Based on skills matrices for the 50 largest US public companies, Farient Advisors recently identified these trends in skills held by compensation committee chairs over the past 5 years:
– Human capital and compensation experience have tripled
– Industry and business acumen has increased by 46%
– Governance, risk management, and public policy expertise have risen by 46%
– Accounting and finance experience has grown by 33%
– Global experience has increased by 32%
The Farient blog also notes that certain soft skills are particularly important for compensation committee chairs, who are often tasked with difficult conversations with executives and also get a lot of face time with shareholders in engagement meetings.
Emotional Intelligence and Communication Skills: Pay is personal. As Chairs engage with diverse stakeholders — from executives and board members to shareholders and employees — emotional intelligence is paramount. The ability to foster open communication, build trust, and navigate sensitive discussions surrounding pay is essential. Strong interpersonal skills enable the Chair to facilitate engaging and constructive conversations about compensation philosophy and practices, ensuring all voices are heard and considered.
Further, the ability to communicate to shareholders the strategy and rationale behind compensation decisions provides transparency and deepens their understanding of the board’s actions. While not all will agree with every committee decision, understanding that those decisions are rooted in sound strategy, analysis, and governance will go a long way in avoiding undue scrutiny.
Tune in at 2:00 pm Eastern today for our annual 60-minute webcast, “The Top Compensation Consultants Speak.” We’ll hear Blair Jones of Semler Brossy, Ira Kay of Pay Governance and Jan Koors of Pearl Meyer discuss the latest considerations for compensation committees. The panel will cover the following topics:
– DEI Programs, Disclosures & Metrics: The Compensation Committee’s Role
– Plan Design & Goal Setting Amid Uncertainty & Volatility
– Key Changes in Investor & Proxy Advisor Policies & their Impact in 2025
– Metrics & Perks: Notable Observations from the 2025 Proxy Season So Far
– Compensation-Related Shareholder Engagement
– Did Dodd-Frank Rules Reduce or Curb CEO Pay or Change Incentive Design?
Members of this site are able to attend this critical webcast at no charge. If you’re not yet a member, try a no-risk trial now. Our “100-Day Promise” guarantees that during the first 100 days as an activated member, you may cancel for any reason and receive a full refund. The webcast cost for non-members is $595. You can sign up with our team at info@ccrcorp.com or at 800-737-1271.
We will apply for CLE credit in all applicable states (with the exception of SC and NE which require advance notice) for this 60-minute webcast. You must submit your state and license number prior to or during the program using this form. Attendees must participate in the live webcast and fully complete all the CLE credit survey links during the program. You will receive a CLE certificate from our CLE provider when your state issues approval; typically within 30 days of the webcast. All credits are pending state approval.
This program will also be eligible for on-demand CLE credit when the archive is posted, typically within 48 hours of the original air date. Instructions on how to qualify for on-demand CLE credit will be posted on the archive page.
Mark your calendars for Tuesday & Wednesday, October 21st & 22nd, for our “2025 Proxy Disclosure & 22nd Annual Executive Compensation Conferences” in Las Vegas, and register now to attend in person with the Early Bird price before it’s gone! Here’s the full agenda, and here are the fabulous speakers. As usual, we’re bringing you two panels of speakers with decades of experience with the inner workings of the Commission — “The SEC All-Stars: Proxy Season Insights” panel on Tuesday & “The SEC All-Stars: Executive Pay Nuggets” panel on Wednesday.
Based on Friday’s announcement of the SEC’s June executive compensation roundtable, it sounds like all executive compensation disclosure requirements are “on the table” for possible changes — so it certainly looks like our “SEC All-Stars” panels are going to have a lot to talk about by the time our Conferences roll around! Our speakers will also address topics like “E&S: Balancing Risk & Reward in Today’s Environment,” “Delaware Hot Topics: Navigating Case Law & Statutory Developments,” “The Proxy Process: Shareholder Proposals & Director Nominations” and “The Year of the Clawback” — and whatever regulatory (and deregulatory) developments happen between now and October that you’ll inevitably need to understand and be called to advise on!
If you can’t make it to Vegas in October, you’ll want to join virtually so you don’t miss out on all the wisdom our expert speakers will share.
