Document:

EX-10.8

 

Exhibit 10.8

Management Team

2004

Performance Incentive

Plan Summary

 

 

1. Introduction

Congratulations on being designated a participant in the Performance Incentive Plan (“PIP,” or
the “Plan”), Henry Schein’s incentive-based cash compensation program for its management team.
Plan participants include the entire management team of directors and vice presidents. The Plan
has been designed to bind all participants together in a concerted effort to drive our business
toward achieving common objectives that benefit the Company as a whole, the management team and
each participant. The Plan is specifically designed to:

	 	•	 	Provide each participating management team member (“Participant”) with an
annual cash bonus opportunity;
	 
	 	•	 	Foster achievement of specific corporate, business unit and individual
performance goals (“Goals”);
	 
	 	•	 	Recognize and reward Participants for individual and group team achievements;

The PIP cash bonus award, in conjunction with a Participant’s base compensation, is intended to
provide Participants with competitive total annual cash compensation that is at or above the median
for comparable positions at companies in our industry and at other organizations of our size.

This program was reviewed and approved by the Compensation Committee of the Board of Directors.

2. Eligibility

The Chief Executive Officer (“CEO”) annually determines eligibility for participation in the
Plan. Participation is intended to be ongoing. However, changes in assignments may result in a
Participant’s being ineligible to participate in the Plan. Team Schein Members will be notified at
the beginning of each year regarding their eligibility to participate in the Plan.

3. PIP Awards

PIP awards are based on:

	 	•	 	The Company’s annual profitability, specifically measured against earnings per
share (“EPS”), net income or other predetermined profitability Goals;
	 
	 	•	 	The participant’s business unit or functional area’s level of achievement in
financial and other performance goals.
	 
	 	•	 	The participant’s achievement of his or her individual goals.

2

 

     4. Individual Performance Goals

A Participant’s individual performance Goals are classified into three categories:

	 	•	 	Company financial performance
	 
	 	•	 	Functional area financial performance
	 
	 	•	 	MBO performance

The Company Financial Performance Goals are based on annual earnings per share (EPS) achievement.
The Functional Financial Performance Goal and the MBO Performance Goal evaluation and analysis are
conducted annually, unless otherwise specified. The PIP award payouts corresponding to levels of
achievement of Company Financial Performance Goals are set forth on Exhibit A. The PIP award
payouts for meeting or exceeding Functional Area Financial Goals and each Participant’s
individualized MBO Performance Goals are set forth on Exhibits B and C, respectively.

The CEO and the person to whom the Participant reports (“Manager”) will determine the Participant’s
Goals at the start of each year. There will be an ongoing review of these goals. Any changes
during the year must be approved by the Manager and, if appropriate, by the CEO. Each Participant
and his or her Manager are encouraged to have performance evaluations during the year to monitor
progress and, if necessary, to modify Goals (with the approval of the CEO, if appropriate) for the
balance of the year.

The following table illustrates performance Goals for different types of management positions:

Performance Goals Based on Position and Role

	 	 	 	 	 	 	 	 	 	 	 	 	 
	 	 	Range of Performance Goal Categories	 
	 	 	Functional	 	 	Company	 	 	 	 
	 	 	Financial	 	 	Financial	 	 	 	 
	Management Segment	 	Performance	 	 	Performance	 	 	MBO Performance	 
	 
	Corporate

Management Participants

(e.g. Finance, Supply
Chain TSM’s, etc)
	 	 	10% - 40	%	 	 	15% - 40	%	 	 	30% - 50	%
	Major Business

Unit Participants

(e.g. Dental Group,
Medical Group,
Veterinary Group
TSM’s, etc.)
	 	 	55% - 65	%	 	 	15% - 35	%	 	 	10% - 25	%
	Supporting Corporate
Function Participants
(e.g. Legal
Department, Human
Resources Department
TSM’s, etc.)
	 	 	10% - 20	%	 	 	15% - 35	%	 	 	40% - 60	%

			
	Note:	 	This schedule is intended to provide guidelines for development of a specific
performance plan for each Participant. Final weighting of performance Goals for each
Participant will be determined by the Participant’s Manager and, if appropriate, approved by
the CEO.

