{"id":23279,"date":"2026-09-11T14:12:12","date_gmt":"2026-09-11T14:12:12","guid":{"rendered":"https:\/\/farient.com\/?p=23279"},"modified":"2026-09-15T13:31:23","modified_gmt":"2026-09-15T13:31:23","slug":"beyond-the-cap-new-dynamics-of-executive-exits-raise-considerations-for-remuneration-committees","status":"publish","type":"post","link":"https:\/\/farient.com\/uk\/2026\/09\/11\/beyond-the-cap-new-dynamics-of-executive-exits-raise-considerations-for-remuneration-committees\/","title":{"rendered":"Beyond the Cap: New Dynamics of Executive Exits Raise Considerations for Remuneration Committees"},"content":{"rendered":"<p>The removal of the statutory cap on compensatory awards for unfair dismissal claims\u2014effective 1 January 2027 under the Employment Rights Act 2025\u2014is expected to have wide-reaching impacts for UK companies, not least by increasing financial and reputational exposure for boards when C-suite executives exit.<\/p>\n<p>While planned leadership succession is ideal, a material proportion of executive exits involve off-the-record discussions that lead to negotiated settlements and resignation or departure by mutual agreement. In the last 18 months, around one-third of FTSE 100 CEO departures were disclosed in this way. Board decisions on leadership changes can be rapid, with often limited performance-management audit trails, leading to unfair dismissal claims.<\/p>\n<p>For Remuneration Committees overseeing termination packages, the existing c.\u00a3120k unfair dismissal cap has historically limited potential exit liabilities to a largely predictable cost &#8211; typically salary, pension and benefits over the notice period and, in most cases, pro-rated \u2018good leaver\u2019 bonus and LTIP awards. As of 1 January 2027, an uncapped unfair dismissal claim will materially increase potential liabilities, including other actual and future losses associated with the departure. In an environment of increasing UK executive packages &#8211; with incentive awards of over 10x salary per annum in the largest FTSE companies &#8211; the potential numbers are substantial.<\/p>\n<p>Any unfair dismissal payment ultimately relies on a successful claim, with causation and mitigation still in play. In addition, reputational drivers and a UK tribunal system suffering significant delays will continue to push both parties towards settlement negotiations. However, the power dynamics of exit discussions will undoubtedly shift, with boards entering new territory for C-suite departures.<\/p>\n<p>Below are key considerations for Remuneration Committees post 1 January 2027.<\/p>\n<p><strong>1. Plan the exit process before triggering the discussion<\/strong><\/p>\n<ul>\n<li><em>Seek legal counsel before exit discussions take place. <\/em>Capability (performance) is a common reason but is often hard to evidence, with limited formal performance management at the most senior levels. Going forward, companies should invest more time to document performance and related discussions.<\/li>\n<li><em>Know your numbers. <\/em>Model potential pay scenarios at the start of the process, including contractual entitlements and incentive plan treatments. Consideration should be given to any potential additional values that may feature in a lost opportunity claim (e.g. lapsed award elements in time pro-rating calculations; potential future lost earnings beyond the notice period where replacement of employment is argued to be challenging).<\/li>\n<li><em>Develop a formal settlement framework to avoid ad-hoc negotiating<\/em>. Use good leaver status more deliberately, particularly in the initial stages of exit talks.