Michael H. Kramarsch is founder, Delegate of the Board and Managing Partner of the hkp /// group.
In his more than 20 years consulting business he has established himself as one of the most highly regarded experts in the field of value-oriented management, corporate governance, performance management and top-executive compensation - in industrial companies as well as banks. His consulting expertise to Boards (Aufsichts- und Verwaltungsräte), Executive Boards and HR managers spans Germany, Switzerland and Austria – as well as additional European countries and the U.S.
Prior to founding hkp/// group on January 1st 2011, Mr. Kramarsch worked 13 years for an international HR management consulting firm. There he held various management and executive positions, e.g. as Managing Partner for the German-speaking regions.
Jointly with Prof. Fred G. Becker, Michael H. Kramarsch published one of the first studies in German-speaking countries on value-oriented corporate management and incentives in 1997. His book on equity-based management compensation (“Aktienbasierte Management-Vergütung”, Schaeffer Poeschl), available as second edition, is still considered a standard reference of executive compensation in Germany. Together with Dirk Filbert he analyzed the regulatory framework conditions of an altered remuneration landscape in "Performance-based remuneration in the banking business", a chapter of the "Handbook Corporate Governance in Banks" (Ed. Hopt, K. and Wohlmannstetter, G., Vahlen / CHBeck, June 2011).
Michael H. Kramarsch was a named specialty expert for German regulatory bodies as Governmental Commission on Corporate Governance (Deutsche Regierungskommission Corporate Governance), managed by Chairman Prof. Dr. T. Baums (2001), and The Government Commission German Corporate Governance Code (Regierungskommission DCGK) managed by the Chairmen Klaus Peter Müller und Dr. Manfred Gentz (2012 to 2014). He is founding member and CEO of the German Association of Independent Compensation Consultants (VUVB) as well as member of the advisory board of HHL Center for Corporate Governance, Leipzig.
Mr. Kramarsch is regularly cited in articles, lectures and publishes on current developments in corporate governance, top executive compensation and performance management.
Petra Knab-Hägele (born 1969), with more than 17 years of consulting experience, is among the leading experts in questions of the implementation of corporate strategies in suitable management and control systems for top management and executive personnel in the German-speaking area.
After starting her profession in strategy consulting, Petra Knab-Hägele joined a large international HR management consulting company in 1995 in which she was a partner from 2003 on, acting in the most varied fields of responsibility, among others as a member of the German management and in the leadership of the executive compensation & rewards business division.
She has had many years of experience, in particular in the fields of executive compensation, value-oriented company control and incentivisation, performance management as well as sustainable (also stock-based) variable remuneration. In addition to that, she has headed large international post-merger projects focussing on HR management.
Since 2011 at hkp/// group the consulting focus of David Voggeser is compensation design and calibration, in particular for companies within the technology and engineering sector as well as companies of the financial sector. Further aspects of his consultancy are top executives, especially concerning variable compensation elements and external compensation benchmarks.
David Voggeser is a specialist in the areas of management and supervisory board compensation, and corporate governance. He studied International Management with a focus on finance and controlling, during which time he also gained experience working as a research assistant and Project Manager on the Supervisory Board Panel of the Augsburg University of Applied Sciences. He wrote his thesis on the assessment of success factors for members of management boards and its impact on compensation. As part of his degree, he spent time working in India.
Mitarbeiter direkt oder indirekt am Unternehmen zu beteiligen und sie damit zu Mit-Unternehmern zu machen, hat sich vielfach bewährt.
17. October 2018
Michael H. Kramarsch, Petra Knab-Hägele, David Voggeser
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