2015 REGIONAL SENIOR EXECUTIVE REWARD SURVEY MERCER EXECUTIVE REMUNERATION GUIDES (MERG) CHINA, HONG KONG, INDIA, JAPAN AND SINGAPORE
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1 2015 REGIONAL SENIOR EXECUTIVE REWARD SURVEY MERCER EXECUTIVE REMUNERATION GUIDES (MERG) CHINA, HONG KONG, INDIA, JAPAN AND SINGAPORE
2 MERCER EXECUTIVE REMUNERATION GUIDES MERCER S NEW ASIA SENIOR EXECUTIVE REWARD SURVEY WILL PROVIDE MARKET DATA TO SUPPORT EXECUTIVE REMUNERATION PROGRAMS FOR LEADING ORGANIZATIONS IN ASIA. WHY WE DEVELOPED MERG FOR ASIA Over the years, Mercer has been recognized for our work with the Total Remuneration Survey (TRS) - immensely useful for organizations who want a good overview of salary practices for standard positions in a company. With recent years seeing a the further expansion of large organizations into Asia, we have also observed the need for a specialized executive remuneration guide. Mercer Executive Remuneration Guides (MERG) is hence an excellent reference for policies, practices and competitive remuneration data specific to top-tier executives in larger organizations. MERG - AN EXCLUSIVE EXECUTIVE SURVEY MERG was specially created to cater to organizations that: SURVEY FEATURES Coverage: 1. Over 100 benchmark top positions at the CEO level and the next three reporting levels 2. 5 major markets across Asia China, Hong Kong, India, Japan and Singapore 3. Full reward package including cash, long term incentives and benefits Flexibility - Mercer WIN allows you to analyse the data by job position, job family, job size, or a combination of these approaches. Reliability - Consistent participation by organisations creates a solid representation of multinational organisations in each country. Expert advice - Local Mercer experts work closely with participating organisations and provide assistance in the job matching and/or job evaluation process. 1. Require country-specific insight into full remuneration practices and policies tailored to top-tier executives 2. Need the details of compensation and benefits for specific executive levels - i.e. separate data for CEO, CFO, Group Financial Controller etc. 3. Are of a substantial organizational size 4. Are global or regional in nature (i.e with operations that extend out of the home country) 2
3 BENCHMARK POSITIONS AND JOB FAMILIES Information will be captured at the group, divisional, regional, and country levels. Survey roles are underpinned by Mercer s International Position Evaluation (IPE) tool, ensuring that positions are accurately compared on a like-for-like basis. TOP MANAGEMENT Chairman* Chairman and Chief Executive Oicer (CEO)* Vice Chairman of the Board* Chief Executive Oicer # Deputy General Manager Top Business Unit Executive Top Function Executive** Head of Function** CORPORATE AFFAIRS Corporate Secretary Head of Regulatory Aairs Head of Compliance Head of Corporate Planning Head of Government Relations Head of Public Relations Head of Investor Relations FINANCE & ADMINISTRATION Head of Shared Services ADMINISTRATION Top Operations Executive # Head of Operations Head of Project Management CONTACT CENTRE Top Customer Service Executive # Head of Customer Service SALES/MARKETING/ SALES & MARKETING Top Sales and Marketing Executive # Head of Business Development Top Marketing Executive # Head of Marketing Top Sales Executive # Head of Sales ENGINEERING Top Engineering Executive # Head of Engineering (General) Head of Civil Engineering *Applicable only for Japan ** Not Applicable for Singapore & China # Available breakdowns by Group/Division/Region/Country level) LEGAL Top Legal Executive/General Counsel # Head of Legal HUMAN RESOURCES Top Human Resources Executive # Head of Human Resources - Generalist Head of Compensation & Benefits Head of Training and Development FINANCE Chief Financial Oicer # Head of Finance Head of Risk Management Head of Treasury Head of Credit & Collections Head of Audit Controller Head of Financial Planning / Analysis Head of Mergers & Acquisitions Head of Tax INFORMATION TECHNOLOGY Chief Information Oicer # Head of Information Systems Head of IT Operations Head of IT Support R&D Head of Research & Development # MANUFACTURING Top Manufacturing Executive # Head of Production SUPPLY & LOGISTICS Top Supply and Logistics Executive # Head of Logistics Management QUALITY (NOT APPLICABLE FOR HONG KONG) Head of Quality # INSURANCE (NOT APPLICABLE FOR CHINA) Top Actuarial Executive Head Actuary 3
4 WHAT DO YOU RECEIVE? ONLINE ACCESS CUSTOM ANALYSIS Data delivered online through Mercer WIN, accessible anywhere, at any time fully customise searches and statistics according to your individual needs, and receive instant comparisons of your organisation s data against the market. SURVEY OVERVIEW A general review of typical salary practices and compensation mix, employment trends, and other economic indicators related to human resource management decisions in the region and/or at the country level. SALARY POLICY AND INCENTIVES AND BENEFITS OVERVIEW TYPICAL PRACTICES Salary increase trends. Short-term incentives. Long-term incentives. Key benefits (life insurance, long-term disability, private medical insurance, company cars). Custom statistics tailored to your needs using Mercer WIN, such as: Peer group (minimum of 10 organisations). Group/subsidiary role. Revenue/employee number and more. MARKET REGRESSION Regression statistics and graphs by: Position class. Functional area for each of the major Components of total remuneration. Industry sector. SURVEY MEETINGS (FACE -TO -FACE OR GENERAL MEETINGS) Annual survey meetings are organised at the country level to help you make the most of your data and to review key survey findings. SUMMARY TABLES AND ACTUAL MARKET DATA Detailed market analysis of individual survey positions. Each role displayed in survey tables for each element of compensation. 4
