- Executive Remuneration Strategy
- Remuneration Committee advice
- Share Plan Design
- Benchmarking and survey analyses
- Services to SMEs
Shareholders and other interested parties are paying increasingly close attention to executives’ and directors’ remuneration.
- Formulating a clear strategy framework and a time table for its implementation
- Identifying key short and long term performance indicators by which to monitor progress towards success
- Adopting and communicating a clear remuneration philosophy and policies
- Identifying the appropriate competitive pay market(s) and desired market position
- Reviewing annual bonus and LTI’s to ensure executives’ incentives properly support and reflect progress towards successful strategy implementation and long-term value creation
- Compliance with new regulations governing the reporting of directors’ remuneration policy practice.
MM&K advises and supports companies and their remuneration committees to address these challenges and to put in place executives’ and directors’ remuneration policies and practices, which support the nature and culture of the business and its strategic objectives.
Executive Remuneration Strategy
Our approach is straightforward and collaborative. We support clients:
- To develop remuneration policies that show clear links to business strategy, key performance indicators and risks
- To ensure there is a transparent link between executive pay and value creation
- By implementing our agreed recommendations and providing continuing support post project completion
Remuneration Committee Dinners
MM&K hold regular dinners where Remuneration Committee members discuss topical remuneration issues. If you sit on a Remuneration Committee and would like to be invited to one of our dinners, please contact us.
You can download summaries of previous discussions by clicking on the links below.
- March 6, 2017 MM&K regularly hosts dinners for Chairmen, Remuneration Committee Chairs and Chief Executives. The question for discussion at the March dinner was: Corporate Governance Reform – has intervention by Government and other “interested parties” taken a step too far? Please click here for a record of the discussion.
- November 2016 "Corporate evolution from private to AIM to the main market - its effect on remuneration"
- July 2016 "Please see notes on a discussion on Pay Simplification"
- January 2016 "Challenges facing remuneration committees"
- September 2015 "Remuneration should be linked to performance measures that reflect and encourage sustainable performance"
- January 2015 - "How to win shareholders' support for remuneration changes"
- October 2014 - The main role of directors' remuneration is to pay competitively, not to motivate or incentivise
- June 2014 Providing PE Style Incentives to the Key Management Team in UK listed companies may be the best strategy
- September 2013 Is the rem com role possible?
- January 2013 Comply now or explain later?
- October 2012 Remuneration in the oil & gas sector
- January 2012 What percentage should the top team receive?
- September 2011 The case for higher pay
- January 2011 Risk & reward
- September 2010 Setting bonus targets is difficult
- February 2010 The focus for incentive plans should be value creation
- September 2009 Higher tax rates: Implications for remuneration strategy
- January 2009 Remuneration lessons from the credit crunch
- September 2008 Managers are the agents of shareholders
- February 2008 Is performance related pay really working?