Starts 8 hours, 32 minutes ago

Practitioners in the compensation space have had to keep their wits about them to quickly adapt to all the changes brought about as a result of the COVID 19 pandemic such as reduced working hours, shorter work weeks and remote working to name a few. Even as we begin 2021, the legal and financial impact regarding remuneration policy adjustments has not yet been fully understood. This unfolds in an environment where historical responsible and equitable remuneration problems including gender parity and other pay discrimination issues continue to exist and are yet to be fully rectified in the workplace internationally with South Africa being no exception.

The widespread skepticism over executive remuneration packages that has existed for many years continues unabated. 2020’s global COVID 19 pandemic has necessitated that corporates institute executive pay cuts in some instances, as entities struggle to survive in these economically challenging times. Research however reveals that not many changes have actually taken place around the long-term incentive plans (LTIP) that these executives hold. The main problem with LTIPs is that the terms can quickly become outdated and not fit for purpose if a company’s performance changes thereby ultimately producing so called “perverse consequences”. In an atmosphere where the shareholders of both public and private sector companies were already concerned about the poor alignment of interests between the company, their executives and all stakeholders, to what extent can these matters now be addressed?

There is no time like the present to gage best practice by networking with industry peers to keep up to date with critical changes in this space and to get an insight into their long-term consequences. This includes not only middle to top HR management but also remuneration committee members who are ultimately responsible for ensuring that remuneration outcomes are fully aligned with the overall business performance and strategy. It is often said that the best way to tackle any crisis is to be prepared. The level of preparedness is often found in the principled, ethical and sustainable culture of an entity. Get insights from case studies of entities whose state of preparedness has held them in good stead through the challenges. These diverse discussions make this a must attend event offering a much-needed platform for discussion and robust debate surrounding the emotive topic of sustainable remuneration!


Daily Ramasia | Master Rewards Specialist (SARA| Chartered HR Professional (SABPP) I Non-Executive Director (NED)
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    A Non-Executive Director, accomplished Executive with 13+ years professional working experience in delivering business, human capital and total rewards value adding products and services. A transformational leader change agent with sound strategic solution management based on system think theory applied successfully in both state owned and private sectors. Principal Executive Officer registered with FSCA and Batseta Council of retirement Funds for South Africa. A renowned professional advisor and conference speaker in the field of remuneration, HR and pension funds. e Board of Directors in both states owned and private sectors by delivering human capital, talent management, total rewards, strategy formulation and execution.

Thabang Rapuleng
Director: Employment Law practice
CDH
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    Thabang completed his articles at Maserumule Incorporated Attorneys and practised as an Associate specialising in employment law. He thereafter joined Hogan Lovells South Africa and was appointed as a Senior Associate in the employment law team in 2012. He was seconded to the SA Post Office to Head its Labour Law unit. He subsequently joined the Barclays Africa Group (ABSA) as a designated employment law legal counsel for Wealth, Investment Management & Insurance (WIMI) as well as the Corporate and Investment Bank (CIB). Thabang joined Cliffe Dekker Hofmeyr as a Director in 2017 from ABC Holdings Limited where he was a Regional Head responsible for industrial relations and employment law services across the African region.

Andreas Horak | Director –Head of Reward Analytics | People & Organisation |Co-lead, Reward | PWC
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    Andreas co-leads the practice, as well as specifically heading up the reward analytics workstream. Andréas is a CA(SA) with extensive experience in the consulting of share-based incentives and corporate transactions. He is the remuneration advisor to a large number of listed entities across numerous industries. He specialises in reward analytics focusing on executive benchmarking, strategic KPI consulting, financial modelling and financial reporting. Andreas is proactive and passionate about understanding the core basis of his clients businesses.

    He is an activist for continued stakeholder engagement, ensuring there is alignment between executive and shareholder expectations. He believes in embracing simplicity within the incentive design process, providing seamless implementation of tailored solutions.



Leslie Yuill
Director
Deloitte Consulting (Pty) Ltd
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    Leslie is a Director at Deloitte Consulting and leads Workforce Transformation Practice. His core competency lies in advising & assisting clients in the design & implementation of reward strategies & pay models as well as short- & long-term incentive schemes. He also assists organisations and their HR functions to align future business priorities with future workforce requirements. He is acknowledged as an industry leader in the design and implementation of value-based incentives, focused on driving business performance. He also advises a number of Remuneration Committees