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PA R T
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THREE
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The Path to Accountability
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here are several reasons for the loss of confidence in American business. Three of the biggest are executive compensation, principles of corporate governance, and auditing and accounting issues. In this book we have focused mainly on the first issue: the state of executive compensation. Executive compensation is a touchy and emotionally charged topic. Ever since I became a compensation consultant in the mid1980s, I ve paid close attention to how executive pay grabbed the headlines each proxy season, when companies release their proxy statements that include detailed compensation data for the top five executives. Every spring there are numerous stories in the business press about what top executives are paid with all the expected commentary on the size of the salaries, bonuses, and stock option grants. Unfortunately we have yet to seriously address the issue of escalating executive pay other than to say oh my, isn t that a lot! It s as if the shock and outrage over executive pay come with the territory. Somehow it s okay if people including shareholders shake their heads over how much money the top executives are paid. We have yet to determine and implement truly rational and widespread systems of paying CEOs and other senior executives what they are worth based on what they produce.
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PART THREE The Path to Accountability
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In the past 20 years there have been few developments of any consequence to mitigate the rise in executive compensation. The Securities and Exchange Commission (SEC) in the early 1990s significantly expanded and standardized the public disclosure of executive compensation. This was very well done, although it fell short of requiring companies to calculate the cost of stock options and include it in total compensation paid. Then in 1994 Section 162(m) of the Internal Revenue Code was passed. This new tax law imposed a $1 million limit on employers annual deduction for the compensation of top executives (see 2). Since stock options were exempt from the cap, this turned out to be a fairly meaningless and largely dysfunctional piece of legislation. In fact it helped fuel the explosion of free stock option grants. If for no other reason than to avoid further legislative meddling, business must change the way it structures, administers, reviews, and reports executive compensation. The Conference Board advocates changes in executive compensation. Its blue ribbon panel called The Commission on Public Trust and Private Enterprise has recommended wide-ranging reforms to strengthen corporate compensation practices and help restore trust in America s corporations and capital markets. In its September 2002 report on executive compensation, the commission stated, There is a widespread perception of a lack of fairness since certain executives have garnered substantial compensation even as their companies and the retirement savings of their employees have collapsed. When it comes to restoring corporate integrity, the expensing of stock options is an important move in the right direction. However it cannot happen in a void. Other steps must be taken to improve the integrity, fairness, and accountability of Corporate America. While the focus here will be on changes needed for healthier executive compensation systems, I will make note of developments in other areas as well. There have been some encouraging movements along those lines, which deserve to be highlighted. For example in November 2002, General Electric announced a new corporate governance policy, which includes changing the composition of its board to increase independence. GE also discontinued the use of stock
CHAPTER TEN Restoring Corporate Integrity
options as the equity portion of annual compensation for its board members. Instead GE s board decided that deferred stock units (DSUs) would be 60 percent of annual director compensation. DSUs will not pay out until one year after a director leaves the board. Most importantly when executives exercise their existing options, they are required to hold a significant percentage of those shares for a minimum number of years. Another positive development, as noted in 8, is the decision by Coca-Cola in December 2002 to stop providing advance guidance on quarterly or annual earnings per share. Advance guidance refers to the practice of predicting the next earnings announcement, which exacerbates investors overly short-term focus on quarterly results. As Chairman and CEO Douglas N. Daft said in a statement, We believe that establishing short-term guidance prevents a more meaningful focus on the strategic initiatives that a company is taking to build its business and succeed over the long run. These two examples highlight concrete steps being taken to improve corporate governance and financial integrity. All companies, I would argue, should take a critical look at their governance practices with the end goal of restoring and strengthening investor confidence. In the name of more accountable companies, there can be no better place to focus than on executive compensation. Consider these nine steps for a healthier organization.
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