Last Friday, the SEC announced that it will host a roundtable discussion on executive compensation disclosure requirements on June 26. It will be held at the SEC’s headquarters and open to the public (plus streamed live on SEC.gov). More Information on the agenda & speakers will be posted before the event.
In the meantime, Chairman Atkins issued a statement saying, “While it is undisputed that [the executive compensation] requirements, and the resulting disclosure, have become increasingly complex and lengthy, it is less clear if the increased complexity and length have provided investors with additional information that is material to their investment and voting decisions. It is important for the Commission to engage in retrospective reviews of its rules to ensure that they continue to be cost-effective and result in disclosure of material information without an overload of immaterial information.” He then includes the following questions for the staff to consider — and for members of the public to provide views on (before or after the event). Comments can be provided by mail or electronically — see the announcement for details.
Executive compensation decisions: setting compensation and making investment and voting decisions
– What is the process by which companies develop their executive compensation packages? What drives the development and decisions of compensation packages? What roles do the company’s management, the company’s compensation committee (or board of directors), and external advisors play in this development?
– Current disclosure requirements seek to unpack these processes for investors. How can our rules be revised to better inform investors about the material aspects of how executive compensation decisions are made?
– What level of detail regarding executive compensation information is material to investors in making their investment and voting decisions? Is there any information currently required to be disclosed in response to Item 402 of Regulation S-K that is not material to investors or that could be streamlined to improve the disclosure for investors? How do companies’ engagement with investors drive compensation decisions and compensation disclosure?
Executive compensation disclosure: past, present, and future
– The Commission substantially revised its executive compensation disclosure requirements in 2006 with requirements to provide, among other things, enhanced tabular disclosure of compensation amounts and a compensation discussion and analysis of the company’s compensation practices. The rules were intended to provide investors with a clearer and more complete picture of the compensation earned by a company’s executive officers. Have these disclosure requirements met these objectives? Do the required disclosures help investors to make informed investment and voting decisions? Given the complexity and length of these disclosures, are investors able to easily parse through the disclosure to identify the material information they need? In what ways could disclosure rules be revised to return to a simpler presentation and focus?
– The Dodd-Frank Act added several executive compensation related requirements to the securities laws, including shareholder advisory voting on various aspects of executive compensation. What types of disclosure do investors find material in making these voting decisions? Are companies able to provide such disclosure in a cost-effective manner? Do the current rules strike the right balance between eliciting material information and the costs to provide such information?
– With the experience of almost 20 years of implementing the 2006 rule amendments, how can the Commission address challenges that either companies or investors have encountered with executive compensation rules and the resulting disclosures in a cost-effective and efficient manner while continuing to provide material compensation information for investors? For example, are there requirements that are difficult or costly to comply with and that do not elicit material information for investors? Are there ways that we can reduce the cost or otherwise streamline the compensation information required by the rules
Executive compensation hot topics: exploring the challenging issues
– The Commission recently adopted rules implementing the requirements of Dodd Frank related to pay-versus-performance and clawbacks. Now that companies have implemented the new rules, are there any lessons we can learn from their implementation? Can these rules be improved? If so, how? For example, which requirements of these rules are the most difficult to comply with and how could we reduce those burdens while continuing to provide investors with material information and satisfy these statutory mandates?
– Since adoption of the pay-versus performance rules, I have continued to hear concerns regarding the rule’s definition of “compensation actually paid” (CAP). What has been companies’ experience in calculating CAP and what has been investors’ experience in using the information to make investment and voting decisions?
– What has been companies’ experience in applying the two-part analysis articulated by the Commission in 2006 with respect to evaluating whether perquisites for executive officers must be disclosed? How do disclosure requirements resulting from the test, and whether a cost constitutes a perquisite, affect companies’ decisions on whether or not to provide a perquisite? For example, how has the application of the analysis affected evaluations relating to the costs of security for executive officers? Are there types of perquisites that have been particularly difficult to analyze? How do investors use information regarding perquisites in making investment and voting decisions?
