Emerson electric corporate sponsorship program

As such, we offer e-learning, virtual instructor-led and in-person trainings to our global workforce throughout the year; this virtual option was critical throughout as employees continued to socially distance. Thousands of e-learning modules on everything from technical skills to leadership tactics are available for all of our employees through our Global Learning Center platform.

We have dedicated learning and development staff who lead in-person development opportunities, teaching skills that range from professional to leadership skills.

At Emerson, we offer programs that give our employees the skills and resources to build and strengthen their leadership and professional capabilities throughout their careers. Through our Charles F. Knight Learning Center staff, based in St. Louis, Missouri, we create programming for managers that connects training and developmental opportunities to business objectives, helping our employees understand their important role and enabling our employees to immediately put what they have learned to work.

Our approach, which effectively differentiates Emerson from our peers and has been praised by experts on leadership development, helps our employees develop in their careers, grow their job satisfaction and, ultimately, positions Emerson as a leader in the marketplace.

This year, we pivoted to virtual sessions to ensure that we continued to foster leadership during the pandemic. All of our salaried employees and their supervisors conduct an annual performance review, focusing on performance goals, development goals and competency-based goals. Our hourly workers are also expected to have similar conversations, reviewing their performance as it relates to their job categories.

Our performance management process uses a global competency framework for employee performance and development planning. Throughout the year of deploying this global performance management system, we also developed a global training and toolkit resource guide to equip managers and employees with the support they need to have effective performance discussions. Asem is confident Courageous Conversations are having a true impact across the company, helping to build lasting connections and understanding between colleagues of different backgrounds across Europe and around the world.

The experience has also reinforced her belief that people of all backgrounds are welcome at Emerson, and that all colleagues are empowered to be their true selves in the workplace. Emerson is driven by our Purpose to strengthen the future of our communities, giving back in the areas where we live and work as well as being a good global citizen.

Funding was approved to support a range of requests from educational institutions and nonprofit organizations, including operating costs to establish, improve or sustain core programs, and for capital costs such as building construction, renovations or expansions.

Promoting prosperity of our cities and regions through infrastructure initiatives and community development. Examples of organizations and initiatives in the United States that received funding from Emerson and our business units in fiscal included:. Emerson supports leading cultural institutions in Dayton, Ohio, where its Climate Technologies business is located.

Emerson continued its ongoing support of leading cultural institutions in its headquarters city. Louis , St. Emerson also continued its five-year commitment to the Magic House in support of the new STEAM center and free educational programming.

Louis area since The awards recognize and honor the exceptional efforts of approximately educators in the St. Louis metropolitan area — from kindergarten teachers to college professors. While the in-person awards ceremony that is generally held was canceled due to COVID, Emerson continued its recognition of educators for its 31st year.

Louis PrideFest virtual event. We supported the Women in Manufacturing Education Foundation Independence, Ohio , whose mission mirrors that of our Women in STEM group, to develop and support powerful programs and resources which further the advancement for women in the manufacturing workforce. Support for organizations that align with our Employee Resource Groups will expand in and beyond. Each year, Emerson and our employees get involved in United Way fundraising and volunteer activities in communities across the U.

Emerson continues to take a lead role as a corporate supporter of initiatives in the North St. Louis County region where our global headquarters is located. Our contributions support organizations providing social services, education and employment opportunities for economically disadvantaged residents in Ferguson and nearby communities. Louis County. As a global company, Emerson is committed to making a difference in communities where we operate across the globe. Each office supports our collective philanthropy themes, and employees are encouraged to volunteer their time toward meaningful causes.

Together, we support a variety of nonprofit and charitable organizations around the world, including charitable programs in China, India and the Philippines. Visit our website to learn more about our global philanthropy efforts. Each year, Emerson employees around the world volunteer their time in support of nonprofit and charitable organizations in their local communities. A few examples from the past year:. This program, the first of its kind in the United States, is dedicated to educating students and professionals on U.

