2026 Executive Compensation Outlook How Boards Are Resetting Pay

Bonisiwe Shabane
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2026 executive compensation outlook how boards are resetting pay

A “Measured but Competitive” Year for Executive Pay Executive compensation in 2026 is being shaped by two opposing forces: boards face intense scrutiny on pay and inequality, yet they still operate in a global talent market where top leaders remain scarce and... Surveys of compensation committees and HR leaders indicate a deliberate shift to “measured but competitive” pay strategies—moderating fixed pay growth while preserving upside through equity and performance-based incentives.​ Median salary increase projections have edged down as inflation cools and labor markets soften, but equity-based awards and long-term incentives remain robust, particularly in US and global large-cap companies. The result is a compensation environment where headline cash increases look restrained while total realizable pay can still expand meaningfully if performance and markets cooperate.​ Base Salary Trends: Moderation at the Top

Across industries, most organizations still expect to provide base salary increases for executives in 2026, but the size of those increases is drifting lower than in the immediate post-pandemic years. Pearl Meyer’s 2026 outlook suggests median salary increase percentages around 3% for both CEOs and broad-based employees, with CEO direct reports slightly higher at roughly 3.4%. These projected increases are modestly below recent actuals, reflecting lower inflation and a marginally less tight labor market.​ Executive compensation in 2026 is being shaped by two opposing forces: boards face intense scrutiny on pay and inequality, yet they still operate in a global talent market where top leaders remain scarce and... Surveys of compensation committees and HR leaders indicate a deliberate shift to “measured but competitive” pay strategies—moderating fixed pay growth while preserving upside through equity and performance-based incentives.​ Median salary increase projections have edged down as inflation cools and labor markets soften, but equity-based awards and long-term incentives remain robust, particularly in US and global large-cap companies.

The result is a compensation environment where headline cash increases look restrained while total realizable pay can still expand meaningfully if performance and markets cooperate.​ READ MORE Timely data from 248 companies on how organizations of all sizes and ownership types are approaching executive compensation pay practices for 2026. Pearl Meyer’s “Looking Ahead to Executive Pay Practices” is an annual, online survey and valuable compensation planning tool. This year’s plan design survey was conducted in August and September of 2025, with total participation from 248 companies, including 121 publicly traded, 84 private for-profit, and 43 not-for-profit (NFP) organizations. As with prior surveys, responses are broken out separately by respondent type (employee vs. board member), ownership type, industry, and company size.

This year’s survey addresses key topics associated with the current environment, including the anticipated impact of tariffs and other macroeconomic factors on company performance and executive compensation and actions taken in response, CEO turnover... As with prior surveys, it also addresses compensation philosophy, compensation/human capital committee oversight, recent or anticipated changes to incentive plan designs, projected base salary increases for 2026, expected payouts for short-term incentive (STI) and... This year’s survey also asks respondents to identify primary executive compensation program objectives and their organization’s perceived effectiveness in achieving them. Executive pay in 2026 is settling into a “measured but competitive” pattern: base salary growth looks restrained, while total rewards stay attractive through equity, long-term incentives, and performance-linked upside. At the same time, boards are under sharper scrutiny on pay fairness, so benefits, deferred comp, retention tools, and clearer pay-for-performance design are becoming the differentiators. https://lnkd.in/d8d64XAC #engcompandben #knowledgethroughnetworking #executivecompensation #totalrewards #LTIs #equitycompensation #payforperformance #compensationandbenefits

This captures a key tension boards are navigating right now: visible restraint on fixed pay alongside continued competition for scarce leadership talent. The shift toward long-term incentives, retention tools, and carefully designed benefits feels especially relevant going into the 2026 season. A thoughtful approach! Long-term value, fairness, and retention now seem to matter more than headline salary increases Lane Ringlee is a Managing Partner and Steve DeMaria is a Consultant at Pay Governance LLC. This post is based on their Pay Governance memorandum.

Our firm’s partners and consulting staff have participated in more than 250 board compensation committee meetings in the first half of 2025. Through these engagements and internal firm collaboration, we have identified several key issues gaining prominence in boardroom discussions. These key developments, in no particular order, include: 2. Potential Impact of Tariffs on Incentive Plans 3.