<\/li>\n<\/ul>\n<p><strong>2. Review the Directors\u2019 Remuneration Policy <\/strong><\/p>\n<ul>\n<li><em>Maintain clear good and bad leaver safeguards, with settlement authority in place. <\/em>In an unfair dismissal case, committees should ensure policies are carefully drafted to avoid wording that implies an executive is entitled to any assessed value and ensure settlement authority exists if required (i.e. preventing a potential policy breach from becoming an additional obstacle to resolving an executive exit).<\/li>\n<li><em>Review scope for reasonable flexibility in other areas. <\/em>With a focus on settlement negotiation, Remuneration Committees may need greater flexibility in other structural areas (e.g. payment of final bonus in cash; accelerated deferred shares where post-employment shareholding guidelines are met).<\/li>\n<\/ul>\n<p><strong>3. Incentive design and metrics \u2013 friend or foe?<\/strong><\/p>\n<ul>\n<li><em>Consider risks of individual performance ratings in bonus plans.<\/em> The use of individual performance elements in bonus plans has declined in recent years, often due to disproportionate time spent on emotive discussions and consistently high out-turns increasingly scrutinised by investors (typically 80%+ payouts). In many executive exits, published individual out-turns will have been high prior to the exit \u2013 increasing the risk of potential unfair claims. The move away from individual performance elements for executive directors is likely to accelerate after the cap is removed.<\/li>\n<li><em>Review of performance underpins.<\/em> Any claim to actual or future earnings remains subject to an assessment of any performance vesting, making the growing popularity of hybrid or restricted share plans with no performance conditions potentially more costly. Companies may look to ensure that discretionary underpins across all incentive plans include more specific reference to company performance, to safeguard against potential rewards for failure.<\/li>\n<\/ul>\n<p><strong>4. Investor views and communication strategy<\/strong><\/p>\n<ul>\n<li><em>Consider investor communication strategy in the event of any ex-gratia settlement payments.<\/em> Currently, executive termination arrangements typically follow the parameters of the shareholder-approved policy and are subject to shareholder scrutiny when the DRR is published. Going forward, if material settlement payments are agreed as part of the exit process, investor engagement may be recommended before publishing the DRR to explain the governance process, and calculation of any additional payments.<\/li>\n<li><em>Updated Investment Association (IA) Principles of Remuneration? <\/em>Currently the IA Principles state that \u201c<em>other leavers<\/em>\u201d \u2013 including \u201c<em>those executives who leave the company due to misconduct, poor performance, breach of contract or voluntary resignation [\u2026] should not receive any payments beyond their contractual entitlements and would usually forfeit all their unvested and deferred awards<\/em>\u201d. With the legal landscape changing, the investor community will likely be attuned to the commercial reality of executive exits \u2013 albeit with a strong focus on boards improving governance, succession planning and mitigation to limit any potential \u2018rewards for failure\u2019.<\/li>\n<\/ul>\n<div style=\"border: 2px solid #215E99; padding: 16px 20px; margin: 24px 0; font-family: inherit; font-size: 1em; line-height: 1.5;\">\n<p style=\"margin: 0;\"><strong>Farient&#8217;s view:<\/strong> In the coming months, we expect companies to review policies, processes and incentive frameworks, including contractual terms for new hires, to mitigate any future exposure to unfair dismissal claims post 1 January 2027. Actions or changes should be approached with caution to avoid any implied entitlement to ex-gratia payments during settlement negotiations, with legal counsel advised. We expect investors to continue to heavily scrutinise termination arrangements for departing executives, with an increasing focus on leaver status and perceived rewards for failure.