Most corporations today claim to be purpose-led, putting people and the planet first. But the efforts of millions who join them are undermined by outdated financial incentives that reward CEOs to deliver short term gains at all costs.

Reward Value works with investors, universities and business to modernise executive pay as a catalyst for positive change.

Reward Value Foundation is a not-for-profit research initiative.

Most corporations today claim to be purpose-led, putting people and the planet first. But the efforts of millions who join them are undermined by outdated financial incentives that reward CEOs to deliver short term gains at all costs.

Reward Value works with investors, universities and business to modernise executive pay as a catalyst for positive change.

Reward Value Foundation is a not-for-profit research initiative.

OUR MISSION

VALIDATE

Conduct academic research that supports change

ACTIVATE

Drive change from within by involving

all relevant stakeholders

REGULATE

Safeguard the implementation of

responsible remuneration

RESEARCH AGENDA

PERFORMANCE

How to measure sustainable long term

value creation

MECHANISM

A mechanism that pays executives for the

actual performance and stimulates them to

make more sustainable decisions

REGULATION

Ensure the existence of hard and soft law and

reporting standards to allow for effective implementation

and execution of modernised pay

OUR MISSION

RESEARCH AGENDA

Validate

Conduct academic research that supports change

PERFORMANCE

How to measure sustainable long term value creation

ACTIVATE

Drive change from within by involving all relevant stakeholders

MECHANISM

A mechanism that pays executives for the actual performance and stimulates them to make more sustainable decisions

REGULATE

Safeguard the implementation of responsible remuneration

REGULATION

Ensure the existence of hard and soft law and reporting standards to allow for effective implementation and execution of modernised pay

RESEARCH TOPICS

Yardstick

Develop an instrument to measure firm’s value creation

Barometer

Analysis of the alignment between a company’s purpose, performance and pay 

Convergence

The time frame to put on ‘long term’

Behavior

Analyze the effect of extrinsic motivation on intrinsic motivation

Governance

Outline internal and external corporate governance requirements to support modernised pay

Reporting

Design detailed reporting requirement and models