One Big Beautiful Bill Act – Proposed Impact on Executive Pay 4. Navigating Shifting Pressures on ESG and DEI Goals Just-released 2025 data and 2026 trends show how CEOs and senior leadership are being rewarded. NASHVILLE, Tenn., Sept. 23, 2025 /PRNewswire-PRWeb/ -- Chief Executive Group just released the 2025–26 CEO & Senior Executive Compensation Report for Private U.S.

Companies, the most trusted annual benchmarking resource for executive compensation across privately held businesses in the U.S. In this latest edition, data shows that actual bonus payouts as a percentage of base salary have been lagging for CEOs since coming out of COVID and the trend seems to be here to... The study finds that for the first time in four years, the bonus target for the CEO has fallen, while base salary increases are hardly keeping up with inflation. "COVID changed company's pay structures, and we are still seeing the effects of that on CEO pay, with historical data from before 2019 showing different trends compared to now. The good news is that preliminary data for 2026 shows many companies expecting bonuses to climb again." "Recent years have been especially turbulent when it comes to senior executive compensation," says Isabella Mourgelas, lead research analyst at Chief Executive Group.

"COVID changed company's pay structures, and we are still seeing the effects of that on CEO pay, with historical data from before 2019 showing different trends compared to now. The good news is that preliminary data for 2026 shows many companies expecting bonuses to climb again." In uncertain times, compensation committees must root their decisions in the broader growth strategy and create room for flexibility. Sign up for the Directors & Boards newsletter and break through the clutter with the latest news, trends, and analysis impacting public company boardrooms. No thanks. Take me back to the articles.

A Decrease font size. A Reset font size. A Increase font size. Setting incentive goals for 2026 will be daunting for many compensation committees. Volatility caused by shifting tariff and executive branch policies, AI workforce disruptions and persistent global macroeconomic uncertainty has upended the financial stability needed to set accurate targets, thresholds and maximum goals. Year-over-year goals are already trending downward for some companies as tariffs raise the price of doing business and executive orders have led to government contract cancellations.

The question is no longer whether to introduce flexibility into incentive goal setting, but how to do so in ways that maintain both a strong long-term outlook and pay-for-performance alignment despite short-term headwinds. Findings signal an overall commitment to stability despite economic headwinds. BOSTON, October 30, 2025—According to the Pearl Meyer survey, “Looking Ahead to Executive Pay Practices in 2026,” organizations are taking a measured approach to executive compensation as they plan for 2026. The annual survey of companies across various industries suggests a continuation of the cautious sentiment that defined 2025, with lower projected salary increase percentages, restrained use of discretion in incentive payouts, and a notable... Half or more of respondents listed economic uncertainty and inflation among the top three factors impacting their organizations and executive compensation programs, with more than one-third also citing legal/regulatory developments and tight labor markets. “Our survey found that as organizations face some uncertainty, they are focusing on sustainable, long-term pay design rather than reacting to short-term volatility,” said Pearl Meyer’s Managing Director Bill Reilly, who developed the survey.

“Most respondents do not anticipate significant plan design changes for 2026 and generally rate their executive compensation programs as effective in achieving desired objectives, while acknowledging there is always room for improvement,” he added. Projected base salary increases for 2026 average 3.3%–3.4%, down slightly from 2025 levels. CEOs are expected to receive increases around 3.0%, while other executives’ projected raises are modestly higher at 3.4%. Industry variations persist: technology companies anticipate the strongest increases (averaging up to 5.7%, with 50th percentile projections equal to 4.0%), whereas energy and utilities report the lowest (around 2.3%). A minority of organizations expect salary freezes, about 19% for CEOs, compared with 9% for CEO direct reports and 2% for other employees, underscoring an overall commitment to stability despite economic headwinds. For both short- and long-term incentive cycles ending in 2025, nearly all companies expect some level of payout, with a strong concentration around target.

