Designing plans that attract, retain and motivate your C-suite—and drive shareholder value—requires new levels of flexibility. Amid tremendous uncertainty in the market, what measures can your board take to remove some of the variability while remaining focused on shareholder value creation? You want your executives to focus on the things they can control, so how can you create goals that are more resilient to external unknowns? With 80% of executive compensation tied to relative performance, what are the pros and cons of performance shares versus stock options in LTI plans? What role do discretion and qualitative performance evaluation play, and how do you communicate these decisions to investors? We’ll dig into these questions and more as we help you reevaluate your executive pay plans for 2023.
The ESG conversation in boardrooms is no longer a debate on if the issues are important, but now rather how best to move the needle on the specific points of importance to the organization. Investor pressure for progress on ESG goals is not going to lessen in the short term, especially as it relates to DE&I and climate change. Not all of an organization’s ESG actions have to take place through incentive plans. So how do boards best hold management accountable for pursuing ESG goals? And how can boards strike the right balance of integrating ESG metrics into incentive plans? While there is no one-size-fits-all approach, we’ll help you unpack what makes sense for your organization’s situation.
As boards are asked to lead in new and different ways, the day-to-day work of directors has broadened. We’ll divide participants into small cross-industry groups for candid, off-the-record discussions to share perspectives and gain tangible insights from the boardroom on issues such as:
The last year has been an extraordinary period in the ongoing quest to attract and retain the best talent as increased demand for employees has led to an all-out war for talent in some sectors of the economy. But inflation is changing the demands of employees, and recession fears may be driving a more cautious approach to the job market—for both employees and employers. To what extent are talent considerations strategic issues for the board versus operational problems for management?
How can companies ensure their culture, compensation and benefits appeal to the workforce they need? How can they get smarter about ensuring the company has long-term talent plan that will actually generate value for the business over the long haul, not just patch needs for today? And how deep should the board go into these issues without overstepping their oversight role?
Regulators, proxy advisors and investors all have strong opinions on executive compensation and human capital matters. They all seek greater transparency on board decisions but sometimes the evolving base of stakeholders’ views conflict—so how do boards reconcile disparate expectations? Some say the SEC’s passing of the Pay Versus Performance rule might distort investors’ perception of compensation’s alignment with performance. And the SEC is also weighing proposals for further human capital accounting disclosures, as well as finalizing clawback rules. We’ll explain the steps your board needs to take now to meet the SEC requirements while addressing potential points of contention for investors as you prepare for the 2023 proxy season.
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