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Private Equity Club 2009Facing today, tomorrow and the day after*
*connectedthinking
Slide 2
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
IPO readiness: Planning for exit
Ashley Coups
Private Equity Assurance Leader, PricewaterhouseCoopers LLP
Slide 3
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Recent headlines
““Aviva to raise EURO 1.1Bn In Delta Lloyd IPO”
“Private equity looks to float again in 2010”
“Ocado planning £350m sharesale”
“Pets at Home groomed for 2010 flotation”
“Plans for IPOs to be aired by BC partners”
Slide 4
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Introductions
Capital MarketsGroup Partner
Mark Hughes
Capital MarketsGroup Director
Sophie Rooke
M&A Private Equityand Tax Partner
Marissa Thomas
Human ResourceServices Partner
Julian Samsun
Slide 5
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Agenda
• Your objectives
• Managing the exit – key issues
• Which market?
• Identify the issues up front
• Overview of requirements
• Historical track record and IPO windows
• Common pitfalls
• Remuneration matters
• IPO readiness – an approach that works
Slide 6
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
• Execution of strategyand development ofcompelling equitystory
• Strong cashconversion
• Initial Public Offering(IPO)
• Trade sale
• Sale or strategic dealwith another privateequity investor
• Refinancing
• Rigorous up frontplanning providingflexibility on timing ofexit
• Minimise need for topup work
Maximise valueon exit
Maintain flexibilityof exit routes
Minimise disruption tothe business andavoid delaysand surprises
Your objectives
1 2 3
Slide 7
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Managing the exit – key issues
ExitInvestmentAcquisition
Maximising value
IPO
Trade sale
Strategic deal/ PE sale
Tw
inT
rack
Experiencedmanagement
team
Clear strategyand compelling
equity story
Recognisablesustainable
brand
Good trackrecord
Strong cashmanagement
Robustmanagementinformation
Value
Slide 8
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Which market?
Where to list?
Market• Total market capitalisation and
turnover
• Number of companies listed
• Total money raised from IPOs
• Market liquidity
Profile• Core business location
• Stage of development of thebusiness
• Expectation other stakeholders
• Listing location peers
Regulation• Admission criteria
• Prospectus Rules
• Continuing obligations
Indices• Indices structure the stock
markets and channel investorattention increasing liquidity ofshares
• Certain indices are limited todomestic companies only
Slide 9
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Identify the issues up front
• Need for a compelling equity story and evidence ofsuccessfully managing business through the downturn
• Be ready to access market quickly when IPO marketreopens
• Selection of market
Strong equity story and track record
• Accounting complexities – including the conversion fromlocal GAAP to IFRS, availability of consolidated financialinformation
• Complexity of financial track record
- need for carve out financial information
- impact of acquisitions/disposals “buy & build”
- identification of issuer
- impact of refinancing structures
Complexity of financial track record
• Establish high quality corporate governance standardsunderpinned by robust management information andmanagement reporting systems:
- Building an experienced board of directors
- Implementing systems and processes to enabletimely reporting of information
- Developing appropriate risk management, audit,compliance procedures
• Other deal related matters: tax structuring, distributablereserves, incentive arrangements
Preparing for life as a public company
• Planning and good preparation are crucial for asuccessful flotation. Issues highlighted at this earlystage can be tackled prior to the offering commencing,thereby minimising potential unpleasant surprises andmaking the most of unexpected advantageous situations
• Identify a strong project manager who understands theprocess
• Ensure shareholder and management objectives aligned
• Anticipate political obstacles – including regulatory andcompetition clearances
Benefits of rigorous planning
Slide 10
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Overview of requirements
At least 25% shares in public hands
Sufficient working capital for at least 12 months from the date of the prospectus
Adequate financial reporting procedures
Adequate controls to meet continuing obligations
Interim financial information if document is dated more than 9 months after end of lastaudited financial year
Audited numbers must not be more than 6 months old
At least 75% of business should be supported by revenue earning track record for 3 yearperiod
Two years IFRS (or equivalent) – US GAAP accepted
Clean three year track record
Production of prospectus or admission document
Appointment of a sponsor/nominated adviser and broker
Eligibility conditions in London (similar to other jurisdictions) Main Market
PwC’s Which Market? publication
Slide 11
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
A strong financial track record is key
Accounting considerations
• Availability of IFRS numbers
• Can disclosure requirements be met across all 3 years?
