of the CEO and COO to the annual compensation of CEOs and executive officers in the peer group. It should be noted that the extraordinary economic conditions over the past five years have made peer group comparisons less meaningful due to the significant reduction in overall financial performance and in some cases failure of peer group members.
Objectives
The Committee oversees an integrated compensation program having several elements as discussed below. With respect to each element of executive compensation, the Committee has the objectives of providing the Company, its staff and the communities it serves with consistent long-term leadership of the highest quality possible while maximizing shareholder value. Its general philosophy is to provide a balanced compensation program designed to attract and retain top management talent, align their long-term interests with those of the shareholders, provide annual cash incentives that reward attainment of specific annual corporate performance goals while minimizing associated risks, and provide incentives to retain executives through retirement income and employment contracts.
What the Compensation Program is Designed to Reward
The executive compensation programs for the CEO and COO are designed to reward: (1) long term appreciation of share price, (2) current financial performance related to attaining and exceeding budget along with the resulting Return on Average Equity, (3) setting and executing the strategic direction of the Company in the midst of an extraordinary economic environment, (4) satisfactory achievement of regulatory compliance for financial reporting and regulatory examinations, and (5) building and maintaining a positive reputation of GB&T as a community oriented bank. The primary objectives for the CFO in 2013 included, among other things, accurate and timely financial and regulatory reporting, a well executed 2014 budget process, enhancements to the Bank’s compliance processes, completion of internal Audit/SOX plans and pursuing overall improved operating efficiency for GB&T.
Elements of Compensation
The elements of compensation currently considered by the Committee are: (1) base salary, (2) cash bonuses, (3) long-term incentive plan (equity option) awards, (4) performance-based non-equity incentive plan awards, (5) non-qualified defined benefit plan compensation (retirement benefits), (5) employment and change in control contracts and (6) matching contributions under the Company’s non-discriminatory 401(k) plan. The Committee utilizes each of these elements because it believes each element contributes to a balanced and fair compensation program that result in the attraction and retention of key executives along with producing the desired performance of the Company. The amount, relative proportion of, and basis for each element of compensation is presented in the Summary Compensation Table below.
Base Salary. Given the continued progress of the Company during 2013, the Committee increased 2013 base salaries by approximately 3.0% for Messrs. Blanton and Thigpen to $393,631 and $364,543, respectively and by 3.37% for Mr. Rains to $215,000. For 2014, based on the overall financial performance of the Company, the Committee increased the 2014 base salaries by 4% for Messrs. Blanton and Thigpen to $409,376 and $379,125, respectively, and by 5.00% for Mr. Rains to $225,750.
Bonuses. For 2012, no discretionary cash bonuses were paid to Messrs. Blanton and Thigpen. In consideration of his leadership in the area of staff oversight regarding Audit and Compliance matters, Mr. Rains was awarded a discretionary cash bonus of $5,000 for 2013.
Performance-Based Non-Equity Incentive Plan Compensation. In 2012, the Committee modified the tiered structure implemented in 2011 so that, upon achievement of 90% of the Company’s budgeted net income, 50% of the Company’s return on average equity would be multiplied by base salary and paid as a cash incentive; at 100% budgeted net income, the multiplier would become 100% of the average return on equity, at 105% of budgeted net income, the multiplier would become 150% of the average return on equity, at 110% the multiplier would become 175% and at 115% or higher of budgeted net income, the multiplier would become 200% of the average return on equity. In 2014, the Committee decided that any attained percentage of budgeted net income would be prorated between the levels mentioned above. Based on the extraordinary improvement in the Company’s financial performance in 2013 (net income increased from