3 Board of Directors

3.1 Members

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a) Name, nationality, education and professional career

Name

Year of birth

Profession

Nationality

*

Chairman

**

Vice Chairman

Hans-Werner Gassner *

1958

Business consultant and certified public accountant

FL

Markus Foser **

1969

Business consultant

FL

Markus Büchel

1953

Human resources manager (retired)

FL

Patrizia Holenstein

1957

Lawyer

CH

Urs Leinhäuser

1959

Business economist

CH

Gabriela Nagel-Jungo

1969

Professor of financial Management

CH

Roland Oehri

1968

Fiduciary

FL

The General Meeting of Shareholders on 8 May 2015 re-elected Board of Directors Chairman Hans-Werner Gassner for a fourth and last term of office of two years. The Board members Markus Büchel, Markus Foser and Roland Oehri were each re-elected for a third and last term of office of three years.

Hans-Werner Gassner

Dr. Hans-Werner Gassner, Chairman of the Board of Directors (photo)

Education:

  • Licentiate in economics, University of St. Gallen (HSG), 1983
  • Swiss federal diploma in accountancy, 1988
  • Dr. oec., University of St. Gallen (HSG), 1989
  • Swiss Banking School, 1996

Professional career:

  • Accountant, Neutra Treuhand Group, 1984–1989
  • Head of Internal Audit, Liechtensteinische Landesbank, 1990–1998
  • Head of Finances, Liechtensteinische Landesbank, 1998–2000
  • Proprietor, Adcom Treuunternehmen reg., Balzers, since April 2000
  • Member of the Board and Member of Management of MAS Multi Asset Strategy Management Trust reg., Balzers, since 2005

Markus Foser

Markus Foser (photo)

Education:

  • Licentiate in economics, major in business IT, University of Zurich (UZH), 1996
  • Swiss federal diploma in financial analysis and asset management CEFA, 2000

Professional career:

  • Equity research and fund management, Liechtensteinische Landesbank, 1997–2002
  • Advisor to mainly institutional clients with derivative and structured products, Bank Vontobel (Liechtenstein) AG, Vaduz, 2002–2003
  • Head of Fund & Investment Services (Asset Management), swissfirst Bank (Liechtenstein) AG, Vaduz, 2004–2007
  • Member of the Executive Board, Banque Pasche (Liechtenstein) SA, Vaduz, responsible for Fund & Investment Services (Asset Management), 2008–2009
  • Proprietor, MAFOS Consult Anstalt, Vaduz, 2009–2013
  • First Advisory Trust reg., Strategic Projects & Business Development, since 2012

Markus Büchel

Markus Büchel (photo)

Education:

  • Apprenticeship as a mechanical draughtsman, 1969–1973
  • Commercial college Buchs, 1973–1974
  • Mechanical engineer (Dipl. Ing. FH), Abendtechnikum Vaduz, 1974–1978

Professional career:

  • Hilti AG, Schaan, (various technical functions), 1973–1981
  • ThyssenKrupp Presta AG, Eschen, development / engineering (various functions), 1981–1991
  • ThyssenKrupp Presta AG, Eschen, Head of Technical Services, 1991–1995
  • ThyssenKrupp Presta AG, Eschen, Head of Human Resources of the Presta Group, 1995–2013 (retirement)

Patrizia Holenstein

Dr. Patrizia Holenstein (photo)

Education:

  • Licentiate in law, University of Zurich (UZH), 1980
  • Dr. iur. University of Zurich (UZH), 1981
  • Admitted to the Zurich bar, 1985
  • LLM, London School of Economics, 1989

Professional career:

  • Lecturer at the University of Zurich (UZH), 1981–1984
  • Clerk, District Court of Zurich and Supreme Court of the Canton of Zurich, 1981–1985
  • Lawyer, Haymann & Beglinger, Zurich, 1985–1988
  • Lawyer, Clifford Chance London (Banking Department), London, 1989–1990
  • Holenstein Rechtsanwälte AG, Zurich, Founder and Managing Partner, since 1990

Urs Leinhäuser

Urs Leinhäuser (photo)

Education:

  • Business economist (Dipl. Betriebsökonom HWV), 1983
  • IMD Lausanne, SSE 1998

Professional career:

  • Tax inspector (legal entities), Schaffhausen Cantonal Tax Office, 1983–1986
  • Deputy Head of Tax Department, Refidar Moore Stephens, Zurich, 1986–1988
  • Group Controller and Managing Director Cerberus Denmark (1992) at Cerberus AG, Männedorf, 1988–1994
  • Head of Group Controlling and CFO of Piping Systems Division, Georg Fischer AG, Schaffhausen, 1995–1999
  • CFO and Member of Group Executive Board, Mövenpick Holding AG, Adliswil, 1999–2003
  • CFO & Head of Corporate Center and Member of Corporate Management, Rieter Holding AG, Winterthur, 2003–2011
  • CFO & Deputy CEO and Member of Corporate Management, Autoneum Holding AG, Winterthur, 2011–2014
  • Businessman, since April 2014

Gabriela Nagel-Jungo

Prof. Dr. Gabriela Nagel-Jungo (photo)

Education:

  • Licentiate in economics, University of Zurich, 2001
  • Teaching diploma in business subjects, 2004
  • Dr. oec. publ., University of Zurich, 2007
  • Professorship of Financial Management, awarded by ZFH, 2011

Professional career:

  • Semester assistant at the Chair for Business Administration ETH Zurich, 1998–1999
  • Head of Financial Accounting and Payroll, netto-netto AG, Wetzikon, 2002–2005
  • Assistant at the Institute for Accounting and Controlling (Prof. Dr. C. Meyer), University of Zurich, 1999–2007
  • Lecturer and project leader, Zurich University of Applied Sciences (ZHAW), since 2007
  • Head of the Centre for Accounting & Controlling, Zurich University of Applied Sciences (ZHAW), since 2010 

  • Deputy Head of the Department of Banking, Finance, Insurance, Zurich University of Applied Sciences (ZHAW), since 2011

Roland Oehri

Roland Oehri (photo)

Education:

  • Commercial apprenticeship, 1987
  • Federally qualified business economist FH, 1993
  • Liechtenstein trustee and fiduciary examinations, 1998

Professional career:

