The Top 50 Highest Paid CEOs

As proxy season progresses and companies file their annual reports, CGLytics surveys the world’s highest paid CEOs (so far) and looks at how executive compensation has grown since the last year.

CEO pay and compensation continues to be one of the most hotly debated topics in the 2019 Proxy Season with companies and individuals regularly under scrutiny by investors and the media.

Utilising our deep, global data set, sourced from the filings and published returns of over 5,500 publicly listed companies, CGLytics examines the top 50 highest paid CEOs across the globe to have had their 2018 Total Granted Compensation (TGC)[1] and Total Realized Pay (TRP) published in 2019.

Key findings:

  • Total Granted Compensation for the top 50 CEOs was over $1.82bn, more than the GDP of 21 National Economies.
  • Average Total Granted Compensation for 2018 was $37,030,673.71, an increase of 62% from 2017.
    Average Total Realised Pay was $37,909,498.5, an increase of 4.4% from 2017.
  • The top 5 CEOs accounted for over 27% of the total Total Granted Compensation for 2017.
  • Total Shareholder Return decreased by an average of 6% across the group, indicating that this season, Pay for Performance is going to be a contentious topic as shareholders continue to challenge misaligned compensation packages.

 

This research is updated on a bi-weekly basis, with the latest information taken from May 3, 2019. It will be updated to reflect the top 50 CEOs as companies publish their annual results through to the end of the 2019 Proxy Season.

Trending Top 50 CEOs

 

Ranking

CEO

Company

Change in rank (since 18 April)

Total Granted Compensation

Total Realised Pay

TSR in %

TSR 1YR growth in %point

1

Zaslav, David

Discovery
Communications, Inc.

 

 $129,499,005 (5207%)

 $33,498,259 (662%)

11%

29%

2

Hurd, Mark

Oracle Corporation

 

 $108,295,023 (5165%)

 $26,690,273 (583%)

63%

628%

3

Catz, Safra

Oracle Corporation

 

 $108,282,333 (5166%)

 $162,740,735 (520%)

63%

628%

4

Hodler, Bernhard

Julius Baer Group Ltd.

 

 $78,813,367 (54544%)

 $2,979,804
(576%)

640%

675%

5

Levine, Jay

OneMain Holdings, Inc.

new

 $71,532,583 (516913%)

 $71,532,583 (516913%)

67%

624%

6

Schwarzman, Stephen

The Blackstone Group L.P.

-1

 $69,147,028 (645%)

 $69,147,028 (645%)

0%

27%

7

Iger, Robert

The Walt Disney
Company

-1

 $65,645,214 (581%)

 $66,065,073 (68%)

4%

61%

8

Charlès, Bernard

Dassault Systèmes SE

new

 $51,098,970
(564%)

 $65,983,199 (564%)

18%

66%

9

Heppelmann, James

PTC Inc.

-2

 $49,969,163 (5403%)

 $17,041,464 (5107%)

36%

5%

10

Freda, Fabrizio

The Estée Lauder Companies Inc.

-2

 $48,753,819 (0%)

 $9,387,109
(683%)

3%

665%

11

Handler, Richard

Jefferies Financial
Group Inc.

-2

 $44,674,213 (5105%)

 $5,951,709 (5339%)

633%

649%

12

Kilroy, John

Kilroy Realty Corporation

new

 $43,624,774 (5282%)

 $18,204,958 (622%)

614%

618%

13

MacMillan, Stephen

Hologic, Inc.

-3

 $42,040,142 (5275%)

 $12,231,622 (656%)

64%

610%

14

Hogan, Joseph

Align Technology, Inc.

new

 $41,758,338 (5256%)

 $69,763,660 (5504%)

66%

6137%

15

Schulman, Daniel

PayPal Holdings,
Inc.

new

 $37,764,588 (596%)

 $41,295,115 (5328%)

14%

672%

16

Lawrie, John

DXC Technology Company

-5

 $32,185,309 (572%)

 $7,105,877
(676%)

635%

17

Dimon, James

JPMorgan Chase &
Co.

new

 $30,033,745 (56%)

 $18,136,934 (687%)

67%

633%

18

Stephenson, Randall

AT&T Inc.

-6

 $29,118,118 (51%)

 $21,606,548
(614%)

622%

618%

19

Narayen, Shantanu

Adobe Systems
Incorporated

-6

 $28,397,528 (529%)

 $67,297,455 (555%)

29%

641%

20

Moghadam, Hamid

Prologis, Inc.

-6

 $28,201,397 (546%)

 $35,887,540 (56%)

66%

632%

21

Greenberg, Robert

Skechers U.S.A.,
Inc.

new

 $27,361,406 (5252%)

 $11,157,656 (515%)

640%

693%

22

Garrabrants, Gregory

BofI Holding, Inc.