Hispanic marketing and advertising. Emerson employees in the Minneapolis area participated in the BestPrep eMentors program. Over 50 Emerson mentors worked with 78 students across three Minneapolis area high schools over the course of three, eight-week programs.

The organization supports families in crisis through its programming and distribution services, including food, clothing and furniture vouchers and programs such as Computer for Kids and Keep Round Rock Warm.

Future City is a project-based learning program where students in sixth, seventh and eighth grades imagine, research, design and build cities of the future. Emerson sponsors the Most Innovative Power System award, which is given to the team with an innovative power system that addresses critical requirements, including reliability, disaster planning, environmental impact and cost effectiveness.

This organization seeks to provide women with critical soft and technical STEM-related skills. Our employees in Cluj donated backpacks filled with school supplies, hand sanitizer and masks to students returning to in-person classes. Our employees also participated in a You Can be Santa Too campaign, answering hundreds of letters to Santa, coming from children in rural and underserved communities.

He has led several initiatives to help women in their careers, including online soft skills training in cooperation with the International Labor Organization focused on creative thinking and empowering women to meet their career goals. Sandy was also featured in a podcast focused on encouraging youth to pursue STEM careers and often volunteers at career fairs at local universities to highlight opportunities to the next generation of innovators. Sandy believes that promoting gender equality in the workplace will play a critical role in supporting women and building stronger communities and a better world in the years to come.

Emerson is playing a lead role in our local communities and globally to help prepare our future leaders with STEM-related education and raise awareness of career opportunities in these fields.

Our survey assessed attitudes toward at-home learning, given the change in learning type for most students due to school closures as the result of COVID To address this, Emerson delivered thousands of STEM activity kits to elementary and middle school aged children in our local communities, as well as other organizations that work with underserved youth.

In addition to supporting youth-focused programs, Emerson is also committed to bridging the skills gap as the global manufacturing workforce is required to have more technical knowledge than ever before. To prepare the next generation for these careers, Emerson has an enhanced emphasis on promoting STEM-focused job training programs and university scholarships, especially among women and minorities who are traditionally underrepresented in the engineering and manufacturing industries.

These included:. Hundreds of children completed at-home STEM activities, uploading photos and videos of their finished experiments to win prizes.

Volunteer mentors hosted workshops around resume building, professional networking and building effective communication skills. We deliver sustainable solutions that improve efficiency, reduce emissions and conserve resources. Emerson is where technology and engineering come together to create solutions for the benefit of our customers, driven without compromise for a world in action. Please contact us for assistance. Industry Employees Communities. Akberet Boykin Farr, VP of Diversity and Social Responsibility on Social in the ESG Framework At Emerson, we have taken various steps in focusing on diversity, equity and inclusion by setting up diverse recruiting strategies for varied level positions and forming resource groups to empower our diverse employee base.

Industry Emerson takes seriously our responsibility to support the critical industries we serve as they provide the essentials people need to live safe, healthy lives across the globe — even in the face of immense challenges.

Employees on Leadership at Emerson Employees at Emerson have an opportunity to grow and achieve. Values in Action at Emerson At Emerson, our values drive every decision - and inspire us to greatness. Living Our Purpose We drive innovation that makes the world healthier, safer, smarter and more sustainable. Collaborative Connections through Sustainability As Emerson continues to help organizations implement technologies and develop expertise to Food Safety Begins Long Before Food Hits Your Grocery Cart From harvest to cooler to distribution center storage to grocery store, fruits and vegetables make as many as 20 stops on their way to our grocery carts.

Behind the Scenes: The Technology Enabling Vital Vaccines and Treatments Emerson is helping pharmaceutical companies and over health care customers to fast-track The Digital Transformation of Power: From Concept to Reality Digital twin technology is enabling the power industry to increase uptime and reduce human error while addressing the talent shortage. Trending News. Our Businesses. Our Company. Share submission instructions, program deadlines, online giving portals, and more.

Raise awareness, simplify matching, and grow your matching gift revenue. With Double the Donation, your organization can give supporters the tools they need to make the biggest impact on your cause. The matching gift lookup tool is extremely user friendly and provides donors with exactly what they need to submit matching gifts.

