2016 Media Kit - equilar.com · Submit materials to Dan Marcec at [email protected] Issue 19 Ad Closing Materials Due: December 4, 2015 Issue Mails: January 22, 2016 Bonus Distribution:

2016 Media Kit

Connecting Business Leaders

C-Suite MagazineThe only magazine exclusively dedicated to executive compensation topics with an added focus on critical board governance trends impacting today’s public companies

3

Research ReportsThe leading authority on executive compensation research, relied on by Bloomberg, The New York Times, The Wall Street Journal, and other leading media outlets, as well as corporate issuers seeking thought leadership on governance trends

7

Events and WebinarsConnecting influential business leaders in person and online to network and gain insights on executive compensation and board governance challenges

8

Ever-increasing shareholder scrutiny requires executives and board members to stay at the top of their game. CEOs, CFOs, GCs, HR/Compensation executives, and Board Members look to Equilar and C-Suite magazine to help them answer key questions:

• What are our risks?

• How do we compare and perform against our peers?

• What story do we need to tell shareholders?

From the corner office to the boardroom, solution providers and advisers have a unique opportunity to help companies leverage new business opportunities, minimize operational, financial and reputational risks, and meet shareholder expectations. Marketing opportunities with Equilar provide a unique channel to deliver valued thought leadership and connect your brand with key decision makers.

C-Suite MagazineC-Suite magazine is the only magazine exclusively dedicated to executive compensation topics with an added focus on critical board governance trends impacting today’s public companies. Each issue of C-Suite features interviews with key players in the executive compensation and board governance environment and presents important updates on pay challenges and governance trends based on exclusive Equilar research.

The premiere issue of C-Suite was published in January 2010, and the 19th issue of the magazine will be released in January 2016. C-Suite reaches more than 20,000 influential readers, delivered complimentary to qualified recipients across all industries.

All print advertisers are included in the digital issue of C-Suite, distributed via nxtbook approximately 2 weeks following the magazine mail date.

17%10%

28%45%

ReadershipProfile

VP and Directors of HR/Compensation

Other Management Titles

Board Members

C-Suite Executives

2016 Media Kit | 3Please contact Jamie Tassa, Managing Director, Strategic Partnerships, at [email protected] for more details on sponsorship opportunities.

Vol. 2, Issue 2, 2015

Risk Issue

Considering the universal ballot

Safeguarding against cyber attacks

What will be the biggest risk facing boards in 2016?

Overcoming risk on critical projects

Interviews with Sabastian Niles and Suzanne Vautrinot

Risk Issu

e V

ol 2, Issue 2

2015

Smarter boardrooms turn new challenges into potential rewards

Taking on Risk

2016 Editorial HighlightsIssue 19: Governance Outlook

Featured Interviews• The impact of proxy access in 2016

• Cyber risk is here to stay

• Ask the Experts: What are the hot button issues for the 2016 proxy season?

Issue 20: PerformanceFeatured Interviews• Pay for Performance: What’s new

and how it affects shareholder engagement

• CEO pay ratio and the media

• Ask the Experts: What aspect of executive pay will see the most change in the coming years?

Issue 21: RiskFeatured Interviews• From the boardroom to the

courtroom: What puts boards at legal risk

• Ask the Experts: How will changes in Washington influence corporate governance in 2017 and beyond?

Research & Analysis• The data behind Dodd-Frank: How

regulations will affect governance in 2016

• Global gender diversity in the boardroom

• Compensation committees discuss strategic pay decisions

• How board compensation aligns with shareholder interests

Research & Analysis• Recap: Executive Compensation

Trends from Equilar’s Annual Summit

• Equity Trends in the S&P 500

• How peer group composition affects CEO compensation

Special Topics• Key factors affecting board decisions

in 2016

• Executive pay beyond the C-suite at-a-glance

Special Topics• Board diversity scorecard

• Shareholder engagement at-a-glance

• Boardroom 2.0: Technology update

Research & Analysis• Who’s on Top? Equilar’s annual study

of highest-paid CEOs

• Board leadership in the age of activism

• CD&A analysis: What’s new in how companies choose to disclose?

