compensation & Corporate Governance practice group. David received his law degree from Hofstra Law School, where he was a member of the Hofstra Law Review, and an undergraduate degree in Economics from American University.
3:00 – 3:30 PM ET
Post-Proxy Season Takeaways: Key Action Items for Compensation Committees
We’ll sit down with ISS and Glass Lewis to glean their takeaways from the 2021 proxy season—from say-on-pay failures and compensation-related shareholder proposals to Covid-related decisions and DE&I disclosures. Gain insights to help you prepare for the fall shareholder engagement season.
Board Member, Stoneridge
Coming soon.
2:25 – 3:00 PM ET
Goal Setting for 2022 and Beyond
With performance-based short- and long-term incentives often comprising more than 70% of executive compensation, how do boards make sure they are implementing goals and metrics that achieve the desired linkage between pay and performance? Particularly in an uncertain environment, has your board considered potential changes to your compensation programs to ensure you are driving the desired behaviors, actions and results? How do you prioritize the performance you are paying for—stock price growth, profitability, growth efficiency, cash flow—as well as ranges and vesting terms? We’ll help you tackle these questions as you weigh your executive pay strategy for the years ahead.
Partner, Meridian Compensation Partners
Virginia Rhodes has over 20 years of executive compensation consulting experience. She consults in all areas of executive and board of director compensation, including incentive program design, pay benchmarking, pay-for-performance analyses, governance best practices, change-in-control and severance agreements, tally sheets, total compensation statements and proxy drafting.
Virginia’s clients include large companies in diverse industries including consumer products, distribution, food and beverage, media, paper and packaging, retail, tobacco and transportation. Her client relationships are primarily at the Compensation Committee level but involve regular interaction with company management.
Virginia has been a speaker at the NACD’s Leading Minds of Compensation, Equilar Webinars and G100 Talent Consortium. She has written articles for C-SUITE Insight Magazine and CEO Pay Trends (an Equilar publication).
Virginia received her B.S. in Business Administration from University of North Carolina – Chapel Hill and her M.B.A. from Kenan Flagler Business School at the University of North Carolina – Chapel Hill.
11:55 AM – 12:35 PM ET
The ESG Imperative for Executive Pay
ESG is proving to be an imperative no board can afford to ignore as investors become more vocal in their expectations to measure performance beyond just bottom-line financial yardsticks. We’ll take a look at how comp committees are incorporating non-financial and intangible metrics into their incentive plans. And comp committee chairs will share how they evaluate, and stress test these metrics and payouts.
Associate Investment Manager, Board Governance and Sustainability, CalPERS
Tamara Sells, associate investment manager, recently joined CalPERS Board Governance and Sustainability program, providing leadership and strategy for human capital management, the Responsible Contractor Program for Real Assets, and stakeholder engagements. In this role, she is responsible for researching and identifying opportunities to advance CalPERS’ sustainable investment strategy across all asset classes. Prior to this role, she led the proxy voting and corporate engagement program for California State Teachers’ Retirement System (CalSTRS). As a former global equity corporate governance analyst, she specialized in financial markets’ regulatory and public policy efforts, and she was instrumental in developing the CalPERS business case and rulemaking petition for human capital management.
Tamara is an alumna of California State University, Sacramento and Lincoln Law School of Sacramento.
11:05 – 11:45 AM ET
Investor Expectations for Human Capital Disclosure
As stakeholders seek a window into how companies manage their workforce and invest in their people to create long-term value, how are they benchmarking you against your peers? How much detail should you put in your disclosures based on the SEC’s principles-based rules? How can you improve your reporting on human capital initiatives? We’ll sit down with a panel of investors to glean insights to help your board improve its communications with stakeholders.
Partner, Pay Governance
John Sinkular is a Partner in the Detroit office of Pay Governance. For over 25 years, John has assisted companies with designing their executive pay programs to align to their business strategy and achieve talent objectives to drive shareholder value. John consults with publicly-traded, privately-owned and pre-IPO companies regarding executive and non-employee director pay. His work includes pay strategy, peer group development, pay level benchmarking (both U.S. and international positions), annual and long-term incentive plan design, pay-performance analyses, board pay and special situations.