  • Investment advisor, Foreign Private Clients Department, VP Bank AG, Vaduz, 1993–1999
  • Head of Foreign Private Clients Department, VP Bank AG, Vaduz, 1999
  • Client advisor, Private Trust Banking, VP Bank AG, Vaduz, 2000
  • Client advisor and Head of Intermediaries Department, Bank Wegelin (Liechtenstein) AG, Vaduz, later also of swissfirst Bank (Liechtenstein) AG, Vaduz, 2000–2003
  • Vice President of LOPAG Louis Oehri & Partner Trust reg., Ruggell, 2004–2009
  • Partner and Managing Director, Sequoia Treuhand Trust reg., Ruggell, since 2006
  • Partner and Managing Director, Sequoia Capital Management AG, Ruggell, since 2007

b) Executive / non-executive members

All members of the Board of Directors of Liechtensteinische Landesbank AG are non-executive member. Pursuant to Art. 22 of the Liechtenstein banking law in connection with Art. 10 of the Law on the Liechtensteinische Landesbank, various special bodies must be constituted for the direction, supervision and control of a bank, on the one hand, and for the Board of Management or Group Executive Board, on the other hand. No member of the Board of Directors is allowed to be a member of the Board of Management or Group Executive Board.

c) Independence

All members of the Board of Directors are independent within the context of the SIX Swiss Exchange “Directive Corporate Governance” concerning corporate governance information. In 2015, as well as in the three previous years, no member of the Board of Directors was a member of the Group Executive Board or the Board of Management of the Liechtensteinische Landesbank or a Group company. No member of the Board of Directors had significant business relationships with the Liechtensteinische Landesbank or a Group company. In accordance with Art. 12 of the Liechtenstein law concerning the control and supervision of public companies, all contracts with the members of the Board of Directors must be in writing and they must be approved by the Board of Directors. The same conditions apply to contracts concluded with third parties.

3.2 Other activities and commitments

Hans-Werner Gassner is the Managing Director of the Liechtenstein Association of Independent Asset Managers.

Markus Foser is a Member of the Board of Directors of Ameliora Wealth Management AG, Zurich.

Markus Büchel is a Member of the Board of Directors of Verwo AG, Reichenburg, and a Member of the Executive Committee of the Progressive Party.

Patrizia Holenstein is a Member of the Board of Directors of Argos Holding AG, Sarnen, State Street Global Advisors, Zurich, and EPiC Property Investment AG, Zurich, as well as of Oase Holding AG, Baar.

Urs Leinhäuser is a Member of the Board of Directors of Burckhardt Compression Holding AG, Winterthur, Member of the Board of Directors of Ammann Group Holding, Berne, Member of the Board of Directors of Ascom Holding AG, Baar, as well as Member of the Management Committee of the Institute for Financial Management and Financial Law of the University of St. Gallen.

Gabriela Nagel-Jungo is a Member of the Board of Directors of Ruetschi Technology AG, Muntelier, and of the Zurich Cantonal Building Insurance.

Roland Oehri is a Member of the Board of Directors of RFinanz (Liechtenstein) AG, Ruggell.

Otherwise the Members of the Board of Directors are not involved in the management or supervisory boards of important Liechtenstein, Swiss or foreign private or public law corporations, establishments or foundations, nor do they exercise any permanent management or consultancy functions for important Liechtenstein, Swiss or foreign interest groups, nor do they perform official functions or hold political office.

3.3 The number of permitted activities

Liechtensteinische Landesbank AG is not subject to the Swiss ordinance against excessive compensation in listed public companies (OaEC). Liechtensteinische Landesbank AG has not issued any regulations on the number of permitted activities.

3.4 Election and term of office

3.4.1 Principles governing the election procedure

In accordance with the Law on the Liechtensteinische Landesbank of 21 October 1992, the Board of Directors of the Liechtensteinische Landesbank is composed of five to seven members, who are elected individually by the General Meeting of Shareholders for a term of office of three years; whereby a year corresponds to the period from one ordinary General Meeting of Shareholders to the next. Members can be re-elected for a further two terms. After three terms of office, the Chairman of the Board of Directors can – in justified cases – be re-elected for an extraordinary term of office of at most two years.

The 12th ordinary General Meeting of Shareholders on 7 May 2004 passed an amendment to the statutes that allowed for the staggered renewal of the Board of Directors in order to preclude a complete renewal of the Board. Furthermore, the “Regulation concerning the Group Nomination & Compensation Committee of the LLB Group” (see point 3.5.2 “Composition of all Board of Directors’ committees, their duties and individual competences”) stipulates that the Board of Directors aims at continuity through the orderly renewal of the Board, succession planning, as well as through the appropriate staggering of the terms of office (no complete renewal) pursuant to current corporate governance provisions.

The Chairman of the Board of Directors is elected by the General Meeting of Shareholders. The Vice Chairman is elected from among the members of the Board of Directors by its members. New members or the Chairman of the Board of Directors elected as substitutes shall be elected for a full term of office of three years. The General Meeting of Shareholders can dismiss members of the Board of Directors on important grounds. When nominating a new member, the Board of Directors shall ensure that this candidate will not exceed the age limit of 70 years during his period of office. Furthermore, the Board of Directors shall not propose an existing member for re-election if the person would exceed the age limit of 70 years during the new term of office.

Hans-Werner Gassner has been Chairman of the Board of Directors since 2006. Markus Foser has been Vice Chairman since 2009. Cyrill Sele has been Secretary (recorder of the minutes) since April 2013.