-7

 $26,975,924 (5299%)

 $12,708,360 (568%)

616%

621%

23

Strangfeld, John

Prudential
Financial, Inc.

-7

 $26,696,966 (62%)

 $15,525,376 (649%)

626%

640%

24

Milligan, John

Gilead Sciences Inc.

-7

 $25,961,831 (568%)

 $21,781,701 (54%)

610%

613%

25

Nadella, Satya

Microsoft
Corporation

-7

 $25,843,263 (529%)

 $34,874,210 (517%)

21%

620%

26

Nooyi, Indra

Pepsico, Inc.

-7

 $24,491,117 (621%)

 $26,276,686 (668%)

65%

623%

27

White, Miles

Abbott Laboratories

-7

 $24,254,238 (528%)

 $31,646,904 (51%)

29%

623%

28

Chenault, Kenneth

American Express Company

-7

 $24,208,661 (530%)

 $54,431,474
(642%)

63%

639%

29

Bush, Wesley

Northrop Grumman
Corporation

-7

 $24,185,259 (528%)

 $34,319,926 (51%)

619%

653%

30

Corbat, Michael

Citigroup Inc.

-7

 $24,183,714 (536%)

 $20,164,941 (534%)

628%

656%

31

Wren, John

Omnicom Group Inc.

new

 $23,945,128 (0%)

 $23,633,099 (59%)

4%

16%

32

Lance, Ryan

ConocoPhillips

-8

 $23,406,270 (57%)

 $21,852,860 (528%)

16%

4%

33

Muilenburg, Dennis

The Boeing Company

-8

 $23,392,187 (527%)

 $31,334,957 (519%)

12%

683%

34

Blankfein, Lloyd

The Goldman Sachs Group, Inc.

-8

 $23,390,658 (56%)

 $6,617,836
(677%)

634%

641%

35

Moynihan, Brian

Bank of America
Corporation

-8

 $22,754,510 (54%)

 $25,330,434 (525%)

615%

651%

36

Hewson, Marillyn

Lockheed Martin Corporation

-8

 $22,717,004 (61%)

 $34,148,718 (53%)

616%

648%

37

Miller, Alan

Universal Health
Services, Inc.

new

 $22,588,883 (54%)

 $6,324,536 (683%)

3%

64%

38

Osuna Gómez, Juan

Obrascón Huarte Lain, S.A.

new

 $22,331,445 (5755%)

 $22,331,445
(5755%)

686%

6137%

39

Tyagarajan, NV

Genpact Limited

new

 $22,299,191 (5608%)

 $1,738,855 (664%)

614%

646%

40

Nanterme, Pierre

Accenture plc

-11

 $22,299,174 (513%)

 $29,414,791 (531%)

66%

640%

41

Messina, Carlo

Intesa Sanpaolo
S.p.A.

-11

 $22,182,562 (5193%)

 $5,842,684 (523%)

625%

647%

42

Holmes, Stephen

Wyndham Worldwide Corporation

new

 $21,479,166 (542%)

 $50,161,004 (553%)

629%

684%

43

Johnson, R.

HCA Healthcare, Inc.

-12

 $21,419,906 (524%)

 $109,050,692 (51407%)

43%

25%

44

Novakovic, Phebe

General Dynamics Corporation

-12

 $20,720,254 (64%)

 $41,885,999 (513%)

621%

641%

45

Brown, Gregory

Motorola Solutions,
Inc.

-12

 $20,348,558 (533%)

 $69,555,180 (5137%)

30%

18%

46

Gorsky, Alex

Johnson & Johnson

-12

 $20,097,572 (633%)

 $46,428,340 (555%)

65%

630%

47

Read, Ian

Pfizer Inc.

-12

 $19,549,213 (630%)

 $47,042,550 (567%)

25%

9%

48

Casper, Marc

Thermo Fisher Scientific Inc.

new

 $18,607,103 (616%)

 $85,476,755 (5161%)

18%

617%

49

Allen, Samuel

Deere & Company

-13

 $18,525,667 (515%)

 $44,767,370 (5155%)

63%

658%

50

Hammergren, John

McKesson Corporation

-13

 $18,143,017 (610%)

 $63,161,402 (635%)

628%

640%

[1] Compensation in USD – exchange rates based on single point of time, end of tax year 2018.

[2] Excludes executives appointed since 2017 season.

Latest Industry News, Views & Information

How the SEC’s new proxy voting rules will impact executive compensation

There are many software applications and tools now available to support compensation decisions, but what should be taken into consideration before purchasing? This 5-minute guide details what Compensation Committees, Heads of Reward and Compensation Professionals should take into account when selecting software and tools for Say-on-Pay decisions.

S&P 500 Banking Industry’s Response to COVID-19

CGLytics examines how S&P 500 banks responded to the volatility of the pandemic prior to the Fed’s announcement to cap bank dividends and prohibit share repurchases until Q4 following its annual stress test of banks.

