BT 2015 Annual Report Download - page 115

113
Overview
The Strategic Report
Purpose and strategy Delivering our strategy 0ur lines of business Group performance Governance
Financial statements Additional information
he hairan assessed the hief ecutive and the hief ecutive
assessed the roup inance irector on the purposeful copan and
personal contribution tarets. hese assessents were based on a
nuber of factors includin s reular eploee surves oranisational
health culture and perforance aainst personal obectives.
he hief ecutive achieved 0 of aiu for his personal
contribution score and 0 of aiu for his contribution to
purposeful copan. he personal contribution score reected
leadership in e strateic areas includin the launch of our
obile oerin the proposed acuisition of  the acuisition of
 reier eaue rihts and the results of the triennial pension
valuation. n addition the hief ecutive has built relationships
withestaeholders.
he purposeful copan outturn is driven b iproveents in
oranisational culture drivin developent of over 10000 senior
and front line leaders while reducin the nuber of anaeent
laers within the business. here have also been iproveents in
staperception easures while sta enaeent levels were at the
hihest level since the surve started in 00.
he roup inance irector achieved 0 of the aiu score for
both his personal contribution and purposeful copan eleents.
he result for the personal contribution score was fro deonstratin
stron leadership within the finance function and deliverin cost
transforation and operational ecienc. ood perforance in
oranisational health deliver eploee enaeent and cultural
scores entorin of senior sta and personal coitent to
volunteerin activit contributed to the purposeful copan score.
or both the hief ecutive and roup inance irector bonus is
delivered in both cash and a deferred eleent awarded in shares.
nceranted deferred shares are not subect to an further
perforance conditions and will norall be transferred to
participantsat the end of the three-ear deferred period if the
participant is still eploed b .
avin attersons annual bonus paid both in cash and deferred
shares represented 19 of salar 011 1. and 
of the aiu bonus opportunit 011 .1. . of
the annualbonus will be paid in cash and . will be ranted in
deferredshares in une 01.
on hanuas annual bonus paid both in cash and deferred shares
represented 11 of his salar 011 09.1 and  of
the aiu opportunit 011 9.. . of the annual
bonus will be paid in cash and . will be ranted in deferred shares
inune01.
Bonus award and proportion of value
leent of bonus
avin
Patterson
Tony
hanua
dusted  1.9 19.
oralised free cash ow 0. .1
evenue rowth 0 0
ustoer service 1. 19.
Purposeful company 1.0 11.1
Personal contribution 0. 1.
he weihtin of the annual bonus structure is set out below.
Chief Executive and Group Finance Director
% Weighting
25%
Customer service
20%
Adjusted earnings
per share
20%
Normalised free
cash ow
10%
Purposeful company
15%
Personal contribution
10%
evenue rowth
he table below provides an overview of perforance aainst the tarets
for the 011 annual bonus.
easure hreshold Target aiu Outcome
esult 
of a
dusted  pa9. 1. . 1. 
oralised free cash
ow b    0 9
ustoer ervice 1 0 0 . .
a$GMXVWHG(36LVGHƬQHGRQSDJH
b1RUPDOLVHGIUHHFDVKƮRZLVGHƬQHGRQSDJH
 ade stron proress durin the ear deliverin on both our
business and financial plans. dusted  increased 1 to 1.p
and noralised free cash ow increased 1 copared to 011 to
0. he  rowth was delivered after the lare all-eploee
share option plan aturit in the suer and the euit placin to
partl finance the acuisition of  both of which increased the nuber
of shares in issue.
e set a taret for rowth in revenue ecludin transit in the annual
bonus lined to the ediu-ter business plan. he threshold for
paent within annual bonus was -1 of this taret with stretch at
1. of taret. he revenue ecludin transit outcoe was -1.1
oftaret and accordinl this eleent of bonus did not pa out.
e desined the new custoer perception easure to tae a broader
view of custoer service beond ust . eular custoer perception
surves are conducted for each line of business and tailored to the
custoer profile the serve. he line of business easures are desined
to reect that we serve both broad custoer bases for eaple in
onsuer but also nuericall saller roups of lare corporate and
public sector custoers served b  lobal ervices. wo-thirds of the
custoer service easure is based on  and one-third on the new
custoer perception easure. he areate custoer service easure
out-turned at . aainst a taret of 0 reectin iproveents
in repair perforance and shorter lead ties. owever we still want to
do uch better in this area. ou can find ore inforation on  on
pae .