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3.4.2 First-time election and remaining term of office

Name

First-time appointment

Elected until

Hans-Werner Gassner

2006

2017

Markus Foser

2009

2018

Markus Büchel

2009

2018

Patrizia Holenstein

2013

2016

Urs Leinhäuser

2014

2017

Gabriela Nagel-Jungo

2014

2017

Roland Oehri

2009

2018

3.5 Internal organisation

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3.5.1 Separation of tasks of the Board of Directors

Name

Function

Committee memberships

*

Chairman

Hans-Werner Gassner

Chairman

Group Nomination & Compensation Committee *
Strategy Committee *

Markus Foser

Vice Chairman

Group Nomination & Compensation Committee
Strategy Committee

Markus Büchel

Member

Group Nomination & Compensation Committee

Patrizia Holenstein

Member

Group Audit Committee
Group Risk Committee

Urs Leinhäuser

Member

Group Audit Committee
Group Risk Committee

Gabriela Nagel-Jungo

Member

Strategy Committee

Roland Oehri

Member

Group Audit Committee *
Group Risk Committee *

3.5.2 Composition of all Board of Directors’ committees, their tasks and terms of reference

In accordance with the statutes, the Board of Directors may according to its discretion appoint committees. To support it in performing its tasks, the Board has so far implemented two standing committees: the Group Nomination & Compensation Committee as well as the Group Audit & Risk Committee. According to the Liechtenstein Financial Market Authority (FMA), Liechtensteinische Landesbank AG is a system-relevant bank and is therefore obliged, on the basis of the legal requirements in relation to Basel III, to separate the previously combined Group Audit & Risk Committee into two committees. Consequently, on 17 December 2015, the Board of Directors set up a Group Audit Committee and a Group Risk Committee. In addition, there is a Strategy Committee formed on an ad hoc basis. The Board of Directors elects the committee members from among its members and appoints the chairmen. The Chairman of the Board of Directors cannot be elected to the Group Audit Committee or the Group Risk Committee. Each committee is composed of at least three members. As preparatory bodies, these committees deal in detail with the tasks assigned to them, submit the results of their work to the Board of Directors and make proposals if decisions are required.

The committee members must possess the expertise for the tasks and duties they have taken on. All committee members must be independent.

Terms of office on committees correspond to the length of terms of office on the Board of Directors. Committee membership also ends when members step down from the Board of Directors.

The Board of Directors issued separate regulations for the three standing committees, which stipulate their duties and individual competencies.

The committees can invite outside persons as experts and entrust LLB staff, in particular, with administrative duties.

Group Audit Committee

The Group Audit Committee supports the Board of Directors in fulfilling the duties and responsibilities vested in it by banking law with respect to its duty to supervise and control of:

  • the scope of activity, methodology and quality of Group Internal Audit;
  • the methodology and quality of external auditors;
  • the quality and integrity of the financial reporting including the structure of the financial accounting function, the financial controlling and financial planning;
  • the collaboration between the internal and external auditors and their independence.

The Regulation concerning the Group Audit Committee lays down the organization and workings as well as the competencies and responsibilities of the Group Audit Committee, in so far as these are not prescribed by law, the statutes or the rules of procedure. The following persons are members of the committee:

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Name

Function

Roland Oehri

Chairman

Patrizia Holenstein

Member

Urs Leinhäuser

Member

The Group Audit Committee has the following tasks:

  • critically analysing the LLB Group’s Consolidated Interim Report and the Annual Report as well as the financial statement of the parent bank. This encompasses the discussion of the following subject areas with the Group CFO, the Head Group Finance, the auditor in charge of the external auditors (not for the Consolidated Interim Report) and the Head of Group Internal Audit:
  • examining whether the financial reporting has been prepared in compliance with applicable accounting principles as well as the legal and regulatory provisions; this includes, in particular, assessing the valuation of important balance sheet and off-balance sheet items;
  • evaluating the quality of applicable accounting principles and processes (including the scope of aggressiveness or conservatism of the accounting policy and the applicable scope of discretion, estimates and important changes);
  • examining and assessing how the Group Executive Board as well as the internal and external auditors estimate the risk of significant misrepresentation, which are the largest risk areas and how these are monitored and what measures are taken to counter them;
  • reporting to the Directors about the work undertaken in connection with the above-mentioned points. The Group Audit Committee petitions the Board of Directors about whether the LLB Group’s Consolidated Annual Report and the financial statement of the parent bank can be presented to the General Meeting of Shareholders and published and whether the Consolidated Interim Financial Report can be published;
  • monitoring and assessing the suitability and effectiveness of the internal control system in the area of financial reporting;
  • taking note and discussion of the risk analysis made by the external auditors, the auditing strategy derived from it and the respective risk-oriented auditing plan;
  • critically analysing the audit reports submitted by the external audit and Group Internal Audit to the Board of Directors. Discussion of the major problems identified during the auditing process with the external auditors;
  • monitoring and implementing recommendations put forward by the external auditors and Group Internal Audit and eliminate weak points and deficiencies identified by them;
  • assessing the quality of the internal and external audit functions (external and internal auditors according to banking law and person and company law) as well as their cooperation;
  • discussion of the annual activity report and the annual audit plan of Group Internal Audit as well as the approval of proposals to the Group Board of Directors;
  • assessing the qualification, independence, objectivity and performance of the external auditors and of Group Internal Audit;
  • examining the compatibility of the external auditors’ auditing activities with possible consulting mandates as well as assessing and discussing their professional fees;
  • submitting a proposal to the Board of Directors for the attention of the General Meeting regarding the appointment or dismissal of the external auditors (appointed according to banking law and person and company law). The Group Audit Committee defines the procedure to be followed in selecting new external auditors.

Group Risk Committee

The Group Risk Committee supports the Board of Directors in fulfilling the duties and responsibilities vested in it by banking law in regard to

  • the assessment and provision of advice on the current and future overall risk tolerance and strategy of the LLB Group;
  • the control and implementation of the risk strategy by the Group Executive Board;
  • the examination of whether pricing of the investments and liabilities takes into reasonable consideration the business model and the risk strategy of the LLB Group and, if this is not the case, the submission of a plan of appropriate measures;
  • the examination of whether the incentives offered in the compensation system take into consideration risk, capital, liquidity and the probability and timing of earnings.