• How might segmental presentation impact the presentation of the business?
• Is consolidated financial information available at level of issuer?
Complex financial track record
• Is carve-out financial information needed?
• Is the track record impacted by acquisition / disposals? (need to reflect 75% of businessacross the track record)
Other
• Will interim financial information (including comparatives) be needed?
Financial track record in London (similar to other jurisdictions)
Slide 12
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
IPO windows – IPO in 2010 using 3 years to December 2009
2010200920082007
1 Jan 2007 31 Dec 2007 31 Dec 2008 31 Dec 2009 30 Jun 2010
Conversionto IFRS
Dec auditedaccountsproduced
Ea
rlyM
ar
IPOwindow
FSAreview
At 30 June the 31 Dec2010 financials go staleunder UK Listing Rules(9 months underProspectus Rules)
Pre-IPO preparation complete.IPO preparation commences
Slide 13
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Common pitfalls: Prepare the business early for lifeas a public company – it takes time
• Early determination of which entity will list
• Creation of distributable reserves for futuredividends / elimination or reserves blocks
• Determination of appropriate capital structure,including debt level
Transaction structure
Slide 14
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Common pitfalls: Prepare the business early for lifeas a public company – it takes time
• Unwinding and simplification of the acquisitionstructure
• Impact required restructuring and proceedsdistribution to investors
• Managing dividend withholding tax leakage
• Understanding the group future tax rate
• Understanding and disclosure of the inherent taxrisks
Tax considerations
Slide 15
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Common pitfalls: Prepare the business early for lifeas a public company – it takes time
• Need to upgrade systems, procedures and controlspre IPO
• Difficulty in producing interim consolidated financialstatements within required time frame
• Need for robust budgeting and forecastingprocesses and cash flow management
• Ensure clarity of what needs fixing pre IPO andwhat enhancements are to be made post IPO
Financial reporting and control environment
Slide 16
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Common pitfalls: Be clear on the issues up frontand establish a strong project team
• Limited up front planningdoes not identify all issues upfront
• Lack of dedicated projectdrivers with sufficientinfluence across business
• Clear ownership of project atboard level
• Workstream owners haveinsufficient resources todeliver workstreams inaddition to performing theday job
• Management and ownerobjectives not fully aligned
• Will non-financial metrics be needed to market offerand enhance value and are they robust and verifiable
• Effective post IPO incentive plans notdesigned/implemented early enough
• Regulatory clearances not sought early enough in process
Corporate Governance
• Supervisory Board established late in the process
• Compliance with Corporate Governance standards
Investor Relations
• Ineffective communication with investors during and post IPO
Capital Markets Compliance
• Have procedures been established to ensure compliancewith transparency and disclosure rules
Project management Other considerations
Slide 17
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Agenda for remuneration
• What happens to existing incentives?
• Market practice
- How is the package structured in similar listed companies and how relevant is this?
- What quantum of package is market practice?
• Developing total reward packages
- Benchmark each element
- Incentives to be consistent with business objectives and investor requirements
- Taxation? Co-investment?
- Wider employee share plans
• Governance
- Remuneration Committee appointment, terms of reference, process
- Contracts
- Investor bodies
Areas to consider
Slide 18
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Key pay differences between listed and PE backed companies
• Fixed pay targeted around median,incentives geared to deliver upper quartile
• Have been big annual increases
• Annual bonuses based on mix of financialand personal performance
• Rolling annual awards made under LTIPs
• Very consistent performance conditionsacross companies (Relative TSR, EPS)
• Generally not tax efficient
Listed companies
• Fixed pay may be lower due to lowerincreases
• Financially driven bonuses
• One LTIP targeted at exit
• Tax efficient
Portfolio companies
But the typical listed model is flawed, careful consideration can provide a much betterremuneration structure
Slide 19
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Annual bonuses can have a range of performance conditions
FTSE 250, Source PwC Monks and IVIS
0 10 20 30 40 50
Financial, Individual
and non-financial
Financial and non-
financial
Financial and
individual
Financial only
% of companies
Slide 20
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Typical listed company LTIP – is this right for you?