It certainly seems that the SEC’s retrospective review of executive compensation disclosures will be very broad! I immediately noted that clawbacks, PvP (in particular, the CAP calculation) and perks (in particular, executive security) were all specifically noted — while CEO pay ratio was not. But Mark Borges said he suspects pay ratio is probably in the spotlight as well. He also noted that each of the cited rules is statutorily mandated — so the Commission is probably most interested in how it can streamline the compliance burden associated with these disclosures.
In case you missed it yesterday, we’re delighted to welcome Mark Borges back to our blogging team, with the “Borges’ Proxy Disclosure Blog“! Mark doesn’t really need an introduction, but for those who haven’t met him, Mark is a Principal at Compensia. He regularly speaks on webcasts on our sites and on NASPP – as well as at our annual conferences. I always learn a lot from Mark – he is full of real-life practice pointers and plugged into the very latest developments.
One of the many reasons Mark knows so much is that he’s an avid reader of proxy statements. His blog is key resource if you are wanting to follow how companies are handling:
– New requirements,
– Tricky situations, and
– Changing “best practices”
Mark’s “relaunch” post covers learnings from recent disclosures about clawback analyses under Item 402(w).
There will be more to come! Subscribe to Mark’s blog to get an email whenever he’s found a disclosure to highlight. Welcome back, Mark!!
I shared an “early filer” stat last month that showed that spending on personal security arrangements had increased in 2024, compared to 2023. A new analysis from Equilar shows that the trend is holding true with additional companies. Here’s more detail:
An Equilar study of S&P 500 companies reveals that an increasing number are offering security perquisites as part of executive compensation packages. The analysis examines 208 companies that have filed proxy statements by April 2, 2025, and finds that almost a third (31.3%) of them provided some type of security perk in 2024. This represents a 27.8% rise between 2023 and 2024, and a 47.6% increase from 2021.
Additionally, the median spending on security perquisites has seen a significant increase of 118.9%, increasing from $43,068 in 2021 to $94,276 in 2024. This includes a 36.3% upturn between 2023 and 2024, when the median spending rose from $69,180.
Equilar also found that companies that have significantly increased spending have provided some color to justify that spend. Here are a couple of examples:
At a company where security spending increased by over 8,000% – The Company’s 2025 proxy statement specifically details security concerns and direct threats experienced by its CEO and senior executives, referencing recent publicized security incidents involving executives at other companies.
At companies that added security as a benefit – As of April 2, 2025, fourteen large-cap companies that did not previously provide security benefits to their executives have begun doing so. One such company, Centene Corporation, even notes in its recent proxy filing that the new security protections are correlated to the security issues experienced by executives within the healthcare industry.
Since most of the disclosures underlying Equilar’s analysis are about 2024 spending – which largely predated the tragic December murder of Brian Thompson – it’s likely that proxy statements filed next spring will show even greater levels of personal security. This can include actual security as well as requirements like avoiding commercial air travel. Remember that in the SEC’s view, these benefits are disclosable as “perquisites” even though many view them as necessary in today’s day and age. We have a checklist for members that can help with parsing executive security trends and disclosure requirements.
In early say-on-pay stats that I shared a few weeks ago, only a few companies have received an “against” recommendation from ISS so far this year. Despite that good news, a recent analysis from Exequity says that companies with summer meetings – specifically, those in June – shouldn’t get too comfortable. Here’s why:
In fact, as much as there is a seasonality to proxy filings and annual meetings, there seems to be seasonality to ISS recommendations. Exequity analyzed SOP voting results and ISS “Against” recommendations month by month from 2011 to 2024. The data indicates that companies with annual meetings in June are more likely to receive adverse recommendations from ISS than those holding meetings in other months.
Exequity found that last year, 43% of all adverse recommendations came in June! Here’s what the data showed from 2011 – 2024:
• The average annual rate of “Against” recommendations for January through May was 10% and July through December 13%.
• The average annual rate of “Against” recommendations in June was 18%.
• This trend holds on an annual basis despite the dates of annual meetings slowly shifting away from April and into June over the period measured (~14% of meetings in June 2011 versus 26% in June 2024).
