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Annual Accounts and Report as at 30 June 2011 Draft - Mediobanca

Annual Accounts and Report as at 30 June 2011 Draft - Mediobanca

Annual Accounts and Report as at 30 June 2011 Draft - Mediobanca

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Group<strong>Mediobanca</strong> identific<strong>at</strong>ionNo. ofpositions¹1) Directors with executive responsibilities Executive directors 52) Heads of main business lines, – Heads of Principal Investing <strong>and</strong> 9geographical are<strong>as</strong> <strong>and</strong> other Mid Corpor<strong>at</strong>e divisionsmanagement figures– CEO/General managers of mainGroup companies3) Most senior heads of internal control<strong>and</strong> staff units– Heads of intern<strong>at</strong>ional branches– Human resources– Compliance– Risk Management– Internal Auditing– Head of company reporting4) Risk-takers Trading desks (market <strong>and</strong> liquidityrisk) with variable pay €500,0005) Staff whose remuner<strong>at</strong>ion is equal in Staff with variable remuner<strong>at</strong>ionamount to th<strong>at</strong> of the other risk-takers €500,000 not included in the6) Other relevant staff identified <strong>at</strong> thecompany’s discretion b<strong>as</strong>ed on thecriterion of “proportionality” 2above c<strong>at</strong>egories– Trading desks (market <strong>and</strong> liquidityrisk) with variable pay between€200,000 <strong>and</strong> €500,000– Indirect impact on reput<strong>at</strong>ional risk– Impact on oper<strong>at</strong>ing risk– Relevance <strong>and</strong> support to str<strong>at</strong>egicbusiness1118770Total 120¹ No. of positions identified on 11 May <strong>2011</strong>.² Criterion identified by the supervisory authority to ensure th<strong>at</strong> the regul<strong>at</strong>ions are applied gradually b<strong>as</strong>ed oncomplexity/type of company.c. Pay mixThe structure of the <strong>Mediobanca</strong> staff remuner<strong>at</strong>ion is b<strong>as</strong>ed on variouscomponents with the objective of: balancing the fixed <strong>and</strong> variable componentsover time (pay mix), implementing a flexible approach to remuner<strong>at</strong>ion, <strong>and</strong>gearing compens<strong>at</strong>ion towards performance in view of the significance of rolewithin the company without encouraging risky <strong>and</strong>/or short-term behaviour. Eachyear the staff compens<strong>at</strong>ion package’s positioning is <strong>as</strong>sessed compared to itsreference market, including with the <strong>as</strong>sistance of outside advisors.496 –

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