The Regulation concerning the Group Risk Committee lays down the organization and workings as well as the competencies and responsibilities of the Group Risk Committee, in so far as these are not prescribed by law, the statutes or the rules of procedure. The following persons are members of the committee:

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Name

Function

Roland Oehri

Chairman

Patrizia Holenstein

Member

Urs Leinhäuser

Member

The Group Audit Committee has the following risk-related tasks:

  • monitoring the integrity and suitability of the risk management in the LLB Group, which is based on risk policy, in particular, in regard to market, credit, liquidity as well as operational risks;
  • assessing the integrity and suitability of the internal control system in regard to the identification, measurement, limitation and monitoring of risks. In the areas of compliance and risk control this includes, in particular, the assessment of the precautions that are to ensure the observance of the legal (e.g. capital adequacy, liquidity and risk distribution regulations) and bank-internal (e.g. risk policy framework) provisions;
  • supporting the Board of Directors to formulate and implement the risk-relevant Group rulings and directives issued by the Board (overall risk policy, among others) as well as the relevant guidelines and processes that are set down in these rulings and directives;
  • assessing, at least on an annual basis, the Groupwide policy on risks (e.g. risk policy framework and credit risk management). After consulting the decision-making authorities in question and considering the suggestions and proposals of the Group Executive Board, it then makes a proposal to the Group Board of Directors as the approving authority. Further risk-relevant Group rulings and directives that have to be approved by the Group Board of Directors are to be treated in the same manner;
  • proposing global and individual limits for market, credit and liquidity risks for submission to the Board of Directors;
  • assessing the overall risk situation and supervising adherence to the limits set by the Board of Directors;
  • discussing and assessing the Risk Report of the LLB Group and submission of a proposal to the Group Board of Directors as the approving authority;
  • supervising the measures taken by the Group Risk Management Committee to deal with exceptional situations;
  • the examination of whether pricing of the investments and liabilities takes into reasonable consideration the business model and the risk strategy of the LLB Group and, if this is not the case, the submission of a plan of appropriate measures;
  • the examination of whether the incentives offered in the compensation system take into consideration risk, capital, liquidity and the probability and timing of earnings.

Group Nomination & Compensation Committee

The Group Nomination & Compensation Committee supports the Board of Directors in fulfilling the duties and responsibilities vested in it by banking law in relation to:

  • formulating the guidelines for succession planning as well as the nomination of members of the Board of Directors and members of the Group Executive Board;
  • the annual evaluation of the structure, size, composition and performance of the Board of Directors and the Group Executive Board, as well as the recommending of changes if necessary;
  • the annual evaluation of the knowledge, abilities and experience of the individual members of the Board of Directors and the Group Executive Board, as well as its bodies. The submission of the evaluation to the Board of Directors and the Group Executive Board;
  • reviewing of the course taken by the Board of Directors in selecting and appointing the Group Executive Board, as well as submission of recommendations to the Board of Directors;
  • formulating compensation regulations for the parent bank and the LLB Group;
  • establishing the compensation of the members of the Board of Directors and the Group Executive Board, as well as of other employees, in so far as their compensation is to be determined by the Board of Directors in accordance with the compensation regulations;
  • establishing the guidelines for the human resources policy.

The Group regulations concerning the Group Nomination & Compensation Committee regulate the organisation, workings, as well as the competences and responsibilities of the committee, in so far as these are not prescribed by law, the statutes or the rules of procedure:

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Name

Function

Hans-Werner Gassner

Chairman

Markus Büchel

Member

Markus Foser

Member

On behalf of the Board of Directors and the Group Executive Board, the Group Nomination & Compensation Committee strives to achieve the following goals while complying with the applicable principles of corporate governance:

  • Balanced composition of the bodies taking into consideration the professional knowledge required for the bank and personal suitability of members.
  • Continuity thanks to planned renewal and succession as well as a reasonable staggering of terms of office (no complete renewal).
  • Seamless transfer of office and functions thanks to a systematic introduction into the specific tasks at the bank.

The Group Nomination & Compensation Committee ensures an expedient and smooth procedure for the election and re-election of the member of the Board of Directors. It is responsible, in particular, for the following tasks:

  • the development of criteria for the selection, election and re-election of candidates;
  • the selection and evaluation of candidates as well as the submission of election proposals to the Board of Directors for submission to the General Meeting of Shareholders in accordance with the developed criteria;
  • the development and application of criteria for the performance appraisal of the Board of Directors as well as the candidates up for re-election;
  • the development of succession plans and the periodic review of them, both in the case of the end of a term of office and in the case of an early stepping down of members;
  • ensuring the further training of the individual members;
  • planning the introductory phase for new members;
  • reviewing work practice in regard to age-related limits and term limits.

The Group Nomination & Compensation Committee ensures an expedient and smooth procedure for the election and re-election of the members of the Group Executive Board. It is responsible, in particular, for the following tasks:

  • the development of criteria for the selection and appointment of candidates for the attention of the Board of Directors;
  • the selection and evaluation of candidates as well as the submission of proposals to the Board of Directors at the request of the Group CEO in accordance with the developed criteria;
  • the development and application of criteria for the performance appraisal of the Group Executive Board in corpore as well as of individual members at the request of the Group CEO;
  • the development of succession plans and the periodic review of them, both in the case of the age-related or contingency stepping down of members, in collaboration with the Group CEO;
  • ensuring the further training of the members of the Group Executive Board;
  • planning the introductory phase for new members;
  • reviewing work practice in regard to age-related limits.

The Group Nomination & Compensation Committee ensures an expedient and smooth procedure for the appointment and appraisal of the Head of Group Internal Audit:

  • the development of criteria for the selection and appointment of candidates for the attention of the Board of Directors;
  • the selection and evaluation of candidates as well as the submission of proposals to the Board of Directors in accordance with the developed criteria;
  • the development and application of criteria for the performance appraisal of the Head of Group Internal Audit.

The nomination of delegates in the Board of Directors’ committees of the LLB Group and associated companies should ensure the implementation of the Group strategy and a uniform external perception of the LLB Group. At the request of the Group Executive Board, the Group Nomination & Compensation Committee submits appointment proposals to the Board of Directors for submission to the individual General Meeting of Shareholders of the LLB Group and associated companies.

The Group Nomination & Compensation Committee is responsible for fulfilling the tasks defined in the Group regulation “Fit & Proper – assessment of the members of the Board of Directors, the Group Executive Board, the Head of Group Internal Audit and of holders of key functions”.

The Group Nomination & Compensation Committee has the following tasks, in particular, in relation to compensation:

  • the formulation of recommendations, both for the definition of basic principles and for the stipulating of regulations, regarding the compensation policy of the members of the Board of Directors, of the Group Executive Board and of other employees of the bank for submission to the Board of Directors;
  • the formulation of proposals for the compensation of the members of the Board of Directors, of the Group Executive Board and of the Head of Group Internal Audit for submission to the Board of Directors in accordance with the existing principles and regulations;
  • the annual review of the Group regulation “Compensation standards”, the LLB AG regulation of the same name, as well as the Group regulation “Fit & Proper – assessment of the members of the Board of Directors, the Group Executive Board, the Head of Group Internal Audit and of holders of key functions” for submission to the Board of Directors;
  • the annual review of the compensation of the members of the Board of Directors, the Group Executive Board, the Head of Group Internal Audit and senior executives in risk management and compliance in accordance with the Group regulation “Compensation standards” and the parent bank regulation of the same name for submission to the Board of Directors in accordance with the existing principles and regulations;
  • to take note annually of the compensation of all other employees who are covered by the Group regulation “Compensation standards” and the parent bank regulation of the same name.