How to independently and efficiently benchmark executive compensation for Say-on-Pay

There are many software applications and tools now available to support compensation decisions, but what should be taken into consideration before purchasing? This 5-minute guide details what Compensation Committees, Heads of Reward and Compensation Professionals should take into account when selecting software and tools for Say-on-Pay decisions.

Review of FTSE 100 2018 Proxy Season – Getting ready for next proxy season

The report provides boards with key insights and takeaways from the 2018 proxy season, in order to aid preparation and ensure companies are adequately prepared to engage.

Getting Ready for the Next Proxy Season: 2018 FTSE 100 Proxy Review

In preparation for the 2019 proxy season, CGLytics has released its third annual FTSE 100 Proxy Season report. The report provides boards with key insights and takeaways from the 2018 proxy season, in order to aid preparation and ensure companies are adequately prepared to engage.

Key Takeaways:

The 2018 proxy season saw a higher dissent from shareholders on director re-elections than previous years. This sends a strong message to directors that they will be held directly accountable for their individual actions.

The report highlights an increasing focus from investors on key governance issues such as disclosure quality, director election, board effectiveness, CEO pay and Environmental Social Governance (ESG) practices.

Once again CEO pay continued to be a key theme with shareholders concerned with pay equity, transparency, executive pay levels, and pay for performance. In particular, pay for performance is a main area of concern for investors, and the CGLytics study shows that almost a third of the FTSE 100 companies have significant misalignment between pay and performance over a one and three year period.

DOWNLOAD THE REPORT

Latest Industry News, Views & Information

  • All
  • Blog

Understanding ESG & Annual Incentive Plan

Understanding ESG & Annual Incentive Plan ESG refers to a series of environmental, social and governance criteria taken into consideration by the funds during the investing process. Investing in ESG funds allows shareholders to support companies in transition, that wish to act and develop in a more sustainable and responsible manner. In practice, many indicators … Continue reading “Understanding ESG & Annual Incentive Plan”

Pay for Performance: The Largest Institutional Investors’ View

Pay for Performance: The Largest Institutional Investors’ View   Executive compensation has been one of the trickiest issues within the corporate governance space as of late. Across the board, there seems to be no end in sight to finding the perfect compensation package or philosophy for corporate executives. In this article, we will discuss the … Continue reading “Pay for Performance: The Largest Institutional Investors’ View”

How to design your peer group for compensation benchmarking

How to design your peer group for compensation benchmarking   Given the scrutiny on executive compensation in recent years, it is critical to make sure that your company’s executive pay reflects its performance and aligns with the market. Therefore, it is essential for companies to have an appropriate peer group for performance benchmarking, compensation program … Continue reading "How to design your peer group for compensation benchmarking"

Gender Diversity In Australia

CGLytics explores boardroom gender diversity in Australia, with a particular focus on the upcoming ASX diversity targets.

The benefits of diverse leadership teams are gaining traction in the business world. There have been an increasing number of studies surrounding the debate whether a leadership team with gender diversity has a tendency to yield higher profits for companies.

In this paper, CGLytics explores boardroom gender diversity in Australia, with a particular focus on the upcoming ASX diversity targets.

Key takeaways

  • Australia is far from reaching the ASX Code target – companies are lagging well behind the target of 30% of female board members by January 1st 2020.
  • Women comprise less than 15% of all CEO and chair positions
  • The Issue of Overboarding – 69.7% of women hold more than four board positions, demonstrating a need to develop new candidates and look outside exisiting networks.

Investors expect companies to embrace change and respond to their proscriptions with regards to gender diversity. There exists a sense of urgency for Australian companies to address the issue of gender diversity, as this trend will likely expand in scope to include other areas such as ethnicity and age.

Download Now: Gender Diversity In Australia

Dive into Relationship Mapping With CGLytics

In order to widen the pool of candidates so boards can hit targets for skills and diversity, nominations and governance committees need to make use of data driven tools.

The CGLytics tool for Nominations and Governance committees gives boards access to over 125,000 director profiles, filterable by age, gender, skills and experience.

