Autodesk 2016 Annual Report Download - page 38

2016 Proxy Statement 32
Proxy Materials
granted in fiscal 2017 because that RSU grant was based on fiscal 2016 performance. RSU amounts reported represent the grant
date fair value using the stock price on the date of grant.
(4) fiscal year in which
the awards were approved. For example, the fiscal 2016 PSU amount of $5.337 million reported in this table represents the value of
85,790 target PSUs approved in fiscal 2017 relating to specific subscription, ARR, non-GAAP total spend, total subscription
renewal rate and Relative TSR objectives, with an assumed value per share of $62.21 based on the Monte Carlo simulation
valuation model.
Fiscal 2016 Executive Compensation Decisions
Below is a description of the compensation decisions made for the NEOs based on results for the just-completed fiscal year.
Base Salary March 2015: The base salary increases for the NEOs ranged from approximately 0% to 5%. The
Committee made these increases to recognize the performance of the NEOs, to remain competitive, and
to maintain the desired balance in their compensation mix between cash and equity.
December 2015: The base salary for Mr. Hanspal was increased by 20% to $550,000 as a result of
market data, internal equity and his increased responsibilities in leading the Autodesk Product Group.
Annual Cash
Incentive Awards
March 2016: Consistent with fiscal 2016 financial results relative to initial expectations, the Committee
determined that, based on the performance of billings and subscriptions (or, in the case of the CEO,
b
illings, subscriptions and deferred revenue) objectives, the annual cash incentive awards for our NEOs
were paid out at 99.0% of their target opportunity and our CEO was paid out at 100.6% of his target
award opportunity (for 

Equity Awards 
market data for each executive; the individual skills, experience, and performance of each executive;
and the optimal mix of cash and equity compensation to ensure that equity awards would motivate the
creation of long-
March 2015: The Committee approved equity awards for NEOs in the form of PSUs and RSUs. Our
CEO received 60% of his shares in PSUs and 40% in RSUs; the other NEOs received 50% of their
shares in PSUs and 50% in RSUs. The vesting of the PSUs is contingent upon performance against
p

of software companies over one-, two-, and three-year performance periods.
Compensation Guiding Principles
executive compensation program should be designed to attract, motivate, and retain
talented executives and should provide a sensible framework that is tied to stockholder returns, Company performance, long-
term strategic corporate goals, and 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;
x Align rewards with stockholder value creation.
Within this framework, the total compensation for each executive officer varies based on multiple dimensions: