12 Re-evaluation of the amount of executive compensation

In my view, the solution lies in supervisory boards forming their own remuneration ideology, one that fits with the culture and the internal remuneration structure of the company. A one-size-fits-all approach is simply not suitable. What does apply to this remuneration ideology is that the emphasis must lie on the internal remuneration relationships. This will involve stepping away from the artificially preserved market for executives and thus prevent the top of the company drifting further away from the rest, as has been happening in recent decades due to the leapfrog effect. A powerful emphasis on the internal remuneration relationships will also ensure that executives will concentrate on internal matters and thus feel a stronger link to the rest of the company and tend to attune the relative value of their income to the internal remuneration relationships. It is the lack of this link in recent years that has led to a great deal of unrest within companies.