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Strategic Remuneration
1
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Lessons
From the United Kingdom: The
Impact of Disclosure on Executive
Pay
Workshop Code: E19W1
Workshop Code: E19W1
Alan
M. Judes, Partner, Strategic Remuneration
Kevin
Stacey, Head of Reward, Old Mutual
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Strategic Remuneration
2
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Agenda
<=
span
class=3DBB style=3D'position:absolute;left:-5.16%;top:.39em'>¢=
The
shifting sands of the US debate
<=
span
class=3DBB style=3D'position:absolute;left:-5.16%;top:.39em'>¢=
The
UK’s corporate governance framework
<=
span
class=3DBB style=3D'position:absolute;left:-5.16%;top:.39em'>¢=
The ABI Guidelines
<=
span
class=3DBB style=3D'position:absolute;left:-5.16%;top:.39em'>¢=
The Directors Disclosure Regulations 2002
<=
/div>
<=
span
class=3DBB style=3D'position:absolute;left:-5.16%;top:.39em'>¢=
Examples of disclosure
<=
span
class=3DBB style=3D'position:absolute;left:-5.16%;top:.39em'>¢=
Voting on the Compensation Committee Report
<=
span
class=3DBB style=3D'position:absolute;left:-5.16%;top:.39em'>¢=
Conclusions of a consultant
¢<=
span
lang=3DEN-GB>What it means in the real world – the experience of Old=
Mutual plc
Strategic Remuneration
3
![](3D"slide0043_image007.jpg")
Strategic Remuneration
4
Foreign lectures for America Inc<=
/b>
¢ Published: January 26 2007
¢ The yawning US trade deficit=
could
soon be augmented by a new and unusual
import: corporate governance rules.
¢ After decades as the paradig=
m of
good corporate citizenship, American regulators
and companies find themselves in the unusual position of being <=
span
style=3D'font-size:80%'>told what to do by foreigners.
<=
/div>
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¢ A Who's Who of international
investors yesterday took the rare step of writing to authorities ranging from the top US reg=
ulator
to one of its most influent=
ial
politicians to demand greater say in how American corporate =
<=
span
style=3D'font-size:80%'>executives are rewarded.
¢ A few years ago such moves wo=
uld
have been dismissed as an attempt by
foreigners to meddle in America's healthy and entrepreneurial =
capitalism.
¢ However, after a spate of sc=
andals
that rocked the public's belief in regulatory
supervision and recent examples of chief executives rewarded =
with princely pay packages in spite of mediocre
performance, the US authorit=
ies
are likely to listen.
¢ "There are a lot of hig=
hly
developed aspects of the UK governance system," said Keith Johnson, a corporate gove=
rnance
specialist at Milwauke=
e law
firm Reinhart Boerner Van Duren, who helped with the <=
span
style=3D'font-size:80%'>letter.
=
¢
=
¢Source: Financial Times
¢
Strategic Remuneration
5
Investors demand input =
over
US executives' pay
¢<=
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¢Published: January 26 2007=
¢ International and US investo=
rs
have launched a co-ordinated attack
against US boardroom excesses, urging regulators and companies to curb outsized executive pay and give
shareholders the ri=
ght to
vote on compensation.
¢ The unprecedented campaign b=
rings
together large global fund managers
such as Hermes of the UK and ABP, Europe's biggest pension fund, with US union and state pension fund=
s in
an effort to increa=
se
investor supervision of chief executives and boards.
¢ A dozen international shareh=
older
groups, managing more than $1,500bn
in assets, have written to US regulators, politicians and stock exchanges pressing for a UK-style non-binding
shareholder vote on executive
compensation packages.
¢ The letter - sent yesterday -
coincided with a similar letter sent out by the Association of British Insurers, representi=
ng a
fifth of UK investo=
rs,
and a move by US pension funds and religious groups to file motions asking for a vote on pay at 44
companies, including Exxon-=
Mobil,
General Electric and Citigroup.
¢Source: Finan=
cial
Times
Strategic Remuneration
6
UK style
corporate governance is coming =
to the
US
¢
On March 28, the U.S. House of Representatives Committee on Financial Services passed legislation to mandate public companies provide shareholders with a nonbinding vote on the compensation of the top five executives in the organization.
¢ =
Source: April 3, 2007
On March 28, the U.S. House of Representatives Committee on Financial Services passed legislation to mandate public companies provide shareholders with a nonbinding vote on the compensation of the top five executives in the organization.
![](3D"slide0046_image008.jpg")
Strategic Remuneration
7
The UK’s corporate
governance framework
¢The basic conc=
ept
is comply or explain. Compan=
ies do
not need to follow the best practice, but they must give reasons
why they have not
¢For
many years organisations such as the ABI have published guidelines for their members and for listed =
companies
¢Stock
plans using new issue shares have always required shareholder consent – and now all long-term incentive <=
/span>plans need shareholder consent, even if cash based
=
;
¢U.K. executive=
pay
disclosure legislation was introduced in 2002 requiring full disclo=
sure
of the entire remuneration package of executive directors and
disclosure of company compensation policies for the next
several years.
¢In addition, t=
he
compensation committee report is put to a shareholder vote annually,
which has given increased power to shareholders. <=
/div>
Strategic Remuneration
8
ABI Guidelines upd=
ate
¢New ABI guidelines launched on 14 December 2006
lRedesigned to follow layout of Combin=
ed
Code
l5 Core Principles
<=
/div>
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l17 Main Provisions
=
lDetailed guidance
<=
/div>
¢Divided into three sections
lRemuneration Committees and their
responsibilities
lGuidance for Base Pay, Bonuses, Pensi=
ons
and Contracts and Severance
=
;
lGuidance for Share-Based Incentive
Schemes
¢Included in your handouts
Strategic Remuneration
9
ABI Guidelines &#=
8211;
5 Core Principles
¢Boards are
responsible for adopting remuneration policies and practices th=
at
promote the success of companies in creating value for
shareholders over the longer term. The policies and practices sho=
uld
be demonstrably aligned with the corporate objectives and
business strategy and reviewed regularly.