• Comp in Canada: TSX pay trends

Special Topics• Say on Pay scorecard

• M&A at-a-glance: How change in control affects governance

What Will Be the Biggest Risk

Facing Boards in 2016?

What Will Be the

Facing Boards in 2016?

ASK THE EXPERTS commentary on current topics28


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Full Spread $11,995 Trim 16.75” x 21.75” Bleed 17.75” x 22.25”

Half Page $3,495 Trim 7.25” x 4.487” No Bleed Necessary

Rates and SpecificationsC-Suite accepts advertising in full-page, half-page and spread four-color formats.

Materials Accepted and Submission Process• Please supply a hi-res print-ready PDF/X-1a file.

• All fonts must be outlined or embedded.

• All images must be 300 dpi.

• CMYK only.

• Ink density not over 300%.

• Crop marks and color bars should be outside printable area (.125 in offset)

Submit materials to Dan Marcec at [email protected]

Issue 19 Ad ClosingMaterials Due: December 4, 2015

Issue Mails: January 22, 2016

Bonus Distribution:

Equilar and Nasdaq’s Board Leadership Forum, Feb. 3, 2016 in San Francisco

Equilar and NYSE’s Compensation Committee Boot Camp, Feb. 9, 2016 in Miami

Equilar and Nasdaq’s Compensation Committee Forum, April 5, 2016 in New York

Issue 20 Ad ClosingMaterials Due: April 1, 2016

Issue Mails: June 1, 2016

Bonus Distribution:

Equilar’s 7th Annual Executive Compensation Summit, June 20-22, 2016 in Boston

Equilar and Nasdaq’s Board Leadership Forum, Sept. 13, 2016 in New York

Issue 21 Ad ClosingMaterials Due: August 15, 2016

Issue Mails: October 15, 2016

Bonus Distribution:

Equilar and Nasdaq’s Compensation Committee Forum, Nov. 3 in San Francisco


commentary on current topicsROUNDTABLE26

Roundtable: Overcoming Risk on Critical Company Projects

W e’ve often heard

that there’s no

substitute for

experience, and

indeed, there’s no

better learning

environment than

one’s own successes and failures as a manager.

Feedback and reflection present us with several

opportunities to learn from others, and one of

those areas that can define one’s career—and

more importantly, bring value to a company—is

successfully launching critical company projects.

TK Kerstetter, CEO of Boardroom Resources

LLC, conducted a roundtable for C-SUITE with

Steve Wilson, CEO of CF Industries (retired)

and a director at both Ameren Corporation and

GATX Corporation, Jennifer Scanlon, Senior Vice

President, USG Corporation and President of

USG International, and Tom Lebamoff, Managing

Partner for Liberty Advisor Group, to discuss how

great companies guided by effective leaders man-

age critical company projects—which can range

from major technology upgrades to bet-the-com-

pany strategic mergers. With this issue of C-SUITE

focused on risk, this roundtable defines several

ways in which leaders manage difficult issues and

lead their companies to positive outcomes.

Kerstetter: Let’s start by defining what we mean by critical company projects and programs.Steve Wilson: Critical projects have outcomes with

significant impact on the company’s success—for

example, essential IT projects that impact the

operating platform, integration of a transformational strategic merger or con-

struction of a major manufacturing facility. Executed successfully, critical projects

will create sustained value, while critical projects that are poorly executed can

result in large cost and time overruns or even put the company’s viability at risk.

Jennifer Scanlon: A project is critical when it solves a strategic issue, requires

a visible percentage of available capital, requires multiple functions to work

together and will improve the bottom line meaningfully.

Tom Lebamoff: It might be argued any customer-facing project is critical,

but I would also add cross-functional projects where divisional silos, compet-

ing priorities and executive incentives can conflict with overall company goals.

Kerstetter: What are the essential leadership controls for a company to be successful with critical projects?Lebamoff: Put your best people on the project, make it a number one or top

two priority, and position executive incentives to achieve executive alignment.

Scanlon: First, the executive team has to agree upon what problem(s) they

believe this project will solve, and use that clarity to set simple metrics as the

project’s goals. Second, you have to assign your best people—usually full time.

