5:45 pm – 6:15 pm: Reception
6:15 pm – 7:15 pm: Panel Discussion

Executive compensation has evolved so that it more effectively focuses on the long-term health of corporations. At the same time, many external stakeholders and opinion-makers take aim at executive compensation, creating pressure to adopt conformist programs and focus on short term results. In this setting, the Board’s responsibility to govern the company can be muted, trying to balance external pressures with the company’s strategic needs. Good compensation committees, like good boards, apply judgment in carrying out their duties. When is discretion or an adjustment a hallmark of good governance? How should a company’s strategy and stage influence decisions? When and how should external interests, trends or practices shape a compensation program? What performance should a specific company pay for? Is there a “silver bullet” best practice for executive compensation?

This session brought together experts on executive compensation and corporate governance to discuss how compensation committees and boards of directors can effectively and transparently determine executive compensation. The panel also discussed the key findings from the 2014 report on executive compensation governance by WomenCorporateDirectors and Pearl Meyer & Partners.

The panel included:

Dotty Hayes, Independent Director, Audit Committee Chair and member of Investment and Nominating committees, The Vantagepoint Funds
Susan Stemper, Managing Director, Pearl Meyer & Partners
Professor Dan Siciliano, Professor and Associate Dean of Executive Education and Special Programs, Stanford Law School; Faculty Director, The Stanford Rock Center for Corporate Governance

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