The plugin on our matching gift page and on the confirmation screen is boosting matches big time! We have been so happy with your services. Our matching donations have tripled since we signed up with you. Support Login. Emerson Electric Company Matching Gifts. Audit Fees. Audit-Related Fees. Tax Fees. All Other Fees. Audit-Related Fees are primarily attributable to audit procedures related to potential divestitures, acquisition and divestiture due diligence, audits of employee benefit plans and statutory filings.

Tax Fees are related to tax compliance services. The Committee may delegate authority with respect to specific matters to one or more members, provided that all decisions of any such members are presented to the full Committee at its next meeting. The Committee accepted the result of these reviews that our compensation programs, policies and practices do not create risks that are reasonably likely to have a material adverse effect on our business. Role of Executive Officers and the Compensation Consultant.

Executive Officers. Management also develops and presents to the Committee design recommendations for compensation programs. Compensation Consultant. The Compensation Committee has sole discretion, at Company expense, to retain and terminate compensation consultants, independent legal counsel or other advisors, including sole authority to approve their fees and retention terms.

Any Committee member may request the participation of independent advisors at any meeting. Exequity reports directly to the Committee and performs services as directed by the Committee. In , Exequity reviewed our comparator group companies, the compensation of our CEO and the other NEOs and a pay for performance analysis.

Management engages Frederic W. The Committee reviews this information in determining compensation for the NEOs. Neither Exequity nor Frederic W. Compensation Committee Report. Compensation Committee Interlocks and Insider Participation. All Committee members are independent and none of the Committee members has served as an officer or employee of the Company or a subsidiary of the Company. During fiscal , no member of the Committee and no other Director was an executive officer of another company on whose compensation committee or board any of our executive officers served.

Our NEOs for fiscal included our Chief Executive Officer, Chief Financial Officer and the next four most highly compensated officers, as well as our former Chief Executive Officer, who retired from this role on February 5, , listed below:. Chief Executive Officer and President. Frank J. Ram R. Mark J. Executive President Automation Solutions. James P.

Michael H. David N. Former Chair and Chief Executive Officer. Executive Summary. Our executive compensation program and overall pay for performance philosophy align with that goal and our results. Fiscal has been a transformative year for Emerson. On February 5, , Surendralal Lal L. Supply chain issues and the COVID pandemic remained significant global obstacles, however, the Company remained diligent in the execution of its business strategy.

This focused execution is apparent in our strong Fiscal financial performance. Strong and consistent financial performance despite unprecedented operational challenges for the Company and the essential industries we serve. Leadership Transitions. Beginning in February , we made significant changes to our leadership team as we evolve into our next era of creating sustained growth and value. On February 5, , Mr.

Karsanbhai was named Chief Executive Officer upon the retirement of Mr. On February 17, , Mr. Bulanda was named Executive President Automation Solutions. On March 2, , Mr. Karsanbhai was named as President in addition to Chief Executive Officer. The Compensation Committee also made special retention awards of restricted stock to Mr. Karsanbhai, Mr. Krishnan, Mr. Bulanda, Mr. Froedge and Mr. Train to support business and leadership continuity during this period of transition. For more information on Mr.

For a description of the effect of Mr. Strengthening Our Foundation. At Emerson, our Purpose is to drive innovation that makes the world healthier, safer, smarter and more sustainable.

In this transformative time for our Company, through leadership transitions and continued economic and social obstacles and challenges, we are focused on strategically driving the Company forward through three priority areas: Culture, Portfolio and Execution. We believe that strengthening the foundation of our culture by continuing our focus on our people will make our Company more collaborative, innovative and successful. Pay for Performance Fundamental Principles. These principles guide the performance objectives that drive strong results to maximize shareholder value, make Emerson a good global citizen, enhance critical capabilities for us and our customers and encourage career-long commitments to the Company.

These fundamental compensation principles include:. Shareholder Engagement and Compensation Program Benchmarking. Role of Our Compensation Committee.