• Half the payment is based on company’s TotalShareholder Return* versus a comparator groupover a 3 year period
• Nothing vests for below median performance
• 25% vests at median
• 100% vests for upper quartile performance
• EPS measure is anchored to inflation, eg 25%vests for EPS of RPI+5% pa, 100% vests forEPS of RPI+10% pa measured over a 3 yearperiod
50% Relative TSR*, 50% EPS
On IPO, businesses have a natural anchor to performance – the listing price – and abusiness plan that should be well understood by the market. LTIPs should be builtaround delivering this plan and growing the value to investors.
*Total Shareholder Return or TSR is the return an investor would receive through combination of share price increases anddividends. Dividends are reinvested into the shares.
TSR
• Choosing appropriate comparators
• Volatility of share prices
• External shocks
• Issue of cliffs at median and upper quartile
EPS
• Poor performance one year creates a low basethe next
• Little attempt to differentiate based on realbusiness prospects
Some issues with this
Slide 21
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Benchmarking the total package
Build up approach avoids gaming individual elements
0
200
400
600
800
1000
1200
Base Total cash (inc bonus) Total direct prospective on-target
earnings (inc LTIP)
Total prospective on-target
remuneration (inc pension)
Med
ian
rem
un
era
tion
£'0
00
CEOs
CFOs
Directors
Slide 22
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Taxation
• Listed company plans are generally subject to income tax + national insurance –effective rate 51.5% for highest earners
• Increasing focus on tax efficient plans since 2009 Budget
- Approved plans
- Joint Ownership Plans
- Special classes of shares
• Pensions no longer efficient for highest earners. Alternatives being consideredinclude:
- Employer Financed Retirement Benefit Schemes (EFRBS or ‘unapprovedpension’)
- Employee trusts
- Paying as cash
- Emigrating!
This is an area of rapid change in the listed world
Slide 23
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
All employee plans
• Company Share Option Plan (‘approved options’)
- Market value options with face value limit of £30,000
- No income tax, CGT paid on sale unless covered by annual exemption
- Corporation tax relief on gains
• Save As You Earn
- Discounted option plan linked to savings vehicle, limited to £250 per month
- Achieves CGT & CT deduction
• Share Incentive Plan
- Partnership shares up to £1,500 pa
- Matching shares up to 2x or £3,000 pa
- Free shares up to £3,000 pa
- Achieves CGT & CT deduction
• All plans subject to holding shares / options for set period of time and otherrestrictions
These plans provide a tax efficient means to invest in the business
Slide 24
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Governance
• Remuneration Committee
- Establish committee, agree terms of reference and meeting cycle
- Committee reviews performance and ultimately determines awards
• Contracts
- 12 month max is normal
- Mitigation on leaving
- Bonuses, LTIPs typically pay pro-rata to time and performance for good leavers
• Investors
- A number of shareholder bodies will comment on remuneration every year
- Adverse comments take the form of ABI ‘Red Top’ and vote against recommendations
- May lead to a vote against a remuneration report
- This can lead to reputational issues for the Remuneration Committee and the business
• Establish transparent policies and procedures early
Governance is closely monitored by investors in listed companies
Slide 25
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
IPO ReadinessAn approach that works
Post investment Pre-IPO preparation
Timetable
Maximising value post initialinvestment
Pre-IPO preparation IPO preparation Marketing / Pricing
Performanceimprovement
Financial trackrecord
Duediligence
Corporate and taxstructure
Transaction structuringand finance
considerations
Financial reportingprocedures andinternal controls
Corporate governance
12-24 months
6-9 months
4-5 months
1 months
• Strategy and equity story
• Identify and deliverperformance improvementinitiatives
• Consider strategicacquisition / divestment
