NACD Summit 2022 Compensation Committee Forum

October 8, 2022

You Say You Want a (Workplace) Revolution

9:00am - 10am

Celeste Coruzzi, Managing Director

How has the great realignment in the workforce delivered lasting change and how much will (or needs to) revert to the “old way” of doing business? How will the impact of inflation, the looming shadow of a recession, and the resulting potential hits to corporate financial performance change what we’ve come to know as “the new normal” in the workforce? One view says that we will look back and view the urgent issues of DE&I, ESG, hybrid working environments, and the great resignation as symptoms of a pandemic-driven moment in time, and another says that those very important concerns are no longer icing on the cake, but central to organizations’ and employees’ fundamental well-being. 

Predicting the Swings of the Pay Pendulum

10:15am - 11:15am

Aalap Shah, Managing Director

Many companies have enacted “hurry up and catch up” changes to their compensation programs in reaction to rapidly changing market conditions, rather than as the result of a thoughtful planning process, and possibly without fully anticipating their long-term effects. Consider the expanded use of equity further down in an organization, burn-rate issues, and annual salary increases that may be unsustainable, yet expected. How can the compensation committee reset and realign itself to a philosophy that is stable and financially viable, yet meets the demands of its executive team and the broader workforce? How will coming regulations and shareholder views impact future compensation program design? 

Engineering the Evolution of the Compensation Committee

11:30am - 12:30pm

Jannice Koors, Senior Managing Director

Talent management—at all levels—is becoming increasingly intertwined with an organization’s business strategy. Compensation decisions need to be considered as one piece of a larger picture that includes succession planning, leadership development, and employee engagement. It’s clear that none of these concerns can be managed separately. How can a board that is already dealing with an ever-growing list of responsibilities and oversight duties appropriately allocate time and attention to the expanding people puzzle? It may require a rethinking of our standard committee structure, and at a minimum it will require some serious thought about how the compensation committee of the future conducts its business.