Autodesk 2016 Annual Report Download - page 35

Proxy Materials
2016 Proxy Statement 29
x Total deferred revenue was $1.52 billion at the end of the fiscal 2016, an increase of 31% compared to the end of fiscal
2015.
x Subscriptions were 2.58 million at the end of fiscal 2016, an increase of 15% compared to the end of fiscal 2015. New
model subscriptions increased 94% and represented 60% of total fiscal 2016 subscription additions.
x Billings increased 4.7% in fiscal 2016 compared to fiscal 2015, and 11.3% on a constant currency basis.
x 
and 12% on a constant currency basis. ARR represents the annualized value of our average monthly recurring revenue
for the preceding three months. New model ARR increased 68% as reported and 74% on a constant currency basis.
New model ARR relates to desktop, cloud services, and enterprise offerings.
x Revenue was $2.5 billion, flat compared to fiscal 2015, and increased 4% on a constant currency basis.
x Cash flow from operating activities was $414 million, compared to $708 million in fiscal 2015.
x Our stock price was $46.82 per share on January 29, 2016, compared to $54.01 per share on January 31, 2015. Our
fiscal -13%.
Say-on-Pay Results and Stockholder Outreach
Autodesk and the Committee value the input of our stockholders. In 2015, 88% of the votes cast on our Say-on-Pay proposal
were favorable, which reflected strong stockholder support for our executive compensation programs. In fiscal 2016, Autodesk
reached out to stockholders, representing over 60% of the outstanding shares. Based on these discussions, the Committee found
that our stockholders were generally supportive of the executive compensation design changes that we have made in recent
years and the alignment between our CEO pay and Autodesk performance. In addition our stockholders provided us helpful
input regarding compensation design and disclosure. The Committee carefully considered stockholder feedback as part of its
ongoing review of our executive compensation program.
Executive Compensation Policies and Practices
ted executives and to provide a
sensible framework that is tied to Company performance and long-term strategic goals as well as individual performance. The
general compensation objectives are to:
x Recruit and retain the highest caliber of executives through competitive rewards;
x Motivate executive officers to achieve business and financial goals;
x Balance rewards for short- and long-term performance; and
x Align rewards with stockholder value creation.

interests with the interests of our stockholders. In recent years, the Committee has made a number of changes to enhance our
s are summarized below.
x (PSKDVLVRQYDULDEOH³DWULVN´FRPSHQVDWLRQ 

our variable compensation was delivered in equity. In fiscal 2016, 60% of the equity grants for our CEO and 50% of
the equity grants for our other NEOs were performance based. These grants will vest based on the achievement of
financial objectives and our TSR relative to companies in the S&P Computer Software Select Index 
over one-, two-, and three-year performance periods.
x Long-term performance orientation: 
-term performance.
x Performance metrics that drive the business model transition: In fiscal 2016, we used billings and subscriptions
(or, in the case of the CEO, billings, subscriptions and deferred revenue) for our executive officer cash incentives, and

reflect drivers of success in our business model transition. In fiscal 2017, we will use net new model subscription
additions, new model ARR, non-GAAP total spend and total subscription renewal rate (or, in the case of the CEO, net
new model subscription additions, new model ARR, non-GAAP total spend, total subscription renewal rate and
deferred revenue) for our executive officer cash incentives, and net new model subscription additions, new model
ARR, non-GAAP total spend, total subscription renewal rate and Relative TSR for our executive officer PSUs.
x Representative peer group: On an annual basis, we use a peer group that reflects comparable size-relevant
companies in industries where we compete for talent.