Innovations in Sustainable Finance #6: ESG Incentives and the Zone of Discretion with Tom Gosling
Jun 26, 2023
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Tom Gosling, ESG compensation expert, discusses the effectiveness of linking executive pay to ESG targets, the challenges of setting effective ESG targets, and the benefits and risks of delegating ESG responsibilities on the board. He also explores the broader role of ESG incentives and sustainable investing, emphasizing the need for policy changes.
Linking executive pay to ESG targets is becoming more prevalent, with approximately 90 percent of companies now adopting this practice.
Well-designed ESG targets in executive pay enhance accountability and drive positive change when they align with the company's strategy and prioritize material ESG issues.
ESG incentives and sustainable investing cannot solely fix mispriced externalities or replace comprehensive policy frameworks, but they can create an environment for policy change by demonstrating investor demand.
Deep dives
The Increase in Linking Executive Pay to ESG Targets
Over the past few years, there has been a significant rise in the practice of linking executive pay to ESG targets. In 2021, 37 out of the FTSE 100 companies had ESG in their annual bonus, with an average weight of 15 percent. This practice has since increased, with approximately 90 percent of companies now linking executive pay to ESG targets. This trend reflects the growing expectation for businesses to adopt stakeholder-oriented and environmentally conscious approaches. Targets have expanded beyond traditional measures to include climate change and diversity and inclusion, with a shift towards long-term incentive plans along with annual bonuses.
Challenges in Setting and Measuring ESG Targets
While the practice of linking pay to ESG targets is gaining traction, it presents challenges in finding the right metrics and calibrating thresholds. The selection of targets can be influenced by senior leaders prioritizing metrics closely connected to value creation in their business, while investors may emphasize issues coming under pressure from their clients. This discrepancy in perspectives can complicate target alignment. Moreover, information asymmetry between executives, boards, and investors poses the risk of 'hitting the target but missing the point.' Weak targets lacking significance, measurability, transparency, or connection to long-term goals can dilute the impact of pay incentives.
Designing Effective ESG Targets
Well-designed ESG targets in executive pay can enhance accountability and drive positive change. Effective measures should align with the company's strategy, focus on material ESG issues, and provide a clear link between shorter-term goals and long-term aspirations. Companies like AstraZeneca and Total Energies exemplify well-designed targets, which prioritize goals like carbon emissions reduction and low-carbon technologies. However, poorly designed targets with numerous measures or vague metrics like 'climate leadership' contribute to diluted accountability and potentially undermine the credibility of executive pay.
The Role of Pay Targets in Balancing Stakeholder Interests
ESG targets in pay can reinforce a company's commitment to addressing societal and environmental concerns. They can encourage stakeholders to view ESG as an integral part of business strategy rather than a separate entity. However, the effectiveness of pay targets is largely contingent on the alignment between strategic intent and the aspiration to deliver long-term value. Trying to impose targets that contradict the strategy is unlikely to yield desired outcomes. Proactive collaboration between investors, boards, and companies is crucial to set meaningful targets that promote responsible practices and strike a balance between financial performance and social impact.
The Modest Role of ESG Incentives in Shaping Policy
While ESG incentives and sustainable investing play a valuable role, they cannot single-handedly correct mispriced externalities or replace comprehensive policy frameworks. Instead, they can create an environment where policy change becomes more likely. Sustainable investing is better positioned to influence the policy landscape by demonstrating investor demand and providing an incentive for companies to prioritize ESG issues. However, it is crucial to avoid unrealistic expectations and recognize the limitations of incentives in driving significant policy change.
Did you know that most large European corporations compensate executives for reaching ESG targets? Is that a good thing, and how should this be done?
I discuss these fascinating questions with Tom Gosling, perhaps the world's most experienced expert regarding ESG compensation. I learned a lot in this episode! Some (but not all) of my favorite insights:
Even if ESG targets contribute to long-term shareholder value, it can make sense to incentivize middle managers on ESG because they are usually incentivized on annual targets.
ESG incentives can work when they are aligned with overall strategy, focus on one central ESG issue, and are monitored by a knowledgeable anchor investor
There is no way to fix the economic incentives given by the market and regulation with managerial incentives.
Tom has written about this topic a lot, as you can see on his homepage. Here are some direct links to documents mentioned during the podcast:
Paying for net zero assesses the quality of climate targets in large European companies. Spoiler alert: it’s not great.
Paying well by paying for good is a report produced in collaboration with PwC looking at whether executive pay should be linked to ESG targets, and if so how. The follow-up paper Paying for good for alllooks at practice and attitudes globally and extends the analysis to consider alignment of broader company-wide reward strategy with ESG.