UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

WASHINGTON, DC 20549

SCHEDULE 14A

SCHEDULE 14A INFORMATION

Proxy Statement Pursuant to Section 14(a) of the

Securities Exchange Act of 1934

(Amendment No.     )

Check the appropriate box:

Avon Products, Inc.

(Name of Registrant as Specified In Its Charter)

(Name of Person(s) Filing Proxy Statement, if Other Than the Registrant)

Payment of Filing Fee (Check the appropriate box):

Notice of

of Shareholders and Proxy Statement

March 27, 2015April 15, 2016

Dear Fellow Shareholders:

It is my pleasure to invite you to join me, the Board of Directors, senior leaders, and current and former employees at the 20152016 Annual Meeting of Shareholders in New York City. Details regarding admission to the meeting and the business to be conducted are more fully described in the accompanying Notice of Annual Meeting of Shareholders and Proxy Statement.

We hope that you will join us in New York, but whether or not you plan to attend the Annual Meeting, your vote is important. I encourage you to vote by telephone, by internet or by signing, dating, and returning your proxy card by mail. Voting instructions are found on page 56 of the Proxy Statement.

On behalf of the Board of Directors and Avon management, thank you for your investment and interest in Avon.

		Sincerely yours,
		Sheri McCoy
		Chief Executive Officer

AVON PRODUCTS, INC.

777 Third Avenue

New York, NY 10017

NOTICE OF ANNUAL MEETING OF SHAREHOLDERS

TABLE OF CONTENTS

PROXY SUMMARY

This summary highlights information contained elsewhere in the Proxy Statement and in Avon Products, Inc.’s (“Avon,” the Company’s“Company,” “we,” “us,” or “our”) Annual Report on Form 10-K for the year ended December 31, 2014.2015. This summary is not a complete description and you should read the entire Proxy Statement carefully before voting. Proxy materials were first sent to shareholders on or about March 27, 2015.April 15, 2016.

Meeting Agenda

Board and Governance Highlights

The Company has adopted many leading governance practices that establish strong independent leadership in our boardroom and provide our shareholders with meaningful rights. Highlights include:

The above charts include Susan J. Kropf, who has been nominated to our Board but is currently not a director of the Company. For more details regarding Ms. Kropf, please see page 9.

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Board Nominees and Designees

The following table provides summary information about each director nominee.nominated for election to our Board of Directors (the “Board”) at the 2016 Annual Meeting (the “Director Nominees”) and each director elected to the Board by holders of our Series C Preferred Stock (the “Series C Designees”). Director nomineesNominees are elected annually by a majority of the votes cast.cast by our shareholders, voting together as a single class, and the Series C Designees have been elected by the holders of our Series C Preferred Stock, voting separately as a class.

Nominees								2014 Committee Membership
Names		Director   Since		Independent1		Other   Public   Boards		Audit   Committee		Compensation   and   Management   Development   Committee		Finance   Committee		Nominating   and   Corporate   Governance   Committee
Douglas R. Conant2		2012		I		1
W. Don Cornwell		2002		I		2
V. Ann Hailey		2008		I		2
Nancy Killefer		2013		I		2
Susan J. Kropf3		—		I		4
Maria Elena Lagomasino		2000		I		1
Sara Mathew		2014		I		1
Helen McCluskey		2014		I		1
Sheri McCoy4		2012				0
Charles H. Noski		2012		I		2
Gary M. Rodkin		2007		I		1
Paula Stern, Ph.D.		1997		I		1

Nominees and Designees								Committee Membership
Names		Director   Since		Independent1		Other   Public   Boards		Audit   Committee		Compensation   and   Management   Development   Committee		Finance   Committee		Nominating   and   Corporate   Governance   Committee
W. Don Cornwell2		2002		I		2
Chan W. Galbato3,4		2016		I		1
Nancy Killefer		2013		I		3
Susan J. Kropf		2015		I		3
Steven F. Mayer4		2016		I		2
Helen McCluskey		2014		I		2
Sheri McCoy5		2012				0
Charles H. Noski		2012		I		2
Cathy D. Ross		2016		I		1
Michael F. Sanford4		2016		I		0

¹   Independent in accordance with NYSE listing standards and our Corporate Governance Guidelines

²   Lead Independent Director

³   Non-executive Chairman of the Board

³⁴   Not currently a director of the CompanySeries C Designee

⁴⁵   CEO

    - Committee Chair

    - Member

 - Financial Expert

 - Non-Voting Observer

Attendance

Each director nominee other than Ms. KropfDirector Nominee and each Series C Designee is a current director and each Director Nominee that served on the Board in 2015 attended at least 75% of the aggregate number of 20142015 meetings of the Board and each Board Committee on which he or she served. Each of the Series C Designees was initially elected to the Board on March 1, 2016. Cathy D. Ross was initially elected to the Board on March 24, 2016.

Business and Strategy Highlights

WhenDuring 2015, our CEO, Sheri McCoy, joinedand our Board of Directors conducted an exhaustive review of strategic options to drive greater shareholder value and unlock the value of our international growth markets. A significant part of this review was to find a strong solution for our North America business. The options considered by our Board ranged from continuing to operate the business under the existing model to radical shifts in April 2012, shechannel and structure and many variations in between. We talked to other parties in direct selling, consumer packaged goods, and retail as well as other potential investors. We received broad and diverse interest that we narrowed down to the most attractive proposals, both strategically and financially. After a thorough due diligence process, on December 17, 2015, we announced a strategic partnership with Cerberus Capital Management, L.P. (including its affiliates, “Cerberus”).

On March 1, 2016, we announced the completion of this strategic partnership transaction under which Cerberus made a $435 million investment in the Company while Avon’s North America business was separated into a privately-held company that is approximately 80 percent-owned by Cerberus and 20 percent-owned by Avon. This partnership will allow us to drive revenue increases and enhance profitability in our growing international markets while increasing financial flexibility and improving our capital structure. Cerberus also brings significant operational expertise to both the North America and international businesses. Our continuing ownership position in the North America company allows shareholders to participate in the upside potential from a turnaround of this business.

In light of these changes, as of the end of 2015, Avon is a $6 billion revenue business with solid underlying growth trends in our top markets. We participate in attractive and growing categories – both direct selling and beauty. Avon is an iconic, purpose-driven brand with high quality, innovative products and strong R&D capabilities. We have an unparalleled and growing Representative base and we have leadership positions in key international markets and beauty categories.

In parallel with the review of strategic alternatives, our CEO and management team developed a thorough and comprehensive three-year transformation plan (the “Transformation Plan”) that was shared with the investment community on January 21, 2016. The plan has three components—Investing in Growth, Driving Out Cost and Improving Financial Resilience—and has long-term financial goals related to revenue growth, Representative growth and operating margin.

Avon’s Transformation Plan builds on the operational progress we made in 2015. In 2015, given our presence in emerging markets, we continued to face challenges given macroeconomic headwinds from foreign currency fluctuations (estimated to be a $475 million impact on total adjusted operating profit), and we worked hard to mitigate this impact. Despite these challenges, we delivered underlying constant-dollar revenue growth in our international business and grew Active Representatives during the year.

The Board of Directors and the management team developedhave taken the necessary steps in 2015 including the bold strategic decision in concert with development of the Transformation Plan to deliver a strategic turnaroundstronger path forward. One of the key elements of this plan is our partnership with Cerberus. This is a strong catalyst for the Company and we expect to return Avon todeliver sustainable profitable growth. Inshareholder value creation over the first year,coming years. We believe we focused on identifying the most critical challenges to our business, rebuilding our talent pool and stemming the decline in key markets. In 2014, wehave continued to build our management team and prioritized repairing and rebuilding core processes, including field management and commercial marketing. We also focused on drivingmake solid operational excellence, and we investedprogress, particularly in digital and drove reduction in overall costs.