¢Remuneration
Committees should be established in accordance with the provis=
ions
of the Combined Code. They should comprise independent
directors who bring independent thought and scrutiny to a=
ll
aspects of remuneration. It is important to maintain a
constructive and timely dialogue between boards and sharehold=
ers regarding
remuneration policies and practices.
¢
Strategic Remuneration
10
ABI Guidelines &#=
8211;
5 Core Principles
¢Executive
remuneration should be set at levels that retain =
and
motivate, based on selection and interpretation of appropriate
benchmarks. Such benchmarks should be used with caution, in vie=
w of
the risk of an upward ratchet of remuneration levels wi=
th
no corresponding improvement in performance.
¢Executive
remuneration should be linked to individual and corporate
performance through graduated targets, that align the interests of
executives with those of shareholders. The resulting arrangem=
ents
should be clear and readily understandable.
¢Shareholders w=
ill
not support arrangements which entitle executives to reward when =
this
is not justified by performance. Remuneration Committees
should ensure that service contracts contain provisions that a=
re consistent
with this principle.
Strategic Remuneration
11
Commentary on ABI
Guidelines
¢Base
Pay determination
lG=
uidance
1.1 on page 6 of the guidelines states “Remuneration
Committees should ensure their policy on base pay is fully communic=
ated
to shareholders. Where a company seeks to pay salaries at med=
ian
or above, justification is required.”
lThis can be contrast=
ed
with Guideline 3 from the 2005 version on page 5 which
stated “Where a company
seeks to pay salaries at above median, justification is
required.”
lThe key change, from=
our
perspective, is that justification for a median salary polic=
y is
now required. We raised this=
=
point
at the presentation and were given the answer that Remuneration
Committees should make a conscious analysis of what pay poli=
cy
is needed and articulate it in their policy statement tha=
t is
put to the vote. A median salary
policy should not simply be the default position.
Strategic Remuneration
12
Commentary on ABI
Guidelines
¢Variable=
Pay
(and misstated accounts)
lThe guidelines encou=
rage
an appropriate balance between fixed and variable pay =
211;
and require variable pay to be based on targets that are
stretching, verifiable and relevant.
Remuneration Committees need to satisfy themselve=
s as
to the accuracy of recorded performance measures that govern the
vesting of variable and share-based pay.&=
nbsp;
Further, there should be effective procedures for t=
he
disclosure and communication of strategic objectives, which ena=
ble shareholders
to take an informed and considered view of pay policy and
implementation. Notwithstand=
ing
all of the above, the ABI is anticipating the discovery of misstat=
ed
accounts a la Enron and WorldCom. Remuneration Committees are urged=
by
the guidelines to consider legal redress where performance achievements
are subsequently found to have been significantly misstated such
that bonuses and other incentives should not have been
paid.
lWe expect Remunerati=
on
Committees to spend more time talking to their counterp=
arts
on the Audit Committee and getting a better understanding of the
business model, customers and cashflows of the company!
Strategic Remuneration
13
Commentary on ABI
Guidelines
¢Long-term
incentives typically using shares
lThe objective of share-based incentives is to alig=
n the
interests of the executi=
ve
directors with that of the shareholders and to link the reward to longer-term performance. Performance conditions should be =
=
measured over a period appropriate to the strategic
objectives of the company=
. This
will not be less than and may exceed three years.
lThe Remuneration Committee is asked to provide a
statement in the Remuner=
ation
Report as to whether a review of the current share incentive arrangements has been undertaken. This review needs to =
cover the operation of the plans, indicating wheth=
er
discretion has been
exercised, and whether grant levels, performance criteria and vesting schedules previously approved by sharehold=
ers
remain appropriate to the
company’s current circumstances and prospects.
l=
Performance targets set on grant rather than on ve=
sting
were sometimes needed fo=
r US
and overseas executives where performance
conditions for vesting were not typically applied in the local market.&nbs=
p;
The previous guidelines gave detailed rules for this =
=
exemption to be used. The ABI has taken its exemption o=
ut of
the guidelines
“Shareholders expect that future performance should =
govern vesting of options or performance shares an=
d that
performancing at point of grant=
is
generally not considered to be a suitable
alternative.”
Strategic Remuneration
14
Commentary on ABI
Guidelines
¢Contracts
and severance
lMuch as today’s newly weds are encouraged to=
draw
up prenuptial contra=
cts to
limit damages in the event of divorce, Remuneration Committees should, when drawing up contracts of
employment for execut=
ives
calculate the likely cost of any severance and determine whether this is acceptable.
lOur experience of these matters indicates that the
position in the UK is very
different from that in the US where rewards for failure and =
=
severance can be much greater than rewards for
success. The <=
span
style=3D'position:absolute;top:51.24%;left:23.97%;width:77.9%;height:3.5%'=
>termination payment of US$210million to the CEO of=
Home
Depot springs to mind as=
an
example of US excess. UK com=
pany
law requires the
Remuneration Report to contain such details of other provisions in the contract as are necessary to ena=
ble
members of the compan=
y to
estimate the liability of the company in the event of early =
termination of the contract. The ABI is encouraging the Remuneration Committee to do these sums before the=
ink
on the contract is dry. In addition the ABI wants compani=
es to
receive the benefit of mitigat=
ion
and changes in contracts may be needed to achieve this.
