Vodafone 2012 Annual Report Download - page 79

Business review Performance Governance Financials Additional information
77
Vodafone Group Plc
Annual Report 2012
Details of the GLTI vesting in July 2011
Adjusted free cash ow for the three-year period ended on 31 March
2011 was £16.9 billion which compares with a target of £17.5 billion and
amaximum of £19.5 billion. The graph below shows that our TSR
performance against our peer group for the same period resulted in an
outperformance of the median by 3.9% a year. Using our combined
payout matrix, this performance resulted in a payout of 30.6% of the
maximum. These shares vested on 29 July 2011.
2008 GLTI award: TSR performance (growth in the value
of a hypothetical $100 holding over the performance period)
110
100
90
80
70
60
50
03/08 09/08 03/09 09/09 03/10 09/10 03/11
Vodafone Group Median of peer group Outperformance of median of 9% p.a.
100
93
88
84 72
63
56
85
73
63
95
78
72
94
76
74
109
94
83
Details of the GLTI vesting in June 2012
Adjusted free cash ow for the three-year period ended on 31 March
2012 was £20.9 billion which compares with a target of £18.0 billion and
a maximum of £20.5 billion The graph below shows that our TSR
performance against our peer group for the same period resulted in an
outperformance of the median by 18.5% a year. Using our combined
payout matrix, this performance will result in a payout of 100% of the
maximum. These shares will vest on 30 June 2012.
2009 GLTI award: TSR performance (growth in the value
of a hypothetical $100 holding over the performance period)
200
180
160
140
120
100
80
03/09 09/09 03/10 09/10 03/11 09/11 03/12
Vodafone Group Median of peer group Outperformance of median of 9% p.a.
100
114
111
110
134
128
125
134
128
114
167
151
129
171
161
133
181
142
110
In both cases the adjusted free cash ow performance is approved by the Remuneration Committee. The performance assessment in respect of the
TSR outperformance of a peer group median is undertaken by pwc. Details of how the plan works can be found on page 79.
Summary of remuneration and performance for the 2013 nancial year
In this forward-looking section we describe our reward principles along with a description of the elements of the reward package and an indication of
the potential future value of this package for each of the executive directors.
Principles of reward
The principles of reward, as well as the individual elements of the reward package, are reviewed each year to ensure that they continue to support
our Company strategy. These principles are set out below.
Competitive reward assessed on a total compensationbasis
Vodafone wishes to provide a level of remuneration which attracts, retains and motivates executive directors of the highest calibre. Within the
package there needs to be the opportunity for executive directors to achieve signicant upside for truly exceptional performance. The package
provided to the executive directors is reviewed annually on a total compensation basis i.e. single elements of the package are not reviewed in
isolation. When the package is reviewed it is done so in the context of individual and Company performance, internal relativities, criticality of the
individual to the business, experience, and the scarcity or otherwise of talent with the relevant skill set.
The principal external comparator group (which is used for reference purposes only) is made up of companies of similar size and complexity to
Vodafone, and is principally representative of the European top 25 companies and a few other select companies relevant to the sector.
Thecomparator group excludes any nancial services companies. When undertaking the benchmarking process the Remuneration Committee
makes assumptions that individuals will invest their own money into the long-term incentive plan. This means that individuals willneed to make a
signicant investment in order to achieve the maximum payout.
Pay for performance
A high proportion of total reward will be awarded through short-term and long-term performance related remuneration. This is demonstrated in the
charts below where we see that at target payout over 70% of the package is delivered in the form of variable pay, which rises to over 86% if maximum
payout is achieved. Fixed pay comprises base salary and pension contributions, while variable pay comprises the annual bonus and the long-term
incentive opportunity assuming maximum co-investment and no movement in current shareprice.
Fixed Variable
Chief Executive Target 27.8% 72.2%
Maximum 12.5% 87.5%
Other Executive Directors Target 29.5% 70.5%
Maximum 13.5% 86.5 %
 Fixed (Base salary + Pension) 
Variable (Bonus + LTI)