3

 

5. Company Financial Performance Goals

The Company net income goal will be set for the entire Management Team based on the annually
set EPS target. The internally developed EPS base Goal is determined by the Compensation Committee
of the Board of Directors with input from the Executive Management team. The Compensation
committee will make adjustments to the 2004 EPS goal for acquisitions based on information provided
to them by the Executive Management team. Changes to the goal will be provided to the
participants.

See Exhibit A for PIP award payouts for achieving Company Financial Performance Goals.

6. Functional Area Financial Performance Goals

For Participants managing areas that impact a P&L, these Goals are based on the
business unit’s financial performance measured against annual financial budgets, in the following
areas:

	 	•	 	Group/ Divisional gross profit goals.
	 
	 	•	 	Group/Divisional contribution dollars.
	 
	 	•	 	Group/Divisional Pre-Tax income after “service charges.”
	 
	 	•	 	Group/Divisional net income Goals.
	 
	 	•	 	Pre-Tax Income of operating subsidiaries — sales, gross profit and operating
income Goals.

For Participants with infrastructure or supporting responsibilities, these Goals are based
on expense performance relative to the budget and other quantitative goals versus the budget.

See Exhibit B for PIP award payouts for achieving levels of the Functional Area Financial
Goals.

7. MBO Performance Goals

Specific, measurable MBO Performance Goals will be developed for each Participant. These MBO
Performance Goals should drive toward and support five enterprise-wide initiatives: Profitability;
Process Excellence; Customer Satisfaction, Strategic Planning, and organizational Development.

	q	 	Profitability — e.g., reduce expenses as a percent of sales; increase
business unit sales; reduce inventory.
	 
	q	 	Process Excellence — e.g., implement a new policy; reduce errors to
customers; reduce DSO’s; increase inventory turns.
	 
	q	 	Customer Satisfaction - e.g., increase frequency of salesperson to
customer contacts; implement project to develop computer screens to aid in positive customer
interactions; support internal customer by completing all recruits within a reasonable
predetermined time period; develop customer feedback program, such as surveys and focus
groups.
	 
	q	 	Strategic Planning - e.g., develop strategic plan based
on individual responsibilities; benchmark Participant’s unit
against similar companies’ functions.

	 
	q	 	Organizational Development - e.g. personal business
development, succession planning, diversity goals, staff
development, recruitment goals.

See Exhibit C for PIP award payouts for achieving and exceeding MBO Performance Goals.

4

 

8. Acquisitions, New Business Ventures

Functional Financial and MBO goals will be adjusted for acquisitions and new business ventures
that were not initially considered when developing the original Company target. Also, as discussed
in the Company Financial Performance Goals area, the Compensation Committee of the Board of
Directors will also make adjustments to the budgeted EPS for unbudgeted acquisitions.

9. Plan Awards

During the first fiscal quarter of each year, individual performance for the previous year is
evaluated relative to Goals. PIP awards are determined for each performance category, as
applicable. A Participant’s total Plan award will equal the sum of the awards earned in each
category for the previous year’s performance.

In order to receive any PIP award, Participants must be actively employed on March 15 of the year
the Plan award is to be paid out. A prorated Plan award may be available, at the discretion of the
CEO, if a Participant in the Plan dies, becomes permanently disabled, retires at the normal
retirement age during the Plan year, or in other special circumstances.

PIP awards, less applicable withholdings, will generally be made by the end of the first fiscal
quarter of each year.

This summary is a general description of the Henry Schein, Inc. Performance Incentive Plan for the
Management Team as of January 1, 2004. This summary is not intended to, nor does it constitute, a
contract or guarantee of continued employment. The Company reserves the right to change or
terminate the Plan at any time without notice.

5EX-10.9

 

Exhibit 10.9

Management Team

2005

Performance Incentive Plan Summary

 

 

1. Introduction

Congratulations on being designated a participant in the Performance Incentive Plan (“PIP,” or
the “Plan”), Henry Schein’s incentive-based cash compensation program for its management team.
Plan participants include the entire management team of directors and vice presidents. The Plan
has been designed to bind all participants together in a concerted effort to drive our business
toward achieving common objectives that benefit the Company as a whole, the management team and
each participant. The Plan is specifically designed to:

	 	•	 	Provide each participating management team member (“Participant”) with an
annual cash bonus opportunity;
	 
	 	•	 	Foster achievement of specific corporate, business unit and individual
performance goals (“Goals”);
	 
	 	•	 	Recognize and reward Participants for individual and group team achievements;

The PIP cash bonus award, in conjunction with a Participant’s base compensation, is intended to
provide Participants with competitive total annual cash compensation that is at or above the median
for comparable positions at companies in our industry and at other organizations of our size.