<\/p>\n<\/div>\n<p>Should you wish to discuss these updates, please contact either <strong>Alison Barton<\/strong> (alison.barton@farient.com), <strong>Stephen Cahill<\/strong> (stephen.cahill@farient.com), <strong>David Cohen<\/strong> (david.cohen@farient.com), <strong>Fiona Maurice<\/strong> (fiona.maurice@farient.com) or <strong>Alex Styles-Morris<\/strong> (alex.styles-morris@farient.com).<\/p>\n<div style=\"width: 100%; margin-top: 32px;\">\n<table style=\"width: 100%; table-layout: fixed; border-collapse: separate; border-spacing: 16px; border: none;\">\n<tbody><!-- Row 1 --><\/p>\n<tr><!-- Card 1: Alison Barton --><\/p>\n<td style=\"width: 33.33%; vertical-align: top; border: 1px solid #dddddd; padding: 16px; border-radius: 4px; background: #f9fafb; text-align: center;\">\n<div style=\"line-height: 1.25; min-height: 2.6em;\"><strong>Alison Barton<\/strong><\/div>\n<div style=\"margin: 12px 0;\"><img loading=\"lazy\" decoding=\"async\" style=\"display: block; margin: 0 auto; object-fit: cover;\" src=\"https:\/\/farient.com\/wp-content\/uploads\/2026\/09\/Alison-Barton-headshot.png\" alt=\"Alison Barton\" width=\"200\" height=\"165\" \/><\/div>\n<p style=\"margin: 4px 0 8px;\">\ud83d\udccd 51 Moorgate, 5th Floor, London, EC2R 6LL<\/p>\n<p style=\"margin: 4px 0 16px;\">\ud83d\udcde +44 7501 282453<\/p>\n<p style=\"margin: 4px 0 16px; text-align: center; word-break: break-word; overflow-wrap: anywhere;\">\ud83d\udce7 <strong><a style=\"word-break: break-word; overflow-wrap: anywhere;\" href=\"mailto:alison.barton@farient.com\">alison.barton@farient.com<\/a><\/strong><\/p>\n<p style=\"margin: 4px 0;\">\ud83d\udd0d <strong><a href=\"https:\/\/farient.com\/uk\" target=\"_blank\" rel=\"noopener\">farient.com\/uk<\/a><\/strong><\/p>\n<\/td>\n<p><!-- Card 2: Stephen Cahill --><\/p>\n<td style=\"width: 33.33%; vertical-align: top; border: 1px solid #dddddd; padding: 16px; border-radius: 4px; background: #f9fafb; text-align: center;\">\n<div style=\"line-height: 1.25; min-height: 2.6em;\"><strong>Stephen Cahill<\/strong><\/div>\n<div style=\"margin: 12px 0;\"><img loading=\"lazy\" decoding=\"async\" style=\"display: block; margin: 0 auto;\" src=\"https:\/\/farient.com\/wp-content\/uploads\/2024\/12\/stephen-cahill-300x247.webp\" alt=\"Stephen Cahill\" width=\"200\" height=\"165\" \/><\/div>\n<p style=\"margin: 4px 0 8px;\">\ud83d\udccd 51 Moorgate, 5th Floor, London, EC2R 6LL<\/p>\n<p style=\"margin: 4px 0 16px;\">\ud83d\udcde +44 7784 474845<\/p>\n<p style=\"margin: 4px 0 16px; text-align: center; word-break: break-word; overflow-wrap: anywhere;\">\ud83d\udce7 <strong><a style=\"word-break: break-word; overflow-wrap: anywhere;\" href=\"mailto:stephen.cahill@farient.com\">stephen.cahill@farient.com<\/a><\/strong><\/p>\n<p style=\"margin: 4px 0;\">\ud83d\udd0d <strong><a href=\"https:\/\/farient.com\/uk\" target=\"_blank\" rel=\"noopener\">farient.com\/uk<\/a><\/strong><\/p>\n<\/td>\n<p><!-- Card 3: David Cohen --><\/p>\n<td style=\"width: 33.33%; vertical-align: top; border: 1px solid #dddddd; padding: 16px; border-radius: 4px; background: #f9fafb; text-align: center;\">\n<div style=\"line-height: 1.25; min-height: 2.6em;\"><strong>David Cohen<\/strong><\/div>\n<div style=\"margin: 12px 0;\"><img loading=\"lazy\" decoding=\"async\" style=\"display: block; margin: 0 auto;\" src=\"https:\/\/farient.com\/wp-content\/uploads\/2025\/01\/DC-v1-300x247.jpg\" alt=\"David Cohen\" width=\"200\" height=\"165\" \/><\/div>\n<p style=\"margin: 4px 0 8px;\">\ud83d\udccd 51 Moorgate, 5th Floor, London, EC2R 6LL<\/p>\n<p style=\"margin: 4px 0 16px;\">\ud83d\udcde +44 7538 901395<\/p>\n<p style=\"margin: 4px 0 16px; text-align: center; word-break: break-word; overflow-wrap: anywhere;\">\ud83d\udce7 <strong><a style=\"word-break: break-word; overflow-wrap: anywhere;\" href=\"mailto:david.cohen@farient.com\">david.cohen@farient.com<\/a><\/strong><\/p>\n<p style=\"margin: 4px 0;\">\ud83d\udd0d <strong><a href=\"https:\/\/farient.com\/uk\" target=\"_blank\" rel=\"noopener\">farient.com\/uk<\/a><\/strong><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p><!