Strategic Remuneration
15
The cor=
porate
governance framework – extract f=
rom
ABI Guidelines of 2006
¢Bonuses
lAnnual bonuses should be demonstrably related to
performance. Both
individual and corporate performance targets are relevant and should be tailored to the requirements of the busi=
ness
and reviewed regularly=
to
ensure they remain appropriate.
l Where
consideration of commercial confidentiality may prevent a fuller disclosure of specific short-term targets a=
t the
start of the perfor=
mance
period, shareholders expect to be informed of the main performance parameters, both corporate and
personal, for the financ=
ial
year being reported on.
lFollowing payment of the bonus, shareholders will =
expect
to see a full analysis in the
Remuneration Report of the extent to which the relevant targets were actually met.
lMaximum participation levels should be disclosed a=
nd any
increases in the maximum from o=
ne
year to the next should be explicitly
justified. Shareholders will expect increases to be subject =
to correspondingly more stretching performance
Strategic Remuneration
16
![](3D"slide0007_image009.gif")
ABI Guidelines reinforce disclosure<=
/div>
Communicate
performance <=
span
style=3D'position:absolute;top:80.0%;left:53.93%;width:19.28%;height:4.0%'=
>expectations =
for Annual Incentive
![](3D"slide0007_image010.gif")
disclosure
change
and
reinforcement
basis
for
payout
![](3D"slide0007_image011.gif")
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• Employees
•=
Community and Press
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Lessons from the UK
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SlideObj.style.visibility=3D"visible"
if( fTrans )
SlideObj.filters.revealtrans.Play()
}
function MakeNotesVis()=20
{
if( !IsNts() ) return false=20
SlideObj.style.display=3D"none"
nObj =3D document.all.item("NotesObj")
parent.SetHasNts(0)
if( nObj ) {=20
nObj.style.display=3D""
parent.SetHasNts(1)
}
return 1
}
function ChkAutoAdv()
{
if(SldHasTrans())
SlideObj.onfilterchange=3DAutoAdv
else
AutoAdv()
}
function AutoAdv()
{
if(!IsWin("PPTSld") || !gUseSldTimings )return
var sld=3DGetCurSld()
if( (sld.mAdvDelay>0) && !parent.IsFramesMode() )
setTimeout("parent.GoToNextSld()",sld.mAdvDelay)
}
function GetObj(id)
{
if(g_supportsPPTHTML) return document.all(id);
else return document.getElementById(id);
}
function SldHasTrans() { return SlideObj.style.filter !=3D ""; }
function GetSldId()=20
{
var regExp =3D /file:\/\/\//i
var pos =3D location.href.search(regExp)
if (MHTMLPrefix !=3D "" && pos !=3D -1)
sId =3D location.href.substring(pos)
else
{
sId =3D RemoveFilePrefixFromHref(location.href);
var regExp =3D /\//
var fixedHref =3D sId
var pos =3D -1
=09
pos =3D fixedHref.search(regExp)
while (pos !=3D -1)
{
fixedHref =3D fixedHref.replace(regExp, "\\")
pos =3D fixedHref.search(regExp)
}
=09
if (g_fBaseHyperlink =3D=3D true)
sId =3D "file:///" + fixedHref;
else
sId =3D fixedHref.substring(fixedHref.lastIndexOf('\\') + 1)
}
=09
return sId
}
function HideMenu() { if( frames["PPTSld"] && PPTSld.document.all.item("ctx=
tmenu") && PPTSld.ctxtmenu.style.display!=3D"none" ) { PPTSld.ctxtmenu.styl=
e.display=3D'none'; return true } return false }
function IsWin( name ) { return window.name =3D=3D name }
function IsNts() { return IsWin("PPTNts") }
function IsSldOrNts() { return( IsWin("PPTSld")||IsWin("PPTNts") ) }
function SupportsPPTAnimation() { return( navigator.platform =3D=3D "Win32"=
&& navigator.appVersion.indexOf("Windows")>0 ) }
function SupportsPPTHTML()
{
var appVer=3Dnavigator.appVersion, msie=3DappVer.indexOf("MSIE "), ver=3D0
if( msie >=3D 0 )
ver=3DparseFloat( appVer.substring( msie+5, appVer.indexOf(";",msie) ) )
else
ver=3DparseInt(appVer)
return( ver >=3D 4 && msie >=3D 0 )
}
function _RSW()
{
if( !g_supportsPPTHTML || IsNts() ||
( !g_scaleInFrame && (!IsWin("PPTSld") || !parent.IsFullScrMode()) ) )
return
var padding=3D0;
if( IsWin("PPTSld") && parent.IsFramesMode() ) padding=3D6
cltWidth=3Ddocument.body.clientWidth-padding
cltHeight=3Ddocument.body.clientHeight-padding
factor=3D(1.0*cltWidth)/g_origW
if( cltHeight < g_origH*factor )
factor=3D(1.0*cltHeight)/g_origH
newSize =3D g_origSz * factor
if( newSize < 1 ) newSize=3D1
s=3DSlideObj.style
s.fontSize=3DnewSize+"px"
s.posWidth=3Dg_origW*factor
s.posHeight=3Dg_origH*factor
s.posLeft=3D(cltWidth-s.posWidth+padding)/2
s.posTop=3D(cltHeight-s.posHeight+padding)/2
if( g_scaleHyperlinks )
ScaleHyperlinks( factor )
}
function _InitAnimations()
{
animRuntimeInstalled =3D ''+document.body.localTime !=3D 'undefined';
isFullScreen =3D (window.name =3D=3D "PPTSld") && !parent.IsFramesMode();
g_animUseRuntime =3D g_showAnimation && animRuntimeInstalled && !(isFullSc=
reen && parent.IsSldVisited());
if( g_animUseRuntime ) {
collSeq =3D document.all.tags("seq");
if( collSeq !=3D null ) {
for(ii=3D0;ii numSlds )
gSldJumpIdx =3D numSlds;
if ( gSldJumpIdx >=3D 0 ) {
if ( gSldJumpIdx =3D=3D 0 )
gSldJumpIdx =3D 1;
var jumpTo =3D parseInt(gSldJumpIdx);
gSldJump =3D 0; gSldJumpIdx =3D "";
win.GoToSld( parent.GetSldList().mList[jumpTo-1].mSldHref )
}
}
}
function _KDH()
{
if( event.keyCode =3D=3D 8 ) {
event.returnValue =3D 0;
parent.GoToPrevSld();
}
}
function DocumentOnClick()
{
if( IsNts() || parent.HideMenu() ) return;
if( ( g_allowAdvOnClick && !parent.IsFramesMode() ) ||
(event && (event.keyCode=3D=3D32) ) )
parent.GoToNextSld();
}
var g_supportsPPTHTML =3D SupportsPPTHTML(), g_scaleInFrame =3D 1, gId=3D""=
, g_bgSound=3D"",
g_scaleHyperlinks =3D false, g_allowAdvOnClick =3D 1, g_showInBrowser =
=3D 0, gLoopCont =3D 0, gUseSldTimings =3D 1;
var g_showAnimation =3D g_supportsPPTHTML && SupportsPPTAnimation() && ( (w=
indow.name=3D=3D"PPTSld" && !parent.IsFramesMode()) || g_showInBrowser );va=
r g_animManager =3D null;
var g_animUseRuntime =3D false;
var g_animItemsToHide, g_animInteractiveItems, g_animSlideTime;
var g_animMainSequence =3D null;
var ENDSHOW_MESG=3D"End of slide show, click to exit.", SCREEN_MODE=3D"Fram=
es", gIsEndShow=3D0, NUM_VIS_SLDS=3D28, SCRIPT_HREF=3D"script.js", FULLSCR_=
HREF=3D"fullscreen.htm";
var gCurSld =3D gPrevSld =3D 1, g_offset =3D 0, gNtsOpen =3D gHasNts =3D gO=
tlTxtExp =3D 0, gHasNarration =3D 0, gOtlOpen =3D true
window.gPPTHTML=3DSupportsPPTHTML()
var g_fBaseHyperlink =3D false;
var gMainDoc=3Dnew Array(new hrefList("slide0003.htm",1,-1,1),new hrefList(=
"slide0004.htm",1,-1,1),new hrefList("slide0043.htm",1,-1,1),new hrefList("=
slide0044.htm",1,-1,1),new hrefList("slide0045.htm",1,-1,1),new hrefList("s=
lide0046.htm",1,-1,1),new hrefList("slide0028.htm",1,-1,1),new hrefList("sl=
ide0029.htm",1,-1,1),new hrefList("slide0030.htm",1,-1,1),new hrefList("sli=
de0036.htm",1,-1,1),new hrefList("slide0031.htm",1,-1,1),new hrefList("slid=
e0032.htm",1,-1,1),new hrefList("slide0033.htm",1,-1,1),new hrefList("slide=
0034.htm",1,-1,1),new hrefList("slide0027.htm",1,-1,1),new hrefList("slide0=
007.htm",1,-1,1),new hrefList("slide0037.htm",1,-1,1),new hrefList("slide00=
38.htm",1,-1,1),new hrefList("slide0039.htm",1,-1,1),new hrefList("slide004=
0.htm",1,-1,1),new hrefList("slide0041.htm",1,-1,1),new hrefList("slide0047=
.htm",1,-1,1),new hrefList("slide0049.htm",1,-1,1),new hrefList("slide0050.=
htm",1,-1,1),new hrefList("slide0051.htm",1,-1,1),new hrefList("slide0052.h=
tm",1,-1,1),new hrefList("slide0053.htm",1,-1,1),new hrefList("slide0054.ht=
m",1,-1,1));
/*********************************************
Frameset functions
These functions control slide navigation
and state of the frameset.
**********************************************/
function RemoveFilePrefixFromHref(href)
{
var regExp =3D /^file:\/\/\//i;
return href.replace(regExp, "")
}
function FullScrInit()
{
g_allowAdvOnClick =3D GetCurSld().mAdvOnClk
document.body.style.backgroundColor=3D"black"
document.oncontextmenu=3Dparent._CM;
document.onkeydown =3D _KDH;
document.ondragstart=3DCancel
document.onselectstart=3DCancel
self.focus()
}
function Redirect( frmId )
{=09
var str=3Ddocument.location.hash,idx=3Dstr.indexOf('#'), sId=3DGetSldId()
if(idx>=3D0) str=3Dstr.substr(1);
if( window.name !=3D frmId && ( sId !=3D str) ) {
obj =3D GetObj("Main-File")
window.location.href=3Dobj.href+"#"+sId
return 1
}
return 0
}
var MHTMLPrefix =3D CalculateMHTMLPrefix();=20
function CalculateMHTMLPrefix()
{
if ( document.location.protocol =3D=3D 'mhtml:') {=20
href=3Dnew String(document.location.href)=20
Start=3Dhref.indexOf('!')+1=20
End=3Dhref.lastIndexOf('/')+1=20
if (End < Start)=20
return href.substring(0, Start)=20
else=20
return href.substring(0, End)=20
}
return '';
}
function GetTags(base,tag)
{
if(g_supportsPPTHTML) return base.all.tags(tag);
else return base.getElementsByTagName(tag);
}
function UpdNtsPane(){ if(frames["PPTNts"]) PPTNts.location.replace( MHTMLP=
refix+GetHrefObj( gCurSld ).mNtsHref ) }
function UpdNavPane( sldIndex ){ if(gNavLoaded) PPTNav.UpdNav() }
function UpdOtNavPane(){ if(gOtlNavLoaded) PPTOtlNav.UpdOtlNav() }
function UpdOtlPane(){ if(gOtlLoaded) PPTOtl.UpdOtl() }
function SetHasNts( fVal )
{
if( gHasNts !=3D fVal ) {
gHasNts=3DfVal
UpdNavPane()
}
}
function ToggleOtlText()
{
gOtlTxtExp=3D!gOtlTxtExp
UpdOtlPane()
}
function ClearMedia()
{
// Clear any sounds playing before launching another browser window. Other=
wise,
// in fullscreen mode, you'll continue to hear the sound in the frames mod=
e.
