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A directional Carrots Grade check. Size, industry, scope, and listed status derive your grade. The grade drives the market comp benchmark. Everything updates live.
P0 = bottom of peer set, P100 = top. Two groups: absolute basis for the raw comparison, risk-adjusted basis for the view that drives the verdict.
Note. The risk-adjusted basis drives the verdict. The absolute basis is shown for context only.
Directional diagnostic using a public Carrots Grade approximation. The real client-grade methodology uses a proprietary Singapore dataset of SGX-listed filings and is available via Carrots Consulting.
Inside remuneration committees, boardrooms, and advisory engagements since the early 2000s.
Of SE Asian listed companies analysed, nearly nine in ten carry at least one of the three deadly sins in their latest filings.
Poor disclosure. Misaligned pay-for-performance. Inadequate incentive design. Every single one is visible from the outside.
The conversations that matter most in executive compensation governance rarely happen in public. Big 4 firms have audit and tax relationships they don't want to jeopardise. In-house teams can't criticise their own board. So the uncomfortable truths stay whispered, and nothing changes.
Governuity is the personal voice I use to say those things out loud. It's not a consulting firm. It's not a product. It's an advocacy brand with one narrow job: name what's broken in executive compensation governance so that boards, committees, and shareholders can't pretend they didn't see it coming.
When the advocacy leads somewhere useful, the actual delivery sits inside my agency at CarrotsAlign. This site is the voice. That site is the work.
In a review of recent annual reports from SE Asian listed companies, the distribution of the three deadly sins is not even close to balanced. The first sin, poor disclosure, appears in more than three quarters of reports we analysed.
This is a narrow conversation. It lives strictly inside executive compensation. When I talk about these three, I'm talking to remuneration committee chairs and nobody else.
Vague compensation tables. Missing benchmarks. Boilerplate remuneration reports that invite scrutiny from proxy advisors and institutional investors. The market can smell it before anyone writes a headline about it.
CEO pay rising while shareholder returns fall. No clawback provisions. Short-term bonuses rewarding the wrong behaviours. A gap that widens every year until someone files a complaint.
Cookie-cutter share plans. Missing performance hurdles. Incentive structures that fail to retain the talent the board actually needs. The top people leave and nobody can explain why.
The difference between a company that gets burned and one that doesn't is usually one meeting, one memo, and one person willing to say the uncomfortable thing out loud.Johan Grundlingh · Governuity
Long-form advocacy on executive compensation governance. Published on LinkedIn and archived here.
Not a theorist. A practitioner. Every credential that matters is listed and accredited.
Governuity is a personal brand. It exists to say the uncomfortable things out loud. The actual work, advisory, consulting, benchmarking, share plan design, happens inside my agency, CarrotsAlign, which holds three specialist firms: Carrots Consulting for compensation, AlignSMA for leadership, TalentOwl for AI tooling.
Visit CarrotsAlign →