In 2015, we are continuing these efforts and are focused on growth. This includes continued efforts to strengthen field management and improve our Active Representative position as well as to drive improved performance in North America. We are committed to investing in innovation of our core business, as well as our top markets, that puts us on the path for improved financial performance during 2016.

Shareholder Engagement & 2015 Compensation Highlights

Following two years of low say-on-pay support and in preparation for the 2015 compensation planning season, the Chair of our product portfolio. This will enable us to enhance Representative experienceCompensation and Management Development Committee (the “Committee”) and the products used by customers. In order to help us achieve these goals, we will continue to invest in our digital efforts, increasing resources to this key areaChairman of focus. In addition to growth strategies, continued focus on cost reduction will be critical to reinvesting in key markets given anticipated headwinds.

We are a global company with 89%the Board of our consolidated revenue generated outside the United States. Our geographic portfolio is heavily weighted to developing and emerging markets, which has caused challenges given macroeconomic headwinds in some markets and, in particular,Directors conducted significant foreign currency fluctuations. We anticipate that foreign currency will continue to have a negative impact on our results and we are working across the business to mitigate this impact as much as possible.

Given unanticipated significant macroeconomic headwinds and the slower than expected recovery in the North America business, we anticipate that we will not meet the three-year revenue and operating margin targets that we outlined in late 2012 in the timeframe we expected. However, we continue to make progress against our strategic and financial goals. In 2014, we delivered flat revenue performance in constant dollars as well as an improvement in adjusted operating margin, despite significant foreign currency headwinds. We continued to improve our cost structure and we achieved our $400 million cost savings target ahead of schedule. We also continued to strengthen the foundation of our business, especially in our top 12 markets. We now have stronger management teams, an improved talent pipeline, and better discipline in executing against Avon’s core processes. In the second half of 2014, we saw sequential progress in key markets and product categories and delivered improvement on both top and bottom line.

In the last year, we continued to enhance our management team. Given the size and importance of Latin America, we divided management responsibilities between two seasoned Avon executives, Fernando Acosta and David Legher,shareholder outreach to ensure greater leadership over this region. To accelerateshareholder perspectives and concerns were heard and well understood. We had discussions with our shareholders about our compensation program and potential 2015 changes. In these conversations, we reviewed potential program updates and discussed the paceCompany’s transformation status and forward-looking financial and strategic priorities. The feedback received from our shareholders was tremendously valuable and was incorporated into the Committee’s determination of improvement in twocompensation program updates for 2015. Many of the changes to our core processes of commercial marketing and field management, we expanded Fernando Acosta’s responsibilities with global responsibility for Marketing with his unique combination of business operations and brand marketing experience. In addition, we increased support for our sales organizations in key markets by expanding the responsibilities of John Higson, our leader of Europe, Middle East and Africa with global responsibilities for Field Operations. Our new Chief Financial Officer, James Scully, who joined us in early March 2015 will also be integral in driving us toward our strategic and financial goals.

Despite the challenges that may impact timing of achievement of our longer-term goals, our Board and management team are confident we have the right strategiescompensation programs were directly responsive to put us on track for growth and sustainable shareholder value creation. We expect to show year-on-year improvement in constant dollars in our overall financial performance. Although emerging market growth is slowing and we are dealing with foreign currency headwinds, we believe that we are well positioned for profitable growth given the strength of our brand, our geographic portfolio and our six million Representatives who are engaged in our business.

2014 Compensation Highlightsfeedback.

Our strategic and financial goals havealso influenced the design and development of our 20142015 compensation programs. Our Compensation and Management DevelopmentThe Committee is focused on pay for performance and has managed the design and administration of our executive compensation programs in support of this belief and in alignmentbelieves that aligning payouts with our companyperformance outcomes is critical for shareholders, as is securing the right talent to lead our efforts. Accordingly, the targets under our annual and long-term incentive programs represent rigorous performance expectations and are aligned with our immediate and long-term financial and strategic goals.

This commitment is illustrated by the following elements of our 20142015 compensation program:

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Shareholder Engagement Highlights & Key 20152016 Compensation Changes

In 2016, we are committed to continuing to improve the alignment of our pay programs with shareholders, while balancing the need to retain a strong leadership team. The Committee believes the changes made to our compensation programs for 2016 will further improve the alignment between executive compensation and the interests of shareholders and support our financial and transformation goals. Changes for this year have continued to focus on limiting shareholder dilution and assessing our executives’ pay against a peer group more in-line with the Company’s business following the separation of our North America business as part of the Cerberus transaction. Most importantly, we have reduced the value of long-term incentives year-over-year to require upward stock price movement for executives to realize target pay, and to manage our overall equity spend. As shown on page 37 herein, these changes resulted in a reduction of our CEO’s long-term incentive compensation of 31% and an overall reduction in her total target compensation of 22% for 2016 compared to 2015. The long-term incentive compensation for our other NEOs, on average, was reduced by 22% over the same period.

Key 2015-2016 Governance Highlights

At the Company’s 2015 annual meeting of shareholders, shareholders approved a non-binding shareholder proposal requesting that the Board provide for proxy access. Subsequently, the Company engaged in discussions regarding proxy access with various shareholders, including the proponent of the 2015 proxy access proposal, to gain valuable feedback about the appropriate features and mechanics of a proxy access provision for the Company. In line with this, on March 1, 2016, the Board amended and restated the Company’s by-laws (the “By-Laws”) to, among other things, adopt a proxy access provision, as discussed on page 18 of this Proxy Statement. The Company believes the proxy access By-Law amendments adopted by the Board reflect such shareholder feedback and are responsive to the 2015 shareholder proposal.

In 2016, as part of the strategic partnership with Cerberus, the Company reduced the size of its Board from twelve to eleven directors and the Board is now comprised of six of the Company’s incumbent directors, three directors designated by Cerberus, and one additional director jointly selected by the Company and Cerberus. The Company and Cerberus will jointly select one additional director, subject to the agreement with Barington, as further described below. In addition, so long as it maintains a certain ownership level in the Company (as described in more detail on page 28 of this Proxy Statement), Cerberus will have the right to select the director to be appointed as the Chairman. A new Lead Independent Director role was also created on the Board. The Company believes this newly-reconstituted Board and the addition of a Lead Independent Director provides an effective governance framework in support of the Company’s go-forward strategy and transformation.

We have increasedcontinued to engage our shareholder engagement program. Since last year’s annual meeting, we engaged with shareholders representing nearly 60% ofon these governance and related Company matters. For example, our shares outstanding as of December 31, 2014. Our Independentnon-executive Chairman of the Board and/or the Chair of our Compensation and Management Development Committee (the “Committee”)Lead Independent Director have participated in most of these meetings. The feedback received was incorporated intomeetings to address the Committee’s discussion and determination of compensation program changes for 2015. We believe that the changes made for 2015 will sharpen alignment between executive compensation programsstrategic partnership with Cerberus and the interestCompany’s Transformation Plan, which we believe sets the Company on a solid path to profitability and growth by providing a solution for the North America business as well as capital, focus and resources to support the Company in the execution of our shareholders, and support our strategic and financial goals.

The key changes to our 2015 compensation program for our senior executives, many of which are directly responsive to shareholder feedback, include the following:

its transformation. We will continue to engage investors on a regular basis to better understand and consider their viewsviews.

In addition, on our executive compensation programs.March 27, 2016, the Company entered into an agreement (the “Barington Agreement”) with an investor group led by Barington Capital Group, L.P. (collectively, “Barington”) that, as of March 27, 2016, collectively owned over 3% of the outstanding shares of common stock of the Company. Under the terms of the Barington Agreement, the Company granted Barington the right to approve the appointment of the additional director to be jointly selected by the Company and Cerberus to fill the remaining vacancy on the Board. In addition, under the terms of the Barington Agreement, Barington has withdrawn the nominees that it had previously proposed for election to the Board at the 2016 Annual Meeting and has agreed to vote all of its shares in support of the nominees for election proposed by the Board in this Proxy Statement.

