Kroger 2015 Annual Report Download - page 25

Download and view the complete annual report

Please find page 25 of the 2015 Kroger annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 153

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120
  • 121
  • 122
  • 123
  • 124
  • 125
  • 126
  • 127
  • 128
  • 129
  • 130
  • 131
  • 132
  • 133
  • 134
  • 135
  • 136
  • 137
  • 138
  • 139
  • 140
  • 141
  • 142
  • 143
  • 144
  • 145
  • 146
  • 147
  • 148
  • 149
  • 150
  • 151
  • 152
  • 153

23
Fixed At-Risk
Annual Long-Term
Purpose • Provide a base
level of cash
compensation
• Recognize
individual
performance,
scope of
responsibility
and experience
• Provide
benefits
competitive
with peers
• Metrics and
targets align
with annual
business goals
• Rewards and
incentivizes
approximately
13,000 Kroger
employees,
including
NEOs, for
annual
performance
on key financial
and operational
measures
• Metrics and
targets align
with long-
term business
strategy
• Rewards and
incentivizes
approximately
160 key
employees,
including the
NEOs, for
long-term
performance
on key financial
and operational
measures
• Drives
sustainable
performance that
ties to long-term
value creation
for shareholders
• Retain
executive talent
• Align the
interests of
executives
with long-term
shareholder
value
• Provide direct
alignment to
stock price
appreciation
At Risk
87%
CEO
87% of CEO pay is At Risk 82% of Other NEO pay is At Risk
Average of Other NEOs
Not at
Risk
13%
At Risk
82%
Not at
Risk
18%
Annual
32%
Long-
Term
68%
Annual
32%
Long-
Term
68%
68% of CEO pay is Long-Term 68% of Other NEO pay is Long-Term
CEO Average of Other NEOs