The Straitjacket of Executive Pay: Trouble Brewing?

Who should decide executive Pay? Shareholders or the Board?

Demands for UK executive pay packages to be more tightly controlled and more transparent have come from all sides: from Westminster, from institutional investors, regulators, Brussels, and more.

But the more you limit a board’s freedom to set pay, the more difficult it may become to recruit the best talent—especially when your European, US, and private equity competitors operate under very different rules.

Download Mercer's paper to read more. 

Top executives, particularly with proven track records, are scarce. Attract the right ones, and employees, customers, and shareholders all benefit. Settle for the wrong ones — or keep them on “beyond their sell-by date” — and the performance of the company may suffer.

Complexities of Executive Compensation and Rewards

Let us shape your executive compensation and rewards programs with Mercer’s expert consulting and comprehensive data, trusted by many firms before you.

  • Improve your ability to attract, retain, and motivate key executive talent.
  • Align executive pay with your organization’s strategic needs and relevant talent comparators.
    Realize value in ownership transactions.
  • Keep compliant with regulatory, legislative, and shareholder requirements and guidelines.
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