Governance and Related Materials

The Company has established strong policies, practices and procedures which provide a framework for effective governance. Our Corporate Governance Guidelines describe our Board of Directors’ governance policies and practices, including standards for director independence, qualifications for Board and Board Committee membership, Board and Board Committee responsibilities, and Board and CEO evaluations. On March 1, 2016, the Board amended and restated the Company’s Corporate Governance Guidelines (the “Corporate Governance Guidelines”) to, among other things, clarify the rights, duties and responsibilities of the Chairman of the Board and the Lead Independent Director. Highlighted below are some of our key governance and related materials.

The Corporate Governance Guidelines, charters of each Board Committee, and Corporate Responsibility Report are available on our investor website (www.avoninvestor.com) and may be accessed by clicking on “Corporate Governance” or, in the case of our Corporate Responsibility Report, by clicking on “Corporate Responsibility Report.Responsibility.” The Code of Conduct is available atwww.avoncompany.com and may be accessed by clicking on “Ethics & Compliance” under the “About Avon” heading.

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VOTING AND MEETING INFORMATION

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PROPOSAL 1—ELECTION OF DIRECTORS

TheOn March 1, 2016, the Company entered into an Investor Rights Agreement (the “Investor Rights Agreement”) with Cleveland Apple Investor L.P., a Delaware limited partnership (“Cerberus Investor”), an affiliate of Cerberus Capital Management, L.P., pursuant to which the Company reduced the size of the Board of Directors has fixedof the number ofCompany (the “Board”) from twelve directors at 12 andto eleven directors.

The Board has nominated Douglas R. Conant, W. Don Cornwell, V. Ann Hailey, Nancy Killefer, Susan J. Kropf, Maria Elena Lagomasino, Sara Mathew, Helen McCluskey, Sheri McCoy, Charles H. Noski Gary M. Rodkin, and Paula SternCathy D. Ross (the “Director Nominees”) for election.election to the Board and Cerberus Investor, as the holder of the Company’s Series C Preferred Stock, has elected Chan W. Galbato, Steven F. Mayer and Michael F. Sanford (the “Series C Designees”) to serve as directors commencing immediately upon the conclusion of the 2016 Annual Meeting. All nominees other than Ms. KropfDirector Nominees and Series C Designees are current members of our Board. Each nominee elected as a directorof the Series C Designees will hold office until the next succeeding Annual Meeting or until his or her successor is elected and qualified. All nominees haveEach of the Director Nominees, if elected as a director at the 2016 Annual Meeting, will hold office until the next succeeding Annual Meeting or until his or her successor is elected and qualified. As set forth in further detail on page 28, Cerberus Investor is required to vote its shares in favor of each Director Nominee. Each Director Nominee has consented to serve as a director, if elected. We have no reason to believe that any of the nomineesDirector Nominees will be unable or unwilling to serve as a director.

We have fewer nominees named than the number of directors fixed by the Board, and the Board is in the process of seeking candidates for the vacant position. Shareholders may not vote for a greater number of persons than the number of nominees named. As described on page 4, the Company entered into the Barington Agreement pursuant to which Barington has been granted the right to approve the appointment of an independent director to the Board that will be selected jointly by the Company and Cerberus in accordance with the terms of the Investor Rights Agreement. Barington has also agreed to withdraw its nominations for election to the Board at the Company’s 2016 Annual Meeting and to vote all its shares in favor of the nominees proposed by the Board.

If a nomineeDirector Nominee receives a greater number of votes “withheld” from his or her election than votes “for” such election, he or she is required to tender his or her resignation in accordance with our Corporate Governance Guidelines, as described under “Information Concerning The Board Of Directors—Board Policy Regarding Voting for Directors” on page 16.17.

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HELEN MCCLUSKEY				9Director Nominee

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INFORMATION CONCERNING THE BOARD OF DIRECTORS

20142015 Board Meetings

Our Board of Directors held eightthirteen meetings in 2014.2015. Directors are expected to attend all meetings of the Board of Directors and the Board Committees on which they serve and to attend the Annual Meeting of Shareholders. AllIn 2015, all directors then serving on the Board attended at least 75% of the aggregate number of 20142015 meetings of the Board and of each Board Committee on which he or she served. All of the directors then serving on the Board attended the 20142015 Annual Meeting. In addition to participation at Board and Committee meetings and the Annual Meeting of Shareholders, our directors discharge their duties throughout the year through communications with senior management.

Non-employee directors meet in regularly scheduled executive sessions, as needed, without the CEO or other members of management. In 2015, in the absence of the Chairman from any executive session, the non-employee directors will choose from among themselves a presiding director.

Board Leadership Structure

The Board currently separates the positions of CEOChairman, Lead Independent Director and Chairman.CEO. Mr. ConantGalbato serves as our Independentnon-executive Chairman of the Board.Board, Mr. Cornwell serves as our Lead Independent Director and Ms. McCoy serves as our CEO. The Board evaluates its leadership structure periodically and believes that separating the Chairman, Lead Independent Director and CEO roles is important as the Company focuses on its turnaroundtransformation and stabilizationgrowth efforts. Following the amendment of the By-Laws on March 1, 2016, the Chairman will preside at all meetings of the Board, including executive sessions, at which the Chairman is present, and the Lead Independent Director will preside at all meetings of the Board at which the Chairman is not present. Additional rights, duties and responsibilities of the Chairman and the Lead Independent Director are set forth in the By-Laws and the Corporate Governance Guidelines. Pursuant to the Investor Rights Agreement, so long as Cerberus Investor maintains a certain ownership level in the Company (as described in more detail on page 28 of this Proxy Statement), Cerberus Investor has the right to select the director to be appointed as our Chairman.

Risk Oversight

The Board of Directors administers its risk oversight function primarily through the Audit Committee, which oversees the Company’s risk management practices. The Audit Committee is responsible for, among other things, discussing with management on a regular basis the Company’s guidelines and policies that govern the process for risk assessment and risk management. Management is responsible for assessing and managing the Company’s various risk exposures on a day-to-day basis. In connection with this, the Audit Committee has oversight of the Company’s enterprise risk management (“ERM”) program, which includes a risk management committee, composed of certain key executives. The cross-functional group of key executives who comprise the risk management committee identify, on a periodic basis, the top current and future risks facing the Company, including, but not limited to, strategic, operational, financial and compliance risks, and the associated risk owners are responsible for managing and mitigating these risks. In line with this, the Company provides regular ERM updates to the Audit Committee.Committee and other Board Committees, as appropriate, which may have certain ERM risks assigned to them by the Board. The Audit Committee also periodically reports to the full Board on the Company’s risk management program.

While the Board of Directors has overall responsibility for overseeing risk management, Board Committees oversee risk within their areas of responsibility, as appropriate. For example, as set forth in further detail on page 46,53, our Compensation and Management Development Committee, with support and advice from its independent consultant, reviews the risk and reward structure of executive compensation plans, policies and practices at least annually to confirm that there are no compensation-related risks that are reasonably likely to have a material adverse effect on the Company. As set forth in its charter, the Finance Committee is responsible for, among other things, reviewing periodically the Company’s strategy for and use of derivatives for hedging risks such as interest rate and foreign exchange risks.

For certain risks, oversight is conducted by the full Board, such as during the Board’s annual review of the Company’s strategic goals and initiatives and other significant issues that are expected to affect the Company in the future. We believe that the Chairman, Lead Independent Director, CEO, and roles of the Board and the Board Committees provide the appropriate leadership to help ensure effective risk oversight.