Why do ISS “against” recommendations peak in June? Exequity ran the numbers to see if it could be explained by pay & performance disconnects, “repeat offenders,” or industry considerations. None of those possible explanations panned out. The low-hanging joke would be that maybe ISS is just tired and cranky by the time June rolls around. I know a few comp consultants and securities lawyers who could empathize with that! But – as explained in the chapter of our Disclosure Treatise on “Say-on-Pay Solicitation Strategies” – the proxy advisor does have quantitative & qualitative models that are intended to ensure that companies get consistent treatment, so I’d be careful in jumping to that conclusion.
That said, given the influence of ISS recommendations on say-on-pay outcomes, even an unexplained trend like the “June Phenomenon” deserves attention. You may get some weird looks if you suggest moving your annual meeting solely because of this. But hey, plenty of athletes do strange superstitious things on game day, so maybe it’s worth carrying that practice over to the annual meeting sphere (also remember to wear your lucky socks). Of course, rescheduling an annual meeting also isn’t a decision to make lightly! The (potential) benefits with ISS might be outweighed by the costs of disrupting everyone’s calendars, potential changes to deadlines, etc.
A few weeks ago, I shared an analysis from Compensation Advisory Partners that looked at how companies are responding to calls for forward-looking disclosure of incentive targets. In the latest 16-minute episode of “The Pay & Proxy Podcast,” Meredith caught up with CAP’s Margaret Engel and Louisa Heywood for even more color. They discussed:
1. ISS’s 2025 focus on forward-looking goals disclosure for long-term incentive (LTI) plans
2. Compensation Discussion & Analysis disclosure requirements for performance targets
3. How the 100 largest US companies currently approach disclosures related to LTI performance targets
4. How companies will likely approach this disclosure going forward
5. How CAP and its clients are thinking about the potential shift in the treatment of time-based equity that ISS signaled may be on the horizon
As always, if you have a compensation-related topic you’d like to discuss on a podcast, feel free to ping Meredith at mervine@ccrcorp.com!
Last week, the WSJ reported that members of the House Ways and Means Committee are considering expanding IRC Section 162(m), which most readers of this blog know limits a public company’s deduction of compensation paid to covered employees to $1 million per year. It’s unclear from the article how exactly the budget bill might reflect an expansion of Section 162(m), but it sounds like it might expand the restriction to a broader group.
Remember that the expansion of this group — currently limited to a company’s named executive officers — is already happening. The 2021 American Rescue Plan Act amended the definition of “covered employee” to add a public company’s five highest compensated employees (even if they are not executive officers) for tax years beginning January 1, 2027 and thereafter. In January, the IRS and the Treasury Department issued proposed regulations to implement the change.
We’ve recently bombarded you with considerations for compensation programs in times of great volatility and uncertainty — related to everything from 409A valuations, flexibility in pay programs, trailing average prices to determine grant sizes, handling underwater options and how to think about adjustments. This Cooley alert has even more! Here are some other things to think through — if you haven’t already.
Preserve company cash if appropriate. Market uncertainty can often strain a company’s cash resources, or at least reinforce the need for prudent cash flow management. Companies should consider whether they have the flexibility to settle awards in equity rather than cash, mindful that doing so can trigger significant securities law, accounting and disclosure consequences. In addition, companies should work with equity plan administrators to evaluate the availability of net settlement for exercise price payment or tax withholding purposes, and perhaps consider limiting the availability of at least net exercise price payment to only individuals subject to Section 16 reporting requirements.
Assess adequacy of share reserves. Companies should confirm the number of shares available under their equity incentive compensation plans, including employee stock purchase plans (ESPPs), to ensure that sufficient shares remain available for purchase, particularly if there has been a steep drop in price since the share pool was last assessed (or, in the case of an ESPP, since the commencement of the current offering period). Similarly, if there are individual or aggregate award limits under a plan based on share number, those may need to be revisited to ensure that they continue to provide adequate headroom.
Review ESPP documents. ESPP documents often contain provisions that either automatically or at the discretion of the plan administrator will cancel an offering period and start a new offering period if the stock price on the purchase date is lower than the stock price on the offering period commencement date. ESPP documents should be reviewed to determine whether they contain an automatic or permissive restart feature. Companies with plans that do not currently utilize an automatic or permissive restart feature should consider whether to include such a feature in future offerings to preserve shares.