Compensation Model and Compensation Elements

The compensation for members of Group Management includes the following elements:

  • fixed base salary;
  • variable compensation: short-term and long-term incentives;
  • benefits and perquisites.
Structure of Compensation of Group Management
  Vehicle Purpose Drivers Performance measures
Annual base salary Monthly cash salary Attract and retain Position, market practice, skills, and experience  
Performance bonus (STI) Annual bonus in cash   Pay for performance Annual performance Group EBIT, Group net sales, sustainability (CO2eq emissions), region/individual goals
Long-term incentive (LTI) PSU with a 3-year performance vesting

Reward long-term performance

Align to shareholders

Business performance over 3 years Return on capital employed (ROCE), relative total shareholder return (TSR)

Pension and insurances


Protect against risks

Attract and retain

Market practice and position  

Fixed Annual Base Salary

Annual base salaries are established on the basis of the following factors:

  • scope, size, and responsibilities of the role, skills required to perform the role;
  • external market value of the role;
  • skills, experience, and performance of the individual in the role.

To ensure market competitiveness, base salaries of the members of Group Management are reviewed every year, taking into consideration the company’s capacity to pay, benchmark information, market movement, economic environment, and individual performance.

Performance Bonus (Short-Term Incentive)

The performance bonus is a short-term variable incentive, designed to reward the collective performance of the company and the individual performance over a time horizon of one year. This variable compensation allows executives to participate in the company’s success, while being rewarded for their individual performance.

The performance bonus target (i.e. bonus at 100% target achievement) is reviewed annually and is expressed as a percentage of base salary. It amounts to 100% for the CEO and ranges from 56% to 100% for the other members of Group Management. For the CEO and the four members of Group Management with a global role, Group performance accounts for 90% of the performance bonus, while the achievement of individual objectives accounts for 10%. For the other three members of Group Management responsible for a region, Group performance accounts for 70% of the performance bonus, while the achievement of regional objectives accounts for 20% and that of individual objectives for 10% of the performance bonus.

Group Performance

The performance measures for the Group are proposed by the Nomination and Compensation Committee and approved by the Board of Directors. The Group performance is measured in two ways:

  • The relative performance of the Group compared to a peer group of companies, accounting to 60% of the performance bonus for all members of Group Management. The relative performance includes the EBIT (earnings before interest and tax) improvement during the year with 40% weight and net sales growth during the year with 20% weight;
  • The absolute performance of the Group against an own-set target. The absolute performance consists of the reduction of CO2eq emissions per ton sold, with a weight of 10% for all members of Group Management and of an absolute EBIT target at Group level, with a weight of 20%, for all members of Group Management with a global role (functional roles).


Relative Group performance

Relative EBIT and net sales performance are measured based on an evaluation provided by an independent consulting firm, Obermatt. This benchmark compares and ranks Sika against the performance of a selected peer group of 21 companies, all industrial firms which were chosen because they have a comparable base of products, technology, customers, suppliers or investors, and are thus exposed to similar market cycles.

  • 3M – Industrial & Transportations
  • Armstrong World Industries Inc.
  • Ashland  
  • Beacon Roofing Supply, Inc.
  • Beiersdorf – Tesa
  • Carlisle Construction Materials
  • EMS-Chemie Holding AG
  • Forbo-Flooring Systems
  • H.B. Fuller Company
  • GCP Applied Technologies
  • Geberit
  • Henkel–Adhesive Technologies
  • Hilti Corporation*
  • Huntsman–Performance Products
  • Owens Corning
  • Pidilite Industries Limited
  • RPM
  • Saint-Gobain  
  • SK Kaken Co., Ltd.
  • Sto AG
  • Uzin Utz AG

The peer group remained unchanged compared to the previous year apart from Cemedine which delisted during the year and was therefore removed (financial figures no longer publicly available).

*Hilti is not listed on the stock market and is therefore not included for the relative TSR in the long-term incentive plan.

The intention is to reward Group Management based on the relative performance of the company because absolute performance may be strongly impacted by market factors that are outside the control of management.

For both EBIT and net sales, the objective is to reach the median performance of the peer group, which corresponds to a 100% payout factor. There is no payout for any performance below the lowest quartile of the peer group. Performance at the lowest quartile of the peer group corresponds to a payout factor of 50%. Performance at the uppermost quartile leads to a 150% payout factor, and being the best in the peer group, leads to a 200% payout factor. Any payout factor between those levels is interpolated linearly.

Payout Curve for the Obermatt Benchmark

Absolute Group performance

The sustainability objective recognizes the importance of mitigating the company’s impact on the environment and to encompass sustainability in the measurement of the performance of Group Management. It is an objective to reduce CO2eq emissions (scopes 1 and 2). For 2022, the objective was a 4% reduction of CO2eq emissions compared to 2021.

The Group EBIT objective is measured as a year-on-year improvement. For 2022, the objective was to improve Group EBIT by 10% compared to 2021.

Region and Individual Performance

The region and individual performance includes additional objectives that are set as part of the annual performance management process. For the CEO and for the other members of Group Management, they are reviewed and approved by the Nomination and Compensation Committee. These additional objectives are mainly financial in nature, are clearly measurable and are split into two different categories:

  • Region performance (20% of the overall performance bonus): includes performance objectives linked to the region under responsibility. These objectives either contribute to the top-line growth, bottom-line profitability or the efficient management of the company’s capital. In 2022, the Nomination and Compensation Committee decided to focus on EBIT (expressed as an improvement versus previous year); 
  • People and projects management (10% of the overall performance bonus): includes strategic and sustainability objectives, such as for example entry into new markets, introduction of new products, improvement of processes and operational efficiency, health and safety; and leadership objectives. In 2022, the people & projects objective for the CEO was the implementation of the Strategy 2023 which focuses on operational efficiency, market penetration and the targeted orientation on environmentally friendly products and sustainability, as well as the integration of the MBCC Group. The people & projects objectives for other members of Group management also included the integration of MBCC Group, as well as goals around efficiency initiatives, pricing, talent development and sustainability. 


At the end of the financial year, the actual achievement is compared with the objectives that were set at the beginning of the year. The level of achievement for each objective corresponds to a payout percentage for that objective, which is always between 0% and 200%.

overview of performance objectives and respective weighting

The overall bonus payout is capped and cannot exceed 150% of the performance bonus target. The performance bonus is paid out in April of the following year.

For 2023, the structure of the performance bonus will be slightly adjusted to reflect the increasing importance of sustainability matters. The individual performance will be replaced by a safety target in the form of accident reduction at the Group level. Therefore, the Group performance will account to 80% of the performance bonus with 40% based on relative EBIT improvement (unchanged), 20% based on net sales growth (unchanged), 10% based on CO2 emission reduction (unchanged), 10% based on accident reduction (new) and 20% based on either Group EBIT for functional roles or regional EBIT for regional roles (unchanged). The individual performance component will be discontinued.

Long-term Incentive

Sika’s compensation policy is designed to also align a significant portion of compensation of Group Management to the company’s long-term performance and to strengthen Group Management’s alignment with shareholders’ interests. The long-term incentive target is reviewed annually and amounts to 100% of the annual base salary for the CEO, and ranges from 56% to 100% for the other members of Group Management.

The long-term incentive plan is a performance share unit (PSU) plan. At the beginning of the vesting period, a number of PSUs are granted to each member of Group Management. The PSUs vest after a period of three years, conditionally upon fulfilling two equally weighted performance conditions, the return on capital employed (ROCE), and relative total shareholder return (relative TSR). The ROCE objective is determined at the beginning of the vesting period by the Board of Directors and is measured at the end of the vesting period as the average ROCE of the first year, the second year, and the third year of the vesting period. Acquisitions are excluded from the ROCE calculation in the year of acquisition and for two additional calendar years. The relative TSR is measured in relation to a peer group as a percentile rank and the objective is to reach the median of the peer group. The peer group consists of all companies of the peer group used for the performance bonus as disclosed on page 187, with one exception: as Hilti is not listed, it is not included in the peer group for the long-term incentive.

For both performance conditions, the maximum achievement level is capped at 200%, however the overall vesting level for the long-term incentive is capped at 150%. This is in line with the compensation philosophy of the company to align pay with performance and to keep the incentive plan leverage at a reasonable level. The final share allocation is determined after the three-year performance period, based on the following vesting rules:

Performance measures ROCE (2022-2024) Relative TSR (2022-2024)
Purpose Rewards the efficient management of the company’s capital Aligns executive compensation with shareholders’ returns
Weighting   50% of the PSU grant 50% of the PSU grant
Target level ROCE of 25%
100% payout
Relative TSR at the median of the peer group
100% payout
Maximum achievement level 200% 200%
Combined maximum payout capped at 150%
Vesting rules • Threshold: ROCE of 22% = 50% payout
• Target: ROCE of 25% = 100% payout
• Maximum: ROCE of 28 = 200% payout
• Linear interpolation between threshold, target, and maximum
• Threshold: 25th percentile = 50% payout
• Target: median = 100% payout
• Maximum: best of all peers = 200% payout
• Linear interpolation between threshold, target, and maximum

The shares are allocated at their market value (closing price at grant date on the SIX Swiss Exchange), in the month of April following the three-year vesting period. In some countries where the allocation of shares may be illegal or impractical, the award may be settled in cash after the performance period.

Long Term incentive Plan period

In case of termination of employment, the unvested PSUs are forfeited except in case of retirement, disability, death, change of control or liquidation. In case of termination due to retirement or disability, the unvested PSUs vest at the normal vesting date, prorated for the number of months that have expired from the grant date until the termination date and based on the effective performance. In case of a termination of employment due to death, liquidation or a change of control, unvested PSUs are subject to early vesting, prorated for the number of months that have expired from the grant date until the termination date and based on an achievement of 100%.

Termination of employment (resignation, involuntary termination, etc.) Retirement and disability Death, liquidation or change of control
Forfeiture of unvested PSUs. Unvested PSUs vest at the regular date prorated for the number of months that have expired from the grant date until the termination date and based on the effective performance. Unvested PSUs are subject to accelerated vesting, prorated for the number of months that have expired from the grant date until the termination date and based on an achievement of 100%.

Clawback and Malus Provisions

Clawback and malus provisions apply to both the performance bonus and the long-term incentive plan. In case of financial restatement due to non-compliance with accounting standards or fraud, and/or in the case of violation of law or of internal rules by a member of Group Management, the Board of Directors may deem any performance bonus payment and/or unvested PSUs to be forfeited (malus provision) or may seek reimbursement of any paid performance bonus and/or allocated shares under the long-term incentive (clawback provision) within a period of three years after the year of restatement or of the fraudulent/non-compliant behavior.

Shareholding Ownership Guideline

The members of Group Management are required to own at least a minimum multiple of their annual base salary in Sika shares within five years of their appointment to Group Management, as set out in the table below. In 2022, the Nomination and Compensation Committee decided to increase the minimum multiple from 300% to 500% of annual base salary for the CEO, in order to align Sika’s policy to market practice and to even further align the interests of the CEO to those of the shareholders. For the members of the Group Management, the minimum requirement remained unchanged. In addition, the build-up period was extended from four to five years.

CEO 500% of annual base salary  
Members of Group Management 200% of annual base salary  

In the event of a substantial rise or drop in the share price, the Board of Directors may, at its discretion, amend that time period accordingly.

To calculate whether the minimum holding requirement is met, all vested shares are considered, regardless of whether they are blocked or not. However, unvested PSUs are excluded. The Nomination and Compensation Committee reviews compliance with the share ownership guideline on an annual basis.

Benefits: Pensions

As Group Management is international in its nature, the members participate in the benefits plans available in the country of their employment contract. Benefits consist mainly of retirement, insurance, and healthcare plans that are designed to provide a reasonable level of protection for the employees and their dependents in respect to the risk of retirement, disability, death, and illness. The members of Group Management with a Swiss employment contract participate in Sika’s pension plans offered to all employees in Switzerland. These consist of the pension fund of Sika (“Pensionskasse Sika”), in which base salaries up to an amount of CHF 136,230 per annum are insured, as well as a supplementary plan, in which base salaries in excess of this limit are insured up to the maximum amount permitted by law. Sika’s pension funds exceed the legal requirements of the Swiss Federal Law on Occupational Retirement, Survivors, and Disability Pension Plans (BVG). Members of Group Management under foreign employment contracts are insured commensurately with market conditions and with their position. Each plan varies in line with the local competitive and legal environment and at a minimum, in accordance with the legal requirements of the respective country.

Moreover, an early retirement plan is in place for members of the top management of Sika. The plan, entirely financed by the employer, is administered by a Swiss foundation. Beneficiaries may opt for early retirement from the age of 60, provided that they have been in a top management position for at least five years. Benefits under the plan are twofold:

  • Fixed pension payment until the age of legal retirement. The amount of pension depends on the last fixed salary and the actual age at early retirement.
  • Partial financing of the reduction in the regular pension due to early retirement. The amount, which may be received as life-long pension payment or as a capital contribution, depends on the actual age at early retirement and benefits already accrued in existing pension plans. This portion of the plan is only applicable to beneficiaries insured under a Swiss pension plan.

Benefits: Perquisites

Members of Group Management are also provided with certain executive perquisites, such as a company car allowance and other benefits in kind, according to competitive market practice in their country of employment. The monetary value of these other elements of compensation is evaluated at fair value and is included in the compensation tables below.

Employment Contracts

The members of Group Management are employed under employment contracts of unlimited duration and are all subject to a notice period of one year. Members of Group Management are not contractually entitled to termination payments, or any change of control provisions, other than the early vesting of PSUs mentioned above. Their contract may foresee non-competition provisions that are limited in time to a maximum of two years and which allow compensation up to a maximum of six months.