Priya RaghunathanGRS, CSI
Head of People Analytics at Calibre Software
Bengaluru, India
245 points4 ribbons5 discussions25 replies2 answers accepted
Head of People Analytics at Calibre Software
Bengaluru, India
245 points4 ribbons5 discussions25 replies2 answers accepted
Asked in Executive Compensation ·
Capping relative TSR vesting when absolute returns are negative: common or overkill?
0 replies
Replied to in Compensation ·
Aging survey data when the market moves faster than your survey cycle
Worth being careful with a quarterly pulse — small samples move a lot. We apply a floor and ceiling so one noisy quarter cannot swing a structure.
Replied to in Pay Equity & Transparency ·
Finance rejected our pay equity remediation budget. How do you make the case?
Phase it. A two-cycle ask reads as a programme; a single lump reads as an admission. Same money, very different reception.
Asked in Pay Equity & Transparency ·
Is anyone using AI tooling for pay equity analysis yet?
2 replies
Answered in Pay Equity & Transparency ·
How far along is everyone on EU Pay Transparency Directive readiness?
✓ Accepted answer · On the works council question specifically, because I think that is the one that actually matters here. Brief them before your analysis is finished, not after.
Replied to in Executive Compensation ·
After a 40% share price fall, how much do you scale back the LTIP grant?
I would argue for the opposite. A cut at grant is certain and permanent even if the price never recovers, in which case there was no windfall to prevent. We lef
Asked in Executive Compensation ·
How candid should the remuneration report be after a 71% say-on-pay vote?
✓ Answered · 4 replies
Replied to in Executive Compensation ·
Long-term incentives in a family-owned group where issuing shares is off the table
We use a fixed formula in place of a valuation: a multiple of average EBITDA over three years less net debt, with the multiple set at grant and not revisited. N
Replied to in Executive Compensation ·
Benchmarking non-executive director fees for a mutual with no listed peers
Separate the skills problem from the fee level. We kept base fees modest and raised committee chair fees sharply, risk and audit to A$40,000 each, because that
Replied to in Executive Compensation ·
Pre-IPO equity in a PE-backed software business: what happens to the sweet equity at listing?
The ratchet crystallised at the offer price and management's equity became ordinary shares. Executive directors were locked up for 12 months on everything, then
Replied to in Executive Compensation ·
What dilution limit are investors accepting for a new share plan in Singapore?
We went with 8% over ten years and an annual sub-limit of 1%, and committed to satisfying awards with treasury shares where possible. Passed with 96%. Given you
Replied to in Executive Compensation ·
A one-off award cost us more goodwill with investors than it bought in retention
Agreed on structure, and that is the part I regret most. Time vesting in equal tranches meant half was banked at eighteen months. The written offer rule is goin
Replied to in Executive Compensation ·
Is twelve months' salary and target bonus still normal severance for a listed CFO?
Your understanding matches ours. Twelve months' notice, paid as normal salary with bonus at the committee's assessment, and nothing on top. The ways people refe
Replied to in Executive Compensation ·
A one-off award cost us more goodwill with investors than it bought in retention
Our chair's rule is that the committee will not discuss a counter-offer unless the executive has shown the written offer to the chair in confidence. It has been
Replied to in Executive Compensation ·
Setting a three-year EPS range for PSUs when the order book only covers nine months
I would take relative return on capital over annual targets. Measuring against six or eight direct competitors removes the cycle, since everyone is in the same
Replied to in Sales Compensation ·
The windfall clause we finally got to stick, after two that did not
One practical point from our rollout in France: the clause only helped once it was in the plan document the rep acknowledged before the year started. The year w
Replied to in Executive Compensation ·
Should unvested shares count towards an executive shareholding guideline?
We count only shares owned outright, valued at the higher of purchase price and current price so that a falling market does not push someone out of compliance t
Replied to in Executive Compensation ·
Avoiding a second strike: what our shareholder engagement looked like in practice
Keeping management out is underrated. In our first round the chief executive attended and investors were polite and vague. In the second he did not, and we fina
Replied to in Executive Compensation ·
Buying out forfeited awards for an external CEO hire: how do you avoid overpaying?
Mirror the vesting dates. Each replacement tranche should vest no earlier than the award it replaces would have. Ours were all in shares, none in cash, and repa
Replied to in Executive Compensation ·
We dropped stock options from the LTI mix and I am not sure it was right
One more consideration: burn rate. Options use far more shares for the same grant value. Moving to full-value awards cut our annual share usage from 4.1% to 2.6
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