5 SAMPLE REMUNERATION DATA TABLE The following information will be provided for each survey role in the report. 01 September 2014 Actual Market Data Japan MERG Position Code: No. of Organizations: 23 Position Title: Chairman No. of Observations: 23 Position Class: Currency: Japanese Yen Position Description: Lead the Board of Directors to ensure that the Board achieves its mandate of setting the overall direction of the organization and representing the interests of shareholders. Please note that associated organization type should be Parent/Independent. Compensation data displayed in whole numbers Description 25 th Percentile Actual Data of Recipients Only Median Average 75 th Percentile Receiving Item No. of Orgs No. of Obs % Obs Position Class ANNUAL BASE SALARY 33,608,640 53,000, ,332,568 72,000, Guaranteed Allowances , , ANNUAL GUARANTEED CASH 33,608,640 53,600, ,391,524 72,000, Eligible for STI Variable Bonus (Target) - Amount 7,482,882 15,250,000 24,289,507 30,528, Variable Bonus (Target) - % of Salary Variable Bonus (Maximum) - Amount 15,998,400 18,750,000 48,151, ,609, Variable Bonus (Maximum) - % of Salary ANNUAL TOTAL CASH TARGET 37,160,000 53,600, ,137,911 93,865, Variable Bonus (Actual) - Amount 5,923,295 10,800,000 17,448,523 29,621, Variable Bonus (Actual) - % of Salary Other Bonus (Actual) ,940, ANNUAL TOTAL CASH ACTUAL 37,000,000 62,160, ,646, ,570, Eligible for LTI Share Option (Appreciation) Plan Value Share Plan Value (Service Vesting) -- 31,645,000 33,388, Share Plan Value (Performance Vesting) Cash Plan Value Deferred Compensation Actual LTI Value - Amount 7,305,100 14,929,200 20,760,362 31,645, Actual LTI Value - % of Salary ANNUAL TOTAL DIRECT REMUNERATION 45,608,640 68,004, ,769, ,200, Age Tenure Note: Only median and mean will be displayed if a significant share of the incumbents is supplied by one organization. See the data confidentiality topic in the Methodology section of this report for more details. Level in Organization No. of Orgs No. of Obs % Obs Regional Responsibility No. of Orgs Level Global Level Multi Regional Level Regional Level Member of Board or Executive No. of Obs % Obs 5
6 SAMPLE OF POLICIES AND PRACTICES REPORT The contents of the Policies and Practices Report (PPR) are specific to each country and each section provides details pertaining to each job level. To best document each country s practices and requirements, do note that the format of the final report may be subject to change. JOB LEVEL DEFINITIONS Level 1: Chief Executive Oicer Level 2: Direct Reports to CEO (e.g. Chief Financial Oicer) Level 3: Reports to Level 2 (e.g. Group Financial Controller) Level 4: Reports to Level 3 (e.g. Country Finance Director) Top executives: Levels 1 & 2 Other executives: Levels 3 & 4 CONTENTS Remuneration policies Target market pay level Changes to remuneration policy based on the various remuneration components (STI, Pension, Long Term incentive, Company Cars) in the past and next 12 months Base Salary Salary review timelines in the year Salary movements (actual and forecast) across the dierent levels Salary decreases/increases planned for in the following year Actual salary movements Factors determining salary increase Bonus (Short Term Incentives) Threshold (bonus paid for minimum performance), Target and Maximum Bonus Percentage of organizations with threshold/target/maximum bonuses Threshold/Target/Maximum bonus as percentage of salary Actual Bonus per role as percentage of salary Actual bonus payments per role as percentage of salary Percentage of individuals that did not receive a bonus Actual vs. Target bonus Actual vs. Maximum bonus 6
7 Plan funding Bonus plan payout - linked factors such as: performance vs budget, organizational profits, discretionary etc. Performance measures Plan design typical performance measures relating to bonus Performance measures prevalence Performance measures weightage Deferred cash compensation Cash compensation deferral Long Term Incentives (LTI) Percentage of organizations oering LTI LTI plan eligibility across levels Number and types of long term incentive plans Quantifying long term incentives Grant Policy Global or local grant policy Pre-existing condition for granting: performance shares/share units, long-term cash plans etc. Frequency of grants Grant value Factors determining long term incentive grant value Calculation of long term incentive payments as percentage of base salary Long term incentive value allocation as percentage of base salary Expected long term incentive grant value Vesting Policy Vesting schedule Vesting period Long term incentive awards vesting types Maximum grant potential Share Ownership Guidelines Share ownership requirement levels 7
