Note37Remuneration to senior executives and Board membersThe Senior Executive Team includes the President and CEO and all eight ExecutiveVice Presidents. The Team consisted of a total of nine persons at the end of <strong>2011</strong>.The term “senior executives” refers to the members of the Senior Executive Team.Preparation and decision-making processesPrinciples for remuneration to senior executives are established annually by the<strong>Annual</strong> Shareholders’ Meeting. The salary and other benefits of the President andCEO are established by the Board of Directors of <strong>Skanska</strong> AB, following recommendationsfrom the Board’s Compensation Committee. The Committee sets salaries,variable remuneration and other benefits of the other members of the Senior ExecutiveTeam. The President and CEO regularly informs the Compensation Committee aboutthe salaries, variable remuneration and other benefits of the heads of Group staffunits and business units. During <strong>2011</strong>, the Compensation Committee consisted ofSverker Martin-Löf, Chairman of the Board; Stuart Graham, Vice Chairman of theBoard; and Lars Pettersson, Board member. The Compensation Committee metseven times during the year. The <strong>Annual</strong> Shareholders’ Meeting approves the totalamount of directors’ fees and remuneration for committee work for members of theBoard, following a recommendation from the Nomination Committee.Remuneration to senior executivesPrinciples for remunerationThe <strong>Annual</strong> Shareholders’ Meeting in <strong>2011</strong> approved the following guidelines forsalary and other remuneration to senior executives:Remuneration to the senior executives in <strong>Skanska</strong> AB shall consist of fixed salary,variable remuneration, if any, other customary benefits and pension. The senior executivesinclude the CEO and the other members of the Senior Executive Team. Thecombined remuneration for each executive must be market-related and competitivein the labor market in which the executive is placed, and distinguished performanceshould be reflected in the total remuneration.Fixed salary and variable remuneration shall be related to the senior executive’sresponsibility and authority. The variable remuneration shall be payable in cashand/or shares and it shall be capped and related to the fixed salary. Distribution ofshares shall have a vesting period of three years and be part of a long-term incentiveprogram. The variable remuneration must be based on results in relation to establishedtargets and be designed to increase the community of interest between theexecutive and the shareholders of the company. The terms for variable remunerationshould be structured so that the Board, if exceptional economic conditions prevail,has the possibility to limit or refrain from paying variable remuneration if such a paymentis considered unreasonable and incompatible with the company’s responsibilityin general to the shareholders, employees and other stakeholders.To the extent that a Board member performs work for the company, besides theBoard membership, consultant fee and other remuneration may be granted for suchwork.In the event of employment termination, the normal period of notice is sixmonths, combined with severance pay corresponding to a maximum of 18 monthsof fixed salary or, alternatively, a period of notice of maximum 24 months.Pension benefits should be either defined-benefit or defined-contributionschemes, or a combination of these, and should entitle the executive to the right toreceive a pension from the age of 65. However, a pension at age of earliest 60 yearsmay be granted in individual cases. For defined benefit plans years of service requiredfor fully earned benefits shall normally correspond to the years of service required forgeneral pension plans in the same jurisdiction. Variable salary shall not be includedin pensionable salary except when it follows from rules under a general pension plan(like the Swedish ITP plan).The Board of Directors may under special circumstances deviate from theseprinciples in individual cases.Matters related to remuneration to the CEO are prepared by the CompensationCommittee and decided by the Board of Directors. Matters related to remunerationto other senior executives are decided by the Compensation Committee.158 Notes, including accounting and valuation principles <strong>Skanska</strong> <strong>Annual</strong> <strong>Report</strong> <strong>2011</strong>
37NoteContinuedTargets and performance related to variable remunerationVariable remuneration may consist of two parts: annual variable salary, which iscash-based, and the share incentive program, which provides compensation in theform of shares.The long-term share programs are described in the sections entitled“Long-term share programs” and “Previous long-term share programs” in this note.The table below specifies, by business stream, the starting point and “Outperform”target that was decided by the Board for <strong>2011</strong> cash-based variable remuneration.Financial targets for variable salary elements, <strong>2011</strong>Measure of earnings Starting point Outperform Outcome Fulfillment level 4Group 1 Income after financial items, SEK billion 2 3.6 5.1 4.5 62%Return on equity, % 3 14 19 19 100%Construction 5 Operating income, SEK billion 2.9 4.2 3.5 67%Working capital as a percentage of sales –12 –18 –18 69%Residential Development Operating income, SEK billion 0.5 0.7 0.3 15%Return on capital employed, % 6 5 8 2 0%Number of project points 7 5 20 20 100%Commercial Property Development Operating income, SEK billion 0.4 0.6 1.2 99%Return on capital employed, % 8 6 9 13 100%Number of project points 9 28 61 88 58%Leases, sq. m 108,000 201,000 197,553 93%Infrastructure Development 1 Operating income, SEK billion 0.20 0.35 0.23 18%Project development, % 10 0 100 93 93%1 Excluding gain on divestment of Autopista Central, Chile.2 Income excludes eliminations at the Group level. The Outperform target at Group level is 95 percent of the total Outperform targets of the business