Remuneration committee press articles

The head of the Financial Reporting Council (FRC) has expressed his views on executive pay in the UK, stating that UK boards should resist pressure from proxy advisers who oppose high executive salaries. Proxy agencies have gained influence due to the growth of passive investment funds, and the FRC is now reviewing their role and considering stricter oversight.

Article focuses on the importance of a holistic approach to benchmarking executive compensation, emphasizing the balance between external market factors and internal considerations. It highlights the need for companies to periodically review their benchmarking methodologies to ensure alignment with their compensation philosophy and overall company strategy.

The article focuses on the impact of shareholder activism on executive compensation strategies, highlighting how activist campaigns often target executive pay to underscore perceived mismanagement or alignment issues with shareholder interests. A study of 30 activist campaigns between 2021 and 2023 reveals that criticisms of executive pay are a common tactic, with suggestions for specific changes to compensation practices.

Article provides guidance for remuneration committees in planning for the year ahead. It suggests discussing key questions and topics such as adjustments to incentive plan performance outcomes, shareholder engagement strategies, proxy disclosure, individual pay positioning, and incentive plan design and performance goals.

The article focuses on Dawn Zier's (who serves on two compensation committees) perspective on Chief executive officer (CEO) compensation, challenging the narrative of excessive CEO pay by emphasising the importance of considering various factors beyond headline statistics. Topics include the factors influencing CEO compensation decisions, such as company performance and the challenges posed by fluctuating stock prices.

Article discusses Integrating environmental, social and governance (ESG) metrics into pay plans. Topics discussed include quantify the right ESG metrics to hold management accountable for their outcomes; quantify the right ESG metrics to hold management accountable for their outcomes; and reducing energy usage, reducing waste, or offsetting emissions.

The article discusses the role of integration of environmental, social, and governance (ESG) factors in the asset manager's investment process and executive salaries; and also presents an expert panel of advice from leading compensation consultants. It also informs about the Compensation committees an their efforts regarding the ESG issues.

The article discusses the impact of compensation on corporate culture. Topics discussed include program features can be assets or liabilities to the organizational culture; boards and remuneration committees can use discretion or make adjustments in the evaluation of performance against short - or long term goals; and increase in public demand for disclosure and proxy adviser and investor scrutiny.

With top executive talent (and their pay levels) increasingly in the spotlight, the role of a board's compensation committee has taken on high visibility. Why, then, do most boards still do so little to recruit, train and orient talents for their compensation committee? Here are best practices for onboarding compensation committee chairs, as well as other new directors.

The article examines whether the 2018 Corporate Governance Code of Great Britain will be able to prevent corporate failures with the introduction of changes such as the provision to encourage greater engagement of the board and the nine-year rule for directors on the company board. Topics covered include flexibility offered by the Financial Reporting Council (FRC) for the enforcement of the Code, succession planning and development of a diverse board, and excessive executive pay. * For full article please contact the Library. *