-- Row 2: centered two-card table --><\/p>\n<table style=\"width: 66.66%; margin: 0 auto; table-layout: fixed; border-collapse: separate; border-spacing: 16px; border: none;\">\n<tbody>\n<tr><!-- Card 4: Fiona Maurice --><\/p>\n<td style=\"width: 50%; vertical-align: top; border: 1px solid #dddddd; padding: 16px; border-radius: 4px; background: #f9fafb; text-align: center;\">\n<div style=\"line-height: 1.25; min-height: 2.6em;\"><strong>Fiona Maurice<\/strong><\/div>\n<div style=\"margin: 12px 0;\"><img loading=\"lazy\" decoding=\"async\" style=\"display: block; margin: 0 auto; object-fit: cover;\" src=\"https:\/\/farient.com\/wp-content\/uploads\/2026\/02\/Fiona-Maurice-headshot-1.png\" alt=\"Fiona Maurice\" width=\"200\" height=\"165\" \/><\/div>\n<p style=\"margin: 4px 0 8px;\">\ud83d\udccd 51 Moorgate, 5th Floor, London, EC2R 6LL<\/p>\n<p style=\"margin: 4px 0 16px;\">\ud83d\udcde +44 7572 494214<\/p>\n<p style=\"margin: 4px 0 16px; text-align: center; word-break: break-word; overflow-wrap: anywhere;\">\ud83d\udce7 <strong><a style=\"word-break: break-word; overflow-wrap: anywhere;\" href=\"mailto:fiona.maurice@farient.com\">fiona.maurice@farient.com<\/a><\/strong><\/p>\n<p style=\"margin: 4px 0;\">\ud83d\udd0d <strong><a href=\"https:\/\/farient.com\/uk\" target=\"_blank\" rel=\"noopener\">farient.com\/uk<\/a><\/strong><\/p>\n<\/td>\n<p><!-- Card 5: Alex Styles-Morris --><\/p>\n<td style=\"width: 50%; vertical-align: top; border: 1px solid #dddddd; padding: 16px; border-radius: 4px; background: #f9fafb; text-align: center;\">\n<div style=\"line-height: 1.25; min-height: 2.6em;\"><strong>Alex Styles-Morris<\/strong><\/div>\n<div style=\"margin: 12px 0;\"><img loading=\"lazy\" decoding=\"async\" style=\"display: block; margin: 0 auto;\" src=\"https:\/\/farient.com\/wp-content\/uploads\/2024\/12\/alex-styles-300x247.webp\" alt=\"Alex Styles-Morris\" width=\"200\" height=\"165\" \/><\/div>\n<p style=\"margin: 4px 0 8px;\">\ud83d\udccd 51 Moorgate, 5th Floor, London, EC2R 6LL<\/p>\n<p style=\"margin: 4px 0 16px;\">\ud83d\udcde +44 7773 904547<\/p>\n<p style=\"margin: 4px 0 16px; text-align: center; word-break: break-word; overflow-wrap: anywhere;\">\ud83d\udce7 <strong><a style=\"word-break: break-word; overflow-wrap: anywhere;\" href=\"mailto:alex.styles-morris@farient.com\">alex.styles-morris@farient.com<\/a><\/strong><\/p>\n<p style=\"margin: 4px 0;\">\ud83d\udd0d <strong><a href=\"https:\/\/farient.com\/uk\" target=\"_blank\" rel=\"noopener\">farient.com\/uk<\/a><\/strong><\/p>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>The removal of the statutory cap on compensatory awards for unfair dismissal claims\u2014effective 1 January 2027 under the Employment Rights Act 2025\u2014is expected to have wide-reaching impacts for UK companies, not least by increasing financial and reputational exposure for boards when C-suite executives exit. While planned leadership succession is ideal, a material proportion of executive [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":23280,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[252],"tags":[277,369,279,265],"class_list":["post-23279","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-briefs-uk","tag-ceo-uk","tag-executive-exits","tag-succession-uk","tag-turnover-uk"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v28.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>New Dynamics of Executive Exits Raise Considerations for Remuneration Committees<\/title>\n<meta name=\"description\" content=\"How the removal of the UK unfair dismissal cap in 2027 changes executive exit 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