Dr. Pia Lünstroth

Dr. Pia Lünstroth joined the hkp/// group in 2011, after completing her doctoral studies in Personnel Economics.

She now supports projects involving the compensation of members of management boards and supervisory boards, and top executives including the evaluation and design of variable compensation systems (short and long term incentives) and company pension schemes.

She is a well know expert for Corporate Governance in the DACH region. IPOs and the specific challenges they entail have been a focus of her consultancy work in the past years.

Dr. Pia Lünstroth, Partner
Phone +49 69 175 363 351
pia.luenstroth@hkp.com

Dr. Pia Lünstroth

Dr. Pia Lünstroth joined the hkp/// group in 2011, after completing her doctoral studies in Personnel Economics.

She is a well know expert for Corporate Governance in the DACH region. IPOs and the specific challenges they entail have been a focus of her consultancy work in the past years.

Nina Grochowitzki

Nina Grochowitzki has worked for the hkp/// group since its founding in 2011. Her consultancy work focuses on corporate governance and management board and supervisory board compensation.

The business mathematics graduate also has expertise in evaluating and structuring long-term incentives and company pension schemes. In addition to her consultancy mandates, Nina Grochowitzki supports a wide range of projects and activities aimed at establishing and maintaining good corporate governance and she has been involved in compiling identification standards in remuneration reporting and the guidelines for sustainable Management Board Compensation.

Nina Grochowitzki has authored numerous studies and editorial articles for specialist publications.

Nina Grochowitzki, Partner
Phone +49 69 175 363 355
nina.grochowitzki@hkp.com

Nina Grochowitzki

Nina Grochowitzki has worked for the hkp/// group since its founding in 2011. Her consultancy work focuses on corporate governance and management board and supervisory board compensation.

Nina Grochowitzki has authored numerous studies and editorial articles for specialist publications.

Regine Siepmann

Regine Siepmann, Senior Partner, is a member of the founding team of the hkp/// group. As an experienced consultant, she has been supporting Supervisory Boards and Corporate Offices in questions of sustainable Corporate Governance and compensation at the interface of HR, strategy and finance for about 15 years.

As head of the consulting practice Board Services at hkp/// group, her consulting focus includes the design and amount of executive compensation as well as the composition and evaluation of the working methods of Supervisory Boards and the investor-friendly communication of issues relevant to Supervisory Boards. Furthermore, she deals with the disclosure of the remuneration of board members according to national and international accounting standards and she is a member of the working group on executive compensation of the German Accounting Standards Committee (in German: Deutsches Rechnungslegungs Standards Committee e.V. - DRSC).

Regine Siepmann is involved in continuous education for Supervisory Boards and is active alongside Supervisory Board chairmen, investor representatives and academics in the working group Guidelines for Sustainable Management Board Remuneration. The Corporate governance expert is a member of the Association of Independent Compensation Consultants (VUVB) as well as a sought-after speaker and author of numerous specialist articles and publications.

Regine Siepmann, Senior Partner
Phone +49 69 175 363 327
regine.siepmann@hkp.com

Regine Siepmann

CFO compensation in Germany

The public debate on compensation in stock companies often focuses not just on the CEOs but also on the Chief Financial Officers (CFO). hkp/// group experts about developments in CFO compensation at Germany's DAX and MDAX firms.

30. June 2016

From Dr. Pia Lünstroth, Nina Grochowitzki, Regine Siepmann

When it comes to firms listed on the stock market, the public debate on compensation often focuses not just on the Chief Executive Officer (CEO) but also on the Chief Financial Officer (CFO). hkp/// group experts Nina Grochowitzki, Dr. Pia Lünstroth and Regine Siepmann talk to hkp.com about key developments in CFO compensation at Germany's DAX and MDAX firms.

Ms. Siepmann, Ms. Grochowitzki, Ms. Lünstroth, what fundamental developments do you observe in CFO compensation at the leading firms on the German stock markets?

Regine Siepmann: We are seeing a clear increase in average absolute compensation levels for CFOs. These increases are surprisingly large compared to those for CEOs.

Dr. Pia Lünstroth: However, unlike with DAX firms, we unfortunately don't have any individual compensation data at eight of the MDAX firms due to their decision to opt out of the disclosure rules.

So there's no full transparency?

Dr. Pia Lünstroth: That's right. There's still some way to go at MDAX firms. Opting out of publishing individual compensation data is legally possible, but it's not what we would expect from today's businesses. If your company is active on the capital market, you should stick to the conditions that apply there – no ifs or buts. The same conditions should apply to everyone.

How have the compensation figures for CFOs developed?

Nina Grochowitzki: The average total compensation for DAX CFOs in 2015 was about EUR 3.6 million. That represents an increase of roughly 22% year on year. At MDAX firms, the average CFO compensation grew by 29% to EUR 1.7 million.

Dr. Pia Lünstroth: Those are significant gains. For comparison, the CEOs of DAX companies had a largely stable increase of around 1%, and the CEOs of MDAX companies around 3%.

What lies behind the higher compensation increases for CFOs compared to CEOs?

Nina Grochowitzki: As with all other executive board members, the increases are generally due to the overwhelmingly positive developments in business performance. The reason some CFOs have seen significantly larger raises than CEOs mainly has to do with the individual. We should also remember that the composition of the indexes has also changed, particularly the MDAX.

So, on the basis of the figures, you don't think that there has been a general increase in the value companies place on the role of the CFO?

Regine Siepmann: It's true that the role of CFOs and their responsibilities have grown in recent years, particularly in leading firms on the stock market. That is reflected in the compensation levels. But we do not consider the current increase in compensation to be due to this reason.

How does the compensation of CFOs compare to that of ordinary members of the executive board?

Nina Grochowitzki: Here, the differences are nowhere near as large as compared to CEOs. CFOs earn around 8% more than ordinary members of the board at DAX firms, and around 16% more at MDAX firms.

Regine Siepmann: As a rule, the CEO earns just under double what an ordinary board member earns.

Which firms' CFOs earn the most? In the past, we have seen smaller firms coming to the fore in the DAX.

Regine Siepmann: That is not true for the current period. The compensation ranking for DAX CFOs is headed by the CFO of Fresenius at EUR 7.9 million, followed by Daimler at EUR 7.2 million. The best paid CFOs at MDAX firms are at Metro and Dürr, who both earn around EUR 3.7 million. The difference between the two indexes is clear: the highest individual CFO compensations in the MDAX are only slightly above the average CFO compensation in the DAX.

Dr. Pia Lünstroth: This becomes particularly obvious if you look at the difference between the highest and lowest paid CFO in each index. The range is much bigger in the MDAX: a factor of nine, compared to a factor of five in the DAX.

What is the compensation structure for CFOs at DAX and MDAX firms? Are there differences between the two indexes or compared to other board members, especially CEOs?

Nina Grochowitzki: Compensation structure is fairly similar between leading stock-market firms. Around one-quarter of the average direct compensation for CEOs is made up of short-term variable components, i.e. the annual bonus. With regard to long-term variable components, stock-oriented plans generally account for a share of 35% at MDAX firms and 45% at DAX firms.

Looking forward, do you see any major changes with regard to CFO compensation in 2016?

Regine Siepmann: Basically no, at least as far as compensation structure is concerned. Of course, a decline in business performance will have an impact on variable compensation, both short-term and long-term components.

Dr. Pia Lünstroth: And, of course, the various changes in index constituents will also have an impact on the average figures.

Ms Siepmann, Ms Grochowitzki, Ms Lünstroth, thank you very much!

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