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Global companies have significant challenges crafting rewards programs that reflect their unique corporate culture but also conform to local market practices and laws. Executives who design compensation and benefits programs for global companies must take into account not only the economies of countries in which they do business, but also local cultural and managerial norms. While this Council focuses on the design and implementation of global rewards programs as well as globally mobile employees, on occasion we will do a deep dive into challenges in a specific country. Some recent topics discussed:
- Designing short and long-term incentive plans that can be managed globally but reflect local market competitiveness
- Strategies to promote retirement security for career expats
- Innovative wellness plans that resonate globally
- Managing and tracking the physical locations of employees in a virtual world to avoid major tax issues
- Global recognition programs
- Strategies to manage benefits for permanent third county nationals in China and Singapore
The responsibilities of global rewards executives have grown as international assignments have become part of executive development. Our candid and confidential exchanges help us to identify better ways to design rewards to improve attraction and retention of critical talent.
- AES Corporation
- Avery Dennison
- Ball Corporation
- Bank of New York Mellon Corp.
- Bechtel Group, Inc.
- Chevron Corporation
- General Mills, Inc.
- General Motors Company
- HP Inc.
- Hewlett Packard Enterprise
- L Brands, Inc.
- Linde North America Inc.
- Lockheed Martin Corporation
- Marriott International, Inc.
- Mars Incorporated
- PepsiCo, Inc.
- Philip Morris International
- Rockwell Automation
- Shaw Industries Group, Inc.
- The Boeing Company
- United Technologies Corporation
- Walmart Stores, Inc.
- Walt Disney Company, The
- Wells Fargo & Company
- Whirlpool Corporation
Enduring relationships with trusted peers are the core of the Council experience. Enhanced by our global, enterprise-wide reach, these relationships span the world and extend the value of Council membership. Confidential peer dialogue provides you with a broader perspective and shared experiences, as well as access to specific knowledge and best practices.
- Collective problem solving that puts your issue on the agenda
- Benchmarking through regular surveys of Council members about relevant company practices
- Multifunctional insights generated by the wealth of perspectives gathered from 125+ Councils (covering more than 50 functions) that work together across geographies
- Virtual communities that extend learning opportunities through a variety of online forums and other resources
I have been a member of The Council for International Compensation and Benefits for the past 11 years. During that time I've found the quality of the members to be outstanding, the opportunity to discuss critical HR issues with such a qualified group of individuals is high value-add for my company and my own leadership development. The interactive exchanges provide valuable insights, challenge existing thinking, and open up your mind to creative solutions. The Conference Board contacts who manage the activities are all "first-class" people who ensure every company has the opportunity to maximize its learnings from participation in the Council.
Rich Burket, Exxon Mobil Corporation
Ranking executives responsible for international compensation policy in corporations with at least 10,000 employees worldwide and a significant presence in at least 10 countries or regions. Membership is by invitation only.