Learn more

Latest Industry News, Views & Information

  • All
  • Blog

Understanding ESG & Annual Incentive Plan

Understanding ESG & Annual Incentive Plan ESG refers to a series of environmental, social and governance criteria taken into consideration by the funds during the investing process. Investing in ESG funds allows shareholders to support companies in transition, that wish to act and develop in a more sustainable and responsible manner. In practice, many indicators … Continue reading “Understanding ESG & Annual Incentive Plan”

Pay for Performance: The Largest Institutional Investors’ View

Pay for Performance: The Largest Institutional Investors’ View   Executive compensation has been one of the trickiest issues within the corporate governance space as of late. Across the board, there seems to be no end in sight to finding the perfect compensation package or philosophy for corporate executives. In this article, we will discuss the … Continue reading “Pay for Performance: The Largest Institutional Investors’ View”

How to design your peer group for compensation benchmarking

How to design your peer group for compensation benchmarking   Given the scrutiny on executive compensation in recent years, it is critical to make sure that your company’s executive pay reflects its performance and aligns with the market. Therefore, it is essential for companies to have an appropriate peer group for performance benchmarking, compensation program … Continue reading "How to design your peer group for compensation benchmarking"

Waivers Of Mandatory Retirement Ages And Company Performance

CGLytics examines the costs and benefits of waiving the mandatory retirement age for directors, elaborating upon aspects of the S&P 500: Increasing Boardroom Diversity Report.

In today’s competitive corporate landscape, a company’s board refreshment policy should aim to ensure that board agendas are robustly debated with a variety of perspectives present. This multitude of perspectives as an integral part of the organisation’s decision-making bodies has often been termed “cognitive diversity”.

This article seeks to further elaborate upon certain aspects of CGLytics’ S&P 500: Increasing Boardroom Diversity Report, with a particular focus on age diversity within the boardroom, and examines the costs and benefits of waiving the mandatory retirement age for directors. The data included in this report is based on the same data set used in the publication, incorporating board composition data as of year end 2018.

Download Now: Mandatory Retirement Age – A Brief Overview

About the Author

Jaco Fourie: U.S. Research Analyst

Jaco holds a Bachelor of Science degree in Accounting and Finance from the University of Reading. He has gained experience as a research analyst from his enrollment at the Henley Business School and the International Capital Market Association Centre.

Latest Industry News, Views & Information

  • All
  • Blog

Understanding ESG & Annual Incentive Plan

Understanding ESG & Annual Incentive Plan ESG refers to a series of environmental, social and governance criteria taken into consideration by the funds during the investing process. Investing in ESG funds allows shareholders to support companies in transition, that wish to act and develop in a more sustainable and responsible manner. In practice, many indicators … Continue reading “Understanding ESG & Annual Incentive Plan”

Pay for Performance: The Largest Institutional Investors’ View

Pay for Performance: The Largest Institutional Investors’ View   Executive compensation has been one of the trickiest issues within the corporate governance space as of late. Across the board, there seems to be no end in sight to finding the perfect compensation package or philosophy for corporate executives. In this article, we will discuss the … Continue reading “Pay for Performance: The Largest Institutional Investors’ View”

How to design your peer group for compensation benchmarking

How to design your peer group for compensation benchmarking   Given the scrutiny on executive compensation in recent years, it is critical to make sure that your company’s executive pay reflects its performance and aligns with the market. Therefore, it is essential for companies to have an appropriate peer group for performance benchmarking, compensation program … Continue reading "How to design your peer group for compensation benchmarking"

Dominant themes from the 2018 AEX proxy season and what to expect in 2019

During the 2018 Dutch proxy season, shareholders actively engaged in a range of governance matters, with CEO remuneration remaining a key focus for stakeholders and widely publicised by the media. And, as always, the upcoming 2019 proxy season is likely to be influenced by happenings from the previous year.

During the 2018 Dutch proxy season, shareholders actively engaged in a range of governance matters, with CEO remuneration remaining a key focus for stakeholders and widely publicised by the media. And, as always, the upcoming 2019 proxy season is likely to be influenced by happenings from the previous year.

As it was the first year that Dutch companies had to comply with the revised Dutch Corporate Governance Code 2016, long-term value creation and CEO-to-average employee pay ratios were reported and picked up by the media. Alignment between CEO pay and performance was again taken into account, and CGLytics’ AEX Proxy Review revealed 44% of companies showed a misalignment between CEO pay and performance over a one year period.

Key themes that dominated the 2018 proxy season that will again be in the spotlight in 2019:

Long-term value creation

Investors will be looking for transparency on how companies’ strategies support long-term value creation, including evaluating the merits of companies’ goals, the internal culture and how they plan to minimise exposure to governance risks.

CEO-to-employee pay ratios

As this became mandatory, companies methodology on measuring CEO-to-average-employee pay ratios varied widely, indicating a more uniformed reporting method is required for fair and accurate measurement. Companies that displayed a large gap were called out by the media in 2018, which should be a consideration for Dutch companies going forward. Companies should expect and be ready to disclose and discuss reported figures.

CEO pay for performance alignment

CGLytics Pay for Performance Study conducted on the AEX 25 companies revealed 44% of companies were misaligned over one year, and 38% were misaligned over a three-year basis. Although these numbers appear significant, it was perceived that there was improvement in the balancing of compensation of AEX CEO’s over the long-term.

The reporting of CEO pay for performance will continue to be a hot topic in the 2019 proxy season, and companies can expect pressure from media, public and shareholders if any extreme executive pay policies and practices are revealed.

