BT 2015 Annual Report Download - page 131

Overview
The Strategic Report
Purpose and strategy Delivering our strategy 0ur lines of business Group performance Governance
Financial statements Additional information
129
 awards have been shown at face value with no share price rowth
or discount rate assuptions. ll-eploee share plans saveshare and
directshare have been ecluded as have an leac awards held b
eecutive directors.
87 5 263410£m
Chief Executive – performance scenario chart
Minimum
On-target
Maximum
Fixed remuneration
100%
38%
34%28%
17%
31%52%
Variable remuneration Long-term incentives
£3.4m
£7.4m
£1.3m
4 3.5 2.5 13 1.52 0.5 0 £m
Group Finance Director – performance scenario chart
Minimum
On-target
Maximum
Fixed remuneration
100%
43%
34%23%
21%
34%45%
Variable remuneration Long-term incentives
£3.9m
£2.0m
£0.85m
ied pa is calculated as follows
alar
000
enefits
000
Pension
000
Total
fied pa
000
hief ecutive 90   1
Group Finance Director 0  19 1
Other Remuneration Policies
alus
Under the ters of the  and  if followin the rant of an award
facts subseuentl becoe nown to the coittee which would ustif
a reduction in the award the coittee a reduce the nuber of
shares under award to tae account of this includin to nil. n order to
retain eibilit the events under which this a appl are not forall
stipulated in the rules. owever for illustration such events a include
for eaple iss-stateent of the financial accounts fraud or aterial
failure of ris anaeent. ther eleents of reuneration are not
subect to recover arraneents.
onsideration of shareholder views
he coittee is stronl coitted to an open and transparent
dialoue with shareholders on reuneration atters. e believe that it
is iportant to eet reularl with our e shareholders to understand
their views on our reuneration arraneents and discuss our approach
oin forward.
he coittee will continue to enae with shareholders oin forward
and will ai to consult on an aterial chanes to the application of the
approved reuneration polic or proposed chanes to the polic.
1RQH[HFXWLYHGLUHFWRUV
he oard ais to recruit hih-calibre on-ecutive irectors s
with broad coercial international or other relevant eperience.
he table of reuneration polic for s is set out on pae 110.
on-eecutive director fees
Element/purpose and link to strategy Operation Opportunity
urpose  core eleent of
reuneration paid for fulfillin the
relevant role
 s receive a basic fee paid onthl in respect
of their board duties.
 urther fees a be paid for chairanship or
ebership of oard coittees or to the
enior ndependent irector.
 dditional fees up to 000 a also
be paable to s travellin reularl
fro overseas on an intercontinental basis to
oard and coittee eetins.
 s are not eliible for annual bonus share
incentives pensions or other benefits.
 ees are tpicall reviewed annuall.
 penses incurred in the perforance of
non-eecutive duties for the copan a be
reibursed or paid for directl b the copan
as appropriate.
 urrent fee levels can be found in the nnual
Report on Remuneration on page 10.
 ees are set at a level which is considered
appropriate to attract and retain s of the
necessar calibre.
 ee levels are norall set b reference to the
level of fees paid to s servin on boards of
siilarl-sied UK-listed copanies tain
into account the sie responsibilit and tie
coitent reuired of the role.
 he copans rticles of ssociation provide
the aiu fee level is paable. he aiu
is based on  fees benchared as at 1 pril
1999 with increases lined to the etail
rice nde.