Communications with Directors

A shareholder or other interested partyperson who wishes to contact the Chairman, the Lead Independent Director or the non-employee or independent directors as a group may do so by addressing thehis or her correspondence to the Chairman, the Lead Independent Director or such non-employee directors, c/o Corporate Secretary, Avon Products, Inc., 777 Third Avenue, New York, NY 10017. All correspondence addressed to a director or group of directors will be forwarded to that director.director or group of directors.

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Board Committees

The Board has the following regular standing committees: Audit Committee, Compensation and Management Development Committee, Nominating and Corporate Governance Committee, and Finance Committee. The charters of each Committee and our Corporate Governance Guidelines are available on our investor website (www.avoninvestor.com). Our Code of Conduct (which applies to the Company’s directors, officers and employees) is available atwww.avoncompany.com.

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Director Independence

The Board of Directors has concluded that each non-employee nomineeDirector Nominee and Series C Designee (including those who are currently serving as non-employee directors and who served during 2014)2015) is independent.

The Board of Directors assesses the independence of its non-employee members at least annually in accordance with the listing standards of the New York Stock Exchange, and the regulations of the Securities and Exchange Commission, and our Corporate Governance Guidelines. As part of its assessment, the Board determines whether or not any such director has a material relationship with the Company, either directly or indirectly as a partner, shareholder or officer of an organization that has a relationship with the Company. The Board broadly considers all relevant facts and circumstances and will considerconsiders this issue not merely from the standpoint of the director, but also from that of persons or organizations with which the director has an affiliation. This consideration includes:

In assessing the independence of directors and the materiality of any relationship with Avon and the other organization, the Board has determined that a relationship in the ordinary course of business involving the sale, purchase or leasing of property or services will not be deemed material if the amounts involved, on an annual basis, do not exceed the greater of (i) $1,000,000 or (ii) one percent (1%) of Avon’s revenues or one percent (1%) of the revenues of the other organization involved.

In the ordinary course of business, the Company has business relationships with certain companies on which Avon Directorsdirectors also serve on the board of directors, including for example, advertising arrangements, software services, and insurance coverage. Based on the standards described above, the Board of Directors has determined that none of these transactions or relationships, nor the associated amounts paid to the parties, was material such that it would impede the exercise of independent judgment.

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Board Policy Regarding Voting for Directors

Our Corporate Governance Guidelines provide that any director nomineeDirector Nominee who receives a greater number of votes “withheld” than votes “for” his or her election in an uncontested election of directors will promptly tender his or her resignation. The Nominating and Corporate Governance Committee (the “Committee”) will recommend to the Board whether to accept or reject the tendered resignation, or whether other action should be taken. The Nominating and Corporate Governance Committee will consider any factors or other information that it considers appropriate or relevant. The Board, taking into account the Nominating and Corporate Governance Committee’s recommendation, will act on the tendered resignation and publicly disclose its decision and the rationale within 90 days from the date of the certification of the election results.

Director Nomination Process & Shareholder Nominations

The Nominating and Corporate Governance Committee is responsible for identifying individuals qualified to become Board members, consistent with criteria approved by the Board, and for making recommendations to the Board regarding: (i) nominees for Board membership to fill vacancies and newly created positions, and (ii) the persons to be nominated by the Board for election at the Company’s annual meeting of shareholders. The Committee actively considers potential director candidates on an ongoing basis as part of its director succession planning efforts.

The Committee’s process for considering all candidates for election as directors, including shareholder-recommended candidates, is designed to ensure that the Committee fulfills its responsibility to recommend candidates that are properly qualified and are not serving any special interest groups, but rather the best interest of all of the shareholders.

In making its recommendations, the Committee evaluates each candidate based on the independence standards described above and other qualification standards described below. For example, our Corporate Governance Guidelines and the charter of the Nominating and Corporate Governance Committee require that our directors possess the highest standards of personal and professional ethics, character and integrity and meet the standards set forth in our Corporate Governance Guidelines. In identifying candidates for membership on the Board, the Committee takes into account all factors it considers appropriate, consistent with criteria approved by the Board, which may include professional experience, knowledge, independence, diversity of backgrounds, and the extent to which the candidate would fill a present or evolving need on the Board. There is not a formal diversity policy; however, diversity of backgrounds, as one factor that the Committee may consider, is broadly construed to include differences of viewpoint, personal and professional experience, skill, gender, race, and other individual characteristics.

Pursuant to the Investor Rights Agreement and the terms and conditions of our Series C Preferred Stock, Cerberus Investor, as the holder of the Series C Preferred Stock, is currently entitled to elect three directors to the Board. In connection with this, Cerberus Investor has elected each of Messrs. Galbato, Mayer and Sanford to serve on the Board commencing immediately upon the conclusion of the 2016 Annual Meeting. So long as Cerberus Investor maintains a certain ownership level in the Company (as described in more detail on page 28 of this Proxy Statement), Cerberus Investor also has the right to select the director to be appointed as our Chairman and has selected Mr. Galbato to serve in this capacity. In addition, pursuant to the Investor Rights Agreement, the Company and Cerberus Investor jointly selected Ms. Ross for election to the Board in accordance with the process described below.

The Committee has retained a third-party search firmfirms to locate candidates who may meet the needs of the Board, and who recommended Ms. McCluskey to the Committee during 2014 and worked with the Board in reviewing and advancing the candidacy.Board. The firmfirms typically providesprovide information on a number of candidates for review and discussion by the Committee. Our Independent Chairman of the Board and our CEO recommended Ms. Kropf to the Committee and worked with the Board in reviewing and advancing the candidacy. As appropriate, the Committee chair and other members of the Committee and the Board interview potential candidates. If the Committee determines that a potential candidate meets the needs of the Board, haspossesses the relevant qualifications, and meets the standards set forth in our Corporate Governance Guidelines, the Committee will vote to recommend to the Board the election of the candidate as a director. Following the completion of this process with respect to Ms. Ross, members of the Committee determined that Ms. Ross met these standards and, therefore, recommended to the Board the election of this candidate as a director. Pursuant to the Investor Rights Agreement, each of the Company and Cerberus Investor agreed to the election of Ms. Ross to the Board based upon the recommendation of the Committee members. Ms. Ross was elected to the Board on March 24, 2016 by the directors then serving on the Board and has been nominated for election to the Board at the 2016 Annual Meeting.

As described on page 4, the Company entered into the Barington Agreement pursuant to which Barington has been granted the right to approve the appointment of an independent director to the Board that will be selected jointly by the Company and Cerberus Investor in accordance with the terms of the Investor Rights Agreement. Barington has also agreed to withdraw its nominations for election to the Board at the Company’s 2016 Annual Meeting and to vote all its shares in favor of the nominees proposed by the Board.

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The Committee will consider director candidates recommended by shareholders if properly submitted to the Committee in accordance with our Corporate Governance Guidelines. Shareholders wishing to recommend persons for consideration by the Committee as nominees for election to the Board of Directors can do so by writing to the Nominating and Corporate Governance Committee, c/o Corporate Secretary, Avon Products, Inc., 777 Third Avenue, New York, NY 10017. Recommendations must include the proposed nominee’s name, detailed biographical data, work history, qualifications and corporate and charitable affiliations. A written statement from the proposed nominee consenting to be named as a nominee and, if nominated and elected, to serve as a director is also required. The Committee will then consider the candidate and the candidate’s qualifications using the criteria as set forth above. The Committee may discuss with the shareholder making the nomination the reasons for making the nomination and the qualifications of the candidate. The Committee may then interview the candidate and may also use the services of a search firm to provide additional information about the candidate prior to making a recommendation to the Board.

