Big Lots 2011 Annual Report Download - page 56

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(3) Executive leadership support for effective cash deployment and investor relations; and
(4) Management’s interface with the Audit Committee.
• Ms. Bachmann:
(1) Assumption of additional responsibility associated with overseeing our Distribution and
Transportation Services Department;
(2) Successful implementation of enhancements and upgrades to current information technology
infrastructure supporting our business needs; and
(3) Continued the multi-year implementation of the SAP for Retail information technology system
that will replace our core merchandising and financial systems.
• Mr. Haubiel:
(1) Opened 80 new stores and closed 43 stores in fiscal 2010, as compared to opening 52 stores and
closing 30 stores in fiscal 2009;
(2) Executive leadership support for the effective and efficient management of legal affairs and the
development of risk-weighted solutions to complex business and legal issues; and
(3) Management’s interface with the Nominating / Corporate Governance Committee and the
Compensation Committee.
• Mr. Martin:
(1) Fiscal 2010 net sales were $4,952.2 million – approximately 4.8% above our fiscal 2009 results;
(2) Fiscal 2010 gross margin dollars were $2,012.5 million – approximately $93.2 million above our
fiscal 2009 results; and
(3) Assumption of responsibility associated with overseeing our Human Resources and Store
Operations Departments.
See the “Comparative Compensation Data” section of this CD&A for more information regarding the impact that
the competitive market has on our executive compensation program.
Role of Management
As discussed in this CD&A, our CEO plays a significant role in determining executive compensation. Additionally,
our CEO and the Committee consult with management from our human resources, finance and legal departments
regarding the design and administration of our compensation programs, plans and awards for executives and
directors. These members of management provide the Committee and CEO with advice regarding the competitive
nature of existing and proposed compensation programs and the impact of accounting rules, laws and regulations
on existing and proposed compensation programs. Management from our human resources, finance and legal
departments may also act pursuant to delegated authority to fulfill various functions in administering our employee
benefit and compensation plans. Such delegation is permitted by the Committee’s charter and our compensation
plans. Those groups to whom the Committee has delegated certain responsibilities are each required to periodically
report their activities to the Committee.
Our CEO and some of these members of management attend general meetings of the Committee, and the CEO
participates in the Committee’s discussions regarding the compensation of the other EMC members. However,
these individuals do not participate in executive sessions of the Committee or when executive compensation
determinations are made by the Committee and the other outside directors.
Independent Compensation Consultant
Pursuant to the authority granted to the Committee by its charter, the Committee may retain independent
compensation consultants as it deems necessary. In establishing executive compensation for fiscal 2011, the
Committee did not retain an independent compensation consultant, but did review (as discussed below) non-
customized compensation surveys provided by multiple independent compensation consultants at the request of our
human resources department.