Nos publications

Pay transparency is more than a disclosure exercise. Once organizations reveal more about pay, they must be prepared to explain what the information means and how decisions are made. In this instalment of our job architecture series, we examine one of its most consequential applications: pay transparency. As legislation and stakeholder expectations push organizations to disclose more, job architecture provides the structure needed to make those disclosures credible and defensible.

How Annual Incentives Evolved in 2025: Are STI Plans Becoming More Tailored? Across the TSX60, short-term incentives typically represent around a quarter of an executive’s total direct compensation. In 2025, they once again paid out above target for most companies. These awards are driven predominantly by corporate performance, with individual components playing a shrinking supporting role.

Our latest TSX60 research examines executive share ownership guideline practices, emerging governance trends, and how leading Canadian companies are responding to evolving investor expectations.

How do you know whether a job architecture has truly succeeded? Not by how well it is designed, but by whether employees trust the decisions made through it. In this episode, we explore how communication, governance, and consistency transform job architecture into a trusted organizational foundation.

Most organizations focus on designing job architecture—but success depends on whether employees trust it. Discover how communication, governance, and consistent decision-making turn a technical framework into a foundation for career growth and organizational credibility.

Mergers & acquisitions can unlock tremendous value—but they can also create significant people-related risks if not managed effectively.

This is Act 3 of our 6-part series dedicated to exploring how job architecture serves as a foundational capability for modern organizations. In this third installment, titled "The Symptoms and the Stakes: The Hidden Costs of Missing Job Architecture," we examine what happens when organizations operate without a structured job architecture framework. Beyond the visible challenges of inconsistent titles and unclear career paths, we explore the deeper financial, operational, and cultural costs that quietly accumulate over time.

Many organizations recognize the surface level symptoms of missing job architecture: title inflation, inconsistent leveling, difficulty describing the areas of work in the organization, unclear career progression, and a growing number of pay exceptions. What they often fail to see is the deeper cost of these issues. When job architecture is absent, organizations unintentionally create informal systems, inconsistent decision making, and escalating exceptions that quietly erode trust and credibility. Over time, these patterns create financial, cultural, and operational burdens that far outweigh the effort required to build a structured, scalable foundation for talent. In this latest article in our job architecture series, we explore the visible signs of missing job architecture and the hidden costs that accumulate when organizations delay addressing them. Ultimately, the question is not whether job architecture is worth the investment, but how much organizations are already paying for its absence.

We are often asked “How should a private company approach executive compensation?” The reality is that privately-held companies also compete with publicly-traded companies for executive talent, making it valuable to understand how public companies approach executive pay design.

Act 2 of our 6-part Job Architecture series explores the topic from an employee perspective. Learn how job families, career levels, role clarity, and career progression create transparency, support career growth, and help employees better understand opportunities within their organization.

Act 1 of our 6-part Job Architecture series explores why job architecture has become a critical business capability for modern organizations. Learn how a structured approach to roles, levels, and career frameworks can improve consistency, support talent mobility, strengthen trust, and provide the foundation for effective people programs.

An overview of 2025 executive compensation practices among TSX60 companies, highlighting Say-on-Pay results, CEO and CFO pay levels, incentive outcomes, long-term incentive design, and emerging governance trends.

Most organizations don’t lose momentum because they lack effort. They lose it because they lose clarity. And by the time it becomes visible in results, the drift has already taken hold.

In this episode, we break down how job architecture actually works, from role levels and career paths to how pay is structured, so you can have more informed conversations and take ownership of your growth

This article outlines the three core elements of the DEI pay equation: pay equity, pay transparency, and pay fairness and how they work together to create sustainable and credible compensation practices.

In nearly every organization I work with, the effort is there. People are committed. Calendars are full. Meetings stack back-to-back. Teams respond quickly, move fast, and stay “on” all day. The problem is that much of this motion—however sincere—doesn’t translate into outcomes.

In an era defined by rapid change, talent scarcity, and increasing demands for transparency, HR leaders are being called to reimagine how their organizations attract, retain, and develop talent. One of the most powerful tools at their disposal - yet often overlooked - is Job Architecture. In the latest instalment of our job architecture series, we explore the business case for job architecture and the tangible value it can unlock for your business.‍

The governance landscape heading into 2026 is evolving faster than most planning cycles are designed for. Boards are navigating shifting geopolitical dynamics, rapid technological change, and rising shareholder expectations, all while being called on to demonstrate greater foresight and the courage to move beyond business-as-usual. This article highlights Laulima’s view on key trends shaping executive compensation and governance practices in 2026, paired with guiding questions and considerations to help boards prioritize what matters most amid ongoing uncertainty and accelerated change.

Institutional Shareholder Services (ISS) and Glass Lewis have released their updated proxy voting guidelines for the 2026 proxy season based on policy surveys and investor feedback. Check out our article below for an overview of the key changes.

Our founder, Kenneth Yung answers a critical ESG question for Boards in the November feature for the Institute of Corporate Directors (ICD). Check out our article below.

Mergers and acquisitions (M&A) are high-stakes events that create both opportunity and uncertainty. For companies navigating these transitions, one of the greatest risks is losing the people who hold critical knowledge and relationships that enable business continuity. M&A-related bonuses are proven tools to keep key talent engaged, motivated, and aligned with shareholders when it matters most.

In Part I, we explored blind spots as risks — the unseen factors that quietly undermine performance. This time let’s flip the lens. Some blind spots don’t hide weakness; they hide untapped strength.