Getting ready for the upcoming season

Boards need to be fully prepared to engage during the upcoming proxy season. They must be equally, if not better, informed as shareholders, so they can engage constructively and avoid any reputational risks. Having access to the same intelligence and benchmarking tools as proxy advisors and investors is imperative to prepare.

Click here to download your copy of the CGLytics’ 2018 AEX Proxy Review: Shining the light on pay practices

Aniel Mahabier

CGLytics

Latest Industry News, Views & Information

How the SEC’s new proxy voting rules will impact executive compensation

There are many software applications and tools now available to support compensation decisions, but what should be taken into consideration before purchasing? This 5-minute guide details what Compensation Committees, Heads of Reward and Compensation Professionals should take into account when selecting software and tools for Say-on-Pay decisions.

S&P 500 Banking Industry’s Response to COVID-19

CGLytics examines how S&P 500 banks responded to the volatility of the pandemic prior to the Fed’s announcement to cap bank dividends and prohibit share repurchases until Q4 following its annual stress test of banks.

How to independently and efficiently benchmark executive compensation for Say-on-Pay

There are many software applications and tools now available to support compensation decisions, but what should be taken into consideration before purchasing? This 5-minute guide details what Compensation Committees, Heads of Reward and Compensation Professionals should take into account when selecting software and tools for Say-on-Pay decisions.

AI in the Boardroom: Fantasy or Reality?

While the exact role of AI in the boardroom in up for debate, the question remains: has the Robo Director come of age?

Artificial intelligence (AI) is everywhere even as a member of the board of a private equity firm based in Hong Kong. While the exact role of AI in the boardroom is up for debate, the question remains: has the Robo Director come of age?

Enter the Robo Director

On the face of it, the case for an AI-based director is powerful: machines can pull together vast amounts of information and make decisions based on complex algorithms. Moreover, certain technological advancements have given certain algorithms the ability to learn: cognitive technologies – such as machine learning and deep learning – are becoming more reliable and accessible day by day.

However, even the smartest machines are only as clever as the data they have at their disposal. Although this may also be said of humans, in practice people have unique intuition that operates and combines old and new variables at a different level than machines are currently capable of. This capacity enables the human director, or an entire board of directors, to change direction more quickly than a machine can when faced with new, unforeseen situations. Machine learning is based on repeated behaviours to extract data and then create an output based on that data extraction. Regular corrections to the algorithm are made based on human interpretations of the output, increasing the algorithm’s output accuracy over time. Machine-learning however does not currently provide the capacity to solve new problems when externalities comes into play. Often we hear of great business decisions made on the fly based on instinct or business nous, which are uniquely human traits…so far.

AI as the Assistant

AI works best in situations where large volumes of data must be processed and the logic that drives predictions and decisions can be easily expressed. Just as doctors and other medical professionals harness the power of AI to make better diagnoses, AI can support boards to make better decisions. However, the quality of the data plays a critical role in the algorithm’s capacity to identify trends, as it is reliant on “five-star data” for optimal recommendations.

Corporate Governance

AI can now improve problem-solving by assessing governance risks on a macro-level, and subsequently analyse structural deficiencies in a company’s governance policies and practices when compared to its peers faster than previously possible. Parameters can be set and certain aspects of governance can become data-driven rather than model-driven. This means better decisions and, more importantly, fewer wrong decisions that could lead to reputational and financial risk.

Competitive Landscape

With access to large volumes of data, AI can be harnessed to position a company in its competitive landscape. Models and methods can be developed to pinpoint a company’s competitiveness against competitors and to assess its performance trajectory.

Decision-Support Tools

AI can facilitate better strategic decisions based on real-time data and advanced analytics. Customer marketing journeys can be mapped more accurately, generating more positive outcomes. With better information at their disposal the board can focus on strategy rather than operations.

Unalterable Past, Perfidious Future

In business, many decisions are made using a combination of historical data, modelling and conjecture. But the truth is that the business environment is inherently uncertain: there are no control experiments or reruns. What worked in the past might not necessarily work in future, as evidenced in the classic case of the failure of the firm Long Term Capital Management. However, AI programs and technologies, when supplemented by governance data of the highest quality, can augment a board’s decision-making.

Getting ready for the boardroom of the future

Boards need to be fully prepared with the latest information and insights to make the right decisions, which support their long-term strategy. CGLytics has the deepest global governance data set in the market to date, and if combined with AI, the potential opportunities for boardroom intelligence really are endless.

Jonathan Nelson

CGLytics

Latest Industry News, Views & Information

How the SEC’s new proxy voting rules will impact executive compensation

There are many software applications and tools now available to support compensation decisions, but what should be taken into consideration before purchasing? This 5-minute guide details what Compensation Committees, Heads of Reward and Compensation Professionals should take into account when selecting software and tools for Say-on-Pay decisions.

