Tune in at 2pm Eastern tomorrow for the webcast – “The Top Compensation Consultants Speak” – to hear Blair Jones of Semler Brossy, Ira Kay of Pay Governance and Jan Koors of Pearl Meyer discuss the latest areas of focus for compensation committees, especially given today’s environment & the committees’ expanding ESG-related responsibilities. You’ll also get a preview of how 2022 proxy season is shaping up!
If you attend the live version of this 60-minute program, CLE credit will be available. You just need to fill out this form to submit your state and license number and complete the prompts during the program.
Members of CompensationStandards.com are able to attend this critical webcast at no charge. The webcast cost for non-members is $595. If you’re not yet a member, subscribe now by emailing sales@ccrcorp.com – or call us at 800.737.1271.
Willis Towers Watson recently published its annual analysis of director pay levels and practices among S&P 500 companies, based on proxy statements filed in 2021. The director compensation practices seem relatively consistent to last year’s, and you can see industry sector comparisons on pg. 14 of the memo. Below is an excerpt of the specific key findings for compensation committees’ benchmarking purposes:
– The median value of most individual cash components remained the same, while the median value of total annual cash compensation increased from $107,500 to $110,000 (2%). The median value of annual stock compensation increased 3%. Overall, total direct compensation went up just 1%, a similar increase to the prior year.
– Pay mix for non-employee board members remained divided 60% in equity and 40% in cash.
– The prevalence of board meeting fees declined by one percentage point, while the prevalence of committee per-meeting fees declined by two percentage points. The median value of committee per-meeting fees increased from $1,500 to $2,000 (33%), putting it in line with the median board meeting fees value.
– Equity compensation continues to be the most prominent part of the director pay package. The number of companies granting common stock decreased one percentage point (to 14%), while the number of companies granting restricted stock increased one percentage point (to 67%). The median value of stock options increased 3% for stock options (from $86,424 to $89,167), deferred and phantom stock (from $160,000 to $165,047), and restricted stock (from $165,000 to $170,043).
– One-time initial stock grant prevalence increased one percentage point, as value at the median increased 9% from $156,000 to $170,000.
Last year, we saw an uptick in say-on-pay failures early on, with the overall 2021 failure rate landing at 2.8% (vs. 2.3% in 2020). When companies fail a say-on-pay vote (or fall below the 70-80% approval threshold that the major proxy advisors use for triggering a close look at “responsiveness”), they’ll want to engage with their shareholders and, in the subsequent year, disclose what they’ve done to address concerns that drove the say-on-pay failure.
General Electric is one such company, where approximately 58% of the shareholders voted against GE’s say-on-pay proposal in 2021. Their response is in the news:
Last week, WSJ reported that, to address shareholder concerns, General Electric’s CEO, Lawrence Culp, would get his potential compensation cut by roughly $10 million in 2022. GE’s Form 8-K disclosed that Culp’s employment agreement was amended to reduce his 2022 annual equity incentive grant from $15 million down to $5 – a 67% annual equity reduction.
Looking at the “Shareholder Engagement on the 2021 Say-on-Pay Vote” section in GE’s proxy statement, GE had a busy engagement year – with 50+ meetings to engage with shareholders representing 53% of their outstanding common stock and 76% of common stock held by institutional investors. The shareholder concerns largely revolved around the 2020 retention grant. To respond, the GE board reduced Culp’s annual equity incentive grant for 2022 and stated that they don’t “intend to enter into a similar modification of the CEO’s employment agreement again in the future.”
We’ll stay tuned to see if GE has done enough to bounce back from its low vote in 2021. And in the meantime, we’re likely in for continued scrutiny on high executive pay, especially as the issue of “fairness” enters into the conversation. Tune into our webcast on Thursday of this week, “The Top Compensation Consultants Speak,” where we’ll discuss early returns from proxy season and what issues companies should be preparing for!
