Vodafone 2012 Annual Report Download - page 80

78
Vodafone Group Plc
Annual Report 2012
Equally important as the package design is the setting of the
performance targets. The Remuneration Committee consistently set
stretching targets which can be seen from the following table of historic
payments under both the short- and long-term plans, and ensures that
maximum or near maximum payouts are only delivered for exceptional
performance.
Year GSTIP % of max GLTI % of max
2009 49% 0%
2010 64% 25%
2011 62% 31%
2012 47% 100%
Alignment to shareholder interests
Share ownership is a key cornerstone of our reward policy and is
designed to help maintain commitment over the long-term, and to
ensure that the interests of our senior management team are aligned
with those of shareholders. Executives are expected to build and
maintain a signicant shareholding in Vodafone shares as follows:
a Chief Executive – four times base salary;
a other executive directors – three times base salary;
a other Executive Committee members – two times base salary; and
a senior leadership team members (227 members) – one times base
salary.
In all cases executives have been given ve years to achieve these goals.
Current levels of ownership, and the date by which the goal should be
achieved, are as shown below. These values do not include the value of
the shares that will vest in June but which the directors have committed
to hold for the next two years.
Goal as
a % of
salary
Current %
of salary
held1
% of goal
achieved
Value of
shareholding
(£m)1
Date for goal
to be achieved
Vittorio Colao 400% 581% 145% 6.5 July 2012
Andy Halford 300% 653% 218% 4.6 July 2010
Michel Combes 300% 301% 100% 2.4 June 2014
Stephen Pusey 300% 263% 88% 1.5 June 2014
Note:
1 Based on a share price at 31 March 2012 of 172.2 pence and includes the post tax value of any unexercised
options.
Collectively the Executive Committee including the executive
directorsown 13 million Vodafone shares, with a value of £22 million
at31 March 2012.
Incentive targets linked to business strategy
When designing our incentives, performance measures are chosen that
support our strategic objectives as shown below:
Strategic objectives Supported by
Aiming to deliver organic service
revenue growth of 1 – 4% a year
until the year ended 31 March 2014,
focusing on key areas of growth
potential: mobile data, emerging
markets, enterprise, total
communications and new services.
Revenue and relative
performance targets in the GSTIP.
Delivering value and efciency from
scale – continuing to drive benet
from the Group’s scale advantage
and maintain our focus on cost.
EBITDA, adjusted free cash ow
and relative performance targets
in the GSTIP.
Generate liquidity or free cash ow
from non-controlled interests – aim
to seek to maximise the value of
non-controlled interests through
generating liquidity or increasing
free cash ow in order to fund
protable investments and
enhance shareholders returns.
The use of TSR as a performance
measure in GLTI as well as the
value of the underlying shares.
Apply rigorous capital discipline to
investment decisions – continuing
to apply capital discipline to our
investment decisions through
rigorous commercial analysis and
demanding investment criteria to
ensure any investment in existing
businesses or acquisitions will
enhance value for shareholders.
Adjusted free cash ow targets in
both the GSTIP and GLTI as well as
the TSR target in the GLTI.
Assessment of risk
Vodafone seeks to provide a structure of rewards that encourages
acceptable risk taking and high performance through optimal pay
mix,performance metrics and calibration, and timing. With that said,
itisprudent practice to ensure that our reward programmes achieve this
and do not encourage excessive or inappropriate risk taking.
Onaregular basis, the Remuneration Committee has considered
therisk involved in the incentive schemes and is satised that the
following design elements and governance procedures mitigate the
principal risks:
a the heavy weighting on long-term incentives with overlapping
performance periods which reward sustained performance;
a the proportionately higher incentive opportunity paid in shares rather
than incash;
a the need for a signicant annual investment in company shares in
order to fully participate in the long-term arrangements;
a the considerable weighting on non-nancial measures in the
short-term plan which provides an external perspective on our
performance by focusing on customer satisfaction and performance
relative to our competitors;
a the fact that executives do not participate in sales commission or
uncapped incentive schemes; and
a the fact that the Committee has the ability to exercise discretion in
determining the outcome of awards paid out or vesting.
The Remuneration Committee will continue to consider the risks
involved in the incentive plans on an ongoing basis.
Directors’ remuneration (continued)