Anticipated use of discretion remains limited: roughly half of companies do not expect to apply discretion to short-term incentive (STI) payouts, and six in ten will take the same approach for long-term incentives (LTI). Another one-third of respondents are taking a “wait and see” approach. When discretion is used, positive adjustments are more common for broader employee groups than for executives, particularly in private companies. ��ʠX��{�@w؃����єұ��5N8�i���ň��lz៲.,���%�1�^����P̣ɥ�~d���q��V#wL�&� Ns ��,욓�]:�݉ �ߡ��0�Ž빶�k+�'8��Ei�ɳ:�"w�hF{���@"1(��~�!�!���w���� ��J��4g�m����_""�l��/tD(�ǓB�����wG�P;g��m6�ZC�!�a7� ��hn��p n��iH$�FD�[�S���h"C�G��nNw�����������v=vӍ��mv��T�(cأf��Y�DD��Gډ���� \���z�O`��g���#�p�񒈰�D*6t��|g���ܤ�2�0�"����n�0cN�͙��p]904�s����x�;�i�¿R�ٌ�c�c��CD���s��)�k����*�A&�VD,��d��6#T@+�~V8A�C  �O�q/uNw������#�P���QrmLlb_t�Q=&zA�Y@�ߗ�y�I�����!R���H�?�`/�Y���� �d�r�W,NsY )�VHD8���% �K4�m�߻g�&Qm����**�����|�G�F�/���P�Q��z^Ã��Ѷ�(�֩V�MZ$f�;De+Q׽T� p�5RB$"λEţEi1ѲhUlZq��DD��X��n}bQ��x(���è�_���t\h�����v��ʏ���ʆ��>|���Nq}Ӧ������X-���m���Ћt�O8�}j&v��j�zC#=���XKDh��ĵ�ZAW� ?��1�f�$��@-鍽�$j�!�3�]��V�%$:6�#����v4� v���"���x��lU�L�izAKQ�� &���\� Ͳ�d�&����6#"9vm N�?��9Ǥ%j��ݜp�3)�ڠ��Fh~A�?_����w+t�N?ō �|*�`��;��wt ��`��ٙ��.�8*kA�e�H�� "���ĺ�[Evm�`x����?D��/�Ģ��C��Dǖ���h�gC�����5*P]p��"��}G�i�� S6�Z�E��',��a3艈� *�Ct����c� ���Yo�Q��ޭ�4�����ֆ?Q?'D��1�;� ݸp�Ѿ�R�$]�j���mX(�K�����]\�ls�#�S����0BP�j��$ %'"����qkÊ`Gb,��`�L�68msDC�����ߗU�'"R�c~�s���$�d%��&5�Ka%�VD�g�m��XᕈjCL���[����#�:>��H�^�4bF�� j S3MKm�e�9�'����Q`�ͦ>��.�0-�K�������zJ7)�65u�~�?��N�p�w\,@b�ɐ�)�K���X60�1X�0l�E��Q䍲�HNs� �ޡ�D�x����b��{��kd;^�s`���6�k�0>�!��@� ���+�G=���(e!nc��|���w�]ai:z�4Է$��j�wub�`x^&�-]���/!��Ν�d�Wr��H�:�S\b4e����R�o�7a<�OD_��ۚf�M8k�]L2����ϯn/Q%GJ���,�T��Z>������^l�6¨-Eub�lm�5��Ў= G�4E����o��Cڮi�D����bU�7Q �.��פ՛]�ov41�9`��(fi��E��hi!Y���u�:�[����0O<�5=�=�9��#��?�I��A��0�+��9��haQ���ll��5N>��1K�,6���H��R�A�"��X���� x���R4��얻�?g������<,��r;kb"��f... �ߔ��l�E���U�^7��[�H�c}��.z\�����\tvEc;q���*��DD_^���%%��t�����۫z8HT��t���5��A�3q=�� ��N20{����i�Ը�a��k*)<�,���L :>p�G��ùuz���hFz����;�D�x���h̃��ł��+U����@4�� ��艘�wA�t��Bo���.VǍb(��k!w��2N�w�ෂD�5���/ĬTc$���3b�A .�ŵ,1����� ��~t�p�-��?q:h�� �R4Q~if�我Z �X?H{��� ��)}��/������:��Q�E4�W�=b�6�ix��݉��VϾ�9��L8��6E�Lc.��3П��5ж�:���U}�Zd�ݗ���h�&��mձOx�M�vgxkӵ�CS��Z���JA )�r"�� ��xe�~I�zls�����5@-7� ��ϲ]�Xy���D�2���!