As UBS executives appear to have given their tentative blessing to the continuance of the 'one bank' model, attention is focusing on how best to remunerate staff who work in different parts of the empire.
As The Wall Street Journal points out, it's hardly fair if, for example, the bank's asset management staff have a stellar year, only to find that losses over at the investment bank have hit profits and the firm's stock, and that deferred equity awards are in the toilet. Conversely, the investment bank could come good again, only to find that a US tax evasion-like scandal affecting the private bank weighs the bank's stock down. Three units, 'one bank', and only one stock price. Quite a problem. The answer, according to the newspaper, might be the introduction of a 'phantom equity' scheme for each unit, which will enable UBS to more closely tie reward with performance in the respective businesses. And that idea is apparently under consideration.