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Senior Leadership Benefits: Executive Estate Planning Support as C-Suite Perk

· 19 min

Executive Summary

Estate planning support occupies an underexploited position in UK executive benefits design. With median FTSE 100 CEO total pay reaching GBP 4.58 million and Inheritance Tax thresholds frozen at GBP 325,000 until at least 2030, senior executives hold estates with substantial IHT exposure. The inclusion of unused pension funds in IHT estate valuations from 6 April 2027 compounds this exposure for executives with large defined contribution accumulations. This article analyses the tax treatment of employer-funded estate planning under ITEPA 2003, the governance and disclosure framework under the UK Corporate Governance Code 2024 and the directors' remuneration disclosure regulations, and the strategic rationale linking estate planning to key-person protection, succession planning, and executive retention. At GBP 3,000 to GBP 10,000 per executive, estate planning support represents a low-cost perquisite addressing a genuine gap in C-suite compensation design.

1. The Executive Estate Planning Deficit

The disparity between executive compensation quantum and the thresholds at which Inheritance Tax applies has widened to the point where it constitutes a structural feature of C-suite wealth. The High Pay Centre's annual review, published in August 2025, records median FTSE 100 CEO total pay at GBP 4.58 million for the 2024/25 reporting year -- a record high for the third consecutive year, with FTSE 100 firms collectively spending GBP 1 billion on 217 executive roles and thirteen companies paying their CEO GBP 10 million or more.1 Deloitte's separate analysis of 93 FTSE 100 companies, using a slightly different methodology focused on financial years ending up to 31 December 2024, places median CEO total remuneration at GBP 4.79 million, with median LTIP vesting at 68% of maximum and median annual bonus payout at 78% of maximum.2 The difference between the two figures reflects methodological variation -- the High Pay Centre covers the full FTSE 100 with reporting years ending in the 2024/25 period, while Deloitte's sample is restricted to 93 companies with calendar-year reporting. Both figures confirm that C-suite compensation has reached levels that place executives well beyond the reach of available IHT allowances.

Against these compensation levels, the IHT nil-rate band remains frozen at GBP 325,000 -- a threshold unchanged since 2009-10 -- and the residence nil-rate band at GBP 175,000, both frozen until at least 5 April 2030 under the Finance Act 2025, with Budget 2025 announcing a further extension to 5 April 2031.3 The RNRB taper threshold, fixed at GBP 2 million, means that any executive whose net estate exceeds that figure loses RNRB entirely -- a near-certainty for any executive with sustained C-suite tenure. A single year of median CEO compensation substantially exceeds the combined NRB and RNRB allowance of GBP 500,000, and cumulative wealth from sustained executive-level earnings -- including property, investments, share awards, restricted stock units, and deferred bonus arrangements -- places the typical senior executive's estate orders of magnitude above the available IHT allowances.

The estate planning complexity attendant upon executive compensation is qualitatively different from that of the general workforce. Share options, restricted stock units, performance share plans, deferred bonus arrangements, cross-option agreements, and pension death benefits each carry distinct estate planning considerations that require specialist advice. Yet there is limited evidence that UK employers address this complexity within executive benefits design. While 40% of S&P 100 companies in the United States provide financial planning, tax preparation, and estate planning services to all executive officers -- with a median reported value of USD 15,000 (approximately GBP 12,000) and typical annual caps of USD 10,000 to USD 25,000 -- no equivalent UK survey has been identified.4 This absence itself is instructive: UK executive perquisites have traditionally been limited to private medical insurance, company cars, and pension contributions, with advisory services conspicuously absent from standard benefits frameworks.

The CIPD Good Work Index 2025 provides further context. Financial stress is not confined to lower earners: 22% of employees earning GBP 60,000 or more report that money worries negatively affect their work performance, and 31% of the overall workforce reports the same.5 For senior executives, financial stress may manifest not as day-to-day budgeting concerns but as anxiety about the tax efficiency of wealth structures, the adequacy of estate plans, and the consequences of regulatory changes for accumulated pension assets. Financial wellbeing programmes that stop at debt counselling and budgeting tools fail to address the estate planning dimension of executive financial health, leaving a significant gap in employer provision for the cohort whose personal financial complexity is greatest.