This is painful, but without your best performers, you are almost guaranteed

a poor solution—delivered late and over budget—which is not a winning prop-

osition. Third, you need to follow a process that encourages honest evaluation

of progress, milestones, budget and contingencies.

Examining New Perspectives

Faced with increasingly active

investors and a tense shareholder

environment, boards are under

more pressure than ever before

to make informed and business

case-driven CEO pay decisions

that are seen as “fair” by an

expanding pool of stakeholders—from investors

and employees to the CEO and the general public.

While peer-group benchmarking is still the most

common tool for determining CEO pay, this approach

has faced increased scrutiny from critics, serving as a

catalyst for risk for boards across industries.

The critical eye on CEO pay is an outcome of the

financial crisis, which exposed the shortcomings of

the benchmarking process and simultaneously put

pressure on organizations to find new and better

ways to reward their top executives. Today, critics

continue to blame benchmarking for ratcheting up

pay to higher levels and decoupling compensation

from CEO and organizational performance.

Shareholders’ and investors’ focus on capital

returns, desire for top-line growth and pressure on

profits are forcing boards to reconsider not only

what they pay CEOs, but also how they structure that

compensation. At the end of the day, while bench-

marking has its place, it is important for boards to

think more broadly and peel back more layers of the

onion to determine executive compensation.

Going Beyond BenchmarkingEspecially as CEO pay remains a front-page news

item, boards must use multiple lenses to evaluate

compensation via a more complex and rigorous

assessment of both internal and external factors.

This will create the context for decision making that

Why companies should go beyond benchmarking when evaluating CEO pay

By Irv Becker

HAY GROUP

evaluating CEO pay metrics24 PAY GRADEPAY GRADE

18 TECH PROTECTION issues in cybersecurity

Safeguarding

Cybersecurity has

entered the main-

stream, touching

the lives of individ-

uals, organizations

and entire nations.

Today, society

relies on interconnectedness and

collaboration, and cloud storage is

commonplace. To this end, vulnerabil-

ity to a cyber incident and the potential

consequences are increasing.

For companies, the board is respon-

sible for defining risk tolerance, and

executive management implements

policies to manage risk within that

tolerance. Risk management is typically

delegated to the CTO or CIO and during

each board meeting, they update

to the board to ensure the directors

understand the nature, impact and

probability of a breach, as well as the

mitigation actions.

Boards usually maintain a risk regis-

ter to aid in monitoring changes in risk

and how effectively they are managing

and mitigating potential threats. This

information—together with other mis-

sion critical data pertaining to topics

such as product strategy, long-range

Cyber attacks can expose a company’s most import-ant assets. How can boards manage this risk?

By Blake Stephenson

NASDAQ

planning for proxy successFULL DISCLOSURE22

Examining detailed and open proxy disclosure of Board Oversight of Risk

By Ron Schneider

RR DONNELLE Y

Company proxy statements

continue to evolve from SEC

14A compliance documents

to more investor-friendly,

visually inviting and com-

pelling communications

pieces. This transformation

encompasses both required proxy disclosures,

such as a discussion of Board Oversight of

Risk, as well as the increasing amount of

non-required, or voluntary, discussion many

companies are incorporating into their proxies.

Risk is broadly defined, including but not

limited to financial, regulatory, strategic,

operational, compensation, reputational,

environmental/sustainability, and increas-

ingly, cybersecurity risks.

Today, many companies’ proxies contain

more information about the board than

ever before. In addition to required sections

such as director nominee bios, skills and

qualifications, composition and roles of key

committees and board oversight of risk,

the CD&A is intended as a window into the

“why” of compensation committee pay deci-

sions, in addition to merely the “what.”

Additional voluntary board-related dis-

closures include the increasing inclusion

of director skills matrices, often depicting

graphically the key skills possessed by

ThoughtfulTransparencyPaid Editorial Contributions

$11,995

Each issue of C-Suite includes a special section for expert contributors. Content cannot be sales focused and should fit into the overall theme of the issue. All content is subject to Equilar’s editorial team approval.

Article is limited to two pages (max 1,000 words), and author’s headshot will be included, along with relevant imagery.