Shareholders of record may also nominate candidates for election to the Board by following the procedures set forth in our By-Laws. On March 1, 2016, the Board amended and restated the Company’s By-laws to, among other things, adopt proxy access provisions whereby a shareholder, or a group of up to 20 shareholders, who owns 3% or more of the Company’s common stock continuously for at least three years, may nominate and include in the Company’s proxy materials candidates for election as directors of the Company. Such shareholder(s) or group(s) of shareholders may nominate up to the greater of two individuals or 20% of the Board, provided that the shareholder(s) and the nominee(s) satisfy the requirements specified in the By-Laws and comply with the other procedural requirements of our Corporate Governance Guidelines. Information regarding these procedures for nominations by shareholders will be provided upon request to our Corporate Secretary.

In addition, our Corporate Governance Guidelines provide that any non-employee director who will be age 72 or older at the time of the election may not stand for reelection unless requested by the Board.

Certain Legal Proceedings

In July and August 2010, derivative actions were filed in state court against certain present or former officers and/or directors of the Company (Carol J. Parker, derivatively on behalf of Avon Products, Inc. v. W. Don Cornwell, et al. and Avon Products, Inc. as nominal defendant (filed in the New York Supreme Court, Nassau County, Index No. 600570/2010); Lynne Schwartz, derivatively on behalf of Avon Products, Inc. v. Andrea Jung, et al. and Avon Products, Inc. as nominal defendant (filed in the New York Supreme Court, New York County, Index No. 651304/2010)). On November 22, 2013, a derivative action was filed in federal court against certain present or former officers and/or directors of the Company and following the federal court’s dismissal, an additional action was subsequently filed in New York state court on May 1, 2015 (Sylvia Pritika, derivatively on behalf of Avon Products, Inc. v. AnnS. Moore,Andrea Jung, et al. and Avon Products, Inc. as nominal defendant (filed in the United States District Court for the Southern District of New York Supreme Court, New York County, Index No. 13-CV-8369)651479/2015)). The claims asserted in one or more of these actions include alleged breach of fiduciary duty, abuse of control, waste of corporate assets, and unjust enrichment, relating to the Company’s compliance with the Foreign Corrupt Practices Act, including the adequacy of the Company’s internal controls. The relief sought against the individual defendants in one or more of these derivative actions include certain declaratory and equitable relief, restitution, damages, exemplary damages and interest. The Company is a nominal defendant, and no relief is sought against the Company itself. InOn April 28, 2015, an action was filed to seek enforcement of demands for theParkercase, plaintiff has agreed that defendants’ time to file an answer, motion to dismiss or other response is adjourned until plaintiff files an amended pleading. InSchwartz, plaintiffs filed a further amended complaint on March 17, 2015, inspection of certain of the Company’s books and records (Belle Cohen v. Avon Products, Inc. (filed in the New York Supreme Court, New York County, Index No. 651418/2015)). The parties have agreedreached agreements to settle the derivative and books and records actions. The terms of settlement include certain corporate governance measures as well as releases of claims. The Company accrued approximately $4 million as of June 30, 2015 with respect to these matters, which the Company expects will be paid by insurance. Settlement is conditioned upon court approval of the proposed resolution of the derivative actions. On March 30, 2016, the court granted preliminary approval of the settlement and scheduled a stipulated schedulehearing to consider final approval for defendants to file a motion to dismiss. InPritika, defendants’ motion to dismiss the complaint for lack of federal subject matter jurisdiction was granted on March 16, 2015.June 30, 2016.

Consistent with the Company’s By-Laws and the New York Business Corporation Law, expenses in connection with all of the foregoing actions and certain other matters described in the Company’s Annual Report on Form 10-K are being paid by the Company on behalf of certain present or former officers and/or directors.

Compensation and Management Development Committee Interlocks and Insider Participation

No member of our Board’s Compensation and Management Development Committee has served as one of our officers or employees at any time. None of our executive officers served during 20142015 as a member of the board of directors or as a member of a compensation committee of any other company that has an executive officer serving as a member of our Board of Directors or Compensation and Management Development Committee.

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DIRECTOR COMPENSATION

The following table discloses compensation received by our non-employee directors during 2014.2015.

Director		Fees Earned or     Paid in Cash   ($)		Stock           Awards            ($)1		All Other     Compensation     ($)2		Total               ($)
Mr. Conant3		343,000		114,998		76		458,074
Mr. Cornwell		97,000		114,998		15,576		227,574
Ms. Hailey		91,000		114,998		76		206,074
Ms. Killefer		91,000		191,664		15,076		297,740
Ms. Lagomasino		96,000		114,998		76		211,074
Ms. Mathew		81,000		153,318		76		234,394
Ms. McCluskey5		42,500		—		38		42,538
Ms. Moore4		26,168		—		25		26,193
Mr. Noski		95,000		114,998		15,576		225,574
Mr. Rodkin		87,000		114,998		10,576		212,574
Dr. Stern		87,000		114,998		5,876		207,874

Director*		Fees Earned or     Paid in Cash ($)1		Stock           Awards            ($)2		All Other     Compensation     ($)3		Total               ($)
Mr. Conant4,5		343,000		115,001		75		458,076
Mr. Cornwell		97,000		115,001		75		212,076
Ms. Hailey4		91,000		115,001		75		206,076
Ms. Killefer		91,000		115,001		75		206,076
Ms. Kropf		56,000		115,001		44		171,045
Ms. Lagomasino4		96,000		115,001		75		211,076
Ms. Mathew4		87,000		115,001		75		202,076
Ms. McCluskey		87,000		210,834		75		297,909
Mr. Noski		95,000		115,001		75		210,076
Mr. Rodkin4		87,000		115,001		75		202,076
Dr. Stern4		87,000		115,001		6,475		208,476

*	Mr. Galbato, Mr. Mayer, Ms. Ross and Mr. Sanford joined the Board in 2016 and did not earn any compensation during 2015.

 

1

Stock awards consistThis column represents the amount of 8,640 service-based restricted stock units (“Service-based RSUs” or “RSUs”), which were granted on May 6, 2014 as part of the annual retainercash compensation earned in Fiscal 2015 (including any deferred amounts) for non-employee directors. Ms. Killefer, who joined the Board in September 2013, received an additional pro-rata award of 5,760 RSUsand Board Committee service. For 2015, only Mr. Noski elected to defer any such amounts. See “Annual Retainer Fees” below for her service on the Board prior to our 2014 Annual Meeting. Ms. Mathew, who joined the Board in January 2014, received an additional pro-rata award of 2,879 RSUs for her service on the Board prior to our 2014 Annual Meeting. The aggregate grant date fair value of the RSUs was determined based on the grant date fair value in accordance with FASB ASC Topic 718. See also Note 10 in the Notes to the Consolidated Financial Statements contained in our Form 10-K for 2014 for a description of our share-based awards.details.

On December 31, 2014,2015, each non-employee director held the following aggregate number of restricted stock awards, RSUs and option awards:

 

Mr. Conant: 19,55735,823 RSUs

 

Mr. Cornwell: 9,563 shares of restricted stock 33,977and 50,243 RSUs

Ms. Hailey: 48,729 RSUs

Ms. Killefer: 30,666 RSUs

Ms. Kropf: 16,266 RSUs and options to purchase 8,000184,502 shares

Ms. Hailey: 32,463 RSUs

Ms. Killefer: 14,400 RSUs

 

Ms. Lagomasino: 10,819 shares of restricted stock 33,977and 50,243 RSUs and options to purchase 8,000 shares

 

Ms. Mathew: 11,51927,785 RSUs

 

Ms. Moore: Options to purchase 8,000 sharesMcCluskey: 29,281 RSUs

 

Mr. Noski: 16,94833,214 RSUs

 

Mr. Rodkin: 2,519 shares of restricted stock and 33,97750,243 RSUs

 

Dr. Stern: 15,999 shares of restricted stock 33,977and 50,243 RSUs and options to purchase 8,000 shares

 

23

This column includes payments of life and business travel accident insurance premiums and matches made pursuant to the Avon Foundation Matching Gift Program. Non-employee directors are eligible to participate in the Avon Foundation’s U.S. Associate Matching Gift Program on the same terms as Avon Products, Inc. employees. Under this program, the Avon Foundation will match a non-employee director’s contribution to a charitable organization up to $15,500 per year. This column includes the following amounts, which were in excess of $10,000, eachamount, for matches to charitable organizations: Dr. Stern, $6,400.

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4	Mr. Cornwell, $15,500;Conant, Ms. Killefer, $15,000; Mr. Noski, $15,500; andHailey, Ms. Lagomasino, Ms. Mathew, Mr. Rodkin $10,500.and Dr. Stern resigned from the Board in March 2016.

 

35	Mr. Conant received a fee of $250,000 for his service as Independent Chairman of the Board.

4	Ms. Moore retired from the Board in May 2014.

5	Ms. McCluskey, who joined the Board in July 2014, did not receive a grant of RSUs during 2014.

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Annual Retainer Fees

Directors who are employees of Avon or any of our subsidiaries receive no remuneration for services as a director. As in prior years, in 2014,2015, each non-employee director was entitled to an annual retainer of $190,000, consisting of $75,000 in cash plus an annual grant of RSUs having a market value as of the date of grant of approximately $115,000 based on the closing price of our common stock on the date of grant. Pursuant to the Avon Products, Inc. Compensation Plan for Non-Employee Directors (the “Plan”), annual RSU awards are granted on the same date as the Annual Meeting of Shareholders and vest on the date of the next Annual Meeting of Shareholders, provided that such non-employee director has served as a member of the Board of Directors for the entirety of his or her annual term. Vested RSUs are settled upon a director’s departure from the Board. A non-employee director is entitled to regular dividend equivalent payments (to the extent any dividends on common stock are declared and paid) on RSUs but does not have the right to vote RSUs until settlement.

In 2016, we amended the Plan to provide that the Board can accelerate vesting of the annual RSU grant in the event a non-employee director’s Board service ceases involuntarily and without cause or in the event of a similar cessation of Board service. Additionally, directors elected by Cerberus Investor pursuant to the terms of the Series C Preferred Stock and the Investor Rights Agreement are entitled to be compensated for their services in the same amounts described above. Each of these directors’ compensation that would otherwise be in the form of an annual RSU award will instead be in the form of a contractual right to cash (to be paid upon vesting) in an amount equal to the value of the other non-employee directors’ RSU awards as of the date of vesting.

In addition to the annual Board retainer, during 2014,2015, the Company paid a $10,000 retainer for service on the Audit Committee and a $6,000 retainer for service on each of the other Board committees. Furthermore, Mr. Conant, who, during 2015, served as the Independent Chairman of the Board, received an additional fee of $250,000,$250,000. In 2015, the chair of the Audit Committee received an additional fee of $10,000, the chair of the Compensation and Management Development Committee received an additional fee of $9,000, and the chair of each other Committee received an additional fee of $6,000. In 2016, pursuant to the By-Laws and the terms of the Investor Rights Agreement with Cerberus Investor, the Board has two separate defined roles of non-executive Chairman and Lead Independent Director. The Board approved the changes to the Board roles and, beginning with their respective elections for the one-year term commencing immediately upon the conclusion of the 2016 Annual Meeting, provided for fees for the non-executive Chairman of $150,000 and for the Lead Independent Director of $100,000. At certain times, we also provide directors with complimentary Avon products, such as samples of new product launches.

Pursuant to the Board of Directors of Avon Products, Inc. Deferred Compensation Plan, non-employee directors may elect to defer all or a portion of their cash retainer fees into a stock account or cash account. The amounts deferred into the stock account increase or decrease in value proportionately with the price of Avon’s common stock. TheIn line with this, the amounts deferred into the cash account, inclusive of accumulated interest, earn interest equal to the prime rate.

Stock Ownership GuidelinesGuideline

The Board of Directors has adopted a stock ownership guidelinesguideline which requirerequires non-employee directors to own shares of our common stock having a value equal to or greater than $350,000 within five years from the date of their election to the Board. The Board may waive this stock ownership guideline for any director if the receipt of equity awards or the ownership of Company common stock by such director would violate any policies or procedures to which such director is subject in connection with his or her employment. In line with this, the Board has waived this stock ownership guideline for Messrs. Galbato, Mayer and Sanford. All other current directors were in compliance with these guidelinesthis guideline for 20142015 or are on track to satisfy themit within the period allowed to satisfy the guidelines.guideline.

Role of the Nominating and Corporate Governance Committee

The Nominating and Corporate Governance Committee is responsible for periodically reviewing and making recommendations to the full Board regarding the compensation of non-employee directors. In making its recommendations, the Committee typically considers:

 

The form and amount of compensation necessary to attract and retain individuals who are qualified to serve on the Board and to align the interests of the directors with those of shareholders.

 

The non-employee director compensation practices of other companies to assist it in the development of the compensation program and practices for our non-employee directors.

 

The impact on the perceived independence of the directors of compensation in excess of customary amounts and of indirect compensation.

 

The advice of independent consultants retained from time to time by the Nominating and Corporate Governance Committee (whom the Committee did not retain in 2014)2015).

 

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EXECUTIVE OFFICERS

The executive officers of the Company as of the date hereof are listed below. Executive officers are generally designated by the Board of Directors at its first meeting following the Annual Meeting of Shareholders or in connection with the appointment to his or her role. Each executive officer holds office until the first meeting of the Board of Directors following the next Annual Meeting of Shareholders or until his or her successor is elected, except in the event of death, resignation, removal or the earlier termination of his or her term of office.

 

Name				Title		Age		Year Designated   Executive Officer				Title		Age		Year Designated   Executive Officer
Sheri McCoy		Chief Executive Officer				56		2012				Chief Executive Officer		56		2012
James S. Scully		Executive Vice President and Chief Financial Officer				50		2015				Executive Vice President, Chief Operating Officer and Chief Financial Officer		51		2015
Fernando Acosta		Senior Vice President and President, North Latin America and Andean Cluster and Head of Global Brand Marketing				47		2011				Executive Vice President, Chief Marketing and Social Selling Officer		48		2011
Jeff Benjamin		Senior Vice President, General Counsel and Chief Ethics & Compliance Officer				69		2012
John P. Higson		Senior Vice President and President, EMEA and Head of Global Field Operations				57		2006				Executive Vice President, Europe, Middle East & Africa and Latin America		58		2006
David Legher		Senior Vice President and President, Avon Brazil and South Market Group				45		2014
Robert Loughran		Vice President and Corporate Controller				50		2012
Pablo Munoz		Senior Vice President and President, North America				57		2013
Jeff Benjamin												Senior Vice President, General Counsel and Chief Ethics & Compliance Officer		70		2012
Susan Ormiston		Senior Vice President, Human Resources and Chief Human Resources Officer				44		2013				Senior Vice President, Human Resources and Chief Human Resources Officer		45		2013
Nilesh Patel		Senior Vice President and President, Asia Pacific				55		2014				Senior Vice President and President, Asia Pacific		56		2014
David Powell		Senior Vice President of Business Transformation and Global Supply Chain				58		2013
Brian Salsberg		Senior Vice President, Global Strategy				41		2014
Robert Loughran												Group Vice President, Chief Accounting Officer		51		2012

Sheri McCoy joined Avon as Chief Executive Officer in April 2012 and was elected to the Board of Directors in May 2012. She joined Avon after 30 years with Johnson & Johnson, where she rose to Vice Chairman in January 2011. Most recently at Johnson & Johnson, Ms. McCoy oversaw Pharmaceutical, Consumer, Corporate Office of Science & Technology, and Information Technology divisions. Prior to that, she served in a number of leadership roles, including Worldwide Chairman, Pharmaceuticals Group from 2009 to 2011; Worldwide Chairman, Surgical Care Group from 2008 to 2009; and Company Group Chairman and Worldwide Franchise Chairman of Ethicon, Inc., a subsidiary of Johnson & Johnson, from 2005 to 2008. Earlier in her career, she was Global President of the Baby and Wound Care franchise; Vice President, Marketing for a variety of global brands; and Vice President, Research & Development for the Personal Products Worldwide Division. She serves on the boards of New Avon LLC, the Partnership for New York, Catalyst, Stonehill College, and the non-profit science and technology organization FIRST.