• Appoint key managementteam
• Availability of threeyear IFRS trackrecord
• Complex financialhistory (materialacquisitions)
• Carve out financialstatements
• Conversion toIFRS
• Selection ofappropriate policies
• Availability ofinformation
• Early understandingof key issues andequity story
• Understanding ofunderlyingperformance /trends across trackrecord period
• Legal structure(transparency andownership)
• Related partytransactions
• Tax considerations:
– Pre IPOrestructuring
– Minimising tax onIPO proceeddistributions
– Managing futureeffective tax rate
– Holding companylocation
– Preservation oftax losses
• Need to restructurebusiness pre IPO
• Impact of dividendcapacity and policy
• Location of Hold co
• Index inclusionconsiderations
• Ability to meetcontinuingobligations (LP2)
• Budgeting andforecastingprocesses
• Managementinformation
• Group tax andtreasury
• IT systems
• Internal audit
• Compliance withCombined Code
• Composition/structure of theboard andcommittees
• Risk management
• Regulatoryconsiderations
• Corporate andsocial responsibility
Slide 26
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
IPO ReadinessAn approach that works
Phase 1 Phase 2 Phase 3
Pre-IPO IPO Post-IPO
IPOHealth-check
ReadinessAssessmentandImplementation Plan
ProjectSet Up
Deliveringthe IPO
Embedding change
Phase 1.1 Phase 1.2 Phase 1.3
Agreed IPO implementationplan
Detailed IPO readinessassessment workshops
IPO health-check identifyingkey issues
Slide 27
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Panel Discussion
Slide 28
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Appendices
Slide 29
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Twin track approach
Tradesale
IPO
Historicalfinancials /
business plan
Informationmemorandum
Vendor duediligence
DataroomShare
purchaseagreement
Auctionprocess
Historicalfinancials /
business planProspectus
Financialinformation,
comfort letterAudits
Regulatoryfilings
Marketing,roadshowsand pricing
Regulatory / investor protection driven
Subject to regulated timeline
More commercially / diligence focused
Ability to compress timetable
Slide 30
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Delivering a successful IPO
• Equity story and strategy
• IFRS track record andconversion
• Legal and tax considerations
• Financial reporting procedures
• Corporate governance
• Due diligence
• Prospectus
• Verification
• Investor education
• Roadshow
• Regulatory approvals
Pre-IPO preparation IPO preparation Marketing / Pricing
4 – 5 months
1 month
Slide 31
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Illustrative timelineA lot to do in a short period of time
Regulation anddocumentation
Marketing
Companyunderwritersadvisors
Auditors/reporting accountants
General
Month 6Month 5Month 4Month 3Month 2Month 1Flotation timeline
Transaction, shareholder and debt structure finalised Appointment of underwriters (beauty contest) Appointment of advisers (financial, legal, IR) Preparation of investor story General planning, timetable and preparation Discussions with UKLA
Historical financial statements and interim financial statements Conversion to IFRS Financial reporting proceduresWorking Capital report Profit forecast (if applicable) and pro forma report, if any Comfort letters plus review of prospectus
Business and financial due diligence Legal due diligence Draft legal documents Prospectus preparation and verification
Imp
act
da
y
Pa
thfin
der
da
y
Announcement ofpossible listing
Pre-marketing Broker research Prepare investor
relations function Preparation for road
show
Confirmation ofeligibility
Prospectus verification Drafting prospectus plus comment letter regulator Prospectus vetting and approval
Slide 32
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
IPO windows
31 Dec
2010 timeline
30 Jun1 Jan
List using 31 December2009 audited financial
statements
List using 30 June 2010audited interim financial
statements
144A 135 day rule - 31 Decfinancials go stale
Audited accountsproduced
15
Ma
y
At 30 June the 31 Decfinancials go stale under
UK Listing Rules (9months for Prospectus
Rules)
Ea
rlyM
ar
30 June Auditedaccounts produced
