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June 5-7, 2024  |  Boston, MA

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Equilar Summit Highlights

Explore the highlights from the Equilar Summit in Boston, including thought-provoking general sessions and breakout panels.

GENERAL SESSIONS

Navigating the Future: Firsthand CHRO Perspectives


Linda Aiello

Chief People Officer
DraftKings Inc.

Lisa Buckingham

Chief Human Resources Officer
U.S. Soccer Federation

Kelley Morgan

Chief People Officer
T2 Biosystems

Michelle O'Hara

Executive Vice President and Chief Human Resources Officer
SAIC

Susan Wetzel

Partner
Haynes Boone
  • From an HR perspective, implementing AI is about unlocking human speed and agility in processes

  • People want to be heard; it's the responsibility of companies to provide the platform

  • During tough compensation years, the best approach is to schedule virtual meetings with each committee member, providing them with the best information for a productive dialogue

  • Don't be narrowly focused on your own area; HR collaborates with everyone

Watch the Replay

Innovation Unleashed: Driving Change in a Rapidly Evolving World


Schuyler Laird

Managing Director
Fidelity Labs
  • Companies' aversion to trying new approaches impedes innovation

  • You want people who are builders and willing to take career risks

  • The Innovator’s Dilemma: What if your biggest competitor arose because its founder, unable to implement their idea at your company, started a new company?

  • Equity compensation enables employees to invest in their company's long-term success

Watch the Replay

Fireside Chat: Compensation Committee Insights Unveiled


Jennifer Banner

Board Member
Truist Financial Corporation, Elme Communities, Uniti Group

Lisa Bisaccia

Board Member
Chesapeake Utilities Corporation

Peter Browning

Board Member
ScanSource and GMS

James Humza

Managing Director
Bank of America

Carine Schneider

Board Member
LogicMark
  • CHROs must determine how to make the board more comfortable in assessing whether the Human Capital agenda is furthering or hindering business strategy

  • The evolution of compensation: everything has changed, yet nothing has changed

  • The ability to attract and retain talent is a strategic business issue, primarily centered around compensation

  • As directors, we value your input greatly because, at the heart of it, it's all about building relationships

Watch the Replay

Under (Investor) Pressure? Here’s What You Need to Know


Jacqueline Condron

SVP, Governance & Proxy Voting Manager
Mellon, a division of Mellon Investment Corporation

Anthony Garcia

Senior Director, Investment Stewardship
Nuveen

Kate Monahan

Director of Shareholder Advocacy
Trillium

Vicky Phrydas

ECA, Director, Equity Plan Corporate Trainer
UBS Workplace Wealth Solutions
  • Engagement should not begin weeks before your annual meeting, but rather after the meeting, in late summer or fall, to plan ahead for the coming year

  • Relying solely on vote outcomes as a signal for engagement isn't ideal; it may cause you to miss proactive opportunities to address certain issues

  • Take the time to establish a structured program with specific agendas for each topic and ensure the right person is present for each discussion

  • Avoid making the conversation solely about asking "what you would like to know?"

BREAKOUT SESSIONS

Striking the Right Balance: Discretion in Incentive Plans – Taboo or a Must?


Shaun Bisman

Partner
Compensation Advisory Partners

Jennifer Connor

Senior Director, Global Compensation & Benefits and Executive Rewards
Motorola Solutions

Liz Herron

Head of Executive Compensation & Benefits
KeyBank
  • The key is to clearly explain the factors that influenced pay decisions, using a scorecard to define the components involved

  • In regards to ESG, The Supreme Court case has prompted adjustments in terminology

  • ISS and GL oppose discretion and generally favor a more formulaic approach

  • If discretion is used and adjustments are made, they should be correlated with shareholder outcomes

Strategic Equity Planning: Navigating Shareholder Approval and Long-Term Incentive Design


Mark Breer

GM, Executive Compensation,
Global Stock and M&A
Microsoft Corporation

Ken Foulks

Principal
ClearBridge Compensation Group

Shalom Huber

Partner, Executive Compensation & Benefits
Skadden, Arps, Slate, Meagher & Flom LLP

Shannon Nelson

Governance and Sustainability Leader
BlackRock
  • Equity plans are the lifeblood of companies

  • Providing quarterly updates to the compensation committee on burn rates and forecasting models is crucial

  • When evaluating a new equity plan, ISS does not emphasize change in control (CIC); it assesses how all equity is treated in the event of a CIC

  • Engaging shareholders before filing a new plan or making significant plan changes is crucial

What’s next for U.S. Pay Transparency? Reporting Requirements for Your Equity Compensation