if (PPTSld.pptSound) PPTSld.pptSound.loop =3D 0;
}
function FullScreen()
{=20
if ( PPTSld.g_animUseRuntime )
PPTSld.document.body.pause();
ClearMedia();
var href =3D ( document.location.protocol =3D=3D 'mhtml:') ? FULLSCR_HREF =
: FULLSCR_HREF+"#"+GetHrefObj(gCurSld).mSldHref;
if (MHTMLPrefix !=3D "")
href =3D RemoveFilePrefixFromHref(href)
if(PPTNav.event.ctrlKey) {
var w =3D (window.screen.availWidth * 1.0) / 2.0
var h =3D w * (PPTSld.g_origH * 1.0) / PPTSld.g_origW
win =3D window.open( MHTMLPrefix+href,null,"toolbar=3D0,resizable=3D1,top=
=3D0,left=3D0," + "width=3D"+ w + ",height=3D" + h );
if( win.document.body && PPTSld.g_animUseRuntime )
win.document.body.PPTSldFrameset=3Dwindow;
}
else
{
win =3D window.open( MHTMLPrefix+href,null,"fullscreen=3Dyes" );
if( win.document.body && PPTSld.g_animUseRuntime )
win.document.body.PPTSldFrameset=3Dwindow;
}
}
function ToggleVNarration()
{
rObj=3DPPTSld.document.all("NSPlay")
if( rObj && !PPTSld.g_animUseRuntime ) {
if( (rObj.playState =3D=3D 1)||(rObj.playState =3D=3D 0) )
rObj.Play()
else if( rObj.playState =3D=3D 2 )
rObj.Pause()
else
return;
}
else if( PPTSld.g_animUseRuntime )
{
narObj =3D PPTSld.document.all("narrationID")
if( narObj )
narObj.togglePause()
}
}
function GetCurSldNum()
{ =20
obj=3DGetHrefObj(gCurSld)
if( obj.mOrigVis =3D=3D 1 )
return obj.mSldIdx
else =20
return gCurSld
}
function GetNumSlds()
{ =20
if( GetHrefObj(gCurSld).mOrigVis =3D=3D 1 )
return GetSldList().mNumVisSlds;
else
return GetSldList().mList.length
}
function GetSldNum( href )
{
for(ii=3D0; ii 1 )
PopSldList();
else if( !IsFramesMode() ) {
if( gLoopCont )
GoToFirst()
else
EndShow()
}
}
function GoToPrevSld()
{
ii=3DgCurSld-1
if( ii > 0 ) {
obj=3DGetHrefObj(ii)
while ( obj && ( obj.mVis =3D=3D 0 ) && ( ii>0 ) )
obj=3DGetHrefObj(--ii)
if( ii =3D=3D 0 ) ii=3D1
GoToSldNum(ii)
}
}
function GoToFirst(){ GoToSld( GetHrefObj(1).mSldHref ) }
function GoToLast()
{
ii=3DGetSldList().mList.length
if( ii !=3D gCurSld )
GoToSld( GetHrefObj(ii).mSldHref )
}
function GoToSldNum( num )
{
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
obj =3D GetHrefObj( num )
obj.mVis=3D1
gPrevSld=3DgCurSld
gCurSld =3D num;
=09
if (MHTMLPrefix !=3D "")
PPTSld.location.replace(MHTMLPrefix+RemoveFilePrefixFromHref(obj.mSldHref=
))
else
PPTSld.location.replace(obj.mSldHref)
=09
if( IsFramesMode() ) {
UpdNavPane(); UpdOtlPane(); UpdNtsPane()
}
}
function GoToSld( href )
{
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
GetHrefObj( GetSldNum(href) ).mVis=3D1
if (MHTMLPrefix !=3D "")
PPTSld.location.replace(MHTMLPrefix+RemoveFilePrefixFromHref(href))
else
PPTSld.location.replace(href)
}
function SldUpdated( id )
{
if( id =3D=3D GetHrefObj(gCurSld).mSldHref ) return
gPrevSld=3DgCurSld
gCurSld=3DGetSldNum(id)
if( IsFramesMode() ) {
UpdNavPane(); UpdOtlPane(); UpdNtsPane()
}
}
function PrevSldViewed(){ GoToSld( GetHrefObj(gPrevSld).mSldHref ) }
function HasPrevSld() { return ( gIsEndShow || ( gCurSld !=3D 1 && GetHrefO=
bj( gCurSld-1 ).mVis =3D=3D 1 )||( GetCurSldNum() > 1 ) ) }
function HasNextSld() { return (GetCurSldNum() !=3D GetNumSlds()) }
function CloseWindow() {
if( HideMenu() ) return;
=09
var event =3D PPTSld.event;
if( !IsFramesMode() && event && (event.keyCode=3D=3D27 || event.keyCode=3D=
=3D32 || event.type=3D=3D"click" ) )
window.close( self );
CatchNumKeys( self, event );
}
function Unload() { gIsEndShow=3D0; }
function SetupEndShow() {
gIsEndShow=3D1;
PPTSld.document.body.scroll=3D"no";
PPTSld.document.onkeypress=3DCloseWindow;
PPTSld.document.onclick=3DCloseWindow;