The Group Nomination & Compensation Committee has the following responsibilities in relation to strategic human resources management

  • the stipulation and periodic review of the principles of human resources policy;
  • the review of the processes for the systematic development of employees and executives.

Strategy Committee

It is the task of the Board of Directors to formulate and periodically evaluate the LLB Group’s strategy. In this task it is supported by the Strategy Committee. The members of the committee are:

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Name

Function

Hans-Werner Gassner

Chairman

Markus Foser

Member

Gabriela Nagel-Jungo

Member

Representation in foundations

Hans-Werner Gassner is a Member of the Board of the “Future Foundation of Liechtensteinische Landesbank AG”.

Markus Büchel and Markus Foser are Members of the Board of Trustees of the Personnel Pension Fund Foundation of Liechtensteinische Landesbank AG as employer representatives.

3.5.3 Working methods of the Board of Directors and its committees

As a rule, the Board of Directors of Liechtensteinische Landesbank AG holds an ordinary meeting once a month. During the 2015 business year, the Board held a total of ten ordinary meetings and two extraordinary meetings. The meetings lasted between 1.50 and 8.75 hours; the closed meeting lasted two days. The closed meeting was conducted by the Board of Directors in cooperation with the Group Executive Board following the ordinary meeting in June 2015. A strategic review was held at the closed meeting.

The Board of Directors is convened by invitation of its Chairman as often as business requires, but at least four times a year. If a member of the Board of Directors, the Group CEO or at least two members of the Group Executive Board submit a written request to the Chairman, he will promptly convene a meeting of the Board of Directors. Together with the written invitation, the members of the Board of Directors also receive the agenda for the meeting, the minutes of the last meeting and other important documentation required for the meeting at least five business days prior to the date set for the meeting. Meetings of the Board of Directors can also be called with a shorter period of notice if there is a pressing matter. It is within the discretion of the Chairman to determine the urgency of that matter. Board meetings are chaired by the Chairman. A quorum of the Board of Directors is constituted when a majority of the members is present. In urgent cases, resolutions may be passed by circular. Unanimity is required for resolutions to be dealt with by circular. Resolutions shall be passed by a simple majority of votes. In the case of a tie, the Chairman shall have the casting vote.

The members of the Board of Directors are to regulate their personal and business matter in such a manner that, as far as possible, actual or possible conflicts of interest are avoided. The members of the Board of Directors are obliged to inform the Chairman in cases of real or potential conflicts of interest. This is regardless of whether the real or potential conflicts of interest are of a general nature or related to a matter to be discussed at a meeting. The Board of Directors shall decide whether there are grounds for a recusal of the member. In such a case, that member may neither participate in the discussion of the matter in question nor vote on it. He has the right to express his opinion before leaving the Committee.

The Board of Directors evaluates its own performance annually and also that of the committees. This evaluation serves to determine whether the Board of Directors and the committees are functioning appropriately. The results of the self-evaluation are recorded in writing. In September 2015, the Board of Directors evaluated its own performance as part of a self-assessment process, which also included the work of the Group Audit & Risk Committee and the Group Nomination & Compensation Committee. The results of the self-evaluation demonstrated the high quality of work done by the Board of Directors and its committees.

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Date

Meeting

Attendance

Duration in h

07 January 2015

extraordinary

all, with the exception of Patrizia Holenstein

1.50

19 January 2015

extraordinary

all

5.00

26 February 2015

ordinary

all

6.75

31 March 2015

ordinary

all

5.25

30 April 2015

ordinary

all

4.25

27 May 2015

ordinary

all

4.00

23 / 24 June 2015

closed meeting

all

15.00

20 August 2015

ordinary

all

4.00

22 September 2015

ordinary

all

7.50

27 October 2015

ordinary

all

8.75

24 November 2015

ordinary

all

6.50

17 December 2015

ordinary

all

3.50

The members of the Group Audit Committee meet at least four times a year. These ordinary meetings are convened by the Chairman. An agenda is compiled prior to each meeting, which is sent together with the necessary information and the minutes of the last meeting to the meeting’s participants at least five days prior to the date of the meeting. The members of the Group Audit Committee, the external auditors, the Head of Group Internal Audit and the Chairman of the Group Risk Committee can request the Chairman of the Group Audit Committee to convene extraordinary meetings. To deal with specific issues, the Group Audit Risk Committee can also invite other persons, such as members of the Group Executive Board, the Chairman of the Group Risk Committee, other staff of the LLB Group companies, representatives of the external auditors or external consultants. The Group CEO, the Group CFO and the Head of Group Internal Audit usually participate in the meetings in an advisory capacity. The other members of the Board of Directors are entitled to participate in the meetings.

The members of the Group Risk Committee meet at least four times a year. These ordinary meetings are convened by the Chairman. An agenda is compiled prior to each meeting, which is sent together with the necessary information and the minutes of the last meeting to the meeting’s participants at least five days prior to the date of the meeting. The members of the Group Risk Committee, the external auditors, the Head of Group Internal Audit and the Chairman of the Group Audit Committee can request the Chairman of the Group Risk Committee to convene extraordinary meetings. To deal with specific issues, the Group Risk Committee can also invite other persons, such as members of the Group Executive Board, the Chairman of the Group Risk Committee, other staff of the LLB Group companies, representatives of the external auditors or external consultants. The Group CEO, the Group CFO and the Head of Group Internal Audit usually participate in the meetings in an advisory capacity. The other members of the Board of Directors are entitled to participate in the meetings.

On account of the legal provisions in relation to Basel III, the formerly combined Group Audit & Risk Committee was separated into two committees, i. e. the Group Audit Committee and the Group Risk Committee, as per 17 December 2015. In the 2015 business year, the combined Group Audit & Risk Committee held six ordinary meetings. No external experts were called in during the 2015 business year.

