JAL is one of the worlds top 10 airlines.
What's more, he doesn't receive any executive perks. In fact, he lines up in the staff canteen with his fellow workers for lunch each day and even catches a bus to work.
JAL was going through some very tough times in 2007 when Nishimatsu was appointed CEO. Jobs were cut. People were asked to take early retirement. As he commented "The employees who took early retirement are the same age as me. I thought I should share the pain with them. So I changed my salary." Now that's really "walking the talk".
By comparison, CEOs of large U.S. corporations averaged $10.8 million in total compensation in 2006, more than 364 times the pay of the average U.S. worker, according to the latest survey by United for a Fair Economy.
In 2007, the CEO of a Standard & Poor's 500 company received, on average, $14.2 million in total compensation, according to The Corporate Library, a corporate governance research firm. The median compensation package received was $8.8 million.
Like all troubled airlines JAL had to restructure its operations by trimming costs, cutting jobs and asking older employees to retire early. Difficult and painful decisions for any CEO. In this case, Mr. Nishimatsu made the conscious decision to go beyond just “understanding” what his employees were experiencing to actually “feeling” and “living” what they were going through. So, he dramatically trimmed the costs associated with his own Executive office, eliminated ALL his company perks, and cut his salary to $90,000, less than what JAL pilots earn. Now that’s ABT leadership by example!
Then, when asked why he did it, rather than provide a self congratulatory answer, his response was eloquently simple, profound and revealing.
“The employees that were asked to retire early are the same generation as me. I thought I should share their pain with them”
It's been reported that Peter Drucker, the doyen of management philosophy and practice, once suggested to his students that "CEO salaries should be a maximum of 20 times the salary of the lowest paid worker". How would this work in practice?
Any good pay scheme should have four components:
1. Base salary. Needs to be in line with industry standards, appropriate to the role and to be seen as "fair and equitable" both within and external to the organisation.
This should be the major component of the package. For CEOs, it would be limited to 20 times the rate of the lowest paid worker within the organisation.
2. Share of company profits. Needs to be calculated on net profit prior to distribution to shareholders.
This should be the second highest component of the salary package for CEOs and senior executives. Once again, it would be limited to 20 times the share of profit received by the lowest paid worker (Yes, that's right, everyone should share in the profits). Profit share would be approved by shareholders through their reps, the Board.
3. Team performance rewards. Based on a pre-determined set of criteria and relative to the top team's performance.
This should be the third ranked level of salary package component. Limited to 20 times the bonus reward for the lowest paid organisational team performance. Up to a maximum of 20% of average individual profit share (as in point 2).
4. Individual performance reward. Based on the achievement of pre-set goals.
This should be the least component of salary package. Limited to 20% of base salary.
What gets rewarded, gets done. This approach to remuneration, rewards; teamwork, a sense of community, a drive for performance, and above all a sense of "we are in this together" – all stakeholders working for the betterment (and rewards) of the organisation.
Wow. Couldn’t every company and business, large or small, benefit and thrive based on this kind of Asset-Based Thinking?
http://www.management-issues.com/2008/11/21/opinion/20-is-the-magic-number.asphttp://assetbasedthinking.com/blog/2008/11/21/abt-ceo-in-action-haruka-nishimatsu-jal/