Question Tag: Remuneration Committee

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CG – APR 2023 – L4 – Q2 – Role of Remuneration Committee under Basel III

Examine responsibilities of the Remuneration Committee to enhance its TOR for Basel III compliance.

The Board of Light Bank Plc intends to review the role of the Remuneration Committee to satisfy the requirements of Basel III. Pillar III requirement on disclosures. The Board has engaged you as a Corporate Governance Consultant. You are satisfied from an initial assessment of the committee’s terms of reference (TOR) that it covers areas such as role, constitution, membership, proceedings of meetings, reporting and disclosure, governance and resources, and terms of reference. You observe that the section on responsibilities does not reflect the strategic objectives of the bank.

REQUIRED

Critically examine the main responsibilities (tasks/ functions) of the Remuneration Committee to assist the board of Light Bank Plc to have a comprehensive Terms of Reference (TOR) for the Committee. (25 marks)

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CSME – May 2022 – L2 – SC – Q6 – Corporate Governance

Discuss the purpose of board remuneration, the role of the remuneration committee, and the challenges of linking board pay to company performance.

At the Annual General Meeting of TAIMAKO Nigeria Limited, shareholders expressed displeasure about what they considered to be excessively high remuneration paid to members of the company’s board of directors. Some shareholders believed that board remuneration should be tied to the company’s financial performance. Consequently, a group of shareholders has asked you to advise them on the position of the Code of Corporate Governance on remuneration of directors.

Required:

a. The purpose and structure of the remuneration package for board members. (5 Marks)

b. The role of the remuneration committee. (5 Marks)

c. The problems of linking board members’ rewards with the company’s performance. (5 Marks)

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CSEG – Nov 2017 – L2 – Q3b – Corporate governance framework

Discuss the composition, functions, and factors to consider in the remuneration of directors within a corporate governance framework.

Sawaba Telco Ltd is a recently listed local company that is in the process of reorganizing its corporate governance structure to reflect its status as a public company. At the first board meeting after the listing, the board chairman raised the issue of setting up sub-committees of the Board. The Board agreed to start with two sub-committees: the Remuneration Committee and the Audit Committee. The board chairman is unsure how the remuneration committee of the board should be composed, its functions, and other related matters. As a corporate governance consultant, the board chairman has written to you for advice on various issues regarding the remuneration committee.

Required:

Write a report to the board chairman advising him on the following:

i) The composition of the Remuneration Committee. (3 marks)

ii) THREE functions of the Remuneration Committee. (3 marks)

iii) THREE factors to be considered in the remuneration of executive and non-executive directors. (6 marks)

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CG – APR 2023 – L4 – Q2 – Role of Remuneration Committee under Basel III

Examine responsibilities of the Remuneration Committee to enhance its TOR for Basel III compliance.

The Board of Light Bank Plc intends to review the role of the Remuneration Committee to satisfy the requirements of Basel III. Pillar III requirement on disclosures. The Board has engaged you as a Corporate Governance Consultant. You are satisfied from an initial assessment of the committee’s terms of reference (TOR) that it covers areas such as role, constitution, membership, proceedings of meetings, reporting and disclosure, governance and resources, and terms of reference. You observe that the section on responsibilities does not reflect the strategic objectives of the bank.

REQUIRED

Critically examine the main responsibilities (tasks/ functions) of the Remuneration Committee to assist the board of Light Bank Plc to have a comprehensive Terms of Reference (TOR) for the Committee. (25 marks)

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CSME – May 2022 – L2 – SC – Q6 – Corporate Governance

Discuss the purpose of board remuneration, the role of the remuneration committee, and the challenges of linking board pay to company performance.

At the Annual General Meeting of TAIMAKO Nigeria Limited, shareholders expressed displeasure about what they considered to be excessively high remuneration paid to members of the company’s board of directors. Some shareholders believed that board remuneration should be tied to the company’s financial performance. Consequently, a group of shareholders has asked you to advise them on the position of the Code of Corporate Governance on remuneration of directors.

Required:

a. The purpose and structure of the remuneration package for board members. (5 Marks)

b. The role of the remuneration committee. (5 Marks)

c. The problems of linking board members’ rewards with the company’s performance. (5 Marks)

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CSEG – Nov 2017 – L2 – Q3b – Corporate governance framework

Discuss the composition, functions, and factors to consider in the remuneration of directors within a corporate governance framework.

Sawaba Telco Ltd is a recently listed local company that is in the process of reorganizing its corporate governance structure to reflect its status as a public company. At the first board meeting after the listing, the board chairman raised the issue of setting up sub-committees of the Board. The Board agreed to start with two sub-committees: the Remuneration Committee and the Audit Committee. The board chairman is unsure how the remuneration committee of the board should be composed, its functions, and other related matters. As a corporate governance consultant, the board chairman has written to you for advice on various issues regarding the remuneration committee.

Required:

Write a report to the board chairman advising him on the following:

i) The composition of the Remuneration Committee. (3 marks)

ii) THREE functions of the Remuneration Committee. (3 marks)

iii) THREE factors to be considered in the remuneration of executive and non-executive directors. (6 marks)

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