Companies have been dipping their toes in the “ESG metrics” pool for at least a decade now. As I’ve noted this week, we’re now reaching a fork in the road. Some investors want all portfolio companies to incorporate ESG targets into executive pay plans, and many boards have determined that it’s appropriate to incentivize non-financial performance in some way. Other people are raising concerns that ESG metrics distort executive behavior and will never be adequately transparent.
This is a very company-specific determination and there are various ways to approach it – e.g., modifiers. Yet, there are some commonalities. If a company does include ESG metrics in pay plans, investors are looking for specific, measurable targets that track to strategic initiatives, and thorough disclosure of performance and payout decisions. Expectations are more sophisticated than they were even 5 years ago, when “ESG” was less defined and often discretionary.
In that vein, DEI metrics are now one of the most common topics to incorporate into pay plans, as Emily observed earlier this year. But as DEI goals continue to evolve, the metrics must keep pace. Is your company measuring the right data points to accomplish its strategic DEI goals?
If you’re looking to navigate this pressing topic, or if you’re tackling any aspect of equity audits, we have an excellent DEI workshop series set for this spring. Not only do we have a fantastic lineup of content and speakers, this event is FREE to attend! Here’s more detail:
– April 13 – “Collecting Diversity, Equity & Inclusion Data: What to Measure & Why”: DEI work that is not data-driven likely won’t be made an organizational priority, have clear direction, or have an adequate process for measuring progress. Learn what data points to measure to provide business-relevant insights on diversity, equity and inclusion. Register here to secure your spot for session 1.
– May 4 – “Understanding & Using Equity Audits & Civil Rights Audits”: Companies are facing growing calls from shareholders and other stakeholders to conduct equity & civil rights audits. As I blogged earlier this week, a high-profile “pay equity” proposal recently garnered majority approval, as did a proposal for a racial equity audit at another high-profile company, which Emily blogged about on TheCorporateCounsel.net. These outcomes may be a bellwether of things to come. Now is the time to understand and prepare for an audit, so that your board and your company are equipped to respond to this emerging trend. Register here to secure your spot for session 2.
– May 25 – “Using Diversity, Equity & Inclusion Data: Goal-Setting & Reporting”: You have the data, how do you use it? This session will explore practical ways to use DEI data to set goals and report on progress. You will leave this session with steps you can take right away to set more targeted goals and report out on what your leaders need to know to buy-into and champion the DEI strategy. Register here to secure your spot for session 3.
Each of the above sessions will run from 2:00 – 3:30pm Eastern. You can sign up for all 3, or whichever ones fit your schedule. After the live event, the sessions will also be available on-demand to members of PracticalESG.com (if you aren’t yet a member, email sales@ccrcorp.com). RSVP now to take part in this valuable series!
As I wrote yesterday a growing number of commentators are taking issue with the concept of using ESG metrics in executive pay plans. They say the risks outweigh the benefits, and that there are better ways to encourage sustainable, long-term performance.
Yet, those red flags aren’t deterring some investors. Particularly in Europe, asset managers & owners continue to urge companies to add non-financial targets to pay programs. To counter the shortcomings of discretionary ESG factors, the investors typically want these metrics to be measurable, transparent and linked to publicly disclosed E&S pledges. This Proxy Insight article recaps new policies by a couple of Europe-based institutions. Here’s an excerpt:
AllianzGI updated its 2022 proxy voting policy on February 22, revealing that the $743 billion asset manager will vote against European large-cap companies that fail to include ESG key performance indicators (KPIs) in their executive compensation structures.
Harlan Zimmerman, senior partner at Cevian Capital, similarly said in an interview it was “critical” that executive compensation is used to incentivize companies to accelerate engagement with climate change.
AllianzGI supported 23.8% of advisory “say on pay” proposals internationally in 2021, compared to 24.3% in 2019 and 23.5% in 2020, Proxy Insight Online data reveal.
Both AllianzGI and Cevian want companies to break down their climate goals into short-term targets and provide evidence of progress being tied to executive compensation awards.