• Participants will convene for a virtual discussion on a topic related to C-Suite theme (Governance, Performance, or Risk)

• Sponsor can help define exact focus and questions for the discussion, which will serve as the basis for special 2-page feature in C-Suite

• Equilar will handle all logistics of roundtable Q&A among participants, as well as writing the final editorial submission

• Sponsor can have one (1) representative participate in roundtable

• Sponsor’s headshot will be included in editorial, as well as call to action (eg link to a video or website)

• Sponsor will also receive one (1) full-page ad in C-Suite

Partner with Equilar on an executive or board compensation, board composition, or shareholder engagement related research topic.

• Equilar and Sponsor will conduct kick-off call to scope out project and relevant data available in Equilar’s database.

• Equilar’s content team will draft 3- to 5-page article based on data pull and provide to Sponsor with 4 to 5 questions for Sponsor commentary.

• Equilar will post final article on www.equilar.com and feature in bi-weekly e-newsletter distributed to 30,000 recipients.

• Sponsor can post final article on its websiste

• Equilar PR team will issue a press release on the report with a quote from Sponsor, and pitch research to relevant media outlets

• Equilar and Sponsor will co-host 60-minute webinar to expand upon article content

■ Sponsor may provide one (1) speaker for webinar. Speaker’s headshot will be included in webinar marketing materials (website and email blasts).

■ Webinar will be promoted to Equilar’s email database as part of Equilar’s Executive Network Series, in one issue of Equilar’s bi-weekly e-newsletter, and one standalone email

■ On-demand version of webinar will be hosted on Equilar.com website following live webinar. Sponsor can link to it from its website.

■ Sponsor will receive list of all registrants and actual participants, with email addresses

Custom Opportunities

Virtual Roundtable with C-Suite Editorial $17,500 *Limit one per issue

Joint Research with Webinar $10,000 *Additional $7,500 for article to be included in C-Suite

Paid Editorial Contributions $11,995


Equilar Research ReportsParticipating in Equilar’s Research provides a unique opportunity to:

• Provide expert commentary to executive-level and board audience

• Establish your firm as a knowledge leader

• Generate significant PR

Equilar has a limited number of opportunities for professional services firms to provide sponsored commentary on our research. Upcoming topics include:

Report Title Publication Date Sponsorship Deadline

Innovations in CD&A Design February 2016 December 15, 2015

TSX Equity Trends March 2016 January 15, 2016

CEO Pay Strategies June 2016 March 15, 2016

CFO Pay Strategies July 2016 April 15, 2016

Peer Groups Analysis August 2016 May 15, 2016

S&P 500 Equity Trends September 2016 SOLD

Board Composition Report October 2016 July 15, 2016

Board Compensation Strategies October 2016 July 15, 2016

Executive Pay Beyond the C-Suite – A Series of Reports:

Chief Human ResourcesGeneral Counsel

Other C-Suite TBD

November 2016 August 15, 2016

2017 Governance & Compensation Outlook December 2016 September 15, 2016

For each of the above topics, Equilar completes a comprehensive research study and creates a summary analysis report. Sponsor then has the opportunity to review summary analysis and provide commentary, which will be featured as call-out sections in the final published report. Sponsorship fees differ based on scope for each report; exclusivity options available.

Additional Sponsor Benefits:

• Sponsor logo included on cover of report

• Sponsor logo and “About Us” section included in final report

• Sponsor has opportunity to distribute executive summary of final report to clients, with link back to download page for full report

• Website landing page for report download co-branded with Equilar and Sponsor

■ Equilar will provide Sponsor with list of all names, titles, companies, and emails for downloads

• Equilar will issue a press release on the report and include a quote from Sponsor

• Equilar PR team will pitch report findings to national and industry media outlets, and offer Sponsor as a resource for additional commentary

• Opportunity to co-host webinar with Equilar to review interesting findings of report.

■ Recognition as Co-Host of webinar on Equilar.com website.

■ Opportunity to provide one (1) speaker for webinar. Speaker’s bio to be highlighted in webinar marketing materials (website and email blasts).

