Remuneration Committee Agenda Q2 2026
Highlighting the issues most likely to be front-of mind for UK listed company Remuneration Committees in Q2 and into H2. As the AGM season comes to a close for most companies, we see mid-year as the point at which the focus shifts from finalising outputs to demonstrating responsiveness to remuneration-related voting outcomes.
AGM debrief and follow-up
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Consider the voting outcomes for rem-related AGM resolutions and their implications.
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Ask yourselves some key questions, for example:
- Were these voting outcomes as expected?
- How do they compare to last year?
- How did your individual institutional investors vote — particularly those you engaged with?
- Were previous areas of concern appropriately addressed — both in terms of substantive change, consultation, and disclosure?
- Was voting influenced by other investor concerns?
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If there was material dissent, use the answers to these questions to agree on an engagement plan, both with external and internal stakeholders — as well as a more detailed internal action plan on timelines and deliverables into H2.
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Aside from the particular details / outcomes of the AGM, think about whether any of the learnings might have implications for the wider remuneration policy — both for directors and deeper into the organisation.
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Evaluate all of the above in the context of the evolution of the market as a whole (both UK and globally)
Impact on the work of the Remuneration Committee
Some areas of the market are going through significant change. Remuneration Committee members should monitor and review the implications of this for their own organisation, particularly during the potential “quieter times” over the summer.
- Investor views have softened — Most 2026 AGMs have been relatively uncontentious, notwithstanding significant increases to quantum.
- Quantum is increasing more rapidly and structures are becoming less homogenous in some parts of the market — the largest and most global UK listed companies are being allowed more flexibility in terms of structure and quantum of executive pay. Will this extend to NED roles?
- The UK main market is looking more attractive for listings — the US remains the preferred choice in tech, life sciences, and oil and gas, but interest in UK listings is returning.
- Still waiting for simplification — There is a strong desire among companies to simplify pay packages, but the opportunities to do so are limited.
- AI — all markets, including pay, are experiencing huge, fast-moving change influenced by AI and Remuneration Committees will need to keep pace.
Business as usual
- Confirm internal and external agenda into H2.
- Monitor mid-year performance of STIP and LTIP arrangements.
- Review succession plans.
- Track relevant market developments, including — governance, regulatory, global conflict and AI.
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