Column: Roger's Soapbox

Antisocial Compensation

By: | July 6, 2017 • 3 min read
Roger Crombie is a United Kingdom-based columnist for Risk & Insurance®. He can be reached at [email protected]

A newspaper I worked for once printed a league table of CEO pay in the Bermuda insurance industry. The table contained only one mistake. The best-paid CEO reportedly earned $5.1 billion that year. Yes, billion. His peers were on an average of $1 or $2 million a year.

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The $5.1 billion wasn’t a random figure. It was his company’s gross premiums for the year. Simple enough mistake, sort of.

The CEO told me that he wasn’t thrilled, but admitted that when his peers read the table, they might raise their pay gigantically, and then he’d have to do the same. He was kidding.

Cognitive dissonance is the discomfort that arises from holding two opposed opinions simultaneously. An example might be seeing your mother-in-law drive your new Jaguar over a cliff, as the old joke has it.

I suffer from cognitive dissonance on the subject of executive pay.

Obviously, the most qualified, capable and efficient person in a company should earn top dollar, yet the level at which CEOs are paid in many industries astounds me.

Relax: I don’t count insurance among those industries. Yes, insurance CEOs can make big money, but not at the level of their peers in, say, hedge funds, retail or other pursuits. (And not with a carried interest loophole, either.)

A gigantic paycheck is anti-social. People aren’t on minimum wage because that’s what their work is worth; it’s because that’s all they can get.

Relax further: I’m not overly distressed by the average gap between those at the top of much of the pay scale and those at the other end. We’re capitalists. Belief in meritocracy, and rewards that match responsibility and performance, are articles of faith.

Here’s what I’m talking about: Marc Lore, chief executive and president of U.S. e-commerce at Walmart, made nearly $237 million in 2016. Tim Cook, CEO of Apple, pulled down $150 million, and John Weinberg of investment banking advisory firm Evercore Partners was paid $124 million that year. Those numbers exclude profits from stock options, as I understand it.

See what I mean? Those guys and their peers are top businessmen who deserve rich rewards, but $237 million a year — almost a quarter of a billion — just sits wrong.

These monster pay packages are fair, proponents argue, because (a) the execs might command as much elsewhere; (b) their efforts add more to the bottom line than they cost; and (c) the company’s remuneration committee said it was OK.

Hmmm.

Top-level insurance bosses, the guys who take on our risks, typically make between $10 and $25 million a year. Seems reasonable, doesn’t it?

Besides all that, what would you do with the money? Once you’ve bought the homes, the yacht, and gold everything, what would you do with next year’s $237 million?

That’s my lack of ambition speaking. I know it’s not about the money. It’s about the power. That big, swinging pay packet is the most concrete evidence of power in action.

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A gigantic paycheck is anti-social. People aren’t on minimum wage because that’s what their work is worth; it’s because that’s all they can get. Reading that a store executive made more in a year than the worst-paid 15,000 full-time workers in his town is hardly a recipe for social cohesion.

Solutions are hard to divine. Legislation, such as pay caps, is always a terrible idea. Ditto penal taxation. A little common decency in the more powerful boardrooms might not go amiss.

Shareholders are the only ones with the power to change corporate remuneration policies. Normally, if everyone’s making money, shareholders don’t care, but lately, British shareholders have been agitating for changes to executive pay.

Sir Martin Sorrell, founder of advertising agency WPP, has survived a series of peasants’ revolts, but his pay last year was cut to £30 million ($39 million). Shareholders would like to reduce it to $17 million this year. That would be in line with what insurance company chiefs take down, and they have real jobs.

Executive pay: enough, already.

More from Risk & Insurance

More from Risk & Insurance

Absence Management

Establishing Balance With Volunteers

It’s good business to allow job-leave for volunteer emergency responders, whether or not state laws apply.
By: | January 10, 2018 • 7 min read

If 2017 had a moniker, it might be “the year of the natural disasters,” thanks to a phenomenal array of catastrophic or severe events— hurricanes, tornadoes, wildfires, ice storms and floods.

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Combined with smaller-scale fires and other emergencies, these incidents tax the resources of local and state emergency services, often prompting the need to call volunteer emergency responders into action.

But as lean as most organizations are already running, volunteer activities can sometimes cause friction between employees and employers. Handling conflicts the wrong way can potentially lead to legal headaches, harm employee morale and batter a company’s reputation.

State by State Variations

Most employers are aware of the various federal and state leave laws protecting their employees, including family and medical leave, pregnancy leave and military leave. But leave laws that protect the livelihoods of volunteer emergency responders are more likely to fly under the radar of some HR managers and risk managers.

Such laws don’t exist in every state, but more than 20 states do have some type of law in place to protect volunteers including emergency responders, firefighters, disaster workers, medical responders, ambulance drivers or peace officers.

Marti Cardi, vice president of Product Compliance for Matrix Absence Management

The laws vary broadly. Nearly all specify that such leave be unpaid, and that employees disclose their volunteer status to employers and provide documentation for each leave. But there is a spectrum of variations in terms of what may trigger an eligible leave. Some, for instance, apply for any emergency that prompts a call from the volunteer’s affiliated responder group. Others may require a government declaration of emergency for the law to be triggered.

While many of the laws do not explicitly require employers to let employees leave work when called to an emergency during a shift, most specify that an employee may be late or even miss work entirely without facing termination or any other adverse employment action.