A number of companies are responding to these investor preferences by tying pay to ESG goals. UBS – which is headquartered in Switzerland and a foreign issuer here – is one of the latest. In the GRI-aligned sustainability report that it recently published, it shared details (pg. 33) of a new compensation scorecard that includes quantitative & qualitative ESG metrics. The company’s compensation plan also includes group metrics based on climate & people goals that are tied to corporate strategic initiatives.
Although the jury is out on whether ESG metrics will deliver the right kind of progress on corporate environmental & social goals, it’s worth keeping an eye on European ESG trends & practices – because they often make their way to the US.
I’ve blogged a few times about the downsides of adding ESG metrics to incentive plans – here’s a write-up of why long-term shares might be a better mechanism for motivating ESG behavior, and here’s a post about how ESG metrics can be particularly dangerous when it comes to things like employee safety. Now, Harvard Law profs Lucian Bebchuck & Roberto Tallarita are out with this empirical analysis to highlight flaws of ESG-linked compensation. They identify these two primary limitations:
1. ESG metrics commonly attempt to tie CEO pay to limited dimensions of the welfare of a limited subset of stakeholders. Therefore, even if these pay arrangements were to provide a meaningful incentive to improve the given dimensions, the economics of multitasking indicates that the use of these metrics could well ultimately hurt, not serve, aggregate stakeholder welfare. They risk distorting CEO incentives.
2. ESG compensation poses the danger of creating vague, opaque, and easy-to-manipulate compensation components, which can be exploited by self-interested CEOs to inflate their payoffs, with little or no accountability for actual performance.
The professors are skeptical that ESG pay programs could evolve enough to overcome these problems, even if designed with an eye towards being clear, objective, comprehensive, transparent and standardized. Their current conclusion is that:
Shareholders and those who care about stakeholder welfare should not support maintaining or expanding current practices for using ESG metrics. Existing practices and their expansion should not be regarded as a positive development for those who are concerned about stakeholder protection. They serve the interests of executives but not those of shareholders or stakeholders.
Companies that are resisting the push to incorporate ESG metrics in pay programs may want to add some of these talking points to their engagements and proxy statements.
Companies that have or are planning to add ESG metrics should consider how to overcome these objections – e.g., by improving transparency and limiting discretion. Comp committees and advisors should also thoroughly consider and remain on the lookout for “unforeseen consequences” of these incentives. A lot of investors are on the ESG bandwagon right now, but they’ll be at your doorstep complaining if things go south.
Shareholders just raised the stakes for pay equity proposals. Although fewer resolutions made it onto ballots last year, that simply means that some companies recognized that it’s a gamble to put these to a vote – not necessarily that proponents are slowing down. Arjuna Capital scored a notable win last week at The Walt Disney Co., garnering approval from 59.6% of voting shareholders according to the company’s Form 8-K. That outcome was despite the company’s opposition in the proxy statement and additional soliciting material. Here’s the resolution in full:
Shareholders request Disney report on both median and adjusted pay gaps across race and gender, including associated policy, reputational, competitive, and operational risks, and risks related to recruiting and retaining diverse talent. The report should be prepared at reasonable cost, omitting proprietary information, litigation strategy and legal compliance information.
Racial/gender pay gaps are defined as the difference between non-minority and minority/male and female median earnings expressed as a percentage of non-minority/male earnings (Wikipedia/OECD, respectively).
According to this article, this is one of the first shareholder proposals to pass at Disney in several years. The entertainment giant publishes EEO-1 data, but that was not enough here. The proponent noted that the company does not currently report its unadjusted or adjusted pay gaps – and that an increasing number of companies are doing so. If your company is considering a pay equity audit, we have a checklist for that.
