If you suspect the days of premium pay for Australian technology sector executives are over, it really depends on how you measure and analyse it. GRG's ERS provides a fast, accurate way to do this.
We delve into how regular participation in remuneration surveys helps businesses align executive pay with market standards, ensure regulatory compliance, and make strategic compensation decisions – highlighting how this fosters competitive and equitable pay structures crucial for navigating the corporate landscape effectively.
We explore how executive remuneration surveys facilitate pay alignment by providing data-driven benchmarks for executive compensation, enhancing transparency, ensuring regulatory compliance and addressing inherent data challenges to create competitive, tailored compensation strategies in the corporate landscape.
This article explores how executive compensation surveys inform strategic business decisions, focusing on aligning remuneration strategies with market trends to attract and retain talent. It highlights the significance of these surveys in developing competitive, transparent compensation packages, underscored by GRG's expertise in offering comprehensive market insights and tailored advisory services.
KMP remuneration disclosures in remuneration reports are required under the Corporations Act. However in recent years the number of executive roles reported has declined, in an apparent move away from transparent communication to minimalist compliance – perhaps to reduce exposure to criticism. We canvass the change in disclosure, its impact for boards seeking to benchmark remuneration, and explore the path to improved databases.
Designing a market-related, competitive senior management remuneration strategy requires a combination of know-how and access to the best tools. A reputable and comprehensive source of executive pay quantum and metrics for the Australian market will support this strategy by assisting you to attract (and retain) the right talent for your executive and general management population.
There is now a need to seek alternative sources of current remuneration data beyond the ‘disclosed’ to include the ever-growing population of non-disclosed executive data. We compare the five main approaches to populating remuneration databases in which client companies can have a high level of confidence.