How to independently and efficiently benchmark executive compensation for Say-on-Pay

There are many software applications and tools now available to support compensation decisions, but what should be taken into consideration before purchasing? This 5-minute guide details what Compensation Committees, Heads of Reward and Compensation Professionals should take into account when selecting software and tools for Say-on-Pay decisions.

How to independently and efficiently benchmark executive remuneration for Say-on-Pay

There are many software applications and tools now available to support remuneration decisions, but what should be taken into consideration before purchasing? This 5-minute guide details what Remuneration Committees, Heads of Reward and Compensation Professionals should take into account when selecting software and tools for remuneration decisions.

Younger directors on S&P 500 boards show positive effect on companies’ performance 

Bringing younger directors into the boardroom does not only add value in terms of unique perspectives and improved innovation, but also impacts company performance

Bringing younger directors into the boardroom does not only add value in terms of unique perspectives and improved innovation, but also impacts company performance. Findings from CGLytics’ S&P 500 Boardroom Diversity Report reveal a clear and positive correlation between the number of younger board members and the Total Shareholder Return (TSR).

Despite our findings that show companies’ TSR was higher when age was lower on S&P 500 boards in 2018, the average age of board members still increased by six months that year.

With lawmakers and investors still calling for companies to appoint younger directors, the oldest demographics are still the most represented.

The following findings by CGLytics highlight how S&P 500 companies are progressing in terms of age diversification and tenure:

Average age on boards is 63.5 with three boards having directors over 90 years of age

Recent pressure on companies to appoint younger directors has not appeared to have an immediate impact with the average age of board members increasing by six months to 63.5 in 2018, and three companies having directors over the age of 90.

The majority of 2018 appointments were between the ages of 60 to 69 years old

While it has been suggested that having a diverse board with a variety of age demographics represented has a positive effect, in 2018 directors between the ages of 60 to 63 were the most appointed. While the proportion of new appointments in the younger age range of 30-49 decreased by 21%.

Average tenure increases to 10.7 but some sectors show promise

Despite calls for board refreshment, the average director tenure climbed higher in most industries, with the exception of Consumer Staples and Utilities. For Consumer Staples, average board tenure dropped from 9.5 years in 2017 to 9.3 years in 2018. The industry with the highest average board tenure was Utilities with an average of 14.9 years.

Getting ready for the coming season’s age debate

 

Boards need to be fully prepared for conversations around age diversification this upcoming proxy season and companies should be ready to provide evidence of their board refreshment efforts.

In addition to real-time governance risk intelligence and Pay for Performance analytics, CGLytics provides companies with a networking tool for discovering and connecting with top candidates for succession planning.

Access the full report.

Aniel Mahabier

CGLytics

Latest Industry News, Views & Information

CNBC Report: More activist investors to focus on corporate governance and executive pay

This week CGLytics CEO discussed the increase in activist investor activity with CNBC Street Signs. New research from CGLytics reveals that activist investors are broadening their focus.

Diversity on the Board? Metrics Used by Fortune 100 Companies

Examining the diversity of Fortune 100 boards and questioning the metrics currently used to disclose diversity. Are Fortune 100 companies providing the complete picture?

A diverse supervisory board: This is how to unlock a wealth of talent

Aniel Mahabier, CEO of governance data specialist CGLytics, welcomes the fact that selection committees are using corporate governance analytics to assess the diversity of their own supervisory board. Technology is bridging the gap between the available talent and the knowledge and experience that committees already have in-house.

S&P 500 companies are listening: One third of new board appointments in 2018 were women

Gender diversification on boards was a prominent issue in 2018 and shareholders had never been more explicit in their expectations of companies.

Gender diversification on boards was a prominent issue in 2018 and shareholders had never been more explicit in their expectations of companies. The CGLytics Review of Diversity in the Boardroom of S&P 500 Companies reveals the progress made by companies to improve female board representation and discusses new ways for identifying top candidates using new methods and tools.

Through research on the appointments and departures of S&P 500 company directors between 2017 and 2018, we can see evidence that companies are actively trying to improve gender diversity on boards. This is likely the result of investors pushing for greater female representation, along with media and legislators.

While overall female representation only grew by 1%, the following three data points demonstrate how S&P 500 companies are progressing:

1. One third of new board appointments in 2018 were women

One of the most encouraging changes we saw in 2018 was the increase in the percentage of new appointments that were women. 33% of new appointments were female, up 25% from the previous year. And of the 60 new appointments under the age of 50, more than half of these were women, demonstrating that companies are looking at younger female leaders when making their selection.

2. Telecommunications Services have the highest representation of women on boards

Almost all industries saw an improvement in gender diversity of their boards between 2017 and 2018. The financial sector showed the greatest improvement, with female appointments up by 2 percent. While Telecommunication Services had a three-percent decrease in female representation in 2018, the industry still shows the largest representation of women on boards, at 28%.

