Get access to the exclusive HR Resources you need to succeed in 2018!
Training, policies and tools to help HR prevent and respond to harassment claims.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
As shareholders and advisory groups continue to scrutinize executive compensation, the number of executives entitled to tax gross-ups and other financial rewards triggered by a change in control of management is declining. But many popular executive perquisites—or perks—remain an important part of executives’ overall compensation packages, recent analyses show.
For its 2016 Change in Control Report, professional services firm Alvarez & Marsal examined arrangements among the top 200 publicly traded companies in the U.S. While the average value of change-in-control severance arrangements for CEOs has remained relatively flat—from roughly $29.9 million in 2013 to $30.3 million in 2015—the study showed changes in equity plans, cash severance multiples and excise tax gross-up payments.
“There are strategic reasons for management and compensation committees to provide executives with parachute payments. Nevertheless, change-in-control arrangements continue to face increased scrutiny,” said Brian Cumberland, managing director with the firm’s Dallas office, where he leads the compensation and benefits practice. “By benchmarking and evaluating these arrangements, boards and their compensation committees can demonstrate accountability and show that they are acting within the spirit of the [Securities and Exchange Commission’s] regulations and guidance.”
A major trend impacting change-in-control arrangements is the move toward performance-based long-term incentives that comprise a large portion of the change-in-control benefits to which CEOs and other named executive officers (NEOs)—whose compensation must be listed in company proxy statements—are entitled. The study found approximately half of the long-term incentives are subject to time-based vesting, as the other half are subject to performance-based vesting.
Among other notable findings:
But the study also revealed that 82 percent of companies in 2015 have unvested equity awards with a “double trigger”—either change in control or termination of employment—up from 63 percent in 2013 and 53 percent in 2011.
Lifestyle and Security Perks Hold Steady
In a separate look at CEO rewards, a study by consultancy Willis Towers Watson focused on lifestyle and personal security perks provided to U.S. CEOs at Standard & Poor’s 500 index firms. An Update on Executive Perquisite Trends in the S&P 500 found that the majority of companies still value these offerings as an important benefit for their CEOs in a competitive market. Only 4 percent of S&P 500 companies reported eliminating at least one perk in the most recent year, with no single type of perk eliminated most often.
“Given the relative stability of perquisites, it appears that most companies have reached the point of retaining only those perquisites perceived as essential to enhancing the performance of CEOs in their day-to-day tasks,” said Minha Ahmed, a consultant in Willis Towers Watson’s executive compensation resources unit in Arlington, Va.
“In the past decade, new rules requiring enhanced disclosure of perks have brought added scrutiny of these benefits, while the say-on-pay era has provided an avenue for investors to voice their concerns about perks they view as excessive,” Ahmed noted. “As a result, perk programs have largely evolved into arrangements designed to maximize the efficiency and work/life balance of the executive team, while providing risk mitigation for the company and its investors by providing executives with added security.”
Since the consultancy changed the universe of companies reviewed in its annual study from the Fortune 500 to the S&P 500, this year’s report did not include historical comparisons.
Perks for S&P 500 CEOS
Personal use of corporate aircraft
Company car/car allowance
Supplemental life insurance
Supplemental disability insurance
Source: Willis Towers Watson
Stephen Miller, CEBS, is an online editor/manager for SHRM. Follow me on Twitter.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
HR Education in a City Near You
SHRM’s HR Vendor Directory contains over 3,200 companies