2. The April 2027 Catalyst: Pension Inheritance Tax and Executive Exposure

The policy change that transforms estate planning from a personal concern into a compensation design issue is the inclusion of unused pension funds and pension death benefits within IHT estate valuations, effective 6 April 2027.6 The government's policy paper, updated in July 2025, establishes that personal representatives become liable for reporting and paying IHT on pension assets, with the government having decided against a scheme administrator liability model following its technical consultation.7

The estimated impact across the population -- 10,500 estates gaining a new IHT liability and 38,500 paying more IHT, with an average additional liability of approximately GBP 34,000 -- understates the exposure for executive estates.8 The GBP 34,000 average reflects the full distribution of pension wealth, including estates with modest pension accumulations. Executives who have maximised pension contributions as part of tax-efficient compensation strategies, particularly those with substantial SIPP or SSAS accumulations, face liabilities at the upper end of the distribution. The Exchequer projections -- GBP 710 million in 2027-28 rising to GBP 1,665 million by 2030-31 -- indicate the scale of wealth now entering the IHT net.

The tax mechanics create a particularly acute problem for executive estates. Where a pension member dies aged 75 or over, two separate tax charges arise. IHT at 40% is payable by the personal representative on the gross pension fund value as part of the deceased's estate. Separately, beneficiaries drawing down the inherited pension fund pay income tax on withdrawals at their marginal rate -- levied on the full drawdown amount, not a reduced figure. The combined economic effect of both charges on a pension fund of GBP 500,000 approaches 67%, assuming IHT at 40% and income tax at 45% on drawdowns (calculated as 1 minus (0.60 multiplied by 0.55)). The government has indicated in its consultation response that relief mechanisms will address outright double taxation, though the precise mechanics remain the subject of ongoing guidance.9 Compensation specialists should monitor HMRC technical publications for detailed implementation rules.

The interaction between pension IHT inclusion and the RNRB taper creates an additional layer of complexity for executive estates. Pension assets entering the IHT estate may push the total estate value above the GBP 2 million RNRB taper threshold, causing the loss of up to GBP 175,000 of RNRB that would otherwise have been available. For an executive whose non-pension estate sat marginally below GBP 2 million, the inclusion of a GBP 500,000 pension fund triggers both a direct IHT charge on the pension assets and an indirect loss of RNRB on the wider estate -- a compounding effect that many executives will not have anticipated.

Several features of the April 2027 framework carry specific implications for executive benefits design. Death-in-service benefits payable from registered pension schemes remain excluded from IHT, as do dependants' scheme pensions from defined benefit and collective money purchase arrangements. Spousal and civil partner exemptions are preserved.10 The exposure is therefore concentrated among executives with defined contribution pension wealth, those with unmarried partners, and those whose family structures do not align with the IHT exemption hierarchy.

For compensation specialists, the strategic implication is that pension maximisation, once considered IHT-efficient by virtue of pension funds sitting outside the estate, has undergone a fundamental reversal. Executives who were advised to maximise pension contributions precisely because of IHT efficiency now hold pension assets that are IHT-exposed. Estate planning coordination -- aligning will provisions, expression of wish forms, trust structures, and pension nominations -- has become an integral component of the compensation package rather than a peripheral personal matter.

3. Tax Treatment of Employer-Provided Estate Planning Services

The tax framework governing employer-funded estate planning services involves the interaction of several ITEPA 2003 provisions. Compensation specialists designing executive benefits must understand why commonly assumed exemptions do not apply and how the benefit-in-kind charge operates in practice.

3.1 The Welfare Counselling Exemption: Inapplicable

The welfare counselling exemption, established under regulations pursuant to ITEPA 2003, s 210, provides tax relief for certain employer-funded counselling services provided to employees. HMRC's Employment Income Manual at EIM21845, however, explicitly excludes legal advice and advice on finance (other than debt problems) from the scope of the exemption.11 The EAPA/HMRC agreed guidelines reinforce this distinction, differentiating general legal information from specific legal advice. Estate planning services constitute both specific legal advice (will drafting, trust structuring) and specific financial advice (IHT planning, pension death benefit coordination), placing them entirely outside the welfare counselling exemption.

This distinction is particularly relevant for employers who bundle estate planning within Employee Assistance Programmes. Where an EAP provides general wellbeing counselling within the exemption but also offers estate planning consultations, the estate planning element must be separately identified and taxed. Failing to make this distinction risks HMRC challenge to the entire EAP bundle, potentially resulting in the loss of tax relief across all counselling services provided under the programme.