James S. Scullyhas been Avon’s Executive Vice President, Chief Operating Officer and Chief Financial Officer since January 2016. Prior to this, he was Executive Vice President and Chief Financial Officer from March 9,2015 to December 2015. Prior to joining Avon, Mr. Scully served as the Chief Operating Officer of the J. Crew Group, Inc., a specialty apparel and accessories retailer. Mr. Scully served as J. Crew’s Executive Vice President and Chief Financial Officer from September 2005 to May 2012 and Chief Administrative Officer from April 2008 to April 2013. Prior to joining J. Crew in 2005, Mr. Scully served in key roles at Saks Incorporated from 1997 to 2005, including at various times as Executive Vice President of Human Resources and Strategic Planning, Senior Vice President of Strategic and Financial Planning and Senior Vice President, Treasurer. Mr. Scully held the position of Senior Vice President of Corporate Finance at Bank of America (formerly NationsBank) from 1994 to 1997. Mr. Scully began his career in the banking industry at Connecticut National Bank, which was subsequently acquired by Shawmut Bank.

Fernando Acosta has been Avon’s Executive Vice President, Chief Marketing and Social Selling Officer since January 2016. Prior to this, he was Senior Vice President and President, North Latin America and Andean Cluster and Head of Global Brand Marketing sincefrom November 2014. Prior2014 to this, he was Avon’sDecember 2015 and Senior Vice President and President Latin America sincefrom December 2011.2011 to November 2014. Prior to joining Avon, Mr. Acosta spent 19 years at Unilever, where he advanced through a series of senior operating positions with increasing responsibility. He served as Unilever’s Senior Vice President, Middle Americas sincebeginning in November 2010. Prior to that, he served as Unilever’s Senior Vice President, Skin Care and Cleansing from August 2008 to October 2010. Prior to that, he served as Senior Vice President, Dove Personal Care from July 2006 to July 2008. Prior to 2006, Mr. Acosta held various management positions within Unilever’s Deodorants and Hair Care businesses.

John P. Higson has been Avon’s Executive Vice President, Europe, Middle East & Africa (EMEA) and Latin America since January 2016. Prior to this, he was Avon’s Senior Vice President and President, EMEA and Head of Global Field Operations from November 2014 to December 2015 and Senior Vice President and President, EMEA from March 2012 to November 2014. Mr. Higson served as Senior Vice President, Global Commercial Operations from March 2011 to March 2012 and Senior Vice President, Global Direct Selling and Business Model Innovation from June 2009 to March 2011.Prior to that, Mr. Higson was Senior Vice President, Central and Eastern Europe from 2005 to 2009, Area Vice President, Central and Eastern Europe from 2002 to 2005 and, additionally during that period, was General Manager, Avon Poland from 2003 to 2005 and head of Global Sales Development from 1999 to 2002. Before that, he held various positions since joining Avon in 1985.

 

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Jeff Benjamin has been Avon’s Senior Vice President, General Counsel and Chief Ethics & Compliance Officer since September 2012. Prior to joining Avon, he was employed by Novartis Corporation (formerly known as Ciba-Geigy Corporation) from April 1974 through December 2011. There he served in a variety of general counseling positions from 1986 until his retirement in December 2011. In addition, he was Chief Ethics & Compliance Officer at Novartis Corporation from 1997 through 2010 and Chair of the Ethics & Compliance Committee from 2010 through 2011.

John P. Higson has been Avon’s Senior Vice President and President, EMEA and Head of Global Field Operations since November 2014. Prior to this, he was Avon’s Senior Vice President and President, EMEA since March 2012. Mr. Higson served as Senior Vice President, Global Commercial Operations from March 2011 to March 2012 and Senior Vice President, Global Direct Selling and Business Model Innovation from June 2009 to March 2011. Prior to that, Mr. Higson was Senior Vice President, Central and Eastern Europe from 2005 to 2009, Area Vice President, Central and Eastern Europe from 2002 to 2005 and, additionally during that period, was General Manager, Avon Poland from 2003 to 2005 and head of Global Sales Development from 1999 to 2002. Before that, he held various positions since joining Avon in 1985.

David Legher has been Avon’s Senior Vice President & President, Avon Brazil and South Market Group since November 2014. Prior to this, he was Senior Vice President and President of Avon Brazil, the Company’s largest market, since 2012. Mr. Legher joined Avon in 2004 and held various positions, including General Manager of Colombia, Peru and Ecuador and General Manager of Mexico and Central America. Prior to that, he worked for 11 years at Suramericana de Seguros, a major insurance company, holding roles in IT, internal audit, project management, operations and planning, commercial and M&A responsibilities.

Robert Loughran has been Avon’s Vice President and Corporate Controller since May 2012, and he also served as Acting Chief Financial Officer from October 2014 to March 2015. Prior to that, Mr. Loughran served as Vice President and Assistant Controller since September 2009 and prior to that he held the position of Executive Director, Assistant Controller since joining the Company in 2004.

Pablo Munoz has been Avon’s Senior Vice President and President, North America since June 2013. Prior to joining Avon, Mr. Munoz spent two decades at Tupperware Brands Corporation, most recently serving as Group President of the Americas region from January 2011 to May 2013. In September 2012, he assumed responsibility for Tupperware North America. Previously, Mr. Munoz served as Group President, Latin America from January 2010 to January 2011. Prior to January 2010, Mr. Munoz was Vice President, Latin America for approximately 5 years. Earlier in his career, Mr. Munoz spent five years at Sara Lee Corporation as Executive Director, Business Development and, prior to that, held positions at Booz Allen Hamilton, Inc. and Abbott Laboratories.

Susan Ormiston has been Avon’s Senior Vice President, Human Resources and Chief Human Resources Officer since July 2013. Prior to that, Ms. Ormiston served as Group Vice President, Global Functions & HR Operational Excellence since November 2012 and prior to that she held the position Vice President, Human Resources, Global Brand Marketing since joining Avon in August 2010. Prior to joining Avon, Ms. Ormiston was Senior Vice President, Human Resources, at global life insurer New York Life International from June 2007 to July 2010. Earlier in her career, she spent 15 years at IBM, progressing through human resources management roles of increasing responsibility in the U.S. and U.K.

Nilesh Patel has been Avon’s Senior Vice President and President, Asia Pacific since February 2014. Prior to joining Avon, Mr. Patel spent 26 years with the Heinz Company, most recently serving as President, Director and Regional CEO of the Heinz ASEAN Region from May 2007 to January 2014. Prior to that, he served as Managing Director and Chairman of the Board of the Board of Directors of Heinz India from 2004 to 2007. Before that, Mr. Patel held positions of increasing responsibility in technical, supply chain, and commercial functions in EMEA and in Asia, including China.

David PowellRobert Loughran has been Avon’s SeniorGroup Vice President, of Business TransformationChief Accounting Officer since March 2016 and Global Supply Chainprior to that Group Vice President, Corporate Controller since February 2013.May 2015. He also served as Acting Chief Financial Officer from October 2014 to March 2015. Prior to joining Avon,that, Mr. Powell was the Managing Partner at Midreef Partners, LLCLoughran served as Vice President and Corporate Controller from JulyMay 2012 to March 2013,May 2015 and provided advisory supportVice President and Assistant Controller from September 2009 to medical technology, turn-around, and private/venture equity firms.May 2012. Prior to that, he spent more than 10 years with Johnson & Johnson, most recently serving as Presidentheld the position of Japan medical devices division from January 2008 to December 2012 and as Executive Advisor to that division from January 2012 through June 2012. From April 2004 to December 2007, Mr. Powell served as Worldwide President of Advanced Sterilization Products. In his early career, Mr. Powell held a series of profit and loss, operations, and strategy leadership positions at companies such as Ethicon, HAVI Food ServicesDirector, Assistant Controller since joining Avon in Hong Kong, and Urologix.

