Chrysler 2015 Annual Report Download - page 119

2015 | ANNUAL REPORT 119
As referenced in the above highlights, the Company’s 2015 performance was strong with regard to both actual
financial results and strategic initiatives.
Worldwide shipments of 4.6 million units in 2015 reflected the continued global expansion of the Jeep brand, which
achieved an all-time record of 1.3 million worldwide shipments.
In 2015, Net revenues increased 18 percent from 2014 to €110.6 billion. Adjusted EBIT increased 43 percent from
2014 to €4.8 billion, with NAFTA more than doubling and EMEA returning to profitability one year ahead of plan. Our
Adjusted net profit of €2.0 billion in 2015 was nearly double compared to 2014.
In 2015, Net industrial debt decreased by €2,605 million to €5,049 million at December31, 2015.
In May 2014, we presented an ambitious 5-year business plan and we have successfully achieved the plan targets
in both 2014 and 2015. While there were some changes in trading conditions compared to our plan expectations,
notably the negative market in Brazil, we acted quickly and decisively to address these changes and as a result, we
have revised upwards our original financial targets in 2018, despite the spin-off of Ferrari.
Remuneration Principles
The guiding principle of our Remuneration Policy is to provide a compensation structure that allows FCA to attract
and retain the most highly qualified executive talent and to motivate such executives to achieve business and financial
goals that create value for shareholders in a manner consistent with our core business and leadership values. FCA’s
compensation philosophy, as set forth in the Remuneration Policy, aims to provide compensation to its Executive
Directors as outlined below.
Alignment with FCA’s strategy • Executive Director’s compensation should be strongly linked to the achievement of
targets that are seen as indicators of the execution of the Company’s strategy.
Pay for performance • Executive Director’s compensation reinforces our performance driven culture and
meritocracy and the majority of pay is linked directly to the Company’s performance
through variable pay instruments.
Competitiveness • Compensation should be set in a manner such that it attracts, retains and motivates
expert leaders and highly qualified executives and is competitive against the
comparable market
Long-term shareholder value creation • Executive Director’s compensation should reflect alignment with interests of
shareholders.
Compliance • Decisions should be made in the context of the Company’s business objectives and
the Board should ensure compliance with applicable laws and corporate governance
requirements when designing and implementing policies and plans.
Risk Prudence • The compensation structure must avoid incentives that would encourage
unnecessary or excessive risks that could threaten the Company’s value.