The CCGG issued its initial
Executive Compensation Principles in 2009, which were intended
to provide guidance to boards and to promote compensation decisions
that were aligned with long-term company and shareholder
Specifically, the CCGG articulates its executive
compensation principles as follows:
CCGG Executive Compensation Principles
A significant component of executive compensation should be
"at risk" and based on performance.
Performance should be based on key business metrics that are
aligned with corporate strategy and the period during which risks
are being assumed.
Executives should build equity in the company to align their
interests with those of shareholders.
A company may choose to offer pensions, benefits and severance
and change-of-control entitlements. When such perquisites are
offered, the company should ensure that the benefit entitlements
are not excessive.
Compensation structure should be simple and easily understood
by management, the board and shareholders.
Boards and shareholders should actively engage with each other
and consider each other's perspective on executive compensation
See the full text of the 2013 Principles for further details regarding
each of the above.
The content of this article is intended to provide a general
guide to the subject matter. Specialist advice should be sought
about your specific circumstances.
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