3.2 The Trivial Benefits Exemption: Inapplicable

The trivial benefits exemption under ITEPA 2003, s 323A, permits employers to provide benefits of GBP 50 or less without generating a BIK charge, subject to four conditions: the benefit must not be cash or a cash voucher, must not be provided under salary sacrifice or contractual arrangements, and must not exceed GBP 50 in cost.12 Comprehensive estate planning advice for senior executives, encompassing will drafting, IHT planning, trust structuring, and pension death benefit coordination, typically costs GBP 3,000 to GBP 10,000 -- far exceeding the GBP 50 threshold. For directors of close companies, the additional GBP 300 annual cap under s 323B is similarly irrelevant given the cost magnitude. The trivial benefits exemption is therefore of no practical application to executive estate planning services.

3.3 Benefit-in-Kind Treatment Under Chapter 10

Employer-funded estate planning constitutes a taxable benefit in kind under ITEPA 2003, Part 3, Chapter 10. Section 201 defines an employment-related benefit as a benefit or facility of any kind provided to an employee or a member of the employee's family or household by reason of the employment. Section 203 establishes that the cash equivalent -- treated as earnings for income tax purposes -- is the cost of the benefit to the employer less any amount made good by the employee.13

The employer also incurs Class 1A National Insurance Contributions on the cash equivalent of the benefit. From 6 April 2025, the Class 1A NIC rate is 15%, increased from the previous 13.8%.14

A worked example illustrates the true cost structure.

Worked Example: GBP 5,000 Estate Planning Service

For a comprehensive estate planning engagement costing the employer GBP 5,000:

  • Executive tax liability: BIK of GBP 5,000 taxed at the executive's marginal income tax rate. At the additional rate of 45%, this produces an income tax charge of GBP 2,250 -- equivalent to 0.05% of median FTSE 100 CEO total pay.
  • Employer Class 1A NIC: 15% of GBP 5,000 = GBP 750.
  • Total employer cost: GBP 5,750 (service cost plus NIC).
  • Corporation tax deduction: The full GBP 5,750 is deductible as an expense of the trade under the wholly and exclusively test (Corporation Tax Act 2009, s 54), producing a tax saving of GBP 1,437.50 at the 25% main rate, reducing the net employer cost to GBP 4,312.50.15
  • Net cost as proportion of median CEO pay: GBP 4,312.50 represents 0.094% of GBP 4.58 million.

From April 2027, the benefit must be reported via Full Payment Submission under mandatory payrolling of benefits in kind, replacing the existing P11D process. Mandatory payrolling, delayed from April 2026 to April 2027, requires employers to account for income tax on benefits in kind through payroll in real time.16 The coincidence of mandatory payrolling and pension IHT changes both taking effect in April 2027 creates a dual compliance event that reward teams must prepare for: new benefits introduced in response to pension IHT exposure will immediately fall within the mandatory payrolling regime, requiring payroll system configuration from the outset.

4. Governance, Disclosure, and Remuneration Committee Considerations

Estate planning support as an executive benefit sits within a governance framework that compensation specialists must navigate with precision. The key question -- whether estate planning constitutes a permissible differentiated executive benefit -- turns on the interaction between the UK Corporate Governance Code 2024 and the directors' remuneration disclosure regulations.

4.1 UK Corporate Governance Code 2024: Pension Alignment and Non-Pension Benefits

Provision 38 of the UK Corporate Governance Code 2024 requires that pension contribution rates for executive directors be aligned with those available to the workforce.17 This provision, which applies from 1 January 2025, was introduced to address shareholder concerns about excessive pension contributions that bore no relation to workforce pension arrangements. The provision is, however, specifically drafted to address pension contributions. It does not extend an alignment requirement to other forms of executive benefit.

Estate planning support is therefore a permissible differentiated executive benefit that does not conflict with workforce alignment principles under the Code. The distinction is important: remuneration committees considering whether to introduce estate planning as an executive perquisite should note that the Code's alignment requirement is pension-specific, not a general prohibition on differentiated benefits. Private medical insurance, executive health screening, car allowances, and professional membership subscriptions all represent existing differentiated executive benefits that operate without Provision 38 constraints. Estate planning support is of the same character.

4.2 Directors' Remuneration Disclosure

Under the Companies (Directors' Remuneration Policy and Directors' Remuneration Report) Regulations 2019, made pursuant to Companies Act 2006, s 421, quoted companies must disclose the estimated money value of non-cash benefits received by directors in the annual directors' remuneration report.18 Estate planning support falls within this disclosure requirement. The cost to the employer of providing estate planning services constitutes a non-cash benefit whose money value must be reported alongside other taxable benefits.