The 2024 TSX60 compensation season highlights a landscape of stability with signs of continued evolution. Shareholder support for Say-on-Pay remained robust, while boards fine-tuned pay practices through modest salary growth, heavier reliance on LTIs, and careful use of discretion. ESG measures continued to gain ground, signaling that executive pay design is entering a new phase of balance between performance, sustainability, and accountability.

What is the value of job architecture for employees? Laulima takes a novel approach to thinking about job architecture, writing this article from the employee's perspective.

Les angles morts ne sont pas de simples oublis — ce sont des menaces pour votre pertinence. Découvrez comment les leaders peuvent mettre en lumière l'invisible et préparer leur organisation pour l'avenir.

Comment les conseils devraient-ils évaluer la performance des PDG et les rémunérer, lorsque les résultats obtenus ne sont qu’une partie de l’équation? Cliquez ci-dessous pour en savoir plus sur la plus récente collaboration entre Watson Board Advisors et Laulima.

Say on Pay support remains strong among TSX60 companies, with average shareholder approval at 93.8%. All companies received over 80% support.

Avec la montée de la volatilité des marchés et le retour des tensions commerciales mondiales, les entreprises se retrouvent à nouveau confrontées à des questions bien connues : ✅ Comment rester compétitifs dans un marché imprévisible? ✅ Nos régimes incitatifs sont-ils suffisamment résilients pour s’adapter? Laulima explore comment prendre des décisions de rémunération réfléchies — en équilibrant agilité et reddition de comptes.

Voici nos meilleurs conseils pour aider les professionnels RH et responsables de la rémunération globale à aborder les conversations sur la rémunération et à offrir un soutien concret en ces temps économiques incertains.

Une série sur les considérations RH et de rémunération dans le cadre de fusions et acquisitions.Une stratégie RH et de rémunération bien planifiée dès le début du processus est essentielle pour assurer une transition harmonieuse, favoriser la rétention et l’engagement des talents, maintenir la continuité des activités et maximiser la réalisation des synergies.Ce premier article présente les principaux volets RH, aidant les entreprises à naviguer parmi les décisions critiques et à aligner leur stratégie humaine pour assurer une réussite à long terme à chaque étape d’une transaction.

The public sector in Alberta is undergoing a significant shift in how compensation and total rewards are structured. Legislative reforms, inflationary pressures, and a rapidly changing labour market are forcing organizations to reassess their approach to pay and benefits. For HR professionals and public sector leaders, this moment presents both challenges and opportunities. This article outlines a summary of the changes and potential considerations.

Good governance is fundamental to building trust with shareholders and ensuring alignment between executive decision-making and long-term company performance. Meaningful and effective share ownership guidelines are one key mechanism to reinforce such alignment. This article delves into current and emerging practices among TSX60 companies, explores proxy advisor and governance body guidelines, and summarizes Laulima’s predictions.

Institutional Shareholder Services (ISS) and Glass Lewis have released their voting policy updates for the 2025 proxy season. ISS updates apply to meetings held on or after February 1, 2025 and Glass Lewis updates apply to meetings held on or after January 1, 2025. Download Laulima's article for more details.

Long-Term Incentives (LTI) serve as a critical component of annual compensation across all sectors. In order to ensure that compensation supports critical business needs and strategy, companies sometimes provide additional one-time LTI awards to address exceptional circumstances, such as major acquisitions, leadership transitions, retention or new executive hires. Download Laulima's report for more details.

Dans le paysage actuel des ressources humaines, il peut sembler difficile de concilier une philosophie de rémunération au rendement avec l’impératif d’assurer une rémunération équitable. Selon nous, différencier la rémunération en fonction du rendement est un élément clé de l’équité. Avec les bonnes balises en place, les organisations peuvent mettre en œuvre une structure de rémunération basée sur le rendement qui ne contrevient pas aux objectifs internes d’équité salariale ni aux exigences légales externes.

In June, Laulima shared a preliminary analysis of the 2024 Say on Pay (SOP) votes within the TSX60, noting an upward trend in shareholder support for executive compensation. This fall update further confirms that trend, now backed by complete vote data. Download Laulima's report for more details.

LTI is the largest component of executive pay, with increasingly more emphasis on the use of Performance Share Units. The most prevalent combination of performance metrics is comprised of Relative TSR and absolute financial performance. Stock options continue to decline in prevalence, with companies recently eliminating or reducing the weighting on stock options. RSUs continue to make up 20-25% of total LTI. Download Laulima's complimentary report on TSX60 Long-Term Incentive Plans to learn more.

Les mesures ESG sont courantes dans les régimes d'intéressement à court terme, avec 62 % des entreprises du TSX60 incorporant au moins une mesure ESG. Leur prévalence continue d'augmenter progressivement dans les régimes d'intéressement à long terme. La plupart des entreprises du TSX60 divulguent la parité hommes-femmes au sein de la haute direction et du conseil d'administration, et la divulgation concernant d'autres groupes sous-représentés devient de plus en plus courante. Téléchargez le rapport gratuit de Laulima sur l'ESG et le DEI des entreprises du TSX60 pour en savoir plus.

Notre liste de vérification pour la transparence salariale ci-dessous peut vous aider à tracer un chemin clair et pragmatique pour votre parcours vers la transparence salariale, à renforcer votre crédibilité auprès des dirigeants, et à accroître l'engagement des employés, tout en respectant les réglementations applicables. Téléchargez notre liste de vérification gratuite pour commencer votre parcours.

Cette année, les actionnaires des sociétés de l’indice TSX60 ont de nouveau exprimé un large appui à la rémunération des dirigeants, avec une hausse des résultats d’approbation des votes consultatifs sur la rémunération (« Say on Pay »). Téléchargez notre rapport préliminaire gratuit pour en savoir plus.