INFORMATION REGARDING ABG SUNDAL COLLIER AB’S REMUNERATION PRINCIPLES Purpose and remuneration The purpose of variable remuneration is to encourage long-term value creation by harmonising the interests of staff with those of shareholders. The board and management believe that this creates a sound work environment and positive attitude as well as an incentive to obtain earnings growth. Variable remuneration shall take into consideration the interest of the owners, the risk tolerance of the firm and contribute to ABG Sundal Colllier AB (“ABGSC AB”) being seen as an attractive employer. Remuneration distribution in ABGS AB is based on a total compensation principle. Total compensation consists of fixed remuneration and variable remuneration. Remuneration policy The board of ABGSC AB approves and adopts, on the basis of a risk analysis, the remuneration policy. The board has in its risk analysis of the remuneration policy concluded that the policy entails limited impact on the results and risk level in ABGSC AB due to inter alia the long term purpose, the use of risk adjusted profit measures, appropriate balance between fixed and variable remuneration as set in the ratio decided by the board, deferral of payment of variable remuneration and loss of deferred variable remuneration etc. ABGSC AB has appointed a remuneration committee. The remuneration committee will perform an independent assessment of the remuneration policy and remuneration systems, and prepare board decisions regarding executive management and control function staff remuneration as well as determine measures to monitor and follow-up the application of the remuneration policy. Members of the remuneration committee may not participate in the executive management of ABGSC AB and should have sufficient knowledge and experience in matters relating to risk management and remuneration matters. The internal audit function shall annually, as part of the audit plan, review that remuneration is consistent with the remuneration policy. Variable remuneration Earnings that form the basis for any variable remuneration shall mainly consist of risk-adjusted profit measures, taking into account both current and future risks. Consideration should also be taken to the actual cost of the capital and liquidity of the business. Any variable remuneration should be linked to relevant, predetermined and measurable criteria and promote the Group’s and ABGSC AB’s long-term interests. There are prerequisites/criteria on group level, business unit level and individual level that should be fulfilled in order to distribute variable remuneration. Examples of such prerequisites/criteria include business generation, client ranking, cross contribution and operational excellence. Any variable remuneration to individuals in control functions must be determined based on goals tied to the specific control function and be independent of the business areas and business results that are inspected by the control function. Furthermore, variable remuneration to staff in control functions should be based on group earnings. For specifically identified staff whose variable remuneration annually amounts to at least SEK 100 000, at least 40 % of the variable remuneration shall be deferred for at least three years before it is paid to the individual. Variable remuneration payable to the executive management will be deferred by at least 60 % for at least three 3 years. Plan Documentation The other terms for receiving the variable remuneration include inter alia that the results and performance that serves as the basis of the allotment of variable remuneration are found to be sustainable in relation to the group’s or ABGSC AB’s financial situation, the outcome of variable remuneration appears reasonable given other relevant circumstances, including the status of the prevailing business environment as well as the prevailing regulatory requirements, and that ABSGC AB has not experienced or expects to face a significant deterioration of its’ financial position. ABG Sundal Collier AB Ledande Övriga befattningshavare anställda Totalt Total årlig kostnadsförd ersättning 2012 23 631 111 286 134 917 Fast ersättning 15 654 79 463 95 117 66% 71% 71% 8 83 91 7 977 20 739 28 716 4 726 63 4 789 34% 19% 21% 5 59 64 100% 100% Garanterad rörlig ersättning 2012 0 10 680 10 680 varav utbetalda under 2011 0 500 500 "Sign- on" utbetalad 2011 varav utbetalda under 2012 0 8 667 8 667 "Sign- on" utbetalad 2012 varav utbetalda under 2013 0 1 513 1 513 "Sign- on" utbetalad 2013 0% 10% 8% 4 Alla siffror angivna i tkr Kom m entarer Fast, rörlig och garanterad rörlig ersättning % av total ersättning Antal anställda Rörlig ersättning 2012 varav uppskjutna ersättningar % av total ersättning Antal anställda % kontanter och pensionsinbetalningar % av total ersättning Antal anställda % kontanter Avgångsvederlag 2012 % av total ersättning Antal anställda 0 4 100% 100% varav uppskjutna ersättningar Antal anställda 0 404 0% 0% 0 2 2 5 303 27 586 32 889 3 631 149 3 780 9 68 77 404 0 0 0 varav utbetalning under 2013 Antal anställda 0 -2- Fast ersättning som andel av total årlig ersättning Intjänad under 2012, delvis utbetald 2013 Uppskjutna ersättningar avs särskilt reglerad personal Rörlig ersättning som andel av total årlig ersättning "Sign- on" Vid utbetalningstillfället utgår kontant betalning Ackumulerad ej utbetald garanterad rörlig ersättning intjänad innan 2012 Fast ersättning relaterad till grundlön Ingen ersättning har utgått i finansiella instrument Rörlig ersättning intjänad under 2011 eller tidigare och utbetald 2012 intjänad 2012 ( exkl. sociala kostnader och pensioner ).