There is an emerging consensus, at least in Western economies, that there is something deeply flawed about the current model of executive pay. Executive pay has risen dramatically over a period when, in hindsight, the Western economic model has not been at its most successful. Surely something must be wrong?
Organisations are finding their approaches to reward and benefits - and the behaviours they drive - under the microscope from stakeholders, regulators, the media and prospective recruits. Understanding the impact of these evolving forces on the competitiveness of reward is increasingly difficult.
And while reward may be one of the reasons why people work, it is not the only reason. That is why PwC’s approach considers reward as part of the broader management ecosystem including pensions, leadership, performance management, global mobility and business strategy.
Businesses continue to face unprecedented structural change, where reward and employment considerations form critical issues.
are designed to support the attraction, engagement and retention of key talent
help drive individual and collective discretionary effort
align reward, performance and business strategy
The motivation and retention of executives to implement corporate strategy is vital to an organisation's success. In this specialism, we aim to help companies build a credible executive remuneration policy to achieve this objective. We have considerable experience in helping our clients balance an appropriate remuneration policy with shareholder considerations whilst balancing the intricate governance considerations. In practice, our help involves understanding the company strategy and then designing and modelling remuneration policies and plans to drive a positive outcome for all stakeholders.
Director, Market Entry & Exit, Employment & Immigration practice, Attorneys Association "PwC Legal in Ukraine"
Tel: +380 44 354 0404