■ Webinar will be promoted to Equilar’s email database as part of Equilar’s Executive Network Series, in one issues of Equilar’s bi-weekly e-newsletter, and one standalone email.

■ On-demand version of webinar will be hosted on Equilar.com website following live webinar. Sponsor can link to it from its website.

■ Sponsor will receive list of all registrants and actual participants, with email addresses

• Some of the above reports will also be highlighted in C-Suite magazine


Equilar EventsBoard Leadership ForumFebruary 3, 2016 Nasdaq Entrepreneurial Center, San Francisco

September 13, 2016 Nasdaq MarketSite, New York

This event, co-hosted by Equilar and NASDAQ, will address investors’ increased expectations for transparency around board succession planning and refreshment and how they are voting on boards. Developed for public company board members, general counsel, and corporate secretaries, the Forum will empower participants to build higher performing boards through better evaluations and recruitment, as well as improved engagement with their shareholders.

Compensation Committee Forum April 5, 2016 Nasdaq MarketSite, New York

November 3, 2016 Nasdaq Entrepreneurial Center, San Francisco

Equilar is partnering with NASDAQ, to provide a new educational program for public company compensation committee members/chairs, general counsel, and chief HR and senior in-house compensation executives. The Forum will arm participants with the necessary knowledge to make the right pay decisions that are most relevant to their businesses and best drive their long-term strategies to increase shareholder value. Attendees will obtain independent viewpoints, unmatched insights, and noteworthy take-aways to immediately benefit their companies as they prepare for the 2016 proxy season.

7th Annual Executive Compensation SummitJune 20-22, 2016 Westin Copley Place, Boston

Each year, Equilar gathers together hundreds of executive compensation and corporate governance professionals for a three-day, in-depth Executive Compensation Summit. The only conference dedicated to executive compensation, Equilar’s Summit attracts the best and the brightest visionaries in the field to explore the complex and interrelated issues around Say on Pay, pay-for-performance, shareholder outreach and executive pay.

WebinarsEquilar hosts webinars on a wide range of topics. Professional services firms can partner with Equilar to co-brand and present thought

leadership. Past webinar topics include:

• Equity Trends in Executive Compensation

• The Changing Legal Conversation Around Director Compensation

• Gender Diversity in the Boardroom

• Recruiting GCs in a Competitive Environment

• Best practices for Board Succession

• SEC Update: Discussion on Pay Vs Performance

Why Sponsor?

Sponsoring Equilar’s executive- and board-focused events presents an unparalleled opportunity to:

• Engage with key decision-makers in intimate settings conducive to networking and in-depth idea sharing

• Demonstrate your expertise and communicate your message in an independent venue

• Leverage Equilar’s respected brand as a leading authority on executive compensation and board governance issues

• Establish new and strengthen existing relationship to drive new business

Sponsorship Benefits Include

• Speaking opportunity

• Complimentary registrations for staff and clients

• Branding on event website

• Branding in marketing communications reaching 20,000+ executives

• Thought-leadership contributions in event networking platform


Contact InformationSponsorship Opportunities Jamie Tassa

Managing Director, Strategic Partnerships [email protected] | (650) 241-6620 | (615) 767-0620

For C-Suite editorial questions, contact:

Dan Marcec

Director of Content & Marketing [email protected] | (650) 241-6655 | (706) 461-8333

For Additional Informationwww.equilar.com [email protected] 1 (877) 441-6090

Join the ConversationStay connected and up-to-date on the latest trends and events.

@equilarinc

Equilar

EquilarInc

Trusted DataDriving Executive Decisions

Founded in 2000, Equilar provides unbiased research services and shareholder engagement and governance solutions. Our award-winning products—Insight, BoardEdge, Engage, and Atlas—translate complex, unstructured data sets into valuable information to help executives, board members, and investors make the best decisions possible. Using unrivaled data systems and a cloud-based platform, we deliver the highest-quality services and information with accuracy and integrity.

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Documents

2016 Media Kit - equilar.com · Submit materials to Dan Marcec at [email protected] Issue 19 Ad Closing Materials Due: December 4, 2015 Issue Mails: January 22, 2016 Bonus Distribution: