Philip Hutchinson's slide pack from the March 28 2012 PM Webinar where will pay go in 2012 sponsored by Thomson Reuters

1. Philip Hutchinson, Interim Reward Manager

2. Business overview
Merger of bwin and PartyGaming in March 2011 to create bwin.party
Listing on the London Stock Exchange and a member of the FTSE250 Index.
Created the world’s largest listed online gaming business with millions
of customers worldwide and clean EBITDA of €168.2 million.
Total spend on reward is now in excess of €150 million
Regulated and licensed in multiple territories
3,400 employees in 26 countries worldwide
New business vision, mission and strategy
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3. Be a market leader Today Tomorrow
in regulated and to
be regulated
markets
Exploit and invest
in our leading
brands and
technology
Secure premium
partnerships
Act responsibly

4. Our People Proposition
Attract and retain high performing talent from around the world to help us
succeed.
Develop a high performance culture where our people are engaged and
well rewarded for the achievement of stretching goals.
Create an environment of personal and professional development which
encourages high and improving future performance.
Always treat our people fairly and with respect.
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5. Long and short term reward plan
In the longer term move to Total Reward
In the short to medium term:
Basic pay - target individual roles at median, using upper and lower limits to create bands to
accommodate different experience and sustained contribution. Pitched at medium quartile. Some
exceptions for competitive markets / unique roles where the target is upper quartile.
Bonus - short term - singular design with both Group and local metrics plus and individual
performance element. Harmonising current bonus recipients with on-target bonus level, and a
maximum pitched at upper quartile total target cash within the local market. Moving all employees to
a performance based bonus will be phased in over the next few years.
Bonus – short/medium term – additional shares element released in tranches over 2 years;
restricted (senior) population.
Benefits - convert into an equivalent benefits pot (ensuring no one is worse off), offer choice and
then harmonise this amount of money. Aim is to move to median benefits offering over time.
Allowances - to be harmonised against basic criteria. Pitched at median level.
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6. Using Annual Salary Review process to develop and
manage basic pay
Adjustments to employee salaries to recognise individual performance,
business impact and market.
The four core elements used to drive Annual Salary Review are:
• Company ability to fund
• Individual performance measured against personal & corporate objectives
• Market rate for the role in each location (benchmarking)
• Economic conditions prevalent at the time
The salary review covers base salary only; other gross earnings such as
bonuses, allowances and special payments are excluded.
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7. Annual Salary Review budget 2012
Portugal
Austra
Italy
USA
Sweden
Gibraltar
UK
Israel
Mexico
Spain
Argentina
India
0.00% 2.00% 4.00% 6.00% 8.00% 10.00% 12.00% 14.00%
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