{"id":15552,"date":"2020-03-30T10:02:12","date_gmt":"2020-03-30T12:02:12","guid":{"rendered":"https:\/\/gtc.lt\/w\/?page_id=15552"},"modified":"2026-02-23T04:11:42","modified_gmt":"2026-02-23T06:11:42","slug":"atlygis","status":"publish","type":"page","link":"https:\/\/www.gtc.lt\/w\/en\/atlygis\/","title":{"rendered":"Remuneration"},"content":{"rendered":"
\n\t
\n\t\t
\n\t\t\t\n\t
\n\t\t
\n\t\t\t

Remuneration policy guidelines <\/strong><\/p>\n

The goal of the remuneration policy applied across LTG Group is to support long-term, employee-focused decisions that help implement the Group\u2019s strategic directions:
\n\u2022\tOffer a competitive compensation package to attract and retain employees with the required competencies;
\u2022\tEnsure equal opportunities and non-discrimination when evaluating employee performance and awarding compensation;
\u2022\tUphold the principle of internal fairness by providing equal pay for similar work;
\u2022\tIncrease employee engagement;
\u2022\tEncourage professional development and skills enhancement;
\u2022\tPromote transparency and responsible governance;
\u2022\tContribute to efficient personnel cost management and create value for shareholders.\n

\n

Implementation Principles<\/p>\n\n

To achieve these goals, LTG Group has developed a comprehensive position map and established uniform remuneration review principles, which include:
\u2022\tJob evaluation based on internationally recognized methodologies;
\u2022\tInternal salary data comparison with market benchmarks;
\u2022\tAnnual performance reviews involving all company employees.

These steps ensure transparency in decisions related to compensation and its adjustments, while reinforcing a remuneration system that is clearly understood by all employees and linked to individual performance.\n

All components of remuneration, principles of remuneration management, and the decision-making matrix applied within the LTG Group are outlined in the Remuneration Policy.\n

The Chief Executive Officer\u2019s salary consists of a base salary defined in the employment contract and a performance-based incentive. This incentive is linked to:
\u2022\tAchievement of LTG Group\u2019s annual goals approved by the Board (60%)
\u2022\tAchievement of the Company\u2019s annual goals (30%)
\u2022\tLeadership performance and personal objectives (10%)\n

Each year, the Board approves the structure of annual goals, threshold values for achievement, and comparative weightings. After the year ends, the Board confirms the results and determines the size of the performance-based incentive. The maximum incentive may not exceed 30% of the annual base salary.\n

Remuneration principles within the company are transparent and applied equally to all employees, regardless of gender or other aspects of individual identity.\n

Data on the number of employees and average salary is published publicly, regardless of gender and other aspects of individual identity. Additionally, the average salary for men and women is calculated and compared separately.<\/p>\n

More information about remuneration<\/strong><\/a><\/em><\/p>\n

Lygi\u0173 galimybi\u0173 ir \u012fvairov\u0117s LTG u\u017etikrinimo priemon\u0117s rasite \u010dia<\/a><\/em><\/strong><\/p>\n

UAB Gele\u017einkelio Tiesimo Centras\u2019 2024 annual goals (original language)<\/a><\/strong><\/em><\/p>\n

 <\/p>\n

The number of employees and average salary<\/strong><\/p>\n

When disclosing data on the number of employees and average salary, the company also provides a breakdown of average salaries for men and women across different job categories, along with a comparison of these figures.
The principles for determining remuneration within the company are transparent and uniformly applied to all employees, regardless of gender or other aspects of individual identity.
The largest actual differences in average salary between men and women are primarily due to occupational distribution. More men than women are employed not only in the railway industry overall, but also across many job categories \u2014 especially in operational roles. Women tend to dominate in supporting and administrative functions, which generally have lower market salary levels. Men are concentrated in roles that command higher market compensation, often involving specialized tasks, physical labor, outdoor work, or challenging conditions, where market pay levels are higher.<\/p>\n

\u00a0<\/p>\n

\u00a0<\/p>\n

2024 m.\/2025m. duomenys<\/a><\/strong><\/p>\n

\u00a0<\/p>\n

\u00a0<\/p>\n

\u00a0<\/p>\n

\u00a0<\/p>\n

 <\/p>\n

 <\/p>\n\n\t\t<\/div> \n\t<\/div> \n\t\t<\/div> \n\t<\/div> \n<\/div>

<\/div><\/div><\/section>","protected":false},"excerpt":{"rendered":"Kertin\u0117s atlygio politikos nuostatos LTG \u012fmoni\u0173 grup\u0117je taikomos Atlygio politikos tikslas \u2013 ilgalaikiai, su darbuotoj\u0173 gerove susij\u0119 sprendimai, padedantys u\u017etikrinti LTG grup\u0117s strategini\u0173 kryp\u010di\u0173 \u012fgyvendinim\u0105:\u2022 si\u016blyti konkurencing\u0105 atlygio paket\u0105 pritraukiant","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"_links":{"self":[{"href":"https:\/\/www.gtc.lt\/w\/en\/wp-json\/wp\/v2\/pages\/15552"}],"collection":[{"href":"https:\/\/www.gtc.lt\/w\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/www.gtc.lt\/w\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/www.gtc.lt\/w\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.gtc.lt\/w\/en\/wp-json\/wp\/v2\/comments?post=15552"}],"version-history":[{"count":0,"href":"https:\/\/www.gtc.lt\/w\/en\/wp-json\/wp\/v2\/pages\/15552\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.gtc.lt\/w\/en\/wp-json\/wp\/v2\/media?parent=15552"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}