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Gennady Vanin

Managing Partner at Birge

Gennady Vanin is the Managing Partner at Birge, a position he has held since February 2024.12 Birge is described as an international team of professionals specializing in organizational design, rewards, and executive search.1

Prior to his current role, Vanin had an extensive career in executive search and consulting:

  1. Principal at Korn Ferry (January 2021 - January 2024)1
  2. Senior Associate at Spencer Stuart (April 2016 - January 2021)1
  3. Associate at Spencer Stuart (February 2014 - March 2016)1
  4. Senior project manager for IT & Telecom markets at Odgers Berndtson (2009 - April 2013)1

At Korn Ferry, Vanin served as the Market Leader for Kazakhstan and Practice Leader for Executive Rewards. His responsibilities included advising boards, CEOs, and investors on the recruitment, assessment, and integration of CFOs, board audit committee members, and other senior-level financial executives.1

Vanin's expertise extends to executive compensation design and optimization. He has worked with board remuneration committees to develop rewards programs aligned with long-term business strategies, aiming to drive shareholder value and support senior executives' success.1

Regarding his education, Vanin holds an engineering degree in Radiocommunications from Moscow Technical University of Communications and Informatics (2003-2008) and studied Finance Management at the Finance Academy under the government of the Russian Federation (2008-2011).1

Vanin is proficient in Russian (native or bilingual) and English (professional working proficiency).1 He maintains a Telegram channel at https://telegram.me/gvaninblog, where he likely shares professional insights.1

Highlights

Jun 10 · linkedin

I'm sharing results of a joint study by KFR and Birge on the Long-Term Incentive Programs Review in Russia in 2022-2024. The study examined 50 largest Russian companies and their approach to long-term incentives in a turbulent environment. ·       The main reason for the significant decrease in equity-based programs is the delisting of Russian companies from foreign stock exchanges. As a result, Russian companies have had to relocate (VK, Lenta, En+), list in a more favorable location (Polymetal, Okay), or split into separate Russian and international entities (Yandex, QIWI).

·       The proportion of cash-based incentive programs increased from 40% in 2022 to 50% in 2024, while the usage of equity incentives decreased from 42% to 24% during the same period. ·       In listed companies, 52% of long-term incentive programs are cash-based, 31% are stock-based, and 17% of companies do not use such programs. ·       Among non-listed companies, 48% of programs are cash-based, 19% are stock-based, and 33% of companies do not use long-term incentive programs. ·       48% of companies use business performance (EBITDA, net profit, FCF) as key metrics for LTI programs, while 25% of companies use growth or market share retention as key metrics for LTI programs, which is an increase of 17 percentage points. The lack of ability to fairly evaluate these companies has led to a significant dismissal of indicators such as TSR, EPS, and EV/EBITDA ratio.

General observations: ·       Many large companies have separate long-term programs for their business units. This approach enables them to develop a more precise remuneration strategy and align their teams with long-term objectives directly related to their area of influence. ·       Some large companies still have a low free float due to historically small shareholdings or restrictions on non-residents. In such cases, using stock as a tool for long-term programs is not effective for employee retention or motivation. ·       Companies with LTI payouts tied to strategic plan performance have found themselves in a difficult situation. Often, it is not possible to replace a complex set of goals with simple financial indicators. ·       The application of financial sector practices, especially specific requirements of Central Bank instructions, to other industries has become one of the most interesting transformations of long-term incentive design. Several surveyed companies have combined annual and long-term bonuses into a single program with deferred payments over several years. The condition for receiving deferred payments is the fulfillment of predetermined strategic targets. ·       The Russian market expects to host a dozen IPOs on local exchanges next year, resulting in the launch of new programs. Most likely, they will repeat the existing practice and will not differ much from the current market dynamics. #executiveremuneration #executivecompensation #LTI #Birge

May 20 · linkedin

Коллеги из Ward Howell выпустили исследование об изменениях долгосрочных программ в России. Вышла статья с парой моих комментариев, в частности о соотношении risk-reward и желании руководителей иметь более высокий гарантированный доход.

Related Questions

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Gennady Vanin
Gennady Vanin, photo 1
Gennady Vanin, photo 2
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Location

Almaty, Kazakhstan