Some states mandate a maximum number of unpaid leave days that a volunteer can claim. But others may place more significant burdens on employers. In California, for instance, employers with 50 or more employees are required to grant up to 14 days of unpaid leave for training activities in addition to any leave taken to respond to emergency events. For multistate employers, keeping on top of what obligations may apply in each circumstance can be a challenge.

Significant Risks

Large or mid-sized employers may rely on absence management providers to keep them in compliance. For smaller employers though, it may be as simple as looking up a state’s law via Google to find out what’s required. However, checking in with the state department of labor or the company’s attorney may be the best way to get the correct facts.

“I would caution that just because you don’t find something [on the internet], it doesn’t mean it’s not there,” said absence management and employment law attorney Marti Cardi, vice president of Product Compliance for Matrix Absence Management.

For example, Cardi said, an obscure Texas law provides job-protected leave for volunteer ham radio operators called into service during an emergency.

Cardi said employers should task HR to investigate the laws in each state the company operates in, and to ensure that supervisors are educated about the existence of these laws.

“If a supervisor is told by one of his or her employees, ‘Sorry I’m not coming in today … I’ve been called to volunteer firefighter duty for the [nearby region] fire,’” she said, you want to be sure that the supervisor knows not to take action against the employee, and to contact HR for guidance.

“Training supervisors to be aware of this kind of absence is really important.”

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An employer that does terminate a protected volunteer for responding to an emergency may be ordered to pay back wages and reinstate the employee. In some cases, the employee may also be able to sue for wrongful termination.

And of course, “you don’t want to be the company in the headlines that is getting sued because you fired the volunteer firefighter,” she added.

If an employer bars a volunteer from responding, the worst-case scenario may be a third-party claim. Failure to comply with the law could give rise to a claim along the lines of “‘If you had complied with your statutory obligation to give Jane Doe time to respond, my loved one would not have died,’” explained Philadelphia-based Jonathan Segal, partner at law firm Duane Morris and managing principal of the Duane Morris Institute.

“That’s the claim I think is the largest in terms of legal risk.”

Even if no one dies or is seriously injured, he added, “there could still be significant reputational risk if an individual were to go to the media and say, ‘Look, I got called by the fire department and I wasn’t allowed to go.’”

The Right Thing to Do

What employers should be thinking about, Segal said, is that whether or not you have a legal obligation to provide job-protected leave for volunteer responders, “there’s still the question of what are the consequences if you don’t?”

Employee morale should be factored in, he said. The last thing any company wants is for employees to perceive it as insensitive to their interests or the interests of the community at large.

“Sometimes employers need to go beyond the law, and this is one of those times,” — Jonathan Segal, partner, Duane Morris; managing principal, Duane Morris Institute

“How is this going to resonate with my employees, with my workforce, how are people going to see this? These are all relevant factors to consider,” he said.

There’s an argument to be made for employers to look at the bigger picture when it comes to any volunteer responders on their payroll, said Segal.

“Sometimes employers need to go beyond the law, and this is one of those times,” he said. “Think about the case where’s there’s not a specific state law [for emergency responders] and you say to a volunteer, ‘No, you can’t leave to deal with this fire’ and then people die. You as an employer have potentially played a role, indirectly, because you didn’t allow the first responder or responders to go,” he said.

The bottom line is that “it’s the right thing to do, even if it’s not required by law,” agreed Cardi.

“I feel that companies should have a policy that they’re not going to discipline or discharge someone for absences due to this kind of civic service, subject to verification of course.”

Clear Policy

While most employers do strive to be good corporate citizens, it goes without question that employers need to guard their own interests. It’s not especially likely that volunteer responders will try to take advantage of the unpaid leave allowed them, but of course, it could happen.

That’s why it’s important to have policies that are aligned with state laws. Those policies could include:

  • Notifying the company of any volunteer affiliations either upon hire or as soon they are activated as volunteers.
  • Requiring that employees notify a supervisor as soon as possible if called to an emergency (state requirements vary).
  • Requiring documentation after the event from the head of the entity supervising the volunteer’s activities.

If at some point it becomes excessive – someone has responded to emergencies five times in nine weeks, then it’s time to examine the specifics of the law and have a discussion with the employee about what’s reasonable, said Segal. It may also be time to ask specifics about whether the person is volunteering each time, or are they being called.

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In some cases, the discussion may need to be about finding a middle ground, especially if an employee has taken on an excessively demanding volunteer role.

“We encourage volunteers to pick the style that best fits their schedule,” said Greta Gustafson, a representative of the American Red Cross. “Disaster volunteers can elect to respond to disasters locally, nationally, or even virtually, and each assignment varies in length — from responding overnight to a home fire in your community to deploying across the country for several weeks following a hurricane.

“The Red Cross encourages all volunteers to talk with their employers to determine their availability and to communicate this with their local Red Cross chapter.”

Segal suggests approaching it as an interactive dialogue — borrowing from the ADA. “Employers may need to open a discussion along the lines of ‘I need you here this week because this week we have a deliverable on Friday and you’re critical to that client deliverable,’” he said, but also identify when the employee’s absence would be less critical.

No doubt there will be tough calls. An employer may have its hands full just trying to meet basic customer needs and need all hands on deck.

“That may be a situation where you say, ‘First let me check the law,’” said Segal. If there’s a leave law that applies, “then I’m going to need to comply with it. If there’s not, then you may need to balance competing interests and say, ‘We need you here.’” &

Michelle Kerr is associate editor of Risk & Insurance. She can be reached at [email protected]