PPTSld.document.oncontextmenu=3D_CM;
}
function EndShow()
{
if( IsFramesMode() ) return
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
doc=3DPPTSld.document
var dir =3D doc.body.dir
if( dir !=3D "rtl" ) dir =3D "ltr";
doc.open()
doc.writeln(' 0) {
PushSldList(sldList,fEnd);
gCurSld =3D 1;
}
else
if( PPTSld.event ) PPTSld.event.cancelBubble=3Dtrue
}
function PushSldList(arr,fEnd) {
var ii =3D gSldStack.length;
gSldStack[ii] =3D new SldList(arr,gCurSld,fEnd);
GoToSld( gSldStack[ii].mList[0].mSldHref );
}
function PopSldList() {
if (gSldStack[gSldStack.length-1].fEndShow)
EndShow()
else {
gCurSld =3D gSldStack[gSldStack.length-1].mCurSld;
gSldStack[gSldStack.length-1] =3D null;
gSldStack.length--;
var sldList =3D gSldStack[gSldStack.length-1];
GoToSld( sldList.mList[gCurSld - 1].mSldHref );
}
}
var custShowList=3Dnew Array();
/*********************************************
Navigation button implementation
There are 2 types of buttons: ImgBtn, TxtBtn
implemented as function objects. They share
a similiar interface so the event handlers
can call SetActive, for example, on a button=20
object without needing to know exactly=20
what type of button it is.
**********************************************/
//----------------------------------
function ImgBtn( oId,bId,w,action )
//----------------------------------
{
var t=3Dthis
t.Perform =3D _IBP
t.SetActive =3D _IBSetA
t.SetInactive=3D _IBSetI
t.SetPressed =3D _IBSetP
t.SetDisabled=3D _IBSetD
t.Enabled =3D _IBSetE
t.ChangeIcon =3D null
t.UserAction =3D action
t.ChgState =3D _IBUI
t.mObjId =3D oId
t.mBorderId=3D bId
t.mWidth =3D w
t.mIsOn =3D t.mCurState =3D 0
}
function _IBSetA()
{
if( this.mIsOn ) {
obj=3Dthis.ChgState( gHiliteClr,gShadowClr,2 )
obj.style.posTop=3D0
}
}
function _IBSetI()
{
if( this.mIsOn ) {
obj=3Dthis.ChgState( gFaceClr,gFaceClr,1 )
obj.style.posTop=3D0=20
}
}
function _IBSetP()
{
if( this.mIsOn ) {
obj=3Dthis.ChgState( gShadowClr,gHiliteClr,2 )
obj.style.posLeft+=3D1; obj.style.posTop+=3D1
}
}
function _IBSetD()
{ =20
obj=3Dthis.ChgState( gFaceClr,gFaceClr,0 )
obj.style.posTop=3D0=20
}
function _IBSetE( state )
{
var t=3Dthis
GetObj( t.mBorderId ).style.visibility=3D"visible"
if( state !=3D t.mIsOn ) {
t.mIsOn=3Dstate
if( state )
t.SetInactive()
else
t.SetDisabled()
}
}
function _IBP()
{
var t=3Dthis
if( t.mIsOn ) {
if( t.UserAction !=3D null )
t.UserAction()
if( t.ChangeIcon ) {
obj=3DGetObj(t.mObjId)
if( t.ChangeIcon() )
obj.style.posLeft=3Dobj.style.posLeft+(t.mCurState-4)*t.mWidth
else
obj.style.posLeft=3Dobj.style.posLeft+(t.mCurState-0)*t.mWidth
}
t.SetActive()
} =20
}
function _IBUI( clr1,clr2,nextState )
{
var t=3Dthis
SetBorder( GetObj( t.mBorderId ),clr1,clr2 )
obj=3DGetObj( t.mObjId )
obj.style.posLeft=3Dobj.style.posLeft+(t.mCurState-nextState)*t.mWidth-obj=
.style.posTop
t.mCurState=3DnextState
return obj
}
//-----------------------------------------
function TxtBtn( oId,oeId,action,chkState )
//-----------------------------------------
{
var t=3Dthis
t.Perform =3D _TBP
t.SetActive =3D _TBSetA
t.SetInactive=3D _TBSetI
t.SetPressed =3D _TBSetP
t.SetDisabled=3D _TBSetD
t.SetEnabled =3D _TBSetE
t.GetState =3D chkState
t.UserAction =3D action
t.ChgState =3D _TBUI
t.mObjId =3D oId
t.m_elementsId=3D oeId
t.mIsOn =3D 1
}
function _TBSetA()
{
var t=3Dthis
if( t.mIsOn && !t.GetState() )
t.ChgState( gHiliteClr,gShadowClr,0,0 )
}
function _TBSetI()
{
var t=3Dthis
if( t.mIsOn && !t.GetState() )
t.ChgState( gFaceClr,gFaceClr,0,0 )
}
function _TBSetP()
{
if( this.mIsOn )
this.ChgState( gShadowClr,gHiliteClr,1,1 )
}
function _TBSetD()