This program was reviewed and approved by the Compensation Committee of the Board of Directors.

The Compensation Committee or the Chief Executive Officer (the “CEO”) (solely with respect to
Participants other than executive officers) has the authority to adopt, alter and repeal such
administrative rules, guidelines and practices governing the PIP and to construe and interpret the
terms and provisions of the PIP and any award issued under the PIP.

Any decision, interpretation or other action made or taken in good faith by or at the direction of
the Compensation Committee or the CEO (solely with respect to Participants other than executive
officers) will be final, binding and conclusive on Henry Schein and all Participants and their
respective heirs, executors, administrators, successors and assigns.

The Compensation Committee may, in its sole discretion, delegate any of its responsibilities under
the PIP with respect to the implementation of the Plan (including administrative tasks).

2. Eligibility

The CEO annually determines eligibility for participation in the Plan. Participation is
intended to be ongoing. However, changes in assignments may result in a Participant’s being
ineligible to participate in the Plan. Team Schein Members will be notified at the beginning of
each year regarding their eligibility to participate in the Plan.

3. PIP Awards

PIP awards are based on:

	 	•	 	The Company’s annual profitability, specifically measured against earnings per
share (“EPS”), net income or other predetermined profitability Goals;
	 
	 	•	 	The participant’s business unit or functional area’s level of achievement in
financial and other performance goals.
	 
	 	•	 	The participant’s achievement of his or her individual goals.

2

 

4. Individual Performance Goals

A Participant’s individual performance Goals are classified into three categories:

	 	•	 	Company financial performance
	 
	 	•	 	Functional area financial performance
	 
	 	•	 	MBO performance

The Company Financial Performance Goals are based on annual earnings per share (EPS) achievement.
The Functional Financial Performance Goal and the MBO Performance Goal evaluation and analysis are
conducted annually, unless otherwise specified. The PIP award payouts corresponding to levels of
achievement of Company Financial Performance Goals are set forth on Exhibit A. The PIP award
payouts for meeting or exceeding Functional Area Financial Goals and each Participant’s
individualized MBO Performance Goals are set forth on Exhibits B and C, respectively.

The CEO or the Compensation Committee, as applicable, and the person to whom the Participant
reports (“Manager”) will determine the Participant’s Goals at the start of each year. There will
be an ongoing review of these goals. Any changes during the year must be approved by the Manager
and, if appropriate, by the CEO. Each Participant and his or her Manager are encouraged to have
performance evaluations during the year to monitor progress and, if necessary, to modify Goals
(with the approval of the CEO, if appropriate) for the balance of the year.

The following table illustrates performance Goals for different types of management positions:

Performance Goals Based on Position and Role

	 	 	 	 	 	 	 	 	 	 	 	 	 
	 	 	Range of Performance Goal Categories	 
	 	 	Functional	 	 	Company	 	 	 	 
	 	 	Financial	 	 	Financial	 	 	 	 
	Management Segment	 	Performance	 	 	Performance	 	 	MBO Performance	 
	 
	Corporate

Management Participants

(e.g. Finance, Supply Chain TSM’s, etc)
	 	 	10% - 40	%	 	 	15% - 40	%	 	 	30% - 50	%
	Major Business

Unit Participants

(e.g. Dental Group, Medical Group,
Veterinary Group TSM’s, etc.)
	 	 	55% - 65	%	 	 	15% - 35	%	 	 	10% - 25	%
	Supporting Corporate Function
Participants (e.g. Legal Department,
Human Resources Department TSM’s, etc.)
	 	 	10% - 20	%	 	 	15% - 35	%	 	 	40% - 60	%

			
	Note:	 	This schedule is intended to provide guidelines for development of a specific
performance plan for each Participant. Final weighting of performance Goals for each
Participant will be determined by the Participant’s Manager and, if appropriate, approved by
the CEO.