Our Compensation Committee acts on behalf of our Board to establish our compensation philosophy and oversee our executive compensation program.

The current members of our Compensation Committee are Gloria A. Flach Chair , Mark A. Blinn, Clemens A. Boersig, Martin S. Craighead and William H. Pursuant to its Charter, which can be found on our website at www. Compensation Responsibilities. Compensation Mix. Total compensation is targeted to the median market range of our compensation comparator group. Annual Cash Compensation. Base Salary. Reflects specific job responsibilities and individual experience and performance, targeted in the median market range.

Annual Bonus. Performance Shares. Restricted Stock. Supports succession planning, critical retention and key leadership development efforts. Key Compensation Decisions in Fiscal Compensation actions, including special retention awards for certain NEOs, in support of leadership transition. Awarded annual cash bonuses for Fiscal to all NEOs. Awarded performance shares to all NEOs, subject to the achievement of financial targets for the three-year performance period ending September 30, Approved changes to the Performance Shares Program operating metrics and other terms for the Fiscal — Performance Shares Program.

Our Compensation Best Practices. What We Do. At-Risk Pay: At-risk compensation increases as responsibilities increase. Talent Management : Robust compensation and performance review and planning process. Risk Analysis : Compensation Committee annual assessment of compensation risks.

No Executive Loans : No loans to executives or purchases of Company securities on margin. Focus On Retention : Utilize highly-selective restricted stock awards for critical retention and succession planning purposes. No Repricing of Options : No repricing or buyout of underwater stock options. Executive Officer Severance Policy : No severance in excess of 2.

Non-competes and Non-solicits : All awards subject to non-competition and non-solicitation obligations. Clawbacks : Maintain clawback rights on cash bonus and equity awards. No Excessive Perks : All executive perquisites are reviewed annually and align with our strategic goals. Committee Consultant : Compensation Committee retains independent compensation consultant. Competitive Market Information. The Compensation Committee annually reviews and approves the compensation comparator group that it uses to conduct market analysis and determine competitive pay ranges for our NEOs.

As in prior years, the Committee reviewed a special study and screening prepared by Frederic W. Common Industries: An Emerson main competitor? Do we compete for customers? Do we compete for talent? Advanced Technology: Employs high technology to fuel growth?

Innovation: Brings innovation to market? Grows through repositioning existing product or service offerings? Expands to new market segments? Business Complexity: Significant business presence in multiple different industries? Emerson Customer: A current Emerson customer in a familiar industry? Fiscal Compensation Comparator Group Companies.

For fiscal , no changes were made to our existing company compensation comparator group listed below:. Fiscal Comparator Group. United Technologies. International Paper. Northrop Grumman. TE Connectivity. Illinois Tool Works. Emerson vs. Compensation Comparator Group. Compensation of our Named Executive Officers. Setting Annual Total Compensation. The Compensation Committee targets annual total compensation cash and annual long-term stock compensation for our NEOs in the median market range of our compensation comparator group.

To determine the median market range, the Committee uses a competitive pay analysis of total compensation for the proxy reported officer positions at the compensation comparator group companies prepared by Frederic W. The Committee also reviews and confirms the competitive market pay analysis with Exequity, its independent compensation consultant. The Committee does not set specific financial or operating targets related to annual cash compensation and pay determinations are not based on any formula.

The Committee does monitor the relative internal compensation relationships between the CEO and the other NEOs, however, no specific pay ratio is targeted.

CEO Performance. In determining the appropriate level of total compensation for each of Mr. Farr and Mr. The Committee also considered Mr. The Committee noted that Mr. Karsanbhai has successfully led the Company through this period of transition and highlighted the following significant accomplishments.

Fiscal CEO Accomplishments. Supported a board governance transition and welcomed Mr. Turley as newly appointed independent Board Chair. Other Named Executive Officer Performance. The Committee also evaluated the NEOs based on their interactions with and presentations to the Board.

