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Harvard Case - Controversy over Executive Remuneration at BP

"Controversy over Executive Remuneration at BP" Harvard business case study is written by V.G. Narayanan, Ashley Hartman. It deals with the challenges in the field of Accounting. The case study is 14 page(s) long and it was first published on : Jun 21, 2016

At Fern Fort University, we recommend that BP implement a comprehensive overhaul of its executive compensation structure, focusing on long-term value creation and alignment with stakeholder interests. This overhaul should include a shift towards performance-based compensation linked to sustainable and responsible business practices, a robust governance framework for executive compensation decisions, and enhanced transparency and communication with stakeholders regarding executive pay.

2. Background

The case study focuses on the controversy surrounding BP's executive compensation practices in the wake of the Deepwater Horizon oil spill in 2010. The company faced significant public criticism for awarding substantial bonuses to executives even as it grappled with the environmental disaster and its financial repercussions. This controversy highlighted the disconnect between executive compensation and the company's performance, particularly its social and environmental responsibilities.

The main protagonists in the case study are:

  • BP's Board of Directors: Responsible for setting executive compensation and overseeing corporate governance.
  • BP's Executive Management: Responsible for the company's day-to-day operations and performance.
  • Shareholders: Concerned about the return on their investment and the company's long-term sustainability.
  • Public: Concerned about the environmental impact of the oil spill and the company's ethical behavior.

3. Analysis of the Case Study

This case study can be analyzed through the lens of Corporate Governance and Corporate Social Responsibility (CSR) frameworks.

Corporate Governance:

  • Board Independence: The case highlights the importance of an independent board to ensure that executive compensation decisions are not influenced by self-interest.
  • Transparency and Disclosure: The lack of transparency surrounding BP's executive compensation practices fueled public outrage and eroded trust in the company.
  • Alignment of Interests: There was a clear misalignment between the interests of executives and shareholders, as executives were rewarded for short-term performance even though it came at the expense of long-term sustainability.

Corporate Social Responsibility (CSR):

  • Stakeholder Engagement: BP failed to adequately engage with stakeholders, particularly the public, regarding its environmental and social responsibilities.
  • Ethical Behavior: The company's decision to award bonuses to executives after the oil spill was seen as unethical and insensitive.
  • Sustainable Business Practices: The oil spill highlighted the need for BP to prioritize environmental sustainability and responsible business practices.

4. Recommendations

To address the controversy and ensure future alignment with stakeholder interests, BP should implement the following recommendations:

1. Realign Executive Compensation with Long-Term Value Creation:

  • Performance-Based Compensation: Shift from fixed salaries to performance-based compensation linked to key performance indicators (KPIs) that measure long-term value creation, including environmental sustainability, safety, and operational efficiency.
  • Multi-Year Performance Targets: Establish multi-year performance targets to incentivize executives to focus on long-term goals rather than short-term gains.
  • Clawback Provisions: Implement clawback provisions to recover bonuses if executives fail to meet performance targets or engage in unethical behavior.

2. Strengthen Governance Framework for Executive Compensation:

  • Independent Compensation Committee: Establish an independent compensation committee composed of non-executive directors with expertise in corporate governance and compensation practices.
  • External Compensation Consultants: Engage independent external compensation consultants to provide objective advice on executive compensation levels and structures.
  • Transparent Disclosure: Implement transparent and comprehensive disclosure of executive compensation practices, including performance metrics, compensation structure, and rationale for decisions.

3. Enhance Communication and Stakeholder Engagement:

  • Regular Stakeholder Dialogue: Establish regular dialogue with stakeholders, including shareholders, employees, communities, and environmental groups, to address concerns and build trust.
  • Clear Communication: Develop clear and concise communication strategies to explain executive compensation decisions and the rationale behind them.
  • Social Media Engagement: Utilize social media platforms to engage with stakeholders and address concerns in a timely and transparent manner.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with BP's stated mission to be a responsible and sustainable energy company.
  • External Customers and Internal Clients: The recommendations address the concerns of external stakeholders, including shareholders, the public, and environmental groups, while also ensuring that internal clients, such as employees, are fairly compensated.
  • Competitors: The recommendations are based on best practices in executive compensation and corporate governance within the energy industry.
  • Attractiveness: The recommendations are expected to enhance BP's reputation, attract and retain top talent, and improve long-term shareholder value.

6. Conclusion

By implementing these recommendations, BP can address the controversy surrounding its executive compensation practices, restore trust with stakeholders, and create a more sustainable and responsible business model. This will require a significant shift in corporate culture and a commitment to transparency and accountability.

7. Discussion

Other alternatives not selected include:

  • Maintain the status quo: This option would likely continue to erode trust and damage the company's reputation.
  • Reduce executive compensation: While this might appease some stakeholders, it could potentially discourage top talent from joining or staying with BP.

The key risks associated with these recommendations include:

  • Resistance from executives: Executives may resist changes to their compensation structure.
  • Increased scrutiny from regulators: The recommendations may attract more scrutiny from regulators and investors.
  • Lack of buy-in from stakeholders: Stakeholders may not fully support the changes.

The key assumptions underlying these recommendations include:

  • BP's commitment to change: BP is committed to implementing these recommendations and changing its corporate culture.
  • Stakeholders' willingness to engage: Stakeholders are willing to engage in constructive dialogue with BP.
  • The effectiveness of the recommendations: The recommendations will be effective in addressing the concerns of stakeholders and improving BP's performance.

8. Next Steps

To implement these recommendations, BP should take the following steps:

  • Form a task force: Form a task force composed of senior executives, board members, and external experts to develop a detailed implementation plan.
  • Communicate with stakeholders: Communicate the proposed changes to stakeholders and solicit feedback.
  • Pilot test the new compensation structure: Pilot test the new compensation structure in a small group of executives before implementing it company-wide.
  • Monitor and evaluate the results: Monitor and evaluate the results of the changes and make adjustments as needed.

By following these steps, BP can ensure that its executive compensation practices are aligned with its values, its mission, and the expectations of its stakeholders.

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Case Description

In March 2016, BP disclosed that its Chief Executive Officer, Bob Dudley, would receive a $19.6 million compensation package, a 20% increase in total compensation over the previous year. BP justified the amount, emphasizing that the company delivered strong results despite an exceptionally challenging environment, which included a nearly 50% drop in oil prices. However, shareholders questioned the massive payout and ultimately rejected BP's remuneration report in April 2016. Was BP right to give a generous pay package despite the industry slump? Or was it unreasonable and insensitive, as shareholder Royal London Asset Management claimed?

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