As a result of the economic downturn, we are living in a time of unprecedented scrutiny and criticism
of executive remuneration. Stories of incentive schemes that encourage undue risk-taking and of ‘disgraced’ executives receiving vast ‘rewards for failure’ abound, resulting in a swathe of regulatory reviews and significantly heightened levels of shareholder activism. In this article, Rob Burdett of Hewitt New Bridge Street, discusses some of the issues Remuneration Committees must contend with when framing their executive remuneration policies.
The article is supported by comments from Ruth Cairnie, Joe Darby and Jeremy Small.
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