One of the most encouraging changes we saw in 2018 was the increase in the percentage of new appointments that were women. 33% of new appointments were female, up 25% from the previous year.

3. 27 female appointments needed to reach gender diversity goals of 30% and 1,431 female appointees to reach full gender parity

With female representation reaching 24%, we investigated how many more appointments are needed in order to hit 30% and 50% targets. We discovered that if the net is cast wider than the current 1,329 women sitting on S&P 500 boards, then an additional 1,227 female candidates are available (drawing from S&P Midcap 400 and S&P SmallCap 600 boards).

Getting ready for the coming season’s gender debate

Boards need to be fully prepared for conversations around gender diversification this upcoming proxy season and companies should be ready to provide evidence of their efforts to improve female representations.

In addition to real-time governance risk intelligence and Pay for Performance analytics, CGLytics provides companies with a networking tool for discovering and connecting with top candidates for succession planning.

Aniel Mahabier

CGLytics

Latest Industry News, Views & Information

CNBC Report: More activist investors to focus on corporate governance and executive pay

This week CGLytics CEO discussed the increase in activist investor activity with CNBC Street Signs. New research from CGLytics reveals that activist investors are broadening their focus.

Diversity on the Board? Metrics Used by Fortune 100 Companies

Examining the diversity of Fortune 100 boards and questioning the metrics currently used to disclose diversity. Are Fortune 100 companies providing the complete picture?

A diverse supervisory board: This is how to unlock a wealth of talent

Aniel Mahabier, CEO of governance data specialist CGLytics, welcomes the fact that selection committees are using corporate governance analytics to assess the diversity of their own supervisory board. Technology is bridging the gap between the available talent and the knowledge and experience that committees already have in-house.

Action needed despite third of new S&P 500 board appointments being women

Gender diversification on boards was a prominent issue last year, and shareholders have never been more explicit in their expectations of companies, writes Aniel Mahabier

Gender diversification on boards was a prominent issue in 2018 and shareholders had never been more explicit in their expectations of companies.

A CGLytics report on diversity in the boardrooms of S&P 500 companies reveals that some progress has been made on an issue that was very prominent in 2018. Companies have improved female board representation – but at a much slower rate than is needed to meet targets set by some proxy advisers and new legislation.

In the past 12 months, the emphasis on gender diversity in the boardroom has never been greater. Demands from not only the media but also shareholders, investors, proxy advisers and governing bodies, as well as campaigns such as the Fearless Girl, have made all companies, regardless of industry, sit up and take notice.

There are, of course, many benefits to improving boardroom gender diversity that go far beyond fresh perspectives and improved profitability. But in order to build an effective board that meets current diversity standards, nomination and governance committees need to find new ways to recruit the right – and best – female candidates to fill their board.

Appointments and departures of S&P 500 company directors between 2017 and 2018 are evidence that companies are actively trying to improve gender diversity on boards. While overall female representation grew by only 1 percentage point, there are some data points that demonstrate how S&P 500 companies are progressing.

1. One third of new board appointments in 2018 were women 

One of the most encouraging changes in 2018 was the increase in the percentage of female appointments to boards. Thirty-three percent of new appointments were female, up from 25 percent from the previous year. Of the 60 new appointments under the age of 50, more than half were women, demonstrating that companies are recruiting younger female leaders. In tandem with gender, diversity of age should also not be overlooked as our findings reveal a positive correlation between the number of younger directors on S&P 500 boards and one-year company total shareholder return

2. Telecommunications services have the highest representation of women on boards

Almost all industries saw an improvement in gender diversity of their boards between 2017 and 2018. The financial sector showed the greatest improvement, with female appointments up by 2 percentage points. While telecommunication services saw a 3 percentage-point fall in female representation in 2018, the industry still shows the largest representation of women on boards, at 28 percent.

One of the most encouraging changes we saw in 2018 was the increase in the percentage of new appointments that were women. 33% of new appointments were female, up 25% from the previous year.

3. Representation of female directors is growing, but radical action is required to hit targets

With female board representation reaching 24 percent (up just 1 percentage point from 2017), it’s critical to understand how many more appointments are needed to reach gender diversity goals of 30 percent and 50 percent: currently, 327 female appointments are needed to reach 30 percent and 1,431 to reach full gender parity. But to find suitable candidates to fill S&P 500 boards, companies are going to need to extend their network or look further afield.

If a wider net is cast – for instance, looking at female directors on S&P MidCap 400 and S&P SmallCap boards, as well as C-level executives – then in the US alone 2,577 candidates are available. Beyond the US market, the CGLytics database shows more than 20,000 professional and experienced female candidates.

