Thought Capital

Recent changes to the Competition Act may have implications for companies using environment-related metrics in their incentive plans.

Hugessen is pleased to announce a strategic partnership with MM&K, a prominent London, UK-based executive remuneration consultancy. This collaboration extends Hugessen Consulting’s reach and expertise into Europe and the UK, enabling us to better support clients with international operations by providing seamless, integrated executive remuneration and governance advisory services across multiple regions.

A short-term incentive plan (“STIP”), or sometimes referred to as an annual bonus program, is a common tool used to reward employees for their individual performance and to incentivize the achievement of annual business objectives. When properly structured, STIPs can support the alignment of pay with performance, and motivate the desired behaviours and outcomes in an organization. This article provides an overview of common principles and design choices for STIPs, with a focus on its application in executive compensation.

Hugessen has completed its annual review of the 2024 TSX60 proxy circulars, and we are pleased to share key findings on executive pay levels, incentive design, Say-on-Pay results, and other governance topics.

This webinar addresses how Boards are navigating modern issues and trends tied to executive compensation, governance, ESG, and Board effectiveness.

Please click above for the webinar recording, download the TSX60 slides here and the briefing document here.

Welcome to the Hugessen Compensation Fundamentals series. In this article, we'll explore clawback provisions, a critical component of compensation governance.

On April 16, 2024, the federal government tabled its 2024 budget with an overarching theme of providing “fairness for every generation”.  This brief note focuses on capital gains and stock option taxation.

In Part II of our Say on Pay series, Hugessen explores the impact of proxy advisor recommendations on Say on Pay votes – see Part I (link) for the most common rationale of low Say on Pay outcomes.

In this briefing, we delve into the most common reasons why shareholders vote against a company’s advisory vote on executive compensation (Say on Pay). We also highlight the reasons why proxy advisory firms (Institutional Shareholder Services (ISS) and Glass Lewis) commonly recommend voting against Say on Pay. In Part II, Hugessen will conduct an analysis assessing the impact that a negative recommendation from one or both proxy advisors might have on a company’s Say on Pay vote.

This video and article will delve into the intricacies of executive compensation. In this installment, we will explore the concept of realized and realizable pay analysis, and shed light on the alignment between executive pay and actual performance.

In this article, we focus on Compensation Peer Groups, exploring their significance and the process of establishing them to inform pay decisions within an organization.