Farient Advisors (Farient), a leading independent executive compensation and corporate governance consultancy, announced the acquisition of Rem.n (Remuneration Associates), a London-based independent remuneration and governance consulting firm.
Now underway, our new ten-part occasional series of podcasts, videos and articles on incentives for business growth. Covering everything from salary benchmarking to managing compensation in times of change.
If we focus on one particular area, which is the succession analysis, what we found was that the index for chief executives who have been promoted is much, much higher than for those who have been brought in from the outside.
There's one quick way to showcase the design of an incentive plan...
Why [and how] we should be talking about the value of executive talent not the cost - [by Simon Patterson - a legacy video]
While the US begins the year grappling with their new CEO Pay Ratio disclosure and some significant tax law changes that impact CEO remuneration, the executive pay debate in the UK has reached a stage, politically, where it almost appears to be weaponised
As a review of the UK Government’s latest initiatives on executive compensation, both for listed and private companies, one cannot do better than draw upon an excellent summary produced by the widely respected communications firm Headland.
Rem.n's UK CEO Value Index, the simple ‘rule-of-thumb’ used to guide remuneration decisions, measures how much value an executive adds to the shareholders for every pound paid in CEO remuneration.
According to former UK Trade Minister Lord Davies, who wrote The Davies Review “Improving the Gender Balance on British Boards”, 12 percent of board members amongst FTSE 100 companies in 2011 were women. By 2016 that figure had risen to 30 percent.
According to former UK Trade Minister Lord Davies—who you may recall wrote The Davies Review which focused on the task of improving the gender balance on the boards of Britain’s biggest companies—around 26 percent were woman.
"To achieve growth, you need to measure performance as simply as possible. As your business becomes more complicated, so do the measures of success"
It’s a dark day for everyone when the annual pay discussion goes awry and the person on the receiving end is blindsided by bad news on pay.
"creating value is not a spectator sport. It's very difficult for management to create value in a competitive world, and that is to be something you think about when you're designing incentives for the management team."