NEO Fiscal Accomplishments. Oversaw efforts to promote Continuous Improvement of core finance functions, including through adoption of process automation and artificial intelligence to drive and scale financial productivity, to position Emerson to perform critical processes in an optimized cost and resource structure. Managed strategic global supply chain activities to ensure continued supply and production for customers in essential industries during the global pandemic, reinforcing our commitment to our core Value of Customer Focus.

Led Automation Solutions through continued COVID induced recession, delivering strong margin and cash generation performance and profit improvement and achieved cost reset performance ahead of schedule.

Fiscal Annual Total Compensation Mix. The Committee targets total annual cash compensation in the median market range of total cash compensation, while placing more emphasis on performance-based annual cash bonus than on base salary. For fiscal , the Committee determined base salaries for Messrs. Karsanbhai, Krishnan, Bulanda, Froedge and Train in connection with their new roles and effective from the dates of appointment to such roles.

Base salaries for Mr. The Committee also considered competitive market compensation data and compensation comparator group data to ensure that the NEOs base salary levels remain positioned competitively relative to the market.

NEO Name. FY Karsanbhai 1. Krishnan 2. Bulanda 3. Froedge 4. Train 5. Farr 6. Farr retired as CEO on February 5, The Committee used discretion and based its decisions on its informed judgment considering these factors collectively. No individual weightings were assigned to any of these factors. Annual Long-Term Stock Compensation. The Committee targets total annual compensation for our NEOs in the median market range of our compensation comparator group, with performance-based stock compensation being the largest component of our NEOs annual total compensation.

We value our long-term stock compensation awards based on the fair value at grant; however, an executive may realize more or less than his or her targeted long-term compensation depending on Company and stock performance over the performance period. Performance shares awards are the primary long-term compensation element and the cornerstone of our pay-for-performance philosophy. We believe that performance shares align the interests of our executives and shareholders and support the achievement of long-term strategic operating goals such as premium, sustained growth in earnings and cash flow.

An award of performance shares under the program represents the right to receive shares of our common stock to the extent the identified performance objectives are met. Dividend equivalents may be paid, but only on earned awards at the end of the performance period. Historically, payouts have been made primarily in common stock, with a portion paid in cash to cover tax obligations. To facilitate fixed accounting treatment for these awards beginning with the Fiscal - Performance Shares Awards, the Company will no longer pay a portion of earned awards in cash other than accrued dividends.

Awards include confidentiality, non-competition and non-solicitation obligations and expanded clawback rights and are subject to a double-trigger change of control provision. The Committee may include or exclude from both targets and actual results specified items of an unusual, non-recurring or extraordinary nature as allowed by the plans or as defined in the specific Program award agreement. For the Fiscal — Performance Shares Program, the Committee has adopted a defined set of acceptable adjustments, removing negative discretion under the Plans, to facilitate fixed accounting treatment.

After the payout percentage is determined by reviewing our financial performance for the performance period against the operating metrics, we will then measure our three-year total shareholder return relative to the CGI Group performance for the same period.

If our total shareholder return is at or above the 80 th percentile of the CGI Group, the payout percentage from operating results will be increased by 20 percentage points. If our total shareholder return is at or below the 20 th percentile of the CGI Group, the payout percentage will be decreased by 20 percentage points.

No adjustment to the payout percentage will be made for relative performance between the 20 th and 80 th percentile of the CGI Group. For the Fiscal — Performance Shares Program, we have determined that the G7 GDP benchmark does not sufficiently reflect our strategic objectives for the performance period and our determination for increased value creation.

We have retained the rTSR benchmark. Fiscal — Performance Metrics. Period from October 1, — September 30, What do we consider when we make performance shares awards? Why these performance metrics? Each year, the Compensation Committee works with executive management and its independent executive compensation consultant to review and establish financial and operational performance metrics that are consistent with our long-term strategic objectives and in line with market practices. The Committee sets targets for the three-year performance period that will challenge our business leaders to drive operating results that generate shareholder returns.