with unauditedcomparatives
31 Dec30 Jun1 Jan
IPO
win
do
wc
los
es
las
t2
we
ek
s
IPO window
144A 135 day rule -30 June financials go
stale
IPO window
12
No
v
Ea
rlyS
ep
FSA review
FSA review
Slide 33
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Exchange requirements
The following table provides a high level analysis of the significantrequirements and differences of six international exchanges
Profit forecast
Pro forma financial information
Compliance with exchange's local GAAP4
Working capital
Capitalisation and indebtedness
Retailed party transaction disclosure
Major transaction disclosure5
Major transaction pre-approval
Quarterly reporing5
Half year reporting5
Annual reporting
Ongoing requirements – financial information
Difference between domestic and overseas listed companies
Trading support structure
Internal control certification
Corporate governance
€1 million£700 thousand€5 million$750 million$8 million• Market capitalization3
25%25% of class of shareslisted to be held in
public hands
Minimum 25% of issuedshare capital or 5% if this
represents €5 million
1,100 thousand750 thousand• Minimum shares traded on market
500500400 round lotshareholders
• Minimum number3
Investors
Applicant must be able todocument a profitable trackrecord OR document that ithas sufficient funding for at
least 12 months
Sum of last threeyears: $10 million
Minimum in each of thetwo most recent years:
$2 million
Sum of last three fiscalyears: $2.2 million
No losses in prior threeyears
• Profits3
$75 million$90 million• Revenues2
NASDAQ OMXLondon Stock ExchangeNYSE Euronext
• Audited track record1
Financial information
Initial listing criteria
Stockholm ExchangeAIMMain marketEuronext AmsterdamNYSENASDAQ Global Select2
Key:
Significant requirements
Some requirements
Minimal requirements
Notes:
1 AIM requires an audited track record, if oneexists
2 NASDAQ Global Select (NASDAQ) is themarket with the most stringent initial listingrequirements among the three marketscomprising The NASDAQ Stock Market
3 When initially listing on NASDAQ, companiesmust meet the criteria for revenues or profits.When listing on the AMEX, companies mustmeet any one of the criteria for revenues,profits, minimum number of investors or marketcapitalisation.
4 In the US, the SEC eliminated the requirementfor Foreign Private Issuers (“FPIs) to reconciletheir financial statements to US GAAP wherethey have been prepared under IFRS aspublished by the IASB
In the UK, non-EU issuers are permitted to useaccounting standards other IFRS, provided thatthe country issuing those standards has, by 30June 2008. publicly committed to either adoptIFRS or to converge with IFRS by 31 December2011. Additionally, the EU has specificallypermitted non-EU issuers to use US GAAP andCanadian GAAP
5 FPS in the US only need to follow their homecountry’s rules
6 If particular criteria are not met, consultationwith the exchange is recommended
Slide 34
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
IPO readiness – a tried and tested approach
Two stage approach
High level IPO healthcheck workshop with keymanagement/houses toidentify key issues
1
Detailed readinessassessment workshopsto understand the issuesand develop a detailedremediation plan
2
Readiness assessment typically covers:
• Corporate and tax structure
• Transaction structure
• Financing and tax considerations
• Financial track record
• Financial reporting procedures andinternal controls
• Corporate governance
Slide 35
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Scope of IPO readiness
• Legal structure(transparency andownership)
• Related partytransactions
• Tax considerations:
- Pre-IPOrestructuring
- Minimising taxon IPO proceeddistributions
- Managing futureeffective tax rate
- Holding companylocation
- Preservation oftax losses
• Availability ofinformation
• Early understandingof key issues
• Understanding ofunderlyingperformance
• Need to restructurebusiness pre IPO
• Impact of dividendcapacity and policy
• Location of Hold co
• Index inclusionconsiderations
Corporate andtax structure Due diligence
Transactionstructuring andfinanceconsiderations
• Ability to meetcontinuingobligations (LP2)