Brian Salsberg has been Avon’s Senior Vice President, Global Strategy since September 2013. Mr. Salsberg joined Avon after a 14-year career at McKinsey & Co., a global management consulting firm, where he was a Partner. He was a co-leader of the firm’s consumer and retail practice in Asia and has experience developing and leading growth and innovation strategies with blue-chip global consumer companies in Asia and around the world.2004.

 

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OWNERSHIP OF SHARES

The following table shows information for holdersbeneficial owners of more than 5% of the outstanding shares of Avon common stock, as set forth in recent filings with the Securities and Exchange Commission (“SEC”). Beneficial ownership is determined in accordance with SEC rules. In computing a person’s percentage ownership of common stock, shares of common stock into which shares of Avon’s Series C Preferred Stock are convertible are deemed to be outstanding and beneficially owned only with respect to the person exercising voting and dispositive power over such shares of Series C Preferred Stock, as described in more detail in footnote 1 to the following table.

 

Name and Address		Amount and Nature of     Beneficial Ownership		Percent of                  Class
The Vanguard Group1 100 Vanguard Blvd. Malvern, Pennsylvania 19355		36,792,399		8.46%
T. Rowe Price Associates, Inc.2 100 E. Pratt Street Baltimore, MD 21202		32,951,450		7.5%
Yacktman Asset Management LP3 6300 Bridgepoint Parkway Building One, Suite 500 Austin, TX 78730		31,470,712		7.2%
Franklin Mutual Advisors, LLC4 101 John F. Kennedy Parkway Short Hills, NJ 07078-2789		29,620,562		6.8%
Capital International Investors5 333 South Hope Street Los Angeles, CA 90071		26,771,189		6.1%
BlackRock, Inc.6 55 East 52nd Street New York, NY 10022		23,800,160		5.5%
Capital World Investors7 333 South Hope Street Los Angeles, CA 90071		21,890,000		5.0%

Name and Address		Amount and Nature of     Beneficial Ownership     Of Common Stock		Percent of                   Class
Stephen Feinberg, Cerberus Investor and Avatar GP, LLC1 875 Third Avenue, 11th Floor New York, New York 10022		87,051,524		16.6%
Capital Research Global Investors2 333 South Hope Street Los Angeles, CA 90071		51,855,341		11.9%
Wellington Management Group LLP3 c/o Wellington Management Company LLP 280 Congress Street Boston, MA 02210		36,059,581		8.3%
Yacktman Asset Management LP4 6300 Bridgepoint Parkway Building One, Suite 500 Austin, TX 78730		34,998,500		8.0%
The Vanguard Group5 100 Vanguard Blvd. Malvern, Pennsylvania 19355		30,494,994		7.0%
BlackRock, Inc.6 55 East 52nd Street New York, NY 10055		30,010,292		6.9%
FMR LLC7 245 Summer Street Boston, MA 02210		23,719,430		5.4%

 

1

In its Schedule 13D filed on March 11, 2016 with the SEC, each of Stephen Feinberg, Cerberus Investor and Avatar GP, LLC reported that each may be deemed to beneficially own 435,000 shares of the Company’s Series C Preferred Stock, which represents 100% of the outstanding Series C Preferred Stock and was convertible into 87,000,000 shares of the Company’s common stock as of March 1, 2016. Such shares are held by Cerberus Investor. Mr. Feinberg exercises sole voting and sole dispositive power over all securities held by Cerberus Investor. The percentage of class noted in the table is on an as-converted basis. Stephen Feinberg is the president, sole director and sole shareholder of Craig Court, Inc., the managing member of Craig Court GP, LLC, which is the general partner of Cerberus Capital Management, L.P. As set forth in further detail on page 28, Cerberus Investor is required to vote its shares of Series C Preferred Stock and common stock in favor of (i) each director nominated to the Board, (ii) the Company’s “say-on-pay” proposal and any other approved equity compensation proposals and (iii) ratification of the Company’s independent registered public accounting firm. In its Form 4 filed on March 4, 2016 with the SEC, each of Mr. Feinberg, Cerberus Investor and Avatar GP, LLC reported that each may be deemed to own an additional 51,524 shares of the Company’s common stock as of March 31, 2016 as a result of accrued and unpaid dividends on such date.

2

In its Schedule 13G/A filed on February 10, 201516, 2016 with the SEC, The VanguardCapital Research Global Investors, a division of Capital Research and Management Company reported the beneficial ownership of 51,855,341 shares. Capital Research Global Investors reported that it had sole voting power with respect to 51,855,341 shares, shared voting power with respect to no shares, sole dispositive power with respect to 51,855,341 shares, and shared dispositive power with respect to no shares.

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3

In its Schedule 13G filed on February 11, 2016 with the SEC, Wellington Management Group LLP (“Vanguard”Wellington”) reported the beneficial ownership of 36,792,39936,059,581 shares on behalf of itself and the following subsidiaries, which are investment managers and hold shares: Wellington Group Holdings LLP; Wellington Investment Advisors Holdings LLP; Wellington Management Company LLP; Wellington Investment Advisors LLP; Wellington Management Global Holdings, Ltd.; Wellington Management Canada LLC; Wellington Management Singapore Pte Ltd; Wellington Management Hong Kong; Wellington Management International Ltd.; Wellington Management Japan Pte Ltd; and Wellington Management Australia Pty Ltd. Wellington reported that it had sole voting power with respect to no shares, shared voting power with respect to 30,764,575 shares, sole dispositive power with respect to no shares, and shared dispositive power with respect to 36,059,581 shares.

4

In its Schedule 13G/A filed on February 5, 2016 with the SEC, Yacktman Asset Management LP (“Yacktman”) reported the beneficial ownership of 34,998,500 shares. Yacktman reported that it had sole voting power with respect to 34,834,800 shares, shared voting power with respect to no shares, sole dispositive power with respect to 34,998,500 shares, and shared dispositive power with respect to no shares.

5

In its Schedule 13G/A filed on February 10, 2016 with the SEC, The Vanguard Group (“Vanguard”) reported the beneficial ownership of 30,494,994 shares on behalf of itself and the following subsidiaries, which are investment managers and beneficially own shares: Vanguard Fiduciary Trust Company and Vanguard Investments Australia, Ltd. Vanguard reported that it had sole voting power with respect to 735,330312,354 shares, shared voting power with respect to 24,900 shares, sole dispositive power with respect to 30,183,840 shares, and shared dispositive power with respect to 311,154 shares.

6

In its Schedule 13G filed January 25, 2016 with the SEC, BlackRock, Inc. (“BlackRock”) reported the beneficial ownership of 30,010,292 shares on behalf of itself and the following subsidiaries: BlackRock Advisors (UK) Limited; BlackRock Advisors, LLC; BlackRock Asset Management Canada Limited; BlackRock Asset Management Ireland Limited; BlackRock Asset Management Schweiz AG; BlackRock Financial Management, Inc.; BlackRock Fund Advisors; BlackRock Institutional Trust Company, N.A.; BlackRock Investment Management (Australia) Limited; BlackRock Investment Management (UK) Ltd; BlackRock Investment Management, LLC; and BlackRock Life Limited. BlackRock reported that it had sole voting power with respect to 28,298,065 shares, shared voting power with respect to no shares, sole dispositive power with respect to 36,086,672 shares, and shared dispositive power with respect to 705,727 shares.

2

In its Schedule 13G/A filed on February 13, 2015 with the SEC