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Board of Directors Update      January 24, 2012
Agenda•   Introduction•   Board of Directors vs. Board of Advisors•   Duties and Responsibilities•   Compensation•   Struc...
Introduction• Watkins Meegan, LLC• Louise Peabody, CPA.  – Member, Risk Services Group• Sean P. Roddy, CPA, CMA, MBA  – Ch...
Board of Directors vs. Board of                 Advisors• Board of Directors  – Protect shareholder interests  – Profitabi...
Duties and Responsibilities• Represent and Protect• Monitor• Render Advice• Appoint, Evaluate and Replace the CEO• Legal D...
Legal Duties•   Duty of Care•   Duty of Loyalty•   Duty of Good Faith (not a fiduciary duty)•   Duty of Full & Fair Disclo...
Compensation• NACD Blue Ribbon Commission on board comp• Types of compensation• Privately Held Entities  – Cash retainer: ...
Compensation• Publicly Traded Entities       Type of Entity        Sales Volume   Total Compensation    Micro             ...
Compensation                    Publicly Traded Entities Compensation         Micro      Small      Medium       Large    ...
Structure and Composition• Leadership• Committees  – Rules governing committees  – Standing Committees  – Special Purpose ...
Structure and Composition• Meeting frequency 7 – 8 times per year• Over half of S&P 1500 boards had one change in  members...
Structure and Composition• S&P 1500 - average between 8 and 10 board  members• Technology companies tended to have slightl...
Structure and Composition• Age, race, gender, ethnicity, geographic  knowledge; skill sets/expertise• Political correctnes...
Selecting Board Members• Strategy –  – Purpose and Defining Roles• Start with Board Leaders –  – Lead Director  – Committe...
2011 Impact on BOD’s• Executive Compensation  – Dodd Frank, “Say on Pay”, Clawbacks, CD&A• Risk Management  – Cyber attack...
Boards and Government Contracting• FAR considers Board of Directors fees  “compensation for personal services”  – Conflict...
Governance• State codes• NIFO• Corporate Governance Documents• D&O• Babe Ruth• Followers                                  ...
Ethics• Set the tone at the top• Courage, Candor and Conscience…so long as the actions taken don’t involve fraud, conflict...
Summary•   Board of Directors or Board of Advisors•   Duties and Responsibilities•   Compensation•   Structure, Compositio...
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Watkins meegan lunch and learn board of directors 2012

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Boardroom dynamics continue to evolve and change in response to increased regulatory requirements, complex business environments, globalization, economic challenges, and shareholder activism. Whether your company is privately held, publicly traded, or a non-profit organization, our program will help you assess and strengthen your current leadership teams in today’s challenging business landscape.

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Watkins meegan lunch and learn board of directors 2012

