The recent changes to the Consob Issuers’ Regulation have significantly strengthened the transparency requirements for remuneration policies and salaries paid by Italian listed companies.
The recent changes to the Consob Issuers’ Regulation (December 11, 2020) have significantly strengthened the transparency requirements for remuneration policies and salaries paid by Italian listed companies, in force from the coming stockholder meetings (spring 2021).
These changes have greater impacts on section 2 of the remuneration report, which illustrates the salaries paid to the Top Management.
In particular, companies are required to be more transparent regarding the results achieved compared to the set targets, and to represent, over a period of 5 years, the comparison between management remuneration trends, business performance and the average salaries paid to employees.
On the other hand this should not come as a surprise, as despite the increasing market pressure, many Italian listed companies have still not complied with this “rule”: from the analyses carried out by The European House – Ambrosetti Observatory on Corporate Governance, it emerges that around 30% of Issuers in our country show an apparent inconsistency between the trends on corporate performance and those on the bonuses paid to the Top Management.
Are Italian listed companies ready for the significant changes introduced by Consob? Analyzing the stockholder meeting votes of spring 2020 on section two of the remuneration report, on a sample of the top 140 Italian companies in terms of capitalization, the results are “plebiscitary”:
In addition to this, the next remuneration reports will be strongly affected by the COVID pandemic: the market will pay close attention to the contents of section 2, to assess whether payments were made against satisfactory performances. Many investors expect one-off payments and derogations from the remuneration policy: it is fundamental for companies to clearly explain the reflections behind these decisions.
2021 will be the year of the Remuneration Committees, which will have to manage some complicated situations, including: i) managing the trade-off between payment against results and maintaining the motivation of the company population; ii) increasing the loyalty of precious resources; iii) setting up a new long-term system in a period of extreme uncertainty; iv) integrating “sustainable success” into remuneration policies; v) communicating effectively.