TDC Group Annual Report 2011(6,4MB) - TDC Annual Report 2011

Number of full-time employee equivalents 1
TDC Group Annual Report 2011
2011 2010
1 January 10,423 11,277
Redundancy programmes (783) (841)
Outsourcing (7) 0
Acquisitions and divestments 142 28
Hirings and resignations 41 (41)
31 December 2 9,816 10,423
Hereof domestic operations 8,552 9,200
Average number of full-time employee equivalents, TDC Group 3, 4 10,106 10,860
1
Denotes the number of full-time employee equivalents including permanent employees and trainees.
2
At 31 December 2011,156 (2010: 178) employees who are entitled to pensions on conditions similar to those provided for Danish civil servants were seconded to external parties
in connection with outsourcing of tasks or divestment of operations.
3
The figure covers only continuing operations. Calculated including discontinued operations, the average number of full-time employee equivalents amounted to 10,106 in 2011 and
12,149 in 2010. Employees in acquired enterprises are included as the average number of full-time employee equivalents from the time of acquisition until 31 December. Employees
in divested enterprises are included as the average number of full-time employee equivalents from 1 January to the time of divestment.
4
The average number of full-time employee equivalents includes 167 (2010: 186) TDC employees who have been seconded to external parties in connection with outsourcing of tasks
or divestment of operations and who are entitled to pensions on conditions similar to those provided for Danish civil servants.
Remuneration principles
TDC aims to be an attractive workplace for the foremost
talents, experts and executives in Denmark and the Nordic
countries. To maintain and develop TDC’s market position,
remuneration is designed to be competitive in all relevant
areas. The objective is to secure the right balance between
rewarding short-term as well as long-term performance
while at all times securing alignment of employee interests
with those of shareholders to the extent possible.
TDC’s approach to the total compensation packages is as
follows:
• Remuneration is viewed in a broader context than simply
financial remuneration packages. Pensions, incentives
and benefits, health insurance, competency development
and career progression are important parts of the
attraction of working at TDC.
• As being competitive in the relevant markets is a main
objective, salaries, incentives and benefits are designed
accordingly. However, TDC´s market-leading position is
taken into consideration.
• TDC aims at using performance-based pay in all relevant
areas and at all levels. The aim is to secure a clear and
direct link between individual employee remuneration
and day-to-day performance.
• Main employee groups are covered by collective
agreements and annual agreements with the unions,
which may contain elements of general pay adjustment
(equal pay adjustment for groups of employees).
TDC’s executive remuneration is characterised by:
• TDC’s executive remuneration is closely linked to
company performance and shareholder value creation.
The executive remuneration comprises a mix of a fixed
base salary and incentive programmes that are
measurable, controllable, well defined and aligned with
shareholder interests.
• The remuneration varies by level and consists of a base
salary, pension contribution, a cash-based incentive and
share performance programmes based on Total
Shareholder Return, company performance and peer
group performance. The split between fixed salary and
variable remuneration is set to ensure a clear focus on
short-term performance and achievement of our longterm
business objectives.
• TDC’s executive remuneration is assessed against a
benchmark of large Danish companies – some also
including international activities, to ensure
competitiveness.
• Executive remuneration is decided by the Compensation
Committee.
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