3. 27 female appointments needed to reach gender diversity goals of 30% and 1,431 female appointees to reach full gender parity

With female representation reaching 24%, we investigated how many more appointments are needed in order to hit 30% and 50% targets. We discovered that if the net is cast wider than the current 1,329 women sitting on S&P 500 boards, then an additional 1,227 female candidates are available (drawing from S&P Midcap 400 and S&P SmallCap 600 boards).

Getting ready for the coming season’s gender debate

Boards need to be fully prepared for conversations around gender diversification this upcoming proxy season and companies should be ready to provide evidence of their efforts to improve female representations.

In addition to real-time governance risk intelligence and Pay for Performance analytics, CGLytics provides companies with a networking tool for discovering and connecting with top candidates for succession planning.

Aniel Mahabier

CGLytics

Latest Industry News, Views & Information

CNBC Report: More activist investors to focus on corporate governance and executive pay

This week CGLytics CEO discussed the increase in activist investor activity with CNBC Street Signs. New research from CGLytics reveals that activist investors are broadening their focus.

Diversity on the Board? Metrics Used by Fortune 100 Companies

Examining the diversity of Fortune 100 boards and questioning the metrics currently used to disclose diversity. Are Fortune 100 companies providing the complete picture?

A diverse supervisory board: This is how to unlock a wealth of talent

Aniel Mahabier, CEO of governance data specialist CGLytics, welcomes the fact that selection committees are using corporate governance analytics to assess the diversity of their own supervisory board. Technology is bridging the gap between the available talent and the knowledge and experience that committees already have in-house.

What’s New for the 2019 Proxy Season?

By looking at the UK, which currently has the spotlight on corporate governance practices, we can be sure that company boards will be compelled to implement good governance practices.

During the 2018 proxy season, shareholders engaged actively in governance matters. The CGLytics FTSE 100 Proxy Review revealed shareholders to be particularly interested in director election, board effectiveness, CEO pay and Environmental Social Governance (ESG) practice.  So what’s in store for 2019?

By looking at the UK, which currently has the spotlight on corporate governance practices, we can be sure that company boards will be compelled to implement good governance practices. They should prepare for early engagement with investors, who have expanded their ESG capabilities with access to best-in-class analytics to aid engagement and voting.

CEO Pay, Board Refreshment and Gender Diversity will continue to dominate

We envisage the following themes will dominate 2019 across Europe:

Proactive shareholder engagement 

To obtain early shareholder buy-in during the proxy season. Investors will favour an ongoing positive dialogue in preference to a reaction to a negative vote.

Transparency will endure as a central theme 

Boards should be prepared to engage openly on their board composition, say-on-pay proposals and governance decisions.

Board refreshment, gender diversity and board composition 

These will be key governance matters as investors seek to favour board strategy and composition that ties to long-term company performance.

CEO Pay 

Pay will be scrutinised – compensation policies and practices must be fully transparent and reflect, and support, business strategy and promote long-term success.

CEO succession planning 

Chairs and nomination and governance committees will be required to plan for CEO succession to mitigate business continuity risk.

Environmental, Social and Governance (ESG) 

ESG will continue to gain momentum as investors continue to become more information savvy and continue to evaluate companies’ progress on their environmental, social and governance practices.

Boards must be equally, if not better, informed as shareholders in order to engage adequately and constructively

Getting ready for the coming season

Boards need to be fully prepared for the upcoming proxy season. They must be equally, if not better, informed as shareholders in order to engage adequately and constructively, to be certain to avoid any reputational risks. Having access to the same intelligence as proxy advisors and investors is fundamental to proxy season preparedness and good governance decision-making.

CGLytics provides real-time governance risk analytics and solutions that provide actionable insight for companies, shareholders and proxy advisors. We empower boards of companies and investors with data analytics that enable good governance.

In preparation for the 2019 proxy season, CGLytics released its third annual FTSE 100 Proxy Season report. This series of articles summarise some of the key findings. Access the full insights and statistics by downloading the report.

Aniel Mahabier

CGLytics

Latest Industry News, Views & Information

How the SEC’s new proxy voting rules will impact executive compensation

There are many software applications and tools now available to support compensation decisions, but what should be taken into consideration before purchasing? This 5-minute guide details what Compensation Committees, Heads of Reward and Compensation Professionals should take into account when selecting software and tools for Say-on-Pay decisions.

S&P 500 Banking Industry’s Response to COVID-19

CGLytics examines how S&P 500 banks responded to the volatility of the pandemic prior to the Fed’s announcement to cap bank dividends and prohibit share repurchases until Q4 following its annual stress test of banks.

How to independently and efficiently benchmark executive compensation for Say-on-Pay

There are many software applications and tools now available to support compensation decisions, but what should be taken into consideration before purchasing? This 5-minute guide details what Compensation Committees, Heads of Reward and Compensation Professionals should take into account when selecting software and tools for Say-on-Pay decisions.