{ =20
this.ChgState( gFaceClr,gFaceClr,0,0 )
this.mIsOn =3D 0
}
function _TBSetE()
{
var t=3Dthis
if( !t.GetState() )
t.ChgState( gFaceClr,gFaceClr,0,0 )
else
t.ChgState( gShadowClr,gHiliteClr,1,1 )
t.mIsOn =3D 1
}
function _TBP()
{
var t=3Dthis
if( t.mIsOn ) {=20
if( t.UserAction !=3D null )
t.UserAction()
if( !t.GetState )
return
if( t.GetState() )
t.SetPressed()
else
t.SetActive()
} =20
}
function _TBUI( clr1,clr2,lOffset,tOffset )
{
SetBorder( GetObj( this.mObjId ),clr1,clr2 )
Offset( GetObj( this.m_elementsId ),lOffset,tOffset )
}
function Offset( obj, top, left ){ obj.style.top=3Dtop; obj.style.left=3Dle=
ft }
function SetBorder( obj, upperLeft, lowerRight )
{
s=3Dobj.style;
s.borderStyle =3D "solid"
s.borderWidth =3D 1=20
s.borderLeftColor =3D s.borderTopColor =3D upperLeft
s.borderBottomColor=3D s.borderRightColor =3D lowerRight
}
function GetBtnObj(){ return gBtnArr[window.event.srcElement.id] }
function BtnOnOver(){ b=3DGetBtnObj(); if( b !=3D null ) b.SetActive() }
function BtnOnDown(){ b=3DGetBtnObj(); if( b !=3D null ) b.SetPressed() }
function BtnOnOut(){ b=3DGetBtnObj(); if( b !=3D null ) b.SetInactive() }
function BtnOnUp()
{
b=3DGetBtnObj()
if( b !=3D null )
b.Perform()
else
Upd()
}
function GetNtsState(){ return parent.gNtsOpen }
function GetOtlState(){ return parent.gOtlOpen }
function GetOtlTxtState(){ return parent.gOtlTxtExp }
function NtsBtnSetFlag( fVal )
{
s=3Ddocument.all.item( this.m_flagId ).style
s.display=3D"none"
if( fVal )
s.display=3D""
else
s.display=3D"none"
}
function _BSetA_Border(){ b =3D gBtnArr[this.mObjId]; if( b !=3D null ) b.S=
etActive() }
function _BSetI_Border(){ b =3D gBtnArr[this.mObjId]; if( b !=3D null ) b.S=
etInactive() }
function _BSetP_Border(){ b =3D gBtnArr[this.mObjId]; if( b !=3D null ) b.S=
etPressed() }
function _BSetA_BorderImg()
{=20
b =3D gBtnArr[this.mBorderId]=20
if( b !=3D null && this.mIsOn && !b.GetState() ) {
obj=3Dthis.ChgState( gHiliteClr,gShadowClr,2 )
obj.style.posTop=3D0
}
}
function _BSetI_BorderImg()
{=20
b =3D gBtnArr[this.mBorderId]
if( b !=3D null && this.mIsOn && !b.GetState() ) {
obj=3Dthis.ChgState( gFaceClr,gFaceClr,1 )
obj.style.posTop=3D0
}
}
var gHiliteClr=3D"THREEDHIGHLIGHT",gShadowClr=3D"THREEDSHADOW",gFaceClr=3D"=
THREEDFACE"
var gBtnArr =3D new Array()
gBtnArr["nb_otl"] =3D new TxtBtn( "nb_otl","nb_otlElem",parent.ToggleOtlPan=
e,GetOtlState )
gBtnArr["nb_otlElem"] =3D new TxtBtn( "nb_otl","nb_otlElem",parent.ToggleOt=
lPane,GetOtlState )
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gBtnArr["nb_ntsElem"] =3D new TxtBtn( "nb_ntsBorder","nb_ntsElem",parent.To=
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gBtnArr["nb_nextBorder"] =3D gBtnArr["nb_next"]=3D new ImgBtn( "nb_next","n=
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gBtnArr["nb_sldshw"]=3D new ImgBtn( "nb_sldshw","nb_sldshwBorder",18,parent=
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gBtnArr["nb_sldshwText"].SetActive =3D _BSetA_Border;
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gBtnArr["nb_ntsBorder"].SetFlag =3D NtsBtnSetFlag
gBtnArr["nb_otlTxt"].ChangeIcon=3D GetOtlTxtState
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_CM() is the function that's hooked up to
the oncontextmenu event. Once we're asked to
show the menu, we first build it by creating
DIVs on-the-fly. Then we position it=20
within the screen area so it doesn't get
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Creating the DIVs using createElement() means
we don't have to write out any extra HTML
into the slide HTML files.
