Thor-Equip AS specialises in the manufacture of medical equipment, a field that has become increasingly competitive. Approximately two years ago, Knut Solbær, president of Thor-Equip, decided to revise the bonus plan (based, at the time, entirely on operating profit) to encourage divisional managers to focus on areas that were important to customers and that added value without increasing cost. In addition to a profitability incentive, the revised plan also includes incentives for reduced rework costs, reduced sales returns and on-time deliveries. Bonuses are calculated and awarded semi-annually on the following basis. A base bonus is calculated at 2% of operating profit. The bonus amount is then adjusted by the following amounts:

a. (i) Reduced by excess of rework costs over 2% of operating profit.

(ii) No adjustment if rework costs are less than or equal to 2% of operating profit.

b. Increased by €5000 if over 98% of deliveries are on time, by €2000 if 96-98% of deliveries are on time and by €0 if on-time deliveries are below 96%.

c. (i) Increased by €3000 if sales returns are less than or equal to 1.5% of sales.

(ii) Decreased by 50% of excess of sales returns over 1.5% of sales.

Results for Thor-Equip's Kari and Siri Divisions for the year 2007, the first year under the new bonus plan, follow. In the previous year, 2006, under the old bonus plan, the Kari Division manager earned a bonus of €27060 and the Siri Division manager a bonus of €22440.

Required
1. Why did Knut need to introduce these new performance measures? That is, why does he need to use these performance measures over and above the operating profit numbers for the period?
2. Calculate the bonus earned by each manager for each six-month period and for the year
2007.
3. What effect did the change in the bonus plan have on each manager's behaviour? Did the new bonus plan achieve what he desired? What changes, if any, would you make to the new bonus plan?

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Kari Division Siri Division 1 January 2007 to 1 January 2007 July 2007 1 July 2007 30 June 2007 4 200000 462000 31 December 200730 June 2007 31 December 2007 2900000 406000 4 400000 2850000 Sales Operating profit On-time 440000 342000 95.4% 94.6% delivery Rework costs 11500 Sales returns 84 000 973% 11 000 70000 98.2% 6000 44 750 8000 42 500