The Council of Institutional Investors Policies Committee is chaired by Aeisha Mastagni. The complete CII Policies on Corporate Governance are available here. Related research from the Program on Corporate Governance includes Executive Compensation as an Agency Problem by Lucian Bebchuk and Jesse Fried and Paying for Long-Term Performance by Lucian Bebchuk and Jesse Fried (discussed on the Forum here).
On September 17, 2019, members of the Council of Institutional Investors overhauled CII’s policy on executive compensation. That policy is part of CII’s broader, member-approved Policies on Corporate Governance. Among other things, the changes suggest public companies dial back the complexity of their executive compensation plans. The newly revised policy appears below.
Section 5.1: Core Objectives of Executive Pay
Executive compensation should be designed to attract, retain and incentivize executive talent for the purpose of building long-term shareholder value and promoting long-term strategic thinking. CII considers “the long-term” to be at least five years. Executive rewards should be generally commensurate with long-term return to the company’s owners. Rewarding executives based on broad measures of performance may be appropriate in cases where doing so logically contributes to the company’s long-term shareholder return.
Executive compensation should be tailored to meet unique company needs and circumstances. A company should communicate the board’s basis for choosing each specific form of compensation, including metrics and goals. This may include industry considerations, business lifecycle considerations and other company-specific factors. Companies should explain how the components of the package tie to the company’s core objectives and fit together to a collective end.