Breakingviews on Twitter
Search League Tables

Saturday, 25 June 2016

State paymasters

EU bonus lesson: self-regulate or worse follows

The regulation of pay in Europe marks an unwelcome watershed in post-crisis financial reform. European Union lawmakers on Thursday finally approved rules to cap bank bonuses relative to base salaries. Regulating for competition or financial stability is one thing. Intervening in how people are paid is quite another.

Full details of the proposals are yet to emerge. Broadly, all EU banks and foreign banks operating in member countries will only be able to pay bonuses of more than 100 percent of base salary if they have 66 percent shareholder support. Even then, the maximum ratio will be 1:2.5, and only if banks choose to pay a portion of the bonus in deferred stock or contingent capital.

Among its flaws, this puts banks out of kilter with other sectors. Take miner Rio Tinto. It appointed a new finance director just as the EU’s bonus caps were being disclosed. This is a big job with a base salary of 800,000 pounds. But the annual and deferred bonuses together are worth 3.3 times base pay.

Europe hopes the move will bring down bankers’ pay. It may. But the reality is that the labour market’s response to existing bonus curbs has been to demand higher fixed salaries. Competitive pressure has made it hard for banks to resist this. Increasing the relative contribution of fixed pay undermines all the good incentives embedded in short- and long-term bonus structures that reward good performance and claw back payouts when misdemeanours emerge. That’s why this policy could hurt shareholders far more than employees.

Sadly, these arguments are now largely academic. But bank management and investors must now ask how this situation arose. The answer is that the industry failed to engage effectively. Banking has a genuine problem with excess pay and excess risk taking. But banks and bankers have been slow to acknowledge this and offer solutions. True, Deutsche Bank’s Anshu Jain made lower remuneration a key message in his strategic review. But that was only in September and the industry is still awash with provocative pay deals.

The banks should have admitted the need for change and come up with their own ways of channelling more of their profit to capital, shareholders and taxpayers. Ineffective self-regulation invariably leads to bad top-down regulation in the end.

Have your say

To have your say, you have to be signed in

Related images

Context News

Bankers in Europe face a cap on bonuses as early as next year, following agreement in Brussels on Feb. 28 to introduce strict pay curbs.

The provisional agreement, announced by diplomats and officials after late-night talks between EU country representatives and the bloc’s parliament, means bankers face an automatic bonus cap set at a par with their salaries. That can be raised to twice their pay packet only if a majority of the bank’s shareholders vote in favour. The rules will apply to all banks - American, Asian, Russian or European - based in Europe, and to units of European banks located abroad.

(Launches in a new window)