CEO Equity Partnership Mandate

“That employees should be compensated according to their importance is an opinion I have long had to fight for. Especially one shareholder was quite upset over what they considered a terrible deal when Melker Schörling negotiated the right to buy 9.9 percent of Securitas with the option for more when I appointed him as CEO of the group. I have found it very difficult, as the main owner, to be moved by this concern for my own best interest that the shareholders showed me then. Instead, I have rejoiced over one of the best decisions I have made in my life. As the main owner, I have always advocated for significant shareholding for the CEOs of the companies and have facilitated such risk-taking on commercial terms. Then it is a given that Latour conforms to the norms applied by Swedish listed companies, including through the Swedish Corporate Governance Code, regarding the processes for compensation.”

“From the financial trial by fire and the personal witch hunt during the mid-1980s, I gained important experiences that became fundamental for our investment company Latour, the name our investment operations finally received in 1987. When we reached safe ground in the fall of 1986, I finally had time to focus on long-term work and begin shaping our ownership philosophy, business idea, strategies, and culture. Fundamental was a long-term perspective that would foster loyalty among the management teams, employees, and shareholders in Latour and its portfolio companies. The long-term approach gains credibility from active ownership, where my family and I are firmly committed through our significant ownership and the entire family's participation in corporate governance, along with a strong belief that "our" CEOs, in turn, should be committed through substantial personal shareholdings in their companies.”