• Budgeting andforecastingprocesses
• Managementinformation
• Group tax andtreasury
• IT systems
• Internal audit
• Availability of threeyear IFRS trackrecord
• Complex financialhistory (materialacquisitions)
• Carve out financialstatements
• Conversion to IFRS
• Selection ofappropriate policies
Financialreportingprocedures andinternal controls
Financial trackrecord
• Compliance withCombined Code
• Composition/structure of theboard andcommittees
• Risk management
• Regulatoryconsiderations
• Corporate and socialresponsibility
Corporategovernance
Slide 36
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Base pay increases
FTSE 250, Source PwC Monks and IVIS
0
1
2
3
4
5
6
7
8
9
2004 2005 2006 2007 2008 2009
%B
ase
pa
yin
cre
ase
CEO
Other Directors
ZERO
Slide 37
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Annual bonuses
FTSE 250, Source PwC Monks and IVIS
0
20
40
60
80
100
120
2004 2005 2006 2007 2008 2009
Bonus
as
%base
sa
lary
Maximum bonusopportunity
Actual bonus payments
Slide 38
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Performance metrics – annual bonuses
FTSE 250, Source PwC Monks and IVIS
0 10 20 30 40 50
Financial, Individual
and non-financial
Financial and non-
financial
Financial and
individual
Financial only
% of companies
Slide 39
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Non financial metrics
FTSE 250, Source PwC Monks and IVIS
0 10 20 30 40 50 60
People
Risk Management
Shareholder measures
Project
Production
Operation
Customer
Corporate responsibility
Strategy
Health & safety
Personal targets
% of companies
Slide 40
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Deferred annual bonuses (DABS)
FTSE 250, Source PwC Monks and IVIS
None
Compulsory
Voluntary
Combination (compulsary and voluntaryelements)
Slide 41
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
LTIP expected value
FTSE 250, Source PwC Monks and IVIS
0
20
40
60
80
100
120
2004 2005 2006 2007 2008 2009
Valu
e(%
ofb
ase
pa
y)
Lower quartile
Median
Upper quartile
Slide 42
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Form of long term incentive
FTSE 250, Source PwC Monks and IVIS
0
10
20
30
40
50
60
70
80
90
2003 2009
%of
com
pan
ies
ESOS
LTIP
Slide 43
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
LTIP performance conditions
FTSE 250, Source PwC Monks and IVIS
0
20
40
60
80
100
Deferred bonus match ESOS LTIP
%o
fpe
rfo
rma
nce
co
nd
itio
ns
EPS and other measures
Other measures
EPS only
TSR and other measures
TSR and EPS
TSR only
Slide 44
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Total remuneration
FTSE 250, Source PwC Monks and IVIS
0
200
400
600
800
1000
1200
Base Total cash (inc bonus) Total direct prospective on-target
earnings (inc LTIP)
Total prospective on-target
remuneration (inc pension)
Med
ian
rem
un
era
tion
£'0
00
CEOs
CFOs
Directors
Slide 45
Private Equity Club 2009
PricewaterhouseCoopers LLP
October 2009
Non-Executive Director fees
FTSE 250, Source PwC Monks and IVIS
0
20
40
60
80
100
120
140
160
2005 2006 2007 2008 2009
£'0
00 Non-executive chairman
Non-executive director
This publication has been prepared for general guidance on matters of interest only, and does not constituteprofessional advice. You should not act upon the information contained in this publication without obtaining specificprofessional advice. No representation or warranty (express or implied) is given as to the accuracy or completenessof the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP,its members, employees and agents do not accept or assume any liability, responsibility or duty of care for anyconsequences of you or anyone else acting, or refraining to act, in reliance on the information contained in thispublication or for any decision based on it.
© 2009 PricewaterhouseCoopers LLP. All rights reserved. ‘PricewaterhouseCoopers’ refers toPricewaterhouseCoopers LLP (a limited liability partnership in the United Kingdom) or, as the context requires, thePricewaterhouseCoopers global network or other member firms of the network, each of which is a separate andindependent legal entity.
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