8 SAMPLE FROM POLICIES & PRACTICES REPORT (PERFORMANCE MEASURES) Performance Measures Plan design Typical performance measure relating to bonus is Corporate Performance as captured in the following table. Level 1 Level 2 Level 3 Level 4 Corporate Performance 87% 81% 74% 77% Division/Business Unit Performance 18% 30% 33% 27% Regional Performance 4% 9% 11% 9% Individual Financial Performance 4% 19% 7% 9% Individual Non-financial Performance 24% 21% 37% 36% Other 22% 23% 19% 18% No. of Responses Performance measures prevalence Short-term incentives plans use a range of measures. The most prevalent measure is Other Financial Measures, as captured in the following table. Level 1 Level 2 Level L 3 Level 4 Total Shareholder Return (TSR) 0% 0% 0 0% 0% Earnings per Share (EPS) 3% 3% 3 4% 0% EBIT, EBITDA, Net Income 50% 47% 35% 3 29% Other Financial Measures es 66% 68% 83% 94% Other Non-financial Measures 34% 3 35% 43% 41% No. of Responses Note: Some organizations use multiple measures; therefore the total exceeds 100%. Performance measures weight The table below shows the median weight assigned to each performance measure. Level 1 Level 2 Level 3 Level 4 Total Shareholder Return (TSR) Earnings per Share (EPS) EBIT, EBITDA, Net Income 75% 85% 73% 70% Other Financial Measures 73% 67% 60% 72% Other Non-financial Measures 35% 30% 45% 50% No. of Responses Note: Calculations were made for each measure separately; therefore the total may not equal 100%. Note: *Levels 1 to 4 refer to specific position levels such as CEO, CFO etc as classified in the full report 8
9 SAMPLE FROM POLICIES & PRACTICES REPORT (LONG TERM INCENTIVE GRANT VALUE) Grant Value Factors determining long-term incentive grant value Organizations generally base the value of grant on Management Discretion under Stock/Share Options, Restricted Shares/Share Units plans. Job Level is the most prevalent factor to determine grants under Shareholding Association plan. Stock/ Share Options Share Appreciation Rights (SARs) Restricted Shares/ Share Units Performance Shares/ Share Units Performance Cash Units Longterm Cash Shareholding Association Job Level 10% - 13% 44% - 33% 100% Salary Level 10% - 13% 11% 33% 67% - Reference to 20% % % - 33% - Short-term Incentive Earnings Reference to 10% Investment Made by the Executive Fixed Number of 10% - 13% 11% Shares/ Share Options Management 50% - 50% 22% 33% - - Discretion Other 30% - 25% 11% 33% - - No. of Responses Note: Some organizations indicated more than one factor; therefore the total exceeds 100%. 9
10 SURVEY SCHEDULE AND PRICING COUNTRY PRICES IN USD TENTATIVE TIMELINES (2015) Questionnaire Distribution Data Submission Report Delivery China 6,000 (full report w PPR) 3,000 (PPR only) 17 Jul 18 Sep 1 Dec Hong Kong 3,000 (full report w PPR) 2 Jul 30 Sep 16 Nov India 6,000 (full report w PPR) 3,000 (PPR only) 15 Jun 18 Sep 18 Dec Japan Singapore 6,200 (full report w PPR) 17 Jul 18 Sep 1 Dec 3,000 (full report w PPR) 5 Jun 20 Jul 28 Oct *Prices above are applicable for MERG participants only. The reports will cost three times the listed price for non-participants. Note: PPR stands for the Policies and Practices Report customized for executives. EXCLUSIVE PROMOTIONS Receive a 25% discount o the total price if you choose to participate and purchase the MERG reports for all countries USD 18,150 (U.P USD 24,200). Participants of our Total Remuneration Survey (TRS) will enjoy a 50% discount o listed prices for each country. (Not applicable for China. Please contact your consultant for details on China s promotions.) Note: Promotion schemes cannot be used at the same time. CLICK HERE TO PARTICIPATE IN MERG FURTHER INFORMATION To obtain more information, please contact your respective consultants here 10
11 ABOUT MERCER Mercer s Talent business segment helps clients address critical issues regarding their people. Our services include consulting and expertise on leadership and organization performance, workforce analytics and planning, communication, rewards and mobility, as well as a full range of best-in-class information and technology solutions. We provide a full spectrum of executive rewards consulting and information services across the areas of compensation, performance, regulations, and governance. MERG is being conducted across 13 markets in Europe and six countries in Latin America. Eective 2014, MERG has been made available in China, Hong Kong, India, Japan and Singapore. 11
12 For further information, please contact your local Mercer oice or visit our website at: Argentina Australia Austria Belgium Brazil Canada Chile China Colombia Denmark Finland France Germany Hong Kong India Indonesia Ireland Italy Japan Malaysia Mexico Netherlands New Zealand Norway Peru Philippines Poland Portugal Saudi Arabia Singapore South Africa South Korea Spain Sweden Switzerland Taiwan Thailand Turkey United Arab Emirates United Kingdom United States Venezuela Copyright 2015 Mercer LLC. All rights reserved.
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