WHAT YOU GET… ESG metrics in incentives is now common. But too often on a “Bolt-On” basis to the current incentive structure. Many investors encourage this a few expect and demand it. 2022 IA Remuneration Guidance says explain disclosure is needed if ESG is in company strategy – but not in executive compensation. The Harvard …
The remuneration committee must make and explain important and sensitive decisions on top pay. To do that well the committee needs relevant, complete, information delivered at the right time. Setting the annual cycle timeframe is an important first step. Identifying what information is needed, for what decisions and from what sources is vital as well. …
Investment Firm success depends vitally on talented investment managers delivering strong and consistent investment results. Good investment results are the observed returns, but also delivered over the right timeframe inside the defined risk profile. Both risk and return are important. Investment results are more impressive when they are delivered consistently over time. In other words, …
New Disclosure Listing Rules On: Diversity And Inclusion Applying From 1 April 2022 FCA PS22/3 20 April 2022 https://www.fca.org.uk/publication/policy/ps22-3.pdf New Listing Rules disclosures on Diversity and Inclusion were announced by the FCA on 20 April 2022. In short, a new statement in the annual report is needed on whether specific diversity targets have been met. …
Wall of Money and Jevons Paradox Renewable capacity is growing fast, and renewable energy projects enjoy a wall of money to finance them. Indeed, many say that renewable is now cheaper than new capacity fossil fuel. The funding of the Global Transition to Net Zero seems assured then. All is well with the world. But …
But a step change in growth profile is often needed. Buying growth is one choice. The M&A path is well trodden. Company growth is needed to replace sales and profit attrition. Incremental growth is ever present from sales and marketing, product and process innovation and R&D. Building future growth is the other choice. That entails …
Executive compensation decisions should be judgements based on good information. The committee is accountable to shareholders and others for the process and the outcomes. Data is important, but not the whole story. Data is the servant not the master. Investor’s dislike pay rises which follow the market slavishly. The belief that pay survey data causes …
While ESG factors and incentives are much discussed; we should not lose sight of delivered profit. Current year max profit does not mean max shareholder value; but profit remains a vital part of the corporate purpose and health. The core business profit is delivered from revenue minus cost. That is a big job and the task …
Investment firm remuneration is regulated by the FCA to help ensure pay and incentives do not promote or reward excessive risk taking. The MIFIDPRU Remuneration Code applies to all performance periods starting on and after 1 January 2022. It requires remuneration arrangements to be proportional to the size of the firm and types of risk …
Robert works with organisations of all types as a reward consultant or interim reward professional providing reward solutions, interim management and consultancy.
Robert is experienced in working across multiple sectors (including public listed, private equity, commercial, financial, non-profit, and charity).
Robert has deep subject matter reward experience in corporate governance, executive reward, remuneration committees, reward strategy, reward policy, annual bonus, long-term incentives, transformation and change, corporate actions, mergers and acquisitions, and restructuring.
Robert is experienced in stakeholder management working closely with Chairs and executive directors including CEOs and CFOs, non-executive director members of remuneration committees, members of executive committees including business unit CEOs/Presidents, senior HR business partners and other line executives, senior management in other organisations, outside specialists and advisers, and investors.
Jane has over 30 years of Reward experience within listed multinational organisations and consultancy environments.
Her expertise covers Total Reward (strategy and programmes), benefits & wellness, pensions, executive compensation, Remuneration Committee support, annual and long-term incentives, VCPs (value creation plans), M&As and restructuring.
Jane has successfully established reward teams and best practices for all key reward processes, leading on complex local and international issues across UK and US listed, family owned, and PE backed ownership structures.
She has a keen interest in ESG and how this can be reflected within Executive Pay to align with the long-term sustainability of businesses.
Jane is a Fellow of the Pensions Management Institute and a Chartered Insurer. She is an independent Trustee for The Economist Pension Plan.
CORPGRO is a reward consultancy specialising in executive incentives particularly those connected with growth; and ESG.
Damian has extensive experience advising leading companies on all aspects of executive compensation and equity plans. He was previously with Willis Towers Watson, Aon, and Ernst and Young.
Damian’s extensive experience in executive compensation and equity plans means he is fully familiar with Corporate Governance norms, institutional shareholder views and proxy voting both advisory and binding.