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Date

Attendance

Duration in h

24 February 2015

all

7.25

05 May 2015

all

7.75

16 June 2015

all

3.50

18 August 2015

all

6.25

30 October 2015

all

6.00

15 December 2015

all

6.25

In October 2015, the Group Audit & Risk Committee carried out a self-evaluation of its organisation and mode of operation, particularly in regard to its independence, professional knowledge and the activities it had carried out. The results showed a positive picture.

The Group Nomination & Compensation Committee convenes as often as business requires, but at least twice a year. The meetings are convened by the Chairman. He compiles an agenda prior to each meeting, which is sent together with the necessary information to the meeting’s participants as early as possible. In 2015, four meetings were held at which all of the committee members were present.

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Date

Attendance

Duration in h

30 January 2015

all

2.50

12 May 2015

all

1.25

31 August 2015

all

4.00

23 November 2015

all

2.00

The following subjects were discussed:

  • re-election of the Chairman and three members of the Board of Directors;
  • evaluation of the achievement of objectives 2014 by the members of the Group Executive Board and the Head of Group Internal Audit;
  • establishment of the fixed and variable compensation of members of the Group Executive Board and the Head of Group Internal Audit in accordance with existing principles and regulations for submission to the Board of Directors;
  • establishment of the fixed compensation of the Board of Directors;
  • establishment of the goals 2015 for the members of the Group Executive Board and the Head of Group Internal Audit;
  • review of the compensation of senior executives in risk management and compliance as well as of other persons affected by the compensation standards regulation;
  • review of compliance with the Group regulations and the compensation standards regulation of LLB AG;
  • review of the need to adapt the regulations for the Group Nomination & Compensation Committee;
  • review of the need to adapt the Group regulations and the compensation standards regulations and the regulations concerning the compensation standards for LLB AG and the Group regulation “Fit & Proper – assessment of the members of the Board of Directors, the Group Executive Board, the Head of Group Internal Audit and of holders of key functions”;
  • discussion of the compensation comparison by Towers Watson;
  • review of the human resource strategy;
  • succession planning for the Board of Directors and the Group Executive Board;
  • preparation of a concept for the further training of members of the Board of Directors and definition of the training subjects for 2016;
  • discussion of concept for the development of young executives;
  • redesign of the compensation report.

The Group Nomination & Compensation Committee exclusively undertakes preparatory and advisory tasks on behalf of the Board of Directors. The Chairman reports to the Board of Directors at their next meeting and submits proposals to them for their decision. To deal with specific issues, the Group Nomination & Compensation Committee can also invite other persons, such as the Head of Group Human Resources, representatives of the external auditors or external consultants. The Group CEO usually participates in the meetings of the Group Nomination & Compensation Committee in an advisory capacity; except when topics are discussed that particularly concern the Board of Directors itself, the business area of Group Internal Audit or the performance assessment of the Group CEO and the establishment of his compensation. In the 2015 business year, the Group CEO and the Head Group Human Resources partially attended all meetings.

In May 2015, the Group Nomination & Compensation Committee carried out a self-evaluation. On the whole the results showed a positive picture.

The Strategy Committee met three times in 2015. It focused, in particular, on the formulation of the StepUp2020 strategy. An initial detailed strategy review with the full Board of Directors and the Group Executive Board was held at the closed meeting on 23 June 2015 (see the chapter “Strategy and organisation”).

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Date

Attendance

Duration in h

24 April 2015

all

2.00

21 May 2015

all

2.00

29 May 2015

all

2.00

Resolutions at the meetings are passed with an absolute majority of the members present. The attendance of more than half of the members is required for a quorum. Only the members of the committees are eligible to vote. In the case of a tie, the Chairman has the casting vote. The subjects dealt with and resolutions passed are recorded in the corresponding minutes. The minutes are circulated to the meeting’s participants and the members of the Board of Directors. The Chairmen of the committees inform the full Board of Directors about the agenda dealt with at the last committee meeting and submit proposals for those points requiring resolutions. Furthermore, they submit an annual activity report on the work of the committees to the full Board of Directors.

3.6 Definition of areas of responsibility

The Board of Directors is responsible for the direction, supervision and control of the LLB Group. It is ultimately responsible for the success of the LLB Group as well as for attaining sustained value for both shareholders and employees. It makes decisions in consultation with the Group CEO concerning the LLB Group’s corporate strategy and assumes final responsibility for monitoring the conduct of business. Furthermore, the Board of Directors monitors compliance with applicable legal provisions and regulations. At the request of the Group CEO, the Board of Directors determines the financial and human resources required to implement the corporate strategy.

Within the scope of the duties and responsibilities defined in the Statutes, the Board of Directors has the following tasks:

  • the definition of management policies;
  • the definition of the LLB Group’s management strategy, including its periodic monitoring;
  • the passing of resolutions regarding all proposals to the General Meeting of Shareholders;
  • the issuing of a regulation concerning Group Internal Audit, the discussion of the reports submitted by Group Internal Audit and the external auditors and the approval of the reports concerning measures implemented on the basis of audit reports and their monitoring;
  • decisions regarding the LLB Group’s expansion into important new business operations as well as its withdrawal from existing important business operations;
  • decisions regarding the acquisition or sale of participations in other companies as well as the establishment or liquidation of LLB Group companies and the nomination of their Boards of Directors;
  • decisions regarding the setting-up and closure of bank offices, branches and representative offices;
  • decisions regarding the initiation of legal actions involving claims of over CHF 10 million as well as judicial and extrajudicial settlements involving amounts of over CHF 10 million;
  • the approval of all business matters and decisions that exceed the authority of the powers delegated by the Board of Directors;
  • decisions regarding the exercise of external mandates and activities by members of the Group Executive Board and Group Internal Audit staff.

Concerning the organization of business activities and the required concomitant issuing of rulings and directives, the Board of Directors is, in particular, responsible for:

  • the regular monitoring of corporate governance principles and management structures laid down in the rules of procedure;
  • the issuing of rulings and directives for the parent bank as well those that are binding Group-wide, subject to respective applicable local law;
  • the regularization and monitoring of internal control systems and the issuing of regulations regarding this function;
  • the appointment and dismissal of the Group CEO, the Vice Group CEO, all the other members of the Group Executive Board and the Head of Group Internal Audit as well as the provisions for deputies and the review of their performance, including succession planning;
  • the supervision of the Group CEO, the Vice Group CEO and the other members of the Group Executive Board regarding compliance with legal provisions, statutes and rulings and directives as well as the LLB Group’s economic development;
  • the appointment of the committee members from among its members;
  • the regularization of the compensation principles within the LLB Group.

