Setting Pay Through Strategic Transitions

Ken Hugessen , Guillaume Poulin  | July 2016

Establishing performance standards and setting and managing executive pay is never easy. But what happens in a period of structural change? How do boards measure a moving target?

Unplugged: Institutional Shareholders on Executive Compensation

Michelle Tan , Sandra Pace , Steve Chan  | July 2016

The role and influence of the shareholder community has been steadily evolving in the areas of governance and executive compensation and assessment of corporate performance. To gather some insight on a wide range of compensation and governance-related topics, Steve Chan, Michelle Tan and Sandra Pace turned to two governance leaders at prominent institutional shareholders: Bess Joffe, managing director, head of corporate governance at TIAA-CREF and Drew Hambly, executive director, corporate governance at Morgan Stanley Investment Management, Global Equity Group.

News Flash: Investors Respond to Proposed U.S. Regulation of Proxy Advisors

Hugessen  | June 2016

The Council of Institutional Investors, an association of U.S. and global investors representing over US$3 trillion in assets, published a letter responding to proposed regulation of proxy advisors in the U.S.

Straight From the Source: Highlights from Calgary Director-Shareholder Roundtable

Hugessen  | June 2016

On June 1, 2016, Hugessen Consulting hosted a Director-Shareholder Roundtable in Calgary, Alberta. This session brought together experienced corporate directors and representatives from large CND and US institutional shareholders for a day of interactive dialogue on board leadership on compensation and related governance. The discussions that took place were open and engaging, with participants freely sharing their views and experiences on a wide range of compensation and governance matters.

Assessing Relative TSR For Your Company: A Brief Overview

Hugessen  | June 2016

While relative TSR is clearly an important measure for shareholders, it is important to assess how well it fits as a performance measure for your company. With an understanding of the measure’s strengths and weaknesses, Boards and management are in a better position to incorporate relative TSR in a thoughtful and effective manner.

Shareholder Engagement Support Services: Supporting Boards to Understand and Respond

Hugessen & Hall  | June 2016

We are the advisor of choice in shareholder engagement and potentially contentious situations

Bridging Interests: Motivating Executives, Navigating Shareholder Expectations

Hugessen & Hall  | June 2016

Hugessen & Hall are offering an independent “fresh set of eyes” on critical compensation issues to board members making tough pay decisions

Hugessen Event: Hot Topics in Executive Compensation

Hugessen  | June 2016

On June 7, 2016, Hugessen hosted breakfast events in Toronto and Calgary to review the key compensation topics and issues from this past proxy. The events featured notable research findings from an analysis of the information circulars of the TSX 60 and a panel discussion to share insights and experiences from corporate directors and governance experts.

Highlights from 2016 Proxy Season - TSX 60: A Tale of Two Economies

Hugessen  | June 2016

2015 was a challenging year for Canadian issuers, as evidenced by a 10% decline in the TSX 60 index. A closer look, however, reveals fortune diverging largely along industry lines: in the face of weak commodity prices, TSX 60 companies in the mining and energy sectors saw a 30% decline in total shareholder return on average, while non-resource sectors fared comparatively better, returning 2%.

Be Smart about Talent in Lean Times: Overseeing an effective people strategy in the energy sector

Reanna Dorscher , Steve Chan  | May 2016

Following an exceptionally challenging year for the energy sector, there seems to be a loose sentiment that the industry has “bottomed out” and we may start seeing the beginning of a recovery in 2016. Nevertheless, management teams continue to cope with the downturn and do more with less. Budgets have been slashed and workforces are significantly leaner, with the impact most pronounced in small and mid-cap organizations. Overseeing energy companies is a daunting challenge for boards. Effective leadership has become critical and time intensive. Directors must support management in reacting to day-to-day challenges and keep an eye on the horizon to ensure the company and its people are positioned for longterm success and sustainability.