Executive Remuneration at Reckitt Benckiser plc

Jay W. Lorsch; V.G.   Narayanan; Krishna G. Palepu; Lisa  Brem; Ashley  Robertson

Case | HBS Case Collection | January 2004 (Revised July 2006)

Executive Remuneration at Reckitt Benckiser plc

by Jay W. Lorsch, V.G. Narayanan, Krishna G. Palepu, Lisa Brem and Ashley Robertson

Abstract

Reckitt Benckiser plc has developed an executive compensation system. This case outlines the structure of the system, its emphasis on performance-based pay and a global outlook, and explains the role of the human resources department, the board of directors, and company shareholders in determining pay. It raises questions about how to balance incentive remuneration effectively in recruiting and retaining top managers, while addressing shareholder concerns about executive compensation.

Keywords: Governing and Advisory Boards; Employee Relationship Management; System; Executive Compensation; Retention; Performance; Human Resources; Recruitment; Business and Shareholder Relations;

Format: Print

19 pages

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Citation:

Lorsch, Jay W., V.G. Narayanan, Krishna G. Palepu, Lisa Brem, and Ashley Robertson. "Executive Remuneration at Reckitt Benckiser plc." Harvard Business School Case 104-062, January 2004. (Revised July 2006.)

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Executive Remuneration at Reckitt Benckiser plc

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