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35% of UK CEOs experienced a drop in total pay

35% of UK CEOs experienced a drop in total pay
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35% of UK CEOs Experienced a Drop in Total Pay

35% of UK-based CEOs saw a drop in their overall remuneration in 2022, finds newly published research from Vlerick Business School. Conducted by Profe...

United-kingdom , Germany , France , Netherlands , Belgium , Sweden , Xavier-baeten , Vlerick-business-school , Deloitte , Remuneration-centre-at-vlerick-business-school , United-kingdom-based , Vlerick-business

Just 25% of European CEOs have environmental performance in their bonus

Just 25% of Europe’s top CEOs have environmental performance as a key performance indicator included in their remuneration package, focused on tackling ...

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Getting ESG and CEO incentives right

As firms rush to implement climate change and ESG principles, questions on pay and incentive arise. Recent research advises caution and offers guidance.

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Bartleby - How to get managers' incentives right | Business

Bartleby
Executives, not investors, may be to blame for short-termism
H
OW BEST should managers be incentivised? In the biblical parable of the talents, a master divides his property among three servants before going away. Two put his money to work and double its value; the third buries it in the ground. The first two servants are rewarded and the third is punished.
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The biblical story is an early example of the principal-agent problem. When delegating authority, how can a principal be sure that their agents will act responsibly? The problem is usually discussed in terms of the potential for the agents to be greedy, and take money for themselves. The unfortunate servant in the parable acts out of fear, declaring: “Master, I knew you to be a hard man.” Sure enough, the servant is cast into the “outer darkness” where there will be “weeping and gnashing of teeth”.

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Executive pay: financial incentives damage long-term profits

Executive pay: financial incentives damage long-term profits
The more focus companies put on financial incentives for CEOs’ bonuses, the worse the firm’s commercial performance, according to a study of Europe’s top 600 firms.
Research from Vlerick Business School in Ghent, Belgium, found that high pay and incentives such as bonuses and share-related incentives was an effective way to boost firm’s profitability, but only in the short-term.
Executive pay
The study was conducted by Xavier Baeten, professor in reward and sustainability at Vlerick and director of the school’s Executive Remuneration Research Centre, alongside researcher, Marthe Van Hove.
They examined pay levels, habits and incentives of CEOs and CFOs of the STOXX 600 – a stock index of the 600 largest firms across Europe, including 155 UK firms.

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