Governance

The Orchestration of Oversight

The role of the director continues to expand to include new oversight areas. Our team works closely with compensation committees to best align the interests of management, shareholders, and other stakeholders, and to strategically communicate pay and performance to all stakeholders.

Fine Tuning Stakeholder Incentives

Stakeholder incentives require expert business judgment and recommendations rooted in an understanding of the overall strategic objections of the company. We tailor stakeholder incentives to individual client objectives because in governance there is no one size that fits all.

This service includes:

Governance updates and implications

Our team continuously monitors the governance landscape through myriad sources including our personal interactions with policymakers, regulators, investors, and other stakeholders to understand and anticipate emerging boardroom issues. We provide regular updates for our clients that contextualize developments as they happen.

Say on Pay forecasting and guidance

We are not beholden to Say on Pay; rather we have a healthy respect for voting results. We employ Farient’s proprietary methodologies and our deep knowledge of and relationships with proxy advisors and shareholder policies to achieve optimal Say on Pay outcomes.

Shareholder engagement

We know shareholders. We have a long history of working with proxy advisors and investors. We encourage outreach and work with clients to develop engagement roadmaps and presentations to frame a compelling narrative around pay, performance, and alignment.

Communications and disclosures

Crisp, clear communications are more than a “nice to have.” We collaborate with our clients to develop a strong outline, provide context for decisions, write in plain English, and create graphics that enhance logical, accessible, and compelling communications.

Related case studies

  • Large Utility Takes Care of Its Own with ESG Metrics

    When Farient began working with this multibillion-dollar utility, it had more than 11 performance metrics in its short-term incentive plan and nine in its long-term incentive plan including environmental, social, and governance (ESG) measures. To say this had a confusing and dilutive impact on executives would be an understatement.

    Read More >

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