  1. 1. Board of Directors Update January 24, 2012
  2. 2. Agenda• Introduction• Board of Directors vs. Board of Advisors• Duties and Responsibilities• Compensation• Structure & Composition• 2011 Impact on Board’s of Directors• Governance and Ethics• Summary Proprietary and Confidential 2
  3. 3. Introduction• Watkins Meegan, LLC• Louise Peabody, CPA. – Member, Risk Services Group• Sean P. Roddy, CPA, CMA, MBA – Chief Operating Officer Proprietary and Confidential 3
  4. 4. Board of Directors vs. Board of Advisors• Board of Directors – Protect shareholder interests – Profitability• Board of Advisors – Informal outside group of experts – Provide support and advice – No power or binding legal authority – Serve at the pleasure of the owner Proprietary and Confidential 4
  5. 5. Duties and Responsibilities• Represent and Protect• Monitor• Render Advice• Appoint, Evaluate and Replace the CEO• Legal Duties Proprietary and Confidential 5
  6. 6. Legal Duties• Duty of Care• Duty of Loyalty• Duty of Good Faith (not a fiduciary duty)• Duty of Full & Fair Disclosure (newest, from DE)• Other Duties – Noting disapproval – Keeping fully informed – Attending meetings – Preparing for meetings Proprietary and Confidential 6
  7. 7. Compensation• NACD Blue Ribbon Commission on board comp• Types of compensation• Privately Held Entities – Cash retainer: $27,000 – Board Meeting Fees: $2,400 per meeting – Committee Meeting Fees: $1,425 per meeting – Committee Chairman Fee: $4,300 Per meeting Proprietary and Confidential 7
  8. 8. Compensation• Publicly Traded Entities Type of Entity Sales Volume Total Compensation Micro $50 M to $500 M $ 91,000 per year Small $500 M to $1 B $119,000 Medium $1 B to $2.5 B $148,000 Large $2.5 B to $10 B $176,000 Top 200 of the S&P 500 $228,000 Proprietary and Confidential 8
  9. 9. Compensation Publicly Traded Entities Compensation Micro Small Medium Large Top 200Retainer 26,000 34,000 42,000 50,000 75,000Meeting Fees 11,000 12,000 12,000 14,000 15,000Equity Award 38,000 60,000 79,000 95,000 124,000Committee Comp 9,000 12,000 14,000 14,000 14,000Total per meeting 5,000 7,000 8,000 9,000 11,000Total board cost $520,000 $780,000 $1.1 M $1.5 M $2.3 M% of Median Rev 0.22% 0.12% 0.08% 0.03% 0.01% Proprietary and Confidential 9
  10. 10. Structure and Composition• Leadership• Committees – Rules governing committees – Standing Committees – Special Purpose Committees—limited duration & scope• Terms of Service Proprietary and Confidential 10
  11. 11. Structure and Composition• Meeting frequency 7 – 8 times per year• Over half of S&P 1500 boards had one change in membership in last fiscal year• 68 % have 3 – 4 committees – Nominating – Audit – Compensation – Finance Equilar – 2011 Board Composition Report Proprietary and Confidential 11
  12. 12. Structure and Composition• S&P 1500 - average between 8 and 10 board members• Technology companies tended to have slightly less• Highly regulated companies on the higher side• Size can effect governance process – Too large – Too small Proprietary and Confidential 12
  13. 13. Structure and Composition• Age, race, gender, ethnicity, geographic knowledge; skill sets/expertise• Political correctness vs. strategic advantage• Individual expertise vs. collective abilities• 75% of S&P 1500 have one female• 3% have four or more female directors• Boards seeking specialized skills aligned with strategy and risk management Proprietary and Confidential 13
  14. 14. Selecting Board Members• Strategy – – Purpose and Defining Roles• Start with Board Leaders – – Lead Director – Committee Chairs• Consider culture and corporate strategy• Forward thinking to address evolving needs• Cohesion may be overrated Proprietary and Confidential 14
  15. 15. 2011 Impact on BOD’s• Executive Compensation – Dodd Frank, “Say on Pay”, Clawbacks, CD&A• Risk Management – Cyber attacks, Middle East, Tsunami’s, European Debt, U.S. economic crisis--deficit• Succession & Strategy – CEO turnover, revisiting and revising long-term plans more frequently Proprietary and Confidential 15
  16. 16. Boards and Government Contracting• FAR considers Board of Directors fees “compensation for personal services” – Conflict of interest• Travel and incidental costs allowable• All costs subject to reasonableness criteria, subject to audit• Unallowable based on same criteria as other costs Proprietary and Confidential 16
  17. 17. Governance• State codes• NIFO• Corporate Governance Documents• D&O• Babe Ruth• Followers Proprietary and Confidential 17
  18. 18. Ethics• Set the tone at the top• Courage, Candor and Conscience…so long as the actions taken don’t involve fraud, conflicts of interest, or breaches of the duty of loyalty, and we made them in good faith with a reasonable basis for believing the action taken was lawful, informed and in furtherance of the company’s purposes… Proprietary and Confidential 18
  19. 19. Summary• Board of Directors or Board of Advisors• Duties and Responsibilities• Compensation• Structure, Composition and Diversity• 2011 Impact on Boards• Governance and Ethics Proprietary and Confidential 19

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