Comments on the SEC’s reopened “Pay versus Performance” proposal were due March 4. The SEC has continued to welcome submissions after that deadline, and letters have continued to roll in as recently as this week. You can view all of the comments submitted – from 2015 to present – on the SEC’s website. Here are a few notable ones:
Many recent comment letters re-hashed concerns previously raised in response to the 2015 proposal. Generally, the investors leaned in favor of additional pay disclosure, but the issuer-side found them overly prescriptive, irrelevant in certain cases, and burdensome. Several of the recent letters brought up discussion points on how ESG metrics may fit in with the proposed rules – AllianceBernstein suggested that companies using ESG metrics should describe the metric’s relationship to the long-term business strategy and other financial metrics to avoid a “check-the-box approach” to ESG metrics in exec compensation; CalSTRS suggested directing companies using ESG metrics to “select metrics from a suitable standard” like SASB. Some of the comments also cut in favor of including a GAAP reconciliation for non-GAAP pay targets.
As was the case in 2015, the Staff has a lot to consider – and companies may want to consider how the proposed rule would impact their compensation programs & disclosures, if adopted. We will be tracking developments!
Transitioning from a private to public company is a huge leap – and it takes a lot of careful thought and dialogue between the company management, its board of directors and its advisors to make sure the company is set up for success. One particular area of pre-IPO focus relates to equity compensation strategies and balancing peer and industry data with the company’s specific compensation philosophy.
To help companies benchmark and assess what works for them, Pay Governance reviewed 368 IPOs from January 1 – December 31, 2021 to analyze equity program practices at IPO. Here’s an excerpt of some key findings:
– Dilution at IPO: Founders and investors use dilution to understand how equity awards to employees could dilute the value of their ownership. Our research shows the median dilution from outstanding equity among IPO companies equaled 5.4%.
– New Share Requests: The median share request for newly funded equity plans equaled 8.2% of fully diluted shares outstanding.
– Evergreen Provisions: Among companies that went public in 2021, 73.4% included an evergreen provision in their long-term incentive plan document. They are especially common among Tech, Bio-Tech/Pharma, and Retail companies with approximately 85.0% prevalence (on average)… Over half (74%) of evergreen provisions were established for 10 years, the maximum allowed period under the stock exchange listing requirements.
– Overhang: … [M]edian overhang at IPO equaled 14.4% across all industries. Tech companies had the highest median overhang at 17.2%, while Financial Services had the lowest at 8.8%.
Last week, Liz blogged on TheCorporateCounsel.net about BlackRock’s 2022 engagement priorities. BlackRock Investment Stewardship also published their approach to engaging with companies on compensation that would help maximize long-term shareholder value. BIS noted that “appropriate and transparent compensation policies are a focus in many of BIS’ engagements,” and they want to see companies clearly connect the dots between compensation and long-term financial performance. This includes disclosing how short- and long-term incentive plans work together to lead to long-term value.
BIS also observed that sustainability-related criteria continue to rise in popularity in incentive plans – here’s an excerpt of what they want to see & what they anticipate seeing:
BIS does not have a strong view on the use of sustainability-related performance criteria, but believes that where companies choose to include them, they are best aligned with shareholders’ interests when they: 1) address issues that are material to a company’s business model; 2) are aligned with long-term strategic priorities; and 3) incorporate the same rigor as with other financial or operational targets. It is helpful when companies integrating sustainability-related criteria in their incentive plans clearly explain the connection between what is being measured and rewarded and the company’s strategic priorities. Not doing so may leave companies vulnerable to reputational risks and/or undermine their sustainability efforts…
As companies navigate the global energy transition, we anticipate more incentive plans will include relevant greenhouse gas emissions reduction targets or transition-related metrics. Appropriate use of financial and other metrics aligned with long-term climate risk management – as well as investment in clean energy and product innovation – are increasingly important as companies look to position their business models to transition over time to a net zero economy.
In their memo, BIS also stated a preference for engaging with the relevant directors regarding compensation policies or outcomes – so companies should take that into account during the engagement planning stage. In addition, BIS prefers to engage on proposed compensation policies and plans “in final, or near final, stages” – backed by rationale on how the plans tie to long-term value creation, so companies should consider putting BlackRock later in their engagement schedule.