streams, and the starting point target is105 percent of the total starting point targets of the business streams.3 Outcome is translated at <strong>2011</strong> budget exchange rates to be comparable to targets. An adjustment is made for items, mainly connected to interest rate- and exchange rate-related changes,which cannot be influenced.4 Fulfillment level is based on outcomes in the respective business units, which are weighed together.5 In addition, financial targets of business units are measured for the respective clusters (groups of business units) they belong to. Operations in Latin America also have the <strong>Skanska</strong> Value Addedtarget, equivalent to operating income after subtracting the cost of capital employed, which was not achieved in <strong>2011</strong>.6 Refers to the Residential Development Nordic business unit.7 A point system in which points are received based on the number of land acquisitions and homes that have started construction, according to a defined scale. Refers to the start-up operations ofResidential Development in the U.K.8 Including unrealized development gains and changes in market value. Encompasses the Commercial Property Development Nordic and Europe business units.9 A point system in which points are received based on the size of the project that has been started as well as land acquisitions and property divestments, according to a defined scale.10 Contains targets for project development in Europe and the Americas, as well as asset management and divestments.I In addition to the above-mentioned financial performance targets, each person inthe Senior Executive Team has non-financial targets that may reduce the final outcomemeasured only according to the financial targets. These non-financial targetsmainly concern strategic initiatives for profitable growth and management development.The outcome is reduced in cases where the operations for which the person isresponsible have not achieved the non-financial targets.For the Senior Executive Team, excluding the President and CEO, annual variableremuneration is mainly tied to the Group targets and/or to the business units they aredirectly responsible for. The non-financial targets are connected to the business unitsand/or operations that individuals in the Senior Executive Team are responsible for.The preliminary outcome for the other members of the Senior Executive Team averaged69 percent. Non-financial targets preliminarily resulted in deductions averagingabout 1 percent. The Board will decide on the final outcome of variable remunerationafter a follow-up of operations during the first quarter of 2012.Targets and performance related to variable remuneration for the President and CEOFor the President and CEO, the financial targets have been the same as the Grouptargets according to the above table. The Board of Directors has the option of reducingthe President and CEO’s final outcome for variable remuneration by a maximum of50 percent, based on the outcome of the Group’s non-financial targets. The preliminaryoutcome for the variable remuneration of the President and CEO (i.e. excludingthe Employee Ownership Program) shows an outcome of 52 percent of fixed salary,based on financial targets with a target fulfillment of 70 percent. This calculationis preliminary, insofar as any deductions as a consequence of non-financial targetshave not yet been taken into account. The Board will decide on the final outcomeafter a follow-up of operations during the first quarter of 2012.Pension benefitsThe retirement age for members of the Senior Executive Team is 60–65 years, andemployees in Sweden are entitled to pension benefits according to the ITP occupationalpension plan. The ITP plan encompasses the premium-based ITP1 pensionsystem and the defined-benefit ITP2 pension system. Employees outside Sweden arecovered by local pension plans. The ITP1 premium is 4.5 percent of gross cash salaryup to 7.5 base amounts of income per year (as defined by Swedish social insurancerules and amounting to SEK 390,750 in <strong>2011</strong>) and 30 percent of gross cash salaryabove that. The defined-benefit ITP2 plan guarantees a lifetime pension from age 65.The pension amount is a certain percentage of final salary, and the service periodto qualify for a full pension is 30 years. The pension entitlement is 10 percent forportions of salary up to 7.5 base amounts, 65 percent for portions between 7.5 and20 base amounts (in <strong>2011</strong>: SEK 1,042,000) and 32.5 percent for portions of salary upto 30 base amounts (in <strong>2011</strong>: SEK 1,563,000).In addition, this group is covered by a supplementary pension entitlement, witha premium of 20 percent, for portions of salary exceeding 30 base amounts. Withinthe framework of the ITP1 pension system, <strong>Skanska</strong> introduced a Company-specificpension plan with in-house management of the pension assets, which is offered toall employees in Sweden. The premium is 5.5 percent of gross cash salary up to7.5 base amounts (in <strong>2011</strong>: SEK 390,750). The plan is free of charge for employeesand guarantees that pension assets will be the highest of a benchmark portfolioconsisting of 60 percent equities and 40 percent bonds, the Consumer Price Index orpaid-in premiums.Severance payIn case of termination by the Company, the notice period is normally six months,with continued fixed salary and benefits, excluding variable remuneration. Afterthe notice period, severance pay is disbursed for 12–18 months. When payments aredisbursed after the notice period, other income must normally be subtracted fromthe amount payable.A mutual notice period of 24 months applies between <strong>Skanska</strong> and the Presidentand CEO, with retention of fixed salary and benefits, excluding variable remuneration.No severance pay will be disbursed in case of termination.<strong>Skanska</strong> <strong>Annual</strong> <strong>Report</strong> <strong>2011</strong> Notes, including accounting and valuation principles 159
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