The disclosure obligation should not be treated as a barrier to implementation. At GBP 5,000 to GBP 10,000, estate planning support is materially insignificant within the context of total remuneration packages that typically exceed GBP 4 million. Shareholder scrutiny of executive perquisites has historically focused on benefits perceived as excessive or lacking clear business rationale -- golden parachutes, relocation packages exceeding hundreds of thousands of pounds, or personal use of company aircraft. Estate planning support, positioned as a response to a specific regulatory change (pension IHT inclusion) with a clear business rationale (key-person succession, executive retention), is unlikely to attract material shareholder dissent. The narrative framing within the directors' remuneration report is critical: presenting estate planning support as a risk management measure linked to the April 2027 pension changes provides a credible governance rationale.

4.3 Remuneration Policy Implications

Where a quoted company includes estate planning support in its directors' remuneration policy, the policy must describe the element, its purpose, and the maximum opportunity. Given the binding nature of remuneration policy votes under Companies Act 2006, s 439A, remuneration committees should consider including estate planning within the "other benefits" or "perquisites" category of the remuneration policy, with a defined annual cap (for example, GBP 10,000 or GBP 15,000). This approach provides policy headroom without requiring shareholder approval for routine implementation decisions.19

5. Strategic Integration: Key-Person Planning, Succession, and Retention

Employer-provided estate planning creates operational synergies that extend beyond the individual executive's personal circumstances. Positioning estate planning support as a component of senior leadership risk management, rather than as an isolated perquisite, strengthens both the business case and the governance narrative.

5.1 Key-Person Insurance Coordination

Where an employer holds key-person life insurance on a senior executive, the interaction between insurance proceeds, the executive's will, and any business succession arrangements creates coordination requirements that are frequently overlooked. A key-person insurance payout triggered by the death of a senior executive may not align with the executive's testamentary provisions or with the company's succession arrangements unless the estate plan explicitly accounts for these interactions. Employer-funded estate planning advice ensures that the executive's will, any relevant trusts, and the company's insurance and succession arrangements operate coherently, reducing the risk of conflicting provisions that could create costly delays during an already disruptive period.

5.2 Cross-Option Agreements and Shareholder Directors

For shareholder directors, cross-option agreements provide a mechanism for the company or remaining shareholders to acquire the deceased director's shares, while the director's estate receives fair value. The effectiveness of these arrangements depends on alignment between the cross-option agreement terms, the director's will provisions, and any relevant trust structures. Estate planning advice that addresses these interactions reduces the risk of conflicting provisions that could delay share transfer, disrupt business continuity, or create unintended tax consequences. Where the April 2027 pension changes bring additional assets into the IHT-liable estate, the valuation and funding mechanics of cross-option agreements may also require reassessment.

5.3 Retention and Competitive Positioning

The executive talent market provides further impetus. WTW's analysis of executive compensation trends identifies UK CEO voluntary attrition at 6%, with UK CEO actual bonus averaging 114% of base salary and long-term incentive awards averaging 158% of base salary.20 In a market where C-suite turnover has been elevated, the introduction of new executive benefits has accelerated: Goldman Sachs Ayco's 2025 Executive Benefits Survey indicates that 24% of surveyed firms added new executive benefits in 2025, compared with an 8% twenty-year average, reflecting intensified competition for senior talent.21

Estate planning support offers a distinctive, low-cost differentiator in this competitive landscape. Unlike salary increases, bonus enhancements, or LTIP top-ups -- which carry substantial marginal cost and attract immediate shareholder scrutiny -- estate planning support addresses a genuine gap at negligible cost relative to total compensation. The financial wellbeing dimension reinforces the retention case: where the CIPD identifies that 65% of employees consider employer financial wellbeing support important when evaluating prospective employers, and 59% consider it important in their current role, the principle extends to executive populations whose financial wellbeing concerns include estate planning adequacy alongside the income and budgeting matters that dominate general workforce programmes.22

5.4 Executive Wellbeing and Productivity

Deloitte's 2024 research on workplace mental health quantifies the employer cost of poor mental health at GBP 51 billion annually, with a return of GBP 4.70 for every GBP 1 invested in wellbeing interventions and GBP 6.30 per GBP 1 for universal, culture-level interventions.23 While these figures reflect the entire workforce rather than executive populations specifically, the principle that financial anxiety impairs decision-making quality and strategic focus applies with particular force to senior leaders whose judgement directly affects organisational performance. Estate planning support, by addressing a known source of financial complexity for high-net-worth executives, contributes to the broader wellbeing framework that Deloitte's research validates. Organisations that extend their wellbeing investment beyond generalist programmes to address the specific financial planning needs of senior leadership demonstrate a more sophisticated, targeted approach to executive retention and performance.

