The Effective Remuneration and Nomination Committees

Date: Thursday, 4 November 2021 from 10:00 to 12:00
Location: Delivered as an online interactive seminar
Event Code: ERNC041121
Fee: £195.00 +VAT per person
For 3+ Bookings: £175.50 +VAT per person

A discount of 10% is available for 3 or more people from the same company. If you have 4 or more people talk to us about an in house event for your Board.

Course Details

The Remuneration and Nomination Committees make decisions that reflect and support the people and culture of the business. There is a wealth of evidence that the mix of competencies, independence and skills of the Board are critical to the effectiveness of the Board and the success of the company. Of equal importance is the informed judgement in determining levels of remuneration, the link with performance, alongside the structure of the executive package.

It is essential that those appointed to the Remuneration and/or Nomination Committees are aware of the standards they are required to meet and understand the regulators’ perspective.  Being a Remuneration or Nomination Committee member is not an ‘easy’ option. This unique 3 hour briefing will update you on developments, explore some common challenges, and facilitate thinking through how you evidence the effectiveness of your Committee.

Who should attend:

Ideal for all Directors of Nominations and Remuneration Committees.  Also highly relevant for Company Secretaries and HR Directors who play a key role in supporting these Committees


1. The role of the Remuneration and Nomination Committees in Financial Services Companies

  • The expectations of Remuneration and Nomination Committee
  • The structure and organisation of each committee
  • What the oversight role involves – what SYSC says and what the FRC think
  • What regulators now expect and what they focus upon
  • Sources of assurance

2. Building and Maintaining an Effective Board

  • Individual self-evaluation, Peer evaluation, Board evaluation
  • Feedback – Chairman, SID, NEDs, Executives, Company Secretary
  • Manage turnover; succession planning
  • Director Identification and Selection – Non-Executives (and Executives?)
  • Director Integration versus On-boarding

3. Remunerations issues

  • Developing a Remuneration Policy
  • Aligning Policy with Culture
  • Including Long  term incentive plans and  Retirement Plans

4. Frequent challenges

  • Culture and commitment
  • ‘Passive’ directors and ‘over involved’ directors
  • Poor quality information packs
  • What to address in the annual cycle
  • Selecting and using advisers
  • Market  influences versus business and individual performance
  • Disclosure and reporting

5. Achieving and maintaining effectiveness

  • What constitutes effectiveness
  • Evaluating effectiveness
  • Communicating with stakeholders

Key Benefits

  • Gain a clearer understanding of the roles of the Remuneration and Nomination Committees
  • Learn what practices and pitfalls other Remuneration and Nomination Committees have experienced and how to avoid them
  • Understand changes in UK requirements
  • Review your current scope and structure against current standards
  • Consider your culture and how remuneration reflects and supports this
  • Know the principles that regulators expect to be applied in the UK and other major financial centres
  • Understand best practice for selecting and using external advisers
  • Explore how to set and assess effectiveness.

Your Consultant: John Constable

John’s career began in the RAF and has spanned retailing and financial services, the last 15 years as an independent consultant specialising in executive and board development. His business and regulatory experience equips him to bring a joined-up approach to governance, strategy, risk and finance. This is positioned in full recognition of the dilemmas and multiple – and often conflicting - demands within the board’s “day job”.

A great communicator, he brings commercial awareness, credibility, and pure energy. His versatility allows him to lead and challenge executives and senior managers, providing current and relevant examples to illustrate, draw parallels and clarify complexity.

John’s published articles have encompassed financial crime, learning and development strategies, operational risk management, change management and Solvency II.

John has a BA (Hons) in History from Kings College London, he holds an Open University Certificate in Financial Management, a Diploma in Management from Henley and is a Member of Chartered Institute of Personnel and Development.




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