Insights
Farient’s latest executive compensation leadership
Through its research, blogs, and commentary, Farient is driving the conversation on executive compensation and governance issues.
October 25, 2019
CNN Business – A surprising number of companies don’t have a CEO succession plan. Here’s why.
Whether they quit, retire, get fired or die, all CEOs eventually leave. The billion-dollar question is: Who should replace them? The boards of 20% of public companies and 32% of private ones can’t answer that question. That’s because they haven’t discussed long-term succession planning in the past 12 months, according to a survey conducted by the National Association of Corporate Directors.
Read MoreSeptember 25, 2019
CFO – Performance-Based Pay Comes Under Fire
The Council of Institutional Investors this month overhauled its policy on executive compensation, urging public companies to dial back the complexity of their pay plans and set longer periods for measuring performance for incentive awards.
Read MoreSeptember 12, 2019
NACD Directorship – Reinventing Compensation in Transformative Times
With the onslaught of technological, workforce, economic, and other disruptive forces, no company can afford to be complacent with respect to its executive compensation plans. However, investors take a dim view of perennial changes to executive compensation, citing complexity as a pet peeve.
Read MoreSeptember 6, 2019
Bloomberg Law – Equifax Hack Aftermath Shines Light on Boards’ Cyber Oversight
Equifax Inc.’s hack shows pressure on corporate boards to step up cyber risk oversight. Its settlement with the Federal Trade Commission, announced July 22, requires the credit rating company to pay up to $700 million, conduct annual assessments of security risks, and have the board annually issue compliance certifications.
Read MoreAugust 26, 2019
The Wall Street Journal – The New Pay Gap: What Firms Report Paying CEOs Versus What They Take Home
The Wall Street Journal compared what S&P 500 companies reported paying their CEOs over three years with a measure of what that pay was worth at the end of the period, called realizable pay, using data from ISS Analytics, the data intelligence arm of proxy adviser Institutional Shareholder Services. On average, the value of the pay at the end of the period was 16% higher than originally disclosed. Pay rose at three out of five companies. And at a third of companies, pay rose by more than 25%.
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