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page 121 chapter II
I to reverse the trend by means of long-term incen-
tives, and
I strengthen the sustainability of the actions of man-
agement boards.
Sustainable and long-term incentives can be achieved
if the management board and executive staff participate
to a reasonable extent in longer-term success, on
the one hand, but also in any failure, on the other. This
can be accomplished through a personal contribution
in the case of variable remuneration programmes, for
example.
When it comes to the reasonableness of remuneration,
it should be gauged not only by the personal
performance of the individual board member, the
company‘s economic situation and the relevant market
environment. The general remuneration structure
in the company as a whole can also be taken into account.
The keyword is “vertical comparability”. Companies
can only gain acceptance and make progress
in this respect through an open, transparent debate
and thoroughly re-adjusted, improved remuneration
structures.
Incidentally, I see this as being more a task for the supervisory
boards and management boards than for
the legislature. They need to be reminded of their
role and their responsibility for their respective competences.
This might already have made it possible
to avoid individual excesses in the past. We should be
more self-confident, act more self-confidently than
in the past, and free ourselves from the primacy of
Anglo-American practices.