3

 

5. Company Financial Performance Goals

The Company net income goal will be set for the entire Management Team based on the annually
set EPS target. The internally developed EPS base Goal is determined by the Compensation Committee
of the Board of Directors with input from the Executive Management team. The Compensation
Committee will make adjustments to the 2005 EPS goal for acquisitions based on information provided
to them by the Executive Management team. Changes to the goal will be provided to the
participants.

See Exhibit A for PIP award payouts for achieving Company Financial Performance Goals.

6. Functional Area Financial Performance Goals

For Participants managing areas that impact a P&L, these Goals are based on the
business unit’s financial performance measured against annual financial budgets, in the following
areas:

	 	•	 	Group/ Divisional gross profit goals.
	 
	 	•	 	Group/Divisional contribution dollars.
	 
	 	•	 	Group/Divisional Pre-Tax income after “service charges.”
	 
	 	•	 	Group/Divisional net income Goals.
	 
	 	•	 	Pre-Tax Income of operating subsidiaries — sales, gross profit and operating income Goals.

For Participants with infrastructure or supporting responsibilities, these Goals are based
on expense performance relative to the budget and other quantitative goals versus the budget.

See Exhibit B for PIP award payouts for achieving levels of the Functional Area Financial Goals.

7. MBO Performance Goals

Specific, measurable MBO Performance Goals will be developed for each Participant. These MBO
Performance Goals should drive toward and support five enterprise-wide initiatives: Profitability;
Process Excellence; Customer Satisfaction, Strategic Planning, and Organizational Development.

	§	 	Profitability — e.g., reduce expenses as a percent of sales; increase gross profit
percentage and gross profit dollars; increase business unit sales; reduce inventory.
	 
	§	 	Process Excellence — e.g., implement a new policy; reduce errors to customers; reduce
DSO’s; increase inventory turns.
	 
	§	 	Customer Satisfaction - e.g., increase frequency of salesperson to customer contacts;
implement project to develop computer screens to aid in positive customer interactions;
support internal customer by completing all recruits within a reasonable predetermined time
period; develop customer feedback program, such as surveys and focus groups.
	 
	§	 	Strategic Planning — e.g., develop strategic plan based on individual
responsibilities; benchmark Participant’s unit against similar
companies’ functions.
	 
	§	 	Organizational Development — e.g. personal business development,
succession planning, diversity goals, staff development, recruitment
goals.

See Exhibit C for PIP award payouts for achieving and exceeding MBO Performance Goals.

4

 

8. Acquisitions, New Business Ventures and Other Adjustments

Functional Financial and MBO goals will be adjusted for acquisitions and new business ventures
that were not initially considered when developing the original Company target. Also, as discussed
in the Company Financial Performance Goals area, the Compensation Committee of the Board of
Directors will also make adjustments to the budgeted EPS for unbudgeted acquisitions. In
addition, the Compensation Committee of the Board of Directors may also make other adjustments to
any goals (including, the Goals) to reflect other extraordinary events (including, without
limitation, changes in accounting rules).

9. Plan Awards

During the first fiscal quarter of each year, individual performance for the previous year is
evaluated relative to Goals. PIP awards are determined for each performance category, as
applicable. A Participant’s total Plan award will equal the sum of the awards earned in each
category for the previous year’s performance.

Notwithstanding anything herein to the contrary, the Compensation Committee or the CEO (solely with
respect to Participants other than executive officers) may, at any time, provide that all or a
portion of a PIP award is payable: (i) upon the attainment of any goal (including the Goals), as
determined by the Compensation Committee or the CEO, as applicable; or (ii) regardless of whether
the applicable goals are attained, as determined by the Compensation Committee or the CEO (solely
with respect to Participants other than executive officers) in their sole discretion.

In order to receive any PIP award, Participants must be actively employed on March 15 of the year
the Plan award is to be paid out. A prorated Plan award may be available, at the discretion of the
CEO, if a Participant in the Plan dies, becomes permanently disabled, retires at the normal
retirement age during the Plan year, or in other special circumstances.

PIP awards, less applicable withholdings, will generally be made by the end of the first fiscal
quarter of each year.

This summary is a general description of the Henry Schein, Inc. Performance Incentive Plan for the
Management Team as of January 1, 2005. This summary is not intended to, nor does it constitute, a
contract or guarantee of continued employment. The Company reserves the right to change or
terminate the Plan at any time without notice.

5

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