As oil and gas peer groups continue to shrink, relative performance frameworks require a more thoughtful design process.
Insights and Research
Rethinking Effective Performance Peer Groups in Today’s Oil & Gas Sector
Article | Mar 2026 | Malcolm Adkins
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Quick Poll: Coronavirus Impact
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Survey results from 233 director and management respondents detail the current impact of the coronavirus on executive compensation plans.
Planning For Succession: Creating a Robust Talent Pipeline for Organizational Success
Unless there is a major shift in your bank’s strategic direction, building talent internally is the best way to replace key leadership positions.
The 2020 Compensation Committee Agenda: Five Pressing Issues in Focus
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The emerging compensation-related trends that warrant review this year.
The Triple Aim and Healthcare Executive Compensation: Top Five Trends for 2020
The healthcare industry enters a second wave of learnings in pay program design.
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A preview of the most recently available board pay data for more than 1400 public companies, based on our annual Director Compensation Report and proxy data from Main Data Group
Structuring Change-in-Control and Transaction Bonuses for Maximum Effectiveness
Compensation actions that a company can undertake at each point during an M&A in order to retain and motivate the executive team
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The differences in executive compensation philosophies and design decisions at private companies versus those that are publicly owned.
The Fight to Retain Talent in Real Estate: A Different Bidding War
An innovative compensation plan can aid those real estate organizations that can’t afford to lose talent at this point in the industry’s growth cycle.
Director Compensation: Communicating A Board’s Worth
The increased responsibility and visibility of the board means an increased need for dialogue and disclosure about director pay.
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Boards, primarily focused on their fiduciary responsibilities, often overlook their compensation. Yet, like executive pay, board compensation can drive value. Strategic pay structures are crucial for attracting and retaining directors who enhance a visionary board sensitive to risks and opportunities, thus boosting organization's success.
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