Remuneration committee press articles

The article discusses several foundational principles for compensation committees in developing new approaches to executive pay. The foundational principles include the need to prioritize stakeholders, the need to focus on engagement rather than retention and the need for the boards to align performance and pay outcomes to create the appropriate incentives.

COVID-19 is challenging compensation committees who must consider the impact on employee and executive compensation

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. *

The article focuses on the procedure followed by the compensation committee [remuneration committee in the UK] and board members of a company while deciding the compensation and salary package of the chief executive officer (CEO) of the company. The author opines on the need of taking CEO's view in deciding the package. It also discusses the need of transparency of the board members and chairman of the committee with the CEO after the decision is made.

Guidance for companies preparing for the 2018 US proxy and annual reporting season, which will be the first time that CEO pay ratio disclosure will be required.

The article discusses corporate governance and the reporting of pay ratios between chief executives and average employees in Great Britain. Emphasis is given to topics such as proposed laws on reporting by the Department for Business, Energy and Industrial Strategy, executive compensation packages based on evaluation and performance, and shareholder voting on pay limits..