The CEO remuneration in all likelihood would be set by the remuneration committee which is constituted from independent directors elected by the shareholders.
The policy on setting exec pay is completely transparent and available from the QF website. The underlying principle of it are:
2006/07 Executive Remuneration Philosphy and Objectives
Qantas needs to be able to attract, retain and appropriately reward a
capable Executive team to meet the unique challenges it faces as a major
international airline based in Australia.
Qantas’ philosophy for the remuneration of its Executives is to align their
earnings with their duties and responsibilities and to pay for performance.
These objectives are achieved via a reward program that involves a
combination of:
Fixed Annual Remuneration (FAR);
the Performance Plan, comprising:
the Performance Cash Plan (PCP) – a short-term cash incentive;
the Performance Equity Plan – comprising a medium-term incentive,
the Performance Share Plan (PSP) and a long-term incentive, the
Performance Rights Plan (PRP); and
the Retention Plan (RP), involving awards of deferred shares or cash
to a small number of selected Executives whose retention is
considered vital to the Qantas Group; and
concessionary travel entitlements, targeted key milestone bonus
arrangements and other discretionary benefi ts considered appropriate
from time to time.
The Remuneration Committee (a committee of the Board) has the role of
reviewing and making recommendations on the Qantas Executive
Remuneration Policy.
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In doing so, the Remuneration Committee seeks advice from a range of
independent external specialists. The guiding principles applied by the
Remuneration Committee in managing remuneration for Executives are
that:
appropriate market benchmarks are reviewed in setting all elements
of reward;
differentiation to recognise performance is involved in all pay increases,
both fi xed and ‘at risk’;
‘at risk’ pay decisions are based on a formal performance management
system; and
longer-term rewards align the interests of Executives with shareholders
and support a culture of employee share ownership.
Overall, the mix of the remuneration program refl ects market practice but
is tailored to the specifi c circumstances of Qantas.
The importance of a stable and talented senior Executive team has always
been a priority for Qantas. This has been highlighted over recent years
with many major issues needing to be addressed with the aviation industry
and within Qantas, including succession within the Executive ranks. To
ensure the continuity of a successful team, Qantas has made awards under
the Retention Plan.