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 ).