For over 25 years, Pearl Meyer has been an independent advisor to Boards and senior management on executive compensation strategy and governance issues. We work with multinational companies ranging from the Fortune 500 and FTSE 350 to emerging high-growth companies to develop global remuneration programs that align with business and leadership strategy to drive long-term value creation. The firm maintains 10 U.S. offices in addition to its London office (formerly Patterson Associates).

PwC
PwC firms help organisations and individuals create the value they are looking for. We are a network of firms in 157 countries with more than 195,000 people who are committed to delivering quality in assurance, tax and advisory services.  

People and organisation
Tremendous forces are radically reshaping the workplace. There are new organisational, talent, HR and technology challenges to be faced as business leaders wrestle with disruptive innovation, global trade, skills mismatches and the constant tests of risk and regulation.
Organisations should redefine the way work gets done and create innovative talent ecosystems that build engaged, enabled and agile workforces. And as organisations face the future, we know that every organisation is different. Each has a unique history, culture, leadership style and capability set in its employees.
At PwC, we build tailored people and organisation solutions to help our clients achieve their strategic ambitions - reflecting their uniqueness but also grounded in rigorous analysis and data-driven insight - to create lasting, differentiated value.

Reward & Benefits: Getting reward right
Reward represents one of the largest areas of spend for a business, but that spend can become quickly misaligned. Labour markets are more dynamic and complex than ever. Organisations are finding their approaches to reward and benefits - and the behaviours they drive - under the microscope from stakeholders, regulators, the media and prospective recruits. Understanding the impact of these evolving forces on the competitiveness of reward is increasingly difficult. And while reward may be one of the reasons why people work, it is not the only reason. That is why our approach considers reward as part of the broader management ecosystem – including: pensions, leadership, performance management, global mobility, and business strategy.
Is the way you reward your senior executive team facing scrutiny? Are you trying to understand the value delivered through your reward programme? Is your approach to your employee health and benefits programmes coherent? And do you have the right data to understand the impact of your reward and benefit spend?