Resource Library Insights

The pandemic and other developments have changed the landscape for corporate behavior and strategy. Executive compensation must adapt accordingly for companies to capture fresh opportunities and overcome new challenges.

The coronavirus pandemic has upended the key tenets of executive compensation, especially the performance-based incentives that comprise the majority of executive pay.

Important considerations in planning for 2019 year-end pay decisions and 2020 pay plan design and proxy disclosures.

Consultants don't provide their most valuable service in the form of answers to tough questions . They do so by pos- ing the tough questions in the first place.

For boards, encouraging investment to fulfill future strategy when short-term forces push executives in the opposite direction is a prevalent problem.

Directors should ascertain a top executive's flight risk and whether money can that leader.

As useful as such grants can be in some situations, they should be approached with skepticism.

If you take large-company executive pay packages at face value, they typically offer a strong incentive for superior, long-term performance.

One would be hard-pressed not to be slack-jawed over the revelation of fraud at Volkswagen in late 2015. The audacious scale of the perpetration" 11 million cars, over 8 years, in 36 countries" was hard to fathom. Bad acting on both this and a lesser scale drives observers of corporate governance to reflexively ask, "What's going on at the top?"

Executive compensation is a perpetual hot-button topic and one that activist investors frequently use to court shareholder support for their proposals. In a recent BoardVision video, Semler Brossy managing directors Roger Brossy and Blair Jones talk with Ken Bertsch, partner at CamberView Partners, about the following questions.

Why activists are concerned with executive pay and what boards and their compensation committees should be doing now to respond to these concerns.

Executive compensation is a perpetual hot-button topic" and one that activists frequently use to court shareholders. Roger Brossy, managing director of Semler Brossy, talks with Blair Jones, managing director of Semler Brossy, and Ken Bertsch, partner at CamberView Partners, about strategies directors can use to effectively communicate the principles that support the company's pay practices. Watch the video now.

No director wants to see his or her company cited in the newspaper for executivepay transgressions. Especially not on the front page of The Wall Street Journal. And especially when the reporter suggests stock sales from an executive-pay plan hurt shareholders. But that's what happened on Nov. 27, in what might be called the Thanksgiving