125The Power of Deep Data
Big data is arguably the buzzword of the decade, the its real power lies in how it's analysed and applied. As a case study, we use the latest market data from the largest database of KMP remuneration in Australia, to show how deep data that is also narrow can produce valid and reliable answers.
123Remuneration and Financial Crisis Management
No business will be immune from the adverse effects of COVID-19 beyond the short term. Lessons from the Global Financial Crisis, as well as innovations since, can be drawn upon. We explore the key governance and practical issues for remuneration to be considered by boards and executives in times of tight cash flow. There is even a golden wealth creation opportunity for those with a modern rights plan.
107Buybacks and Executive Incentives
Sep 2018Over recent years, many ASX listed companies engaged in share buybacks, and yet little (if any) information has been provided in Remuneration Reports on the implications of such activities on executive incentive plans. We discuss relevant aspects of share buybacks and raises some issues that may warrant consideration by Boards in relation to remuneration governance.
102KMP Remuneration Issues for 2018
2018 is shaping up to be a year of change in relation to key management personnel (KMP) remuneration. This GRG Remuneration Insight seeks to identify and comment on areas where change is underway or likely to occur in the next 12 months or so.
94Making Employee Equity Plans More Attractive
Other than superannuation, which has many limitations, a General Employee Equity Plan (GEEP) is the only benefit which companies can offer their employees to help put them on the road to financial security. When properly structured, GEEPs can provide employees with the powerful benefits of compounding, which is the foundation of wealth accumulation.
91Government to make Employee Share Schemes user friendly
The Government has recently released a consultation paper seeking comments from the public on changes to the Corporations Act disclosure regime that would make employee share schemes (ESSs) more user friendly. We provide context for the main areas that appear to require change, and our vision of a framework that genuinely supports equity ownership by all employees.
89Employee Engagement and Equity Participation
“‘Caring’ and ‘sharing’ are concepts that attract minimal interest among many managers, who tend to see people as workers rather than workers as people … yet I have found that such concepts, practised in good faith, are powerful in their impact, particularly when productivity gain is seen not as a goal in itself but as a means to enhance life for all.” — Mr Dick Dusseldorp AO, CEO Lend Lease Corporation Limited. We reflect on how this philosophy may be applied in today’s regulatory environment to improve employee engagement, participation and company performance.
83Role of the Remuneration Committee
This Insight discusses the need for Remuneration Committees and their role in compliance, governance and value creation for shareholders, in the context of ASX listed companies.
82Retirement Savings – The Weak Element of Executive Remuneration
For all employees and particularly executives, superannuation fails to meet retirement saving needs and no other element of remuneration focuses on this need. Retirement savings is the weak element of executive remuneration and is such a critical issue for most executives that it should no longer be ignored.
8010pc Shareholding Barrier to LTI Participation Overcome
We describe an approach that can allow executives with large shareholdings in their company to participate in an LTI plan on the same basis as other executives and yet not be liable for tax on the value of unvested LTI at the date of the grant.