Concerning the ultimate liability for the organization of accounting, financial control and financial planning, the Board of Directors is, in particular, responsible for:

  • the approval of medium-term planning and budgeting;
  • the preparation of the Annual Report and the Consolidated Annual Report;
  • the approval of the Consolidated Interim Report;
  • the ensuring of regular reporting on the course of business and extraordinary occurrences; this includes annotated reporting, on a quarterly basis, as regards the development of business, the earnings situation, balance sheet development, liquidity and equity requirements;
  • the stipulation of the competence to authorize expenditure.

Concerning the ultimate responsibility as regards risk management, the Board of Directors is, in particular, responsible for:

  • the definition in Group regulations of the strategies and principles of the LLB Group’s risk policy and their monitoring;
  • the issuing of regulations concerning the fundamentals of risk management, determination of risk appetite, risk control as well as accountability and the processes for the approval of risk-related transactions, whereby interest, credit, liquidity and market price risks and operational risks as well as legal and reputational risks, in particular, are to be identified, controlled, reduced and monitored, as well as the annual review of them;
  • the stipulation of credit competences and the regulation of transactions for the account of corporate bodies and employees as well as resolutions regarding large commitments including cluster risks;
  • the evaluation of the effectiveness of the internal control system;
  • the stipulation of overall and individual limits at least once a year;
  • the approval of quarterly reports, including comments on the risk situation;
  • the ensuring of prompt information in the event of imminent risk threats and losses of considerable importance;
  • the issuing of a code of conduct for employees and corporate bodies of the LLB Group in relation to dealing with conflicts of interest and the issuing of instructions for preventing the misuse of confidential information.

The Group Executive Board, under the leadership of Group CEO, is responsible for the management of the LLB Group. It is composed of six members, the three heads of the market divisions: Retail & Corporate Banking, Private Banking and Institutional Clients, as well as the Group CFO, the Group COO and the Group CEO. The Group Executive Board meets as often as business requires, but at least once a month.

The business of the LLB Group is conducted within a framework of the three market-oriented divisions: Retail & Corporate Banking, Private Banking and Institutional Clients as well as the shared service functions of the Group CFO and Group COO. The heads of the divisions are responsible for the operative management of the divisions.

The heads of the market-oriented divisions are responsible for the cross-divisional collaboration of their business areas and they represent the LLB Group vis-à-vis the general public and other stakeholders in their relevant markets, and vis-à-vis the relevant client groups. Together with the heads of the Group CFO and Group COO Divisions and the heads of the business areas, they implement and coordinate the strategy of their divisions.

The heads of the divisions create the organisational prerequisites in order to manage the business areas assigned to their divisions over all the LLB Group companies. They actively coordinate all business activities with each other.

Taking into consideration prevailing local law, the Group Executive Board issues the regulations necessary for the operation and management of the divisions, provided this does not lie within the competence of the Board of Directors. These regulations may be binding for individual or several divisions of LLB Group companies.

In addition to the powers and duties set forth in the statutes, the Group Executive Board is responsible, in particular, for:

  • implementing the resolutions made by the Board of Directors and its committees;
  • submitting suggestions concerning the organisation of business activities in general and proposals for specific business matters to the Board of Directors and the responsible committees, provided these matters exceed the scope of authority of the Group Executive Board, in particular, with respect to:
  • the definition and periodic review of the LLB Group’s corporate strategy as well as the allocation of resources to implement the strategy and attain corporate objectives;
  • participations, Group companies, business offices, branches and representative offices;
  • medium-term planning;
  • annual expenditure and income budget;
  • financial reporting and the annual report;
  • implementing an efficient structure and organisation and an effective internal control system for the prevention and limitation of risks of all types;
  • implementing the risk policy approved by the Board of Directors and reviewing compliance with it;
  • active participation in the distribution of all significant risks, participation in the valuation of assets as well as in the use of external creditworthiness assessments and internal models regarding key risks;
  • composition of the Risk Committee;
  • comprehensive reporting to the Board of Directors regarding the risk situation in accordance with the provisions of risk policy;
  • naming of persons (with the exception of the staff of Group Internal Audit), who can sign on behalf of the parent bank;
  • regular reporting to the Board of Directors and its committees, in particular to the Chairman about the conduct of business and special occurrences;
  • issuing of regulations for the conduct of business at the LLB Group;
  • coordination of the LLB Group’s range of products as well as specifying the pricing policy and the terms and conditions for the products and services offered;
  • deciding on the conclusion of cooperation and partnership agreements as well as the membership of professional associations;
  • authorising investments for personnel expenses as well as general and administrative expenses of up to CHF 1 million in specific cases and investments of up to CHF 3 million (with prior notification of the Chairman of the Board of Directors) which are not included in the budget adopted by the Board of Directors. In such a case, the Chairman decides about any matters to be presented to the Board of Directors;
  • continuously monitoring the developments within the Divisions and business operations as well as initiating problem-solving measures;
  • continuously monitoring financial reporting;
  • setting objectives for business activities and the course of business as it executes the strategy approved by the Board of Directors; thereby ensuring that decision-making is timely and of a high quality as well as monitoring the implementation of the decisions made;
  • ensuring that their objectives comply with general business targets and with the LLB Group’s course of business.

The Group CEO is the highest authority within the LLB Group management and is liable to account. He is, in particular, entirely responsible for the development of the corporate strategy of the LLB Group and the divisions as approved by the Board of Directors and – in coordination with the Group Executive Board – for the implementation of this strategy. The Group CEO represents the Group Executive Board vis-à-vis the Board of Directors and externally.

The Group CEO

  • ensures the coherent management and development of the LLB Group as well as the implementation of the strategy that is stipulated and periodically monitored by the Board of Directors;
  • sets objectives for business activities and the course of business;
  • ensures high-quality and timely decision-making;
  • ensures that the objectives set by the members of the Group Executive Board comply with management objectives;
  • submits recommendations to the Board of Directors concerning compensation principles within the LLB Group;
  • monitors the implementation of any decisions that are made;
  • monitors the implementation of the resolutions made by the Board of Directors and its committees;
  • is responsible – in coordination with the Chairman of the Board of Directors – for concrete succession planning within the Group Executive Board and submits proposals to the Board of Directors regarding the nomination of members of the Group Executive Board with the exception of the Group CEO.

