![]() ![]() In this report we outline findings and recommendations to help you do it well.īut they differ in their views on ESG priorities The momentum towards integrating ESG into reward strategy seems unstoppable. This includes interviews with senior HR leaders and board members in global organisations, who are responsible for making this happen. To draw out the key themes, PwC, working with London Business School, have gathered fresh insight from investors and senior leaders about their expectations and experiences of linking pay to ESG. But for many companies, the more interesting question is how to use an all-employee reward strategy to reinforce focus on a business strategy that now more explicitly incorporates ESG factors.Īlthough there are some common themes for the senior executive and wider management and employee population, there are also important differences. The public debate often focuses on executive pay in listed companies and how CEOs can be held accountable for delivery of shareholder returns in a responsible manner that also benefits stakeholders. Moving increasingly into focus is the question of pay and, if, or how ESG should be integrated into reward strategy for a global workforce. It has become a given that ESG considerations need to be integrated into corporate strategy in order for a business to create sustainable value. The practice of linking pay to ESG is already widespread ![]()
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