EUROPEANCHAPTER

The article examines the widening pay gap between CEOs in the S&P 500 and the U.K.'s FTSE 100 from 2018 to 2022. The disparity is primarily attributed to the influence of long-term incentive plans (LTIPs) and pay opportunity levels in S&P 500 companies. Median CEO pay for S&P 500 CEOs has notably increased compared to FTSE 100 CEOs during this period, despite a decrease in the gap in basic salary and bonuses when adjusted for market cap and revenue growth since 2019. Interestingly, both regions have witnessed declines in median vote support levels for say-on-pay proposals, indicating growing investor discontent with executive compensation, irrespective of differences in corporate performance.

This edition of On the board's agenda, in collaboration with Deloitte's Chief Executive Program, examines recent developments in executive compensation practices, addressing challenges related to market volatility and the impact of variations across countries on compensation strategies. With increasing complexity in compensation governance, it is crucial for boards to align pay with shareholder returns, performance goals, and stakeholder interests, while considering factors like DEI and ESG considerations. The discussion also emphasizes the need for boards to strike a balance between short-term and long-term concerns in crafting effective executive compensation strategies.

The article explores the benefits of employee stock ownership plans (ESOPs) and employee ownership trusts (EOTs) as exit strategies for business owners. These models provide tax incentives, address succession challenges, increase employee commitment, and offer immediate purchasers for the company. ESOPs and EOTs differ in how employees receive their shares, but both promote employee engagement and can be advantageous in terms of tax exemptions and deductions.

Read further to examine executive pay in the UK and emphasis the need for constructive dialogue on the topic. It highlights observations on CEO pay trends, suggests practical ideas for improving the current model, and emphasizes the importance of flexibility, trust, collaboration, and principles in driving change. The article aims to contribute to the ongoing discussion and promote changes that foster growth and performance in UK-listed companies.

This research paper examines the effects of mandatory profit-sharing in France, focusing on the regulation requiring firms with over 100 employees to share excess-profits with their employees. The study finds that mandated profit-sharing redistributes profits to lower-skill workers without significant distortions or productivity effects, as evidenced by changes in the labor share of income and profit share at the firm level, and increased total compensation for low-skill workers at the employee level.

The article explores the positive impact and growing trend of employee ownership (EO) in the UK, with an emphasis on employee ownership trust (EOT) transactions and the government's review of all-employee share ownership plans. It also discusses the emergence of broad-based employee ownership programs in private equity-backed portfolio companies and highlights the promising future of the employee ownership sector due to increasing interest and support.

The article explores the potential of Employee Stock Ownership Plans (ESOPs) and emphasizes the importance of providing liquidity to employees through stock awards. The authors advocate for controlled liquidity programs that align with equity vesting schedules to enhance employee engagement and empowerment as stakeholders, addressing the challenge of limited liquidity options for stock awards in startups.

This paper examines the current state of equity incentive research, focusing on scheme design and performance evaluation, as a solution to the principal-agent problem. It explores the selection of equity incentive schemes, incentive intensity, exercise conditions, and evaluation methods based on various theories, aiming to provide guidance for future research in equity incentives.

The article highlights the significance of offering equity compensation as a means to engage Generation-Z (Gen Z) employees in the workplace. It suggests leveraging online platforms like Instagram, TikTok, Discord, and Slack to effectively communicate the benefits of equity compensation, emphasizing the importance of transparency and disclosure. Global Shares is mentioned as a company that assists in designing share plans and provides tailored communication strategies to engage employees, including those from the Gen Z demographic.