ESG: Visible Value – Invisibly Tracked Look into the night sky and you see 15% of the universe. The invisible 85% is DARK MATTER physics tells us. For us here on earth as well, there is more to the world than meets the eye. Just because something is invisible, does not mean it does not exist. Take the …
Rabble rousers or champions of social justice? The press is extremely critical of executive compensation. “Russian corrupt police officer with a gold toilet” and “top executive outlandish pay” crammed on the same page. The press is central to free speech and democracy. It rouses the critical mass of humanity against injustice. No other force is …
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ESG topics are organised into logical threads. They share some common themes but, unlike money, ESG outcomes are non-Fungible. A good result on one metric, say diversity equity and inclusion, does not mean a company can ignore it’s carbon footprint. ESG has three three main categories, but within each category there are five branches. Within …
Inflation kicks the pay spiral into motion. The commercial need to reward performance remains a strong factor. Use your ‘MUST’, ‘SHOULD’ and ‘COULD’ tool to categorise the pay rise drivers. Inflation and cost of living are strong drivers for the lesser paid. For the top paid they are weak drivers, investors prefer to see performance …
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 …
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.
