Recalibration of Global Rewards (Compensation)
In my Global HRD role at Campari I was responsible for recalibrating our Reward practices to make them contemporary and in line with our global footprint.
Since Campari operates in numerous geographies where there is a shortage of talent and a high level of employee attrition I analysed our existing offering and realized that we had limited ability to retain executives over the 3 to 5 year horizon as our stock option program had a 7 year horizon.
I therefore designed and implemented a Mid Term Incentive (MTI) that operated on a 3 year horizon and was funded out of incremental earnings (EBIT). This reinforced one of the Campari values of Performance Orientation while also be being neutral for any fixed cost increases in wage bill.
In having this approved I provided 63 iterations to the Campari operating board and was able to influence and align all key stakeholders from the Chairman downwards. From design to execution this was achieved within 15 months. The MTI scheme has been running successfully for 2 years now and has mitigated flight risk for talent in key markets like USA and UK.
In addition to the MTI my recommendation to reduce the vesting horizon of our stock option program from 7 years to 5 years was also approved and implemented. These measures brought our reward practices at par with global benchmarks in comparator industries.