In light of increased focus on executive pay practices, shareholders and regulators in Asia are demanding more comprehensive disclosure on the pay levels, compensation package designs, and performance assessments for key executives. This first article in our Executive Rewards & Performance Effectiveness Perspective series provided boards and management teams of Asian companies with six tips for enhancing their remuneration disclosures and, in doing so, satisfying or even going beyond their country’s corporate governance requirements.
This article is the first in a series of three perspectives on executive remuneration disclosures in Asia. The second article is on comparative study of executive remuneration disclosure requirements across all Asian jurisdictions, followed by the final article on disclosing realizable and realized pay — the definitions, applications, differences, and benefits.
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