Advises Board Remuneration Committees of UK and European listed companies on all aspects of executive pay
London
@alvarezmarsal
LinkedIn
Copied!
Jeremy Orbell is a Principal with Alvarez & Marsal’s Executive Compensation Services team in London.
With more than 30 years of experience in remuneration and HR, Mr. Orbell advises Board Remuneration Committees of UK and European listed companies on all aspects of executive pay. He has worked extensively with boards and management teams on the development of executive remuneration strategy, policy and practice.
Mr. Orbell has worked with clients across a range of industries. He also has specific experience in financial services companies, having worked with a broad spectrum of clients across banking, asset management, wealth management, property and insurance.
Prior to joining A&M, Mr. Orbell spent 14 years as a Partner with Aon’s Executive Compensation team (formerly known as New Bridge Street), serving as the Remuneration Committee Adviser to a variety of listed and unlisted companies. Previously, he was Head of Executive Compensation with two FTSE 100 international companies for eight years. Earlier in his career, Mr. Orbell was a Remuneration and HR Consultant with KPMG’s UK consulting practice, and an HR specialist at Citibank and with a Whitbread/PepsiCo joint venture.
Mr. Orbell earned a master’s degree in industrial relations and personnel management from the London School of Economics.
The purpose of our annual ‘toolkit’ is to support remuneration committees and reward teams by providing a range of market reference points for profit-based performance targets within both the annual bonus and the long-term incentive across the FTSE 100, FTSE 250, and FTSE Small Cap.
This year’s NED fees report provides a detailed breakdown of all types of NED fees, including Chair fees, NED base fees, Committee and Senior Independent Director (SID) duties, and Employee NED roles.
In many M&A share transactions, tax losses may represent significant hidden value. But that value depends particularly on two key questions: Can the tax losses survive the transaction and can the parties mutually agree on a business plan substantiating the future usage of the potentially surviving tax losses? Our article outlines how jurisdiction-specific rules — especially Germany’s strict change-in-ownership regime — affect the usability of tax losses post-closing, whether tax losses can provide a shelter for historic tax risks and why tax losses impact purchase price negotiations.