John has worked with a wide range of pre-revenue, small cap and Fortune 500 companies. He works with companies in a variety of industries, business stages and situations. John has significant experience in helping companies effectively handle significant changes, including asset sales, bankruptcy, IPOs, M&A, and helping “newco” companies to be successful thereafter.
John has presented at several conferences and roundtables, including Equilar, CHRO Board Academy and NASPP, and regularly conducts research. He has published over 20 articles in national journals including Agenda, Compensation Focus, The Corporate Board, Ethical Boardroom, NYSE, World-at-Work, and Workspan, and Pay Governance’s Viewpoints. He was a contributing author to Pay Governance’s books, “Executive Pay at a Turning Point” and “Balancing the Tension”. Recent article topics include ensuring the pay program is on a strong foundation, optimizing retention impact of pay program, incentive plan goal setting, director compensation, manufacturing pay trends, considering the use of relative measures (TSR), ISS and homogenization of pay practices, and recovering from a failed Say on Pay vote.
For 11 years John worked as a Partner in Executive Compensation for Towers Perrin (now Willis Towers Watson). Prior to that, John worked for William M. Mercer.
3:00 – 3:30 PM ET
Post-Proxy Season Takeaways: Key Action Items for Compensation Committees
We’ll sit down with ISS and Glass Lewis to glean their takeaways from the 2021 proxy season—from say-on-pay failures and compensation-related shareholder proposals to Covid-related decisions and DE&I disclosures. Gain insights to help you prepare for the fall shareholder engagement season.
Head of Global Total Rewards & HR Operations, Prudential Financial
Kate Tekker, Head of Global Total Rewards and HR Operations joined Prudential as the Global Head of Total Rewards on November 11, 2019. In April 2021, Kate took on the leadership of HR Operations as well. Kate reports to Lucien Alziari, is a member of the HR Senior Leadership Team and leads the Health & Benefits, Compensation, and HR Operations CoEs. Kate brings more than twenty years of experience as a total rewards leader. Most recently she was Head of Global Total Rewards for Chubb, which operates in 54 countries and has 32,000 employees. Among her accomplishments, Kate led the total rewards integration of the ACE/Chubb merger in 2016. Prior to her tenure at Chubb, Kate spent 14 years at Towers Perrin (now Willis Towers Watson) advising leading organizations across industries on rewards and people issues. She brings expertise in strategy, design and execution to help organizations optimize their rewards spend and ensure that programs drive the behaviors and performance needed to meet business goals.
11:55 AM – 12:35 PM ET
The ESG Imperative for Executive Pay
ESG is proving to be an imperative no board can afford to ignore as investors become more vocal in their expectations to measure performance beyond just bottom-line financial yardsticks. We’ll take a look at how comp committees are incorporating non-financial and intangible metrics into their incentive plans. And comp committee chairs will share how they evaluate, and stress test these metrics and payouts.
Managing Director, Pearl Meyer
Matt Turner is a managing director in the Chicago office of Pearl Meyer. He specializes in advising company boards and senior management on executive compensation strategy, incentive plan design, tailoring of performance measures, and the setting of shareholder-focused performance objectives. With nearly 25 years of experience, Mr. Turner has worked with public and private companies in a range of industries including insurance, manufacturing, technology, real estate, transportation, and retail. In addition to ongoing advisory services, he has also worked extensively with companies undergoing changes in ownership structure, business transformation, and other strategic events.
2:25 – 3:00 PM ET
Goal Setting for 2022 and Beyond
With performance-based short- and long-term incentives often comprising more than 70% of executive compensation, how do boards make sure they are implementing goals and metrics that achieve the desired linkage between pay and performance? Particularly in an uncertain environment, has your board considered potential changes to your compensation programs to ensure you are driving the desired behaviors, actions and results? How do you prioritize the performance you are paying for—stock price growth, profitability, growth efficiency, cash flow—as well as ranges and vesting terms? We’ll help you tackle these questions as you weigh your executive pay strategy for the years ahead.
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