Base pay
of executive salaries in Asia-Pacific will increase by an average 5 per cent
this year, compared to 2.5 per cent in the rest of the world, according to new
data from Mercer.

The data
shows that pay rises for employees in Asia-Pacific are twice as high, and more,
compared to employees in Europe, Middle East and Africa or the Americas.

In EMEA,
where the economic crisis is still playing out, base pay increases for most
executives are set to average a comparatively sluggish 2 per cent, while EMEA
chief executives are expected to face another year of base salary freezes.

The data
comes from Mercer's Global Financial Services Incentive Plan Snapshot Survey
which was conducted in December 2011, and involved 63 financial services
organizations. Of this, 45 per cent were in EMEA, 41 per cent in Americas, and
14 per cent in Asia-Pacific.

“Financial
services organizations are responding to significant changes in regulatory
requirements concerning compensation policies, incentive plan designs and their
governance. In EMEA and the Americas they face keen public scrutiny,” said
Vicki Elliott, senior partner and financial services industry leader at Mercer.

“The
industry has been responding to this and moderation appears to be the order of
the day in Europe and the Americas. In Asia-Pac, we see much more pay
growth," she added.

“In the
UK, we are also seeing companies move to tie executive remuneration to meet the
FSA requirements in CRD3 tying pay to the capital adequacy of the organization.
At least one major UK bank has done this,” said Sophie Black, partner in Mercer’s
UK executive remuneration team.

Base salary freeze

For 2012, globally, across all organizations -
including those freezing salaries - CEOs were generally forecast to receive no
increase in base salary. But Mercer points out that due to a different compensation
structure, this is not always the reality.

“Since 2010 major steps have been taken in the
financial services industry to reduce risk, to tie incentives more closely to
economic performance and to allow the ‘claw back’ of bonuses. To better balance
the mix of fixed versus variable pay and also moderate the potential loss in
their employees’ earning power, many organizations have increased base salaries
significantly in the last couple of years," said Elliott.

So, while it may appear that employees in financial
services companies are experiencing the same base pay restraint as other
sectors of the global economy, the reality is slightly more nuanced, she
pointed out.

Overhaul of bonuses

The study also pointed out changes to bonus structure
taking place. In this area, a different regional approach may exacerbate the
uneven playing field that exists in talent attraction between the US and
EMEA. 

Over half of respondents said their organizations
didn’t plan to make any changes to bonus plan design in 2012. Nearly a third
said that revisions would be made to performance measures and 17 per cent plan
to introduce "bonus malus" (where individuals can be rewarded or
penalized according to achievements) conditions on deferrals.

There were notable regional differences within these
figures. While EMEA broadly matched the global findings, in the US and
Asia-Pacific only a minority of respondents stated that they will be revising
bonus opportunities and increasing the required mandatory deferred bonus
level. 

“It is notable to see companies in the Americas having
limited plans to introduce bonus malus conditions. This will further aggravate
the unlevel playing field issue, putting European companies at a disadvantage,”
said Dirk Vink, senior executive remuneration consultant at Mercer. 

Nearly two thirds of companies surveyed are not
planning to make any changes to their long-term incentive plans (LTIP). A
smaller proportion plan to introduce a forward-looking LTIP (6 per cent) and revise
performances measures (6 per cent).

“In general, companies which are looking to change
their bonus opportunities are tending to revise the maximum bonus amount down.
We are seeing companies capping the upside of these awards and tying them ever
more closely to performance criteria,” said Black.

Changes to control roles

The report also highlighted the trend of the
continuing development of pay levels and the changing pay mix for the so-called
"control" roles within financial services.

In line with greater regulatory scrutiny of
compensation practices for key risk-takers, the largest base pay increases
appear to be directed towards control roles, such as risk management, legal,
internal audit, compliance, finance and human resources.

Respondents were predicting base pay increases over 3
per cent for these groups, but this may reflect the changing nature of the pay
mix for this group. For these roles, the proportion of annual cash bonuses has
been continually reduced in favour of a higher base salary and LTI
compensation.

While this decreasing of annual bonus weighting is
prevalent across all regions, the change was most marked in EMEA where 48 per
cent of respondents stated that they had decreased this type of weighting and
35 per cent had increased the LTI weighting.