Conclusion

The convergence of frozen IHT thresholds, the April 2027 inclusion of pension funds in IHT estate valuations, and sustained growth in executive compensation creates an identifiable estate planning gap for senior leaders that employers can address at marginal cost. Estate planning support is not a transformative compensation innovation; it is a rational, low-cost response to a structural shift in the taxation of executive wealth. The tax treatment under ITEPA 2003 is straightforward -- a benefit in kind reportable through payroll from April 2027, with the welfare counselling and trivial benefits exemptions inapplicable -- and the governance position under the UK Corporate Governance Code 2024 and directors' remuneration disclosure regulations is permissive. At a net cost to the employer of approximately GBP 4,300 for a GBP 5,000 engagement (after corporation tax relief), the benefit represents 0.094% of median FTSE 100 CEO total pay while addressing a genuine planning gap created by the convergence of fiscal drag, pension IHT inclusion, and the complexity of executive compensation structures. Remuneration committees that integrate estate planning support within their broader executive benefits framework position their organisations to respond proactively to the April 2027 changes while reinforcing the connection between compensation strategy, executive wellbeing, and business continuity.

CPD Declaration

Estimated Reading Time: 18 minutes Technical Level: Advanced Practice Areas: Executive Compensation, Benefits Design, Tax Compliance, Corporate Governance

Learning Objectives

Upon completing this article, practitioners will be able to:

  1. Evaluate the strategic case for including estate planning support within C-suite benefits packages in light of the April 2027 pension IHT changes
  2. Apply the ITEPA 2003 benefit-in-kind framework (Chapter 10, Part 3, ss 201-203) to employer-funded estate planning services, distinguishing inapplicable exemptions
  3. Assess the governance position of estate planning as a differentiated executive benefit under UK Corporate Governance Code 2024 Provision 38 and the directors' remuneration disclosure regulations
  4. Design an implementation framework that integrates estate planning support with key-person insurance, cross-option agreements, and succession planning

Competency Mapping

  • CIPD Advanced Level: Reward Management -- design and evaluation of executive benefits within regulatory frameworks
  • CIPD Advanced Level: Employment Law -- application of tax legislation (ITEPA 2003) to benefits design
  • FRC Corporate Governance -- compliance with UK Corporate Governance Code remuneration provisions

Reflective Questions

  1. How would the April 2027 pension IHT changes affect the estate planning exposure of senior executives within your organisation, and does the current benefits framework address this gap?
  2. What governance and disclosure considerations would your remuneration committee need to address before introducing estate planning as a named executive benefit?
  3. How might estate planning support be positioned within your organisation's broader executive wellbeing and retention strategy to maximise both compliance and strategic value?

Professional Disclaimer

The information presented reflects the regulatory and legislative position as of 2026-02-26. Regulations, tax rules, and professional guidance are subject to change. Readers should independently verify all information before acting and seek advice from appropriately qualified solicitors, financial advisors, or other professionals for their specific circumstances.

Neither WUHLD nor the author accepts liability for any actions taken or decisions made based on the content of this article. Professional readers are reminded of their own regulatory obligations and duty of care to their clients.

Footnotes

Footnotes

  1. High Pay Centre -- "CEO pay in the FTSE 100 reaches record high for the third year in a row" (August 2025). https://highpaycentre.org/ceo-pay-in-the-ftse-100-reaches-record-high-for-the-third-year-in-a-row/ ↩

  2. Deloitte -- "Your Guide: Directors' remuneration in FTSE 100 companies" (September 2025). https://www.deloitte.com/uk/en/services/tax/analysis/director-remuneration-in-ftse-100-companies.html ↩

  3. GOV.UK -- "Inheritance Tax nil-rate band, residence nil-rate band from 6 April 2028" (March 2025). https://www.gov.uk/government/publications/inheritance-tax-nil-rate-band-and-residence-nil-rate-bands-from-6-april-2028/inheritance-tax-nil-rate-band-residence-nil-rate-band-from-6-april-2028 ↩

  4. FW Cook / Harvard Law School Forum on Corporate Governance -- "2025 Executive Perquisites Report" (November 2025). https://corpgov.law.harvard.edu/2025/11/05/2025-executive-perquisites-report/ ↩