Chris Dohrmann

Senior Vice President
Global Shares - a JP Morgan Company

Kenneth Kuk

Senior Director, Rewards Practice Leader
Willis Towers Watson
  • Pay transparency extends beyond mere compliance with legislative mandates; it offers an opportunity to enhance awareness, confidence and engagement among employees

  • Employees may request information on their individual pay level and the average pay levels by gender for categories of employees performing the same or equivalent work

  • Employee reactions are the leading factor holding back companies from increased levels of communication around pay programs

  • Many U.S. companies will have to comply with the EU Pay Transparency Directive

Where SEC Rule-Making, Shareholder Reporting, and Plan Design Collide


Mark Breer

General Manager, Executive Compensation,
Global Stock and M&A
Microsoft Corporation

Dan Laddin

Founding Partner
Compensation Advisory Partners

Takis Makridis

CEO
Equity Methods
  • The expense of executing a clawback can often surpass the actual amount recovered

  • In companies experiencing declining stock prices, there's often a disconnect between PvP and realizable pay, especially concerning options

  • The compensation team should be able to communicate the clawback effectively to legal

  • The discrepancy between CEO pay and that of other NEOs is garnering increased scrutiny from Glass Lewis and ISS, exacerbated by the gap in pay for performance

Optimizing Equity & Nonqualified Deferred Compensation Plans


Alec Glassman

VP Business Operations & Strategy
Carver Edison

John Husson

Vice President, Nonqualified Deferred Compensation Plans
Morgan Stanley at Work

Marisa Terpkosh

Vice President, Human Resources
Envista Holdings Corporation
  • NQDC plans are typically available to the top 10% of employees, allowing them to defer salary, bonuses, RSUs/PSUs and employer contributions

  • Integrating NQDC and equity plans can create added value for both participants and sponsors, particularly when these plans are effectively coordinated

  • A well-structured and consistent education program is crucial for boosting participation and engagement, ensuring that employees thoroughly grasp and value the benefits of these plans

The Storm is Gathering – Can We Learn from the Past?


Supriya Bahri

VP Total Rewards
Roblox

Maria Martinez

VP, Human Resources & Administration
Murphy Oil

Aalap Shah

Managing Director
Pearl Meyer
  • A compensation model needs to be changed when managers struggle, there’s high turnover or after discerning whether the issue is related to compensation or broader factors

  • Companies should consider employee financial peace of mind

  • If compensation education is a problem, then invest in financial education for employees

Reimagining Incentive Designs: What Would You Do With a Clean Slate?


Robert Martin

Senior Consultant
Semler Brossy

Courtney Petroski

Head of Executive Compensation & Global Compensation Policy
GE Aerospace

Matthew Wolfson

Global Head of Executive Compensation
GE Healthcare
  • The top-down approach to peer group construction starts with a broad set of companies and narrows down to those most comparable in business and size

  • Executives, responsible for more strategic execution, will generally receive a different mix of LTI vehicles than the broader population

  • “One-team” philosophy can help stake critical employees in the post-spin environment

  • Develop ownership mentality throughout a significant population (including employees who don’t receive annual equity awards)

Revolutionizing Executive Compensation with Cutting-Edge Strategies


Megan Anatole

Senior Director, Global Compensation
Toast

Emily Cervino

Head of Industry Relationships & Thought Leadership
Fidelity Investments

Laura Plourde

Compensation and Benefits Program Manager
Hanover

Robert Purser

Partner
PwC
  • Implement automatic exercise for options, allowing the company to recognize the option price as an accounting cost

  • Equity grants are given to fewer women and the value of their awards are lower in LTIPs

  • Equity choice plans offer employees flexibility in structuring their LTIP, typically involving a blend of options and restricted stock

  • ESPPs are the most common method companies use to distribute ownership across their organizations

Success Strategies for Partnering with Your High Performing Comp Committee


Keith Bilezerian

Senior Vice President, Global Total Rewards & HR Systems
Alnylam Pharmaceuticals

Joanne Cordeiro

Compensation Committee Chair
VBI Vaccines

Olivia Wakefield

Partner
Pay Governance
  • The VP of TR and the CHRO must be in lockstep; when an issue arises at the director level, the CHRO should rely heavily on the VP of TR

  • Provide the comp committee an initial preview of any upcoming changes in the plan, including a comprehensive presentation of the idea, strategy and communication

  • The CHRO should speak with every comp committee director before and after each meeting

  • A well-informed board is crucial to avoiding major surprises in opinions during meetings and ensuring everyone feels unified in their direction