The Board Masterclass - The Effective Remuneration Committee

United Kingdom | Tuesday 02 Jul 2019

£375 (excl. VAT)

Speakers:

  • Sean O'Hare

    Sean O'Hare

    Boardroom Dialogue

  • Lesley  Stephenson

    Lesley Stephenson

    FT Non-Executive Directors' Club

  • Steve Playford

    Steve Playford

    FT Career Management

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Overview

The Board Masterclass - The Effective Remuneration Committee

The fourth course in a series of half-day workshops designed for professionals with board experience who are interested in staying up to date with the latest developments which affect their board roles.

The workshop is designed to be interactive and is run by recognised experts in their field.

The sessions are followed by networking drinks to give you the opportunity to meet informally with our speakers and fellow delegates.

Attendance at each workshop will entitle attendees to receive a special FT NED Programme Board Masterclass Certificate of Continuing Professional Development for 5 hours of structured learning.

Benefits

  • Understand the role and remit of a Remuneration Committee
  • Discover how to ascertain what the correct and appropriate rewards should be
  • Be aware of and understand the latest guidance
  • Recognise the interpersonal skills which are essential to an effective Remuneration Committee member
  • Examine the dynamics between the REMCO and the Executives
  • Think about the different drivers for executive remuneration
  • Assess the risks of getting remuneration wrong
  • Reflect upon what makes a good REMCO Chairman
  • Consider the wider view of remuneration – investors, stakeholders and the public at large

Content

The role of the Remuneration Committee member is perhaps one of the most important and high profile roles in the company, but it is also fraught with difficulties and potential conflict. Whenever remuneration is involved, emotions and tensions rise. Finding the way to the correct level of remuneration to appropriately reward and motivate an individual without drawing negative responses from shareholders (and the press) can be complicated.

This course will look at the role of a remuneration committee (Remco) member in detail, considering the framework within which a Remco has to work, it works through the personal dynamics between the Remco and the CEO and other executives, considers what makes a good Remco Chairman and thinks about how remuneration is regarded by the wider stakeholders. 

Participants will have the opportunity to discuss some real-life examples of issues that might typically arise for a Remco such as: 

  • The CEO says he will waive the bonus just awarded to him
  • An LTIP is two years in existence and you conclude that the EPS target at the top of the range is unachievable – do you say that’s life and allow it to continue?
  • A divisional CEO is saying they are going to resign due to new CEO being appointed and expects “good leaver” status
  • A new CEO is being hired and it is agreed that they (and their family) will be based in UK – at the last minute they say it is none of Remco’s business where family is based
  • The Remco decides on no pay increase for the CEO but the CEO proposes an increase for the CFO
  • You decide there is a good case for a claw-back on the departing CEO
  • You are a newly appointed Remco Chair  and the CEO says you should not visit shareholders

Participants of the course will also take part in an interactive case study which looks in depth at the current dilemmas facing REMCO's and hear from a REMCO Chair with the opportunity to ask questions.

Speakers

  • Sean O'Hare

    Sean O'Hare

    Founder
    Boardroom Dialogue

    See bio
  • Lesley  Stephenson

    Lesley Stephenson

    Publisher
    FT Non-Executive Directors' Club

    See bio
  • Steve Playford

    Steve Playford

    Global Director
    FT Career Management

    See bio

Venue

  • The Financial Times

    The Financial Times
    1 Southwark Bridge
    London
    SE1 9HL

Contact us

FT NED Administrator (UK)
Administrative and booking enquiries
FT Non-Executive Director Programme

See Also