�����~g��� ��tMS�^V���H'"�f��\_l2�}Pd~Э�=��J�B�Y�|���؉������Xۣ4h �u���`����r�9;���(@eR�N�Ak�UnP Y�{�d%q�� ����q�����f�LJ-{\�F��De �Y:"1Kp>쀄q�2��v͊�u�`7�s����g5�`��L�J�g�A4(������R�֣����x�4��M�݈�y�/&[����{Y���d!va$�����>u�rĂ!_T�Z,�^k<�7�x-f�:��b͘�:�?�� ���z�y�Gի���)×�NJ����Ј'"��u}�A��ӟ�6&�(ms�Ĕb����F��~d�p(Y�|J��p4a��1X�$�f��`l "���|O�zb���תL�95�=E;�DD�5n�7Un��F�P�����@�����(�|Xol=���<@�ND ��"o�M`+�kq�� ]� �yiA��S��Y�3��g���}H'�袺b��������}�ݑ���x����d$& t1�?b�Q^�w2]?|'ƵM��J]O����$X��14&��j!"��i��f\����,e�Ω��P��'�h�HD,d��D�}4b .�<�Q��9��劂�J���c"� "�@�YA�'mN#"�'����?D��`�X.�ژJ�|(� �~��_ӯ�F�-�Gi �(Et��|H$���`�ՌD:#�=�A�#��~'&A�vM (�m�c��x����zXzֹ2�DŽO\�|X�d��EXq*�HD�4���:�[�׸��v�6��H��v��P�H>l�Eh�KS���kPT��;����-R1��Ξ��N�,���0X;���F�&�j��L{�KE���W;�N>�����������)�F���^�jF�������pbb����&�q`%�z���~dC�2{(�Cy�핖�:��M �f٘M,$kbx~5�y ��|0�L�)�X؅h5��BzO�.M��- �!���'=���f�#��ǩШo�8��F�����Fd5X�+�0�K7Z�X%R��0ʂ�S�O�����J�)��8 8��8>�lԕ�p[NG� ��H��k/���A��Exī)�������7��9q$d5]�1k��&����h֔8�$`����$L� )e�D��td!��cE]�E4��:�]�&�0�{�!��0(�ҳ�u[�my.�Z.3j*S1�t���Kk+j��!M���dkJ0S�+q�o,=Kh�������bm�M�"K�xͦC��R��<... ��IkC�g���9�<��N/�4Lc��1Q��kF���W3��Dd�d!l""Y�.��}�R�"""�˂`O"�7�b�b����ٲT�S����6�ڎ���R�s�N1��TC!6��`/)"=n� �=�tp�"J+�*�m!"J?��Oj|娆# ����#]�n�0�N\�5w�l�b�W����&��h"+�mf+yA7TP]ȇ0<���m��y����\��1 #q4"�.}Ɨ��{_��:�s{�>�����$0���/=�z�Q�����q�E�!�-���m�9:� ��Ĺ���‘��U�+��' *�So��c�O���t��ܓ$bf�GDy��kN�c6����M+TӲ�t����5W�C�'^���"I����������� �&b�DŽ<5o�7[E4{��+Z�� �vǓ� �����by�(����K10����K�1��#\��&��N��=!YIM_�#N��V"a��!ND�[#,�bd�����!�KL��W3fէ�Aς� �0�bO�4�x?d�"�ռ� :��ݬ��Z�7�06�������� L����a1ڕ��r����)^ ���̉�?|�� a �5�x� ���#xU�mD�J T{Q �Ϡ�|�SO�Y��`��$��WϚwMz��c+ue���H�j�ju�7�z������wD������C�4�Y ��0����+ko��sb�ҹ@ka�9ܮ�o��r���C�91^�&�$��;"�����!��F�Y8�Xc�AD�I;|����\F��x ���Xg$�=_J�>V�|܄�:2;U#ύ,��UBmVy�zM�xvo���Əgm^%�Y�G�-R��&���II��:��� �T̪���""�t��m{� $&R�q .0zPO �s��G5�x���6�P)ɽDD�<:"�B\�u�¿��k;�d%5-W��#�R������8D��f!A�s$�w��{��S�E�Qڈ��H�_n�����T]���ӽՆ��B䤪��)Īj�f�X�T{�V��Ŧ���z!�X�HD��帕�8}A��"`��K�,�?� ޾��~�����9��<��S)��G3��[ ���!aނ�/��Iw���h�"��5D���3l�P�&5q񿼣fr��I�� ,h��%)��8[�3���O�,�V���uA�� Rk� i�;%:͑��\���gfdu#�sM|.d�J�!�����4���!酦�4���HqO�$��j�ī-��q�QyYr��= L/0�{��dP�l��Bъb�CB��ܡ��a�c!���vba����owbm$�YJ��s��iM�&ku6�<3KN�"����PU_<;���K�1����U����;0���Z~�J��٣0�װ� ��Pf%P� ����s =�EDt�ӬZ�6EP<Z�Y I�e�DYS}�'...

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