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CreateMenuItem( iObj,sPrev,M_GoPrevSld,M_HasPrevSld )
=09
CreateSeparator( iObj )
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e.onclick=3DPerform
e.onmouseover=3DHighlight
e.onmouseout=3DDeselect
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s.paddingLeft=3D2
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SetCMBorder(sObj,"menu","menu")
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var elem=3DPPTSld.document.createElement("DIV")
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------=_NextPart_01C779CC.9AFD4F90
Content-Location: file:///C:/09A9C637/WorldatWork_Workshop_E19W1_May2007_files/fullscreen.htm
Content-Transfer-Encoding: quoted-printable
Content-Type: text/html; charset="us-ascii"
Lessons from the UK
------=_NextPart_01C779CC.9AFD4F90--
B=
ase salary market position is articulated=
Statutory disclosure in financial statements
Produce
Provide
Show
Company
Performance
=
<=
span
style=3D'color:black;mso-color-index:3'>•Shareholders
•Customers
•Suppliers
=
;
Audiences:
=
;
Strategic Remuneration
17
The Directors' Remunerat=
ion Report
Regulations 2002
¢A relatively short set of Regulations compared with the US version – some 17 pages long
¢Divided into 4 main sections
lThe policy section – not subjec=
t to
audit, paragraphs 2, 3 &=
5
lThe performance graph, paragraph 4=
3;
lThe audited section – actual pa=
y from
years just ended, paragraphs 6 to 1=
5
lInterpretation, paragraphs 16 to 21&#=
13;
Strategic Remuneration
18
Paragraph 2
Compe= nsation Committee members and advisors
Compe= nsation Committee members and advisors
¢the
directors' remuneration report shall -
l(a)
name each director who was a member of the compensation committee
(b) name any person who provided to the committee advice, = or services, that materially assisted the committee in their consideration of any such matter;
(c) in the case of any person named under paragraph (b), who is not a director of the company, state -
(b) name any person who provided to the committee advice, = or services, that materially assisted the committee in their consideration of any such matter;
(c) in the case of any person named under paragraph (b), who is not a director of the company, state -
•(i)
the nature of any other services that that person has provided
to the company during the relevant financial year; and
(ii) whether that person was appointed by the committee
(ii) whether that person was appointed by the committee
Strategic Remuneration
19
Paragraph 3
Statement of company's policy o= n = directors' remuneration
Statement of company's policy o= n = directors' remuneration
¢=
;
¢=
; 3. - (1) The
directors' remuneration report shall contain a statement of =
the company's policy on directors' remuneration fo=
r the
following financial year and=
for
financial years subsequent to that.
= (2) The policy statement shall include&nb= sp;-
= (2) The policy statement shall include&nb= sp;-
l(a) for each director, a detailed summary of any
performance conditions to which
any entitlement of the director -
•(=
i) to
share options, or
(ii) under a long= -term incentive scheme,
(ii) under a long= -term incentive scheme,
•is
subject;
l(b) an explanation as to why any such performance
conditions were chosen;
(c) a summary of t= he methods to be used in assessing whether any such performance conditions are met and an explanation = as to why those methods were chosen;
(c) a summary of t= he methods to be used in assessing whether any such performance conditions are met and an explanation = as to why those methods were chosen;
Strategic Remuneration
20
Paragraph 3 contin=
ued
¢=
Statement of company's policy on directors'
remuneration
if any entitlement of a director to share options, or under a long-term incentive scheme, is not subject to performance conditions, an explanation as to why that is the case.
if any entitlement of a director to share options, or under a long-term incentive scheme, is not subject to performance conditions, an explanation as to why that is the case.
¢=
(3) The policy statement s=
hall,
in respect of each director's terms and conditions relating to remuneration, explain the
relative importance of those
elements which are, and those which are not, related to performance.
= (4) The policy statement shall summarise, and explain, the company's policy on -
= (4) The policy statement shall summarise, and explain, the company's policy on -
¢=
(a) the duration of contracts with directors, and<=
br>
(b) notice periods= , and termination payments, under such contracts
(b) notice periods= , and termination payments, under such contracts
Strategic Remuneration
21
Paragraph 4 -
performance graph
¢
Source
www.BP.com
Strategic Remuneration
22
Historic
disclosure example – Base Salary =
Source: Barclays 2006
Strategic Remuneration
23
Historic
disclosure example – Annual Remuner=
ation Source: Barclays 2006
Strategic Remuneration
24
Historic
disclosure example – Final Salary
Pensions Source: Barclay=
s 2006
Strategic Remuneration
25
Voting o=
n the
Compensation Committee report
¢Non-binding votes matter
¢A negative vote is a very strong message from the owners to management that action needs to be taken
¢First example – GlaxosmithKline in connection with potential CoC/termination payments for Chief Executive
lCompany made necessary adjustments the
following year
¢There have been some notable cases where companies have lost these votes including:
lAegis, First Choice, GSK, Prudential,
Slough Estates
¢Possibly prior consultation was inadequate or failed to identify where shareholders had significant concerns.
Strategic Remuneration
26
But influence is t=
wo
ways!
¢US concept of one figure for total remuneration may enter the =
UK
¢PIRC Guidelines of 2007
lRather than viewing the report as a compliance exe=
rcise,
companies should
recognise that it represents an important opportunity to communicate with shareholders about
company strategy and human
resource policy. The overall aim should be for a report that is clear, transparent and
understandable.
lOne of the ways that this can be achieved is for
companies to put a single
figure on the whole package for each individual director. This requires transparency in valuing pensions and share
based awards, but would =
be a
marked improvement. Currentl=
y,
there is no requirement for=
a UK
company to provide such a figure, but in the US, the SEC has proposed a rule to this effect=
.
•Source: Pensions & Investment
Research Consultants Ltd
Strategic Remuneration
27
Conclusions of a
consultant
¢Implications of the UK disclosure rules have been significant
¢Base Salary is now positioned around the median
lIt is very hard to justify an upper
quartile position
lUQ base salary policy may detract from ability to pay =
leveraged bonuses
lOnly base salary can be pensioned
=
;
¢Annual incentives – much more rigour in target setting =
an assessment
¢LTIP – performance hurdles are mandatory
lThere is much discussion on which mea=
sures
best support corporate strateg=
y
Strategic Remuneration
28
What it means in t=
he
real world
¢the
experience of Old Mutual plc
¢ =
Kevin Stacey – Head of Reward
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