3.7 Information and control instruments vis-à-vis the Group Executive Board

The Chairman of the Board of Directors is informed about the agenda of Group Executive Board meetings and receives the minutes. He participates in its meetings in an advisory capacity as required. The purpose of this is for both parties to update each other on important topics and form their opinions.

Principally, the Board of Directors, the individual committees and especially the Chairman of the Board are kept informed about the activities of the Group Executive Board by the Chairman of the Group Executive Board. The members of the Group Executive Board report to the Group CEO for the attention of the Board of Directors. The Group CEO ensures that the Chairman of the Board of Directors and the Board of Directors as well as its committees are informed in a timely and appropriate manner. The Group CEO regularly reports to the Board of Directors about current business developments and important business issues, including all matters that fall within the remit of the Board of Directors.

The Group CEO generally attends the meetings of the Board of Directors in an advisory capacity, informs it about the development of business as well as extraordinary occurrences and provides additional information on request. The Group CFO regularly informs the Board of Directors about finances and risk management as well as about the proper implementation of the Bank’s risk policy. The other members of the Group Executive Board attend meetings when matters involving them are dealt with. The Group CEO and the Group CFO usually participate in the meetings of the Group Audit Committee and the Group Risk Committee in an advisory capacity. If required, the Group CEO can inform the Chairman of the Board of Directors outside of meetings of the Board of Directors about the course of business and special occurrences.

During meetings, each member of the Board of Directors can request information about all matters relating to the LLB Group. Outside of meetings, each member of the Board of Directors can also request information about the course of business from members of the Group Executive Board and, with the approval of the Chairman of the Board of Directors, also about individual business transactions.

Internal supervision and control

The LLB Group has standardized bank management systems that generate quantitative and qualitative data for the Group Executive Board and in a summarized form for the Board of Directors. This enables the Board of Directors to inform itself about significant business developments, such as the course of business, earnings situation, budget utilisation, balance sheet development, liquidity, risk situation and the fulfilment of equity requirements. The Board of Directors discusses and approves the annotated reports on finances and risk management on a quarterly basis.

In exercising its supervision and control functions, the Board of Directors is also assisted by Group Internal Audit, which is subordinate directly to the Chairman of the Board of Directors. Group Internal Audit is independent in its reporting and is not subject to any directive or other limitations. Within the LLB Group, it has an unrestricted right to peruse all information and documents. Group Internal Audit assumes the function of the internal auditor for all Group companies that are required to prepare a consolidated statement of accounts and submits the reasons for its decision to the Board of Directors or the respective Board of Directors of the Group company as to whether there exists an effective internal control system and whether risks are being adequately monitored. Group Internal Audit provides independent, objective and systematic reporting services regarding:

  • the effectiveness of processes for defining the strategy and principles of risk policy as well as the general compliance with the approved strategy;
  • the effectiveness of governance processes;
  • the effectiveness of the risk management, including the evaluation of whether risk identification and management are adequate;
  • the effectiveness of internal controls, in particular, whether these are adequate in relation to the risks taken;
  • if necessary, the effectiveness and sustainability of measures for reducing and minimizing risks;
  • the reliability and completeness of financial and operational information (that is, whether activities are correctly and fully documented) as well as the quality of the underlying data and models;
  • compliance with legal and regulatory requirements as well as with internal rulings and directives and agreements.

The powers and duties of Group Internal Audit are stipulated in a special set of regulations. The planning of annual auditing is carried out on the basis of the evaluation of risks and controls and is guided by a long-term auditing plan.

To avoid duplication of work and to optimize controls, the auditing plans are coordinated with the statutory auditors. The short-term auditing plan and the personnel requirement plan are reviewed by the Group Audit Committee and submitted to the Board of Directors for approval. In addition, Group Internal Audit regularly monitors the rectification of any deficiencies found and the implementation of its recommendations; it submits reports about this procedure to the Group Audit Committee.

The results of every examination are recorded in a written audit report. The audit reports of the parent bank and all Group companies are sent to the Chairman of the Board of Directors, the members of the Group Audit Committee and the Group Risk Committee, the Group Executive Board, the Head of Group Credit & Risk Management as well as the external auditors. The Head of Group Internal Audit compiles a report on a quarterly basis for submission to the Group Audit Committee and the Group Executive Board as well as a written activity report annually for submission to the Board of Directors. Particular findings that need to be dealt with immediately are communicated to the Chairman of the Board of Directors without delay by the Head of Group Internal Audit. In addition, Group Internal Audit regularly monitors the rectification of any deficiencies found and the implementation of its recommendations; it submits reports about this procedure to the Group Audit Committee.

Risk management

The proactive approach towards risks is an integral part of the LLB Group’s corporate strategy and ensures the Group’s risk-bearing capacity. The LLB Group attaches great importance to proactive and comprehensive opportunity / risk management. As part of the risk policy, the Board of Directors issues guidelines and regulations concerning the principles of risk management. In this way, the Board of Directors sets qualitative and quantitative standards for risk responsibility, risk management, risk reduction and risk control.

The LLB Group manages risks according to strategic objectives. It evaluates and manages risks through the application of detailed, qualitative and quantitative standards for risk responsibility, risk management and risk control. The “Internal Capital Adequacy Assessment Process” (ICAAP) ensures that adequate capital to cover all essential risks is always available.

The risk management specialists strive to create and maintain a Group-wide uniform risk culture and risk approach. This establishes the fundamentals for an appropriate risk / return profile and an optimum allocation of capital. The Group Risk Committee invites the Chairmen of the Group Risk Committees to a quarterly discussion of the risk status. Their reports are summarized every six months in an overall risk report of the LLB Group, which is discussed by the Board of Directors. Further details concerning “risk management” can be found in the Notes to the consolidated financial statement of the LLB Group.

Compliance

All employees of the LLB Group are obliged to comply with all legal, regulatory and internal regulations as well as to observe common market standards and professional codes of conduct. The compliance functions within the LLB Group annually report in writing to the Board of Directors about their activities, findings and the measures taken (see chapter “Regulatory framework and developments”).