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 EducatorsPurchase

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.)

About the Authors

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Jay W. Lorsch
Louis E. Kirstein Professor of Human Relations
Organizational Behavior

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V.G. Narayanan
Thomas D. Casserly, Jr. Professor of Business Administration
Chair, MBA Elective Curriculum
Accounting and Management

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Krishna G. Palepu
Ross Graham Walker Professor of Business Administration
Accounting and Management
General Management

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