At the end of the performance period, our NEOs earned awards are based on the level of achievement against these targets. For the Fiscal — Performance Shares Program, the Committee determined that earnings per share and cumulative free cash flow operating cash flow less capital expenditures were again the metrics most appropriate to drive growth. Earnings per share EPS. It emphasizes our operational performance measured through earnings growth, demonstrates the effectiveness of our capital allocation strategy through share repurchases and reflects tax efficient strategies.

Free cash flow FCF. Cash generation is a true indicator of our earnings, asset management and investment performance. Operating earnings are the largest contributor to free cash flow and are the result of leverage on incremental sales, specific cost reduction and productivity initiatives and price increases to offset inflation. Improvements in inventory management, days sales outstanding and days payable contribute to working capital reductions which also contribute to free cash flow.

Investments in organic growth and acquisitions add to free cash flow. The return on these investments generate returns for our shareholders. For the Fiscal — Performance Shares Program, the Committee determined that the performance metrics will be adjusted EPS, to align with the use of adjusted EPS for the supplemental reporting of results to our shareholders, and cumulative FCF.

How do we benchmark our performance? The Committee also sets an appropriate benchmark against which to measure our performance. For the Fiscal — Performance Shares Program, the Committee determined that measuring our financial and operating results against a global benchmark was appropriate in our position as a global leader in the industries we serve.

G7 gross domestic product G7 GDP. Beginning with the Fiscal — Performance Shares Program, the Committee also added a relative total shareholder return modifier benchmark to measure our shareholder return performance against the CGI Group of companies, as discussed above.

Relative total shareholder return rTSR. If our total shareholder return is above the 80 th percentile or below the 20 th percentile of the CGI Group, the payout percentage will be adjusted as discussed above.

How do we calculate results against our performance metrics? At the end of the Fiscal — Performance Period, the Committee will review our financial results against the performance targets set at the beginning of the performance period. The Committee will consider whether there are any adjustments that should be made to account for unusual, non-recurring or extraordinary items.

The Committee will then certify the level of achievement against the targets for payout of the awards. Determination of EPS Performance. Free cash flow. Cumulative free cash flow from fiscal — is calculated as a percentage of the free cash flow target. The free cash flow target is the sum of the yearly free cash flow targets from — Maximum Payout. Fiscal — Performance Shares Program Awards.

The following individual performance shares awards were made to the NEOs:. FY — Awarded Shares. Karsanbhai 2. Dellaquila 3. Krishnan 4. Froedge 3. Train 3. Farr 3 5. Value calculated using the average high and low stock price of on the applicable date of grant. Farr retired on February 5, Fiscal — Performance Shares Program. The performance period for the Fiscal — Performance Shares Program ended on September 30, The targets and weightings were calculated in the same manner as described above.

In determining the results for the performance period, the Committee determined that it was appropriate to adjust for certain discrete items, including adjustments primarily related to acquisition and divestiture activity as well as other tax items.

The payouts are reflected in the Option Exercises and Stock Vested table on page Other Stock Awards. Restricted stock is also available for award under our long-term stock-based compensation program. In limited circumstances, such as special retention, recognition and succession planning needs, the Committee may make a separate award of restricted stock.

Awards of restricted stock are highly selective. Restricted stock awards are not considered as a portion of an NEOs annual total compensation and may, therefore, result in compensation above the median range in the year of award.

The Committee views this program as an important management succession planning and retention tool. The objective is to lock in top executives and their potential replacements identified through the succession planning process. Restricted stock provides participants with dividends and voting rights beginning on the award date. There is no set frequency of restricted stock awards, and they are granted with long-term cliff vesting periods of up to 10 years and no less than 3 years.

Karsanbhai received an award of restricted stock in connection with his appointment as CEO. Each of Messrs. Krishnan, Bulanda, Froedge and Train also received awards of restricted stock in connection with their appointments and for retention in connection with the CEO transition and other executive leadership transitions.

Karsanbhai, Krishnan and Froedge had also received awards of restricted stock as part of succession planning in early fiscal The following restricted stock awards were made to the NEOs:. Date of Award. Restricted Shares. Restricted Period. November 3, February 8, April 6, Stock Options.