  5. CIPD Good Work Index 2025 (June 2025). https://www.cipd.org/uk/knowledge/reports/goodwork/ ↩

  6. GOV.UK -- "Inheritance Tax: unused pension funds and death benefits" (October 2024, updated July 2025). https://www.gov.uk/government/publications/inheritance-tax-unused-pension-funds-and-death-benefits/inheritance-tax-unused-pension-funds-and-death-benefits ↩

  7. GOV.UK -- "IHT on Pensions: Liability, Reporting and Payment -- Summary of Responses" (July 2025). https://www.gov.uk/government/consultations/inheritance-tax-on-pensions-liability-reporting-and-payment/outcome/inheritance-tax-on-pensions-liability-reporting-and-payment-summary-of-responses ↩

  8. GOV.UK -- "Inheritance Tax: unused pension funds and death benefits" (October 2024, updated July 2025). https://www.gov.uk/government/publications/inheritance-tax-unused-pension-funds-and-death-benefits/inheritance-tax-unused-pension-funds-and-death-benefits ↩

  9. GOV.UK -- "IHT on Pensions: Liability, Reporting and Payment -- Summary of Responses" (July 2025). https://www.gov.uk/government/consultations/inheritance-tax-on-pensions-liability-reporting-and-payment/outcome/inheritance-tax-on-pensions-liability-reporting-and-payment-summary-of-responses ↩

  10. GOV.UK -- "Inheritance Tax: unused pension funds and death benefits" (October 2024, updated July 2025). https://www.gov.uk/government/publications/inheritance-tax-unused-pension-funds-and-death-benefits/inheritance-tax-unused-pension-funds-and-death-benefits ↩

  11. HMRC Employment Income Manual EIM21845 (updated December 2024). https://www.gov.uk/hmrc-internal-manuals/employment-income-manual/eim21845 ↩

  12. ITEPA 2003, s 323A. https://www.legislation.gov.uk/ukpga/2003/1/section/323A ↩

  13. ITEPA 2003, Part 3, Chapter 10 (ss 201-203). https://www.legislation.gov.uk/ukpga/2003/1/part/3/chapter/10 ↩

  14. GOV.UK -- "Rates and thresholds for employers 2025 to 2026" (April 2025). https://www.gov.uk/guidance/rates-and-thresholds-for-employers-2025-to-2026 ↩

  15. HMRC Business Income Manual BIM37007 -- Wholly and exclusively: overview; Corporation Tax Act 2009, s 54. https://www.gov.uk/hmrc-internal-manuals/business-income-manual/bim37007 ↩

  16. GOV.UK -- "Technical Note: Mandating the Reporting of Benefits in Kind Through Payroll Software" (April 2025). https://www.gov.uk/government/publications/reporting-and-paying-income-tax-and-class-1a-national-insurance-contributions-on-benefits-in-kind-in-real-time-an-update/technical-note-mandating-the-reporting-of-benefits-in-kind-and-expenses-through-payroll-software-an-update ↩

  17. FRC -- UK Corporate Governance Code 2024 (January 2024). https://www.frc.org.uk/library/standards-codes-policy/corporate-governance/uk-corporate-governance-code/ ↩

  18. The Companies (Directors' Remuneration Policy and Directors' Remuneration Report) Regulations 2019 (SI 2019/970). https://www.legislation.gov.uk/uksi/2019/970/contents/made ↩

  19. Companies Act 2006, Part 15, Chapter 6 (ss 420-421). https://www.legislation.gov.uk/ukpga/2006/46/part/15/chapter/6 ↩

  20. WTW -- "Trends Shaping the Future of Executive Compensation" (April 2025). https://www.wtwco.com/en-gb/insights/2025/04/trends-shaping-the-future-of-executive-compensation ↩

  21. Goldman Sachs Ayco -- "2025 Executive Benefits Survey" (October 2025). https://www.goldmansachs.com/what-we-do/ayco/insights/executive-benefits-trends ↩

  22. CIPD -- "Why should employers take action on employee financial wellbeing?" (2025). https://www.cipd.org/uk/views-and-insights/thought-leadership/insight/action-employee-financial-wellbeing/ ↩

  23. Deloitte -- "Poor mental health costs UK employers GBP 51 billion a year" (May 2024). https://www.deloitte.com/uk/en/about/press-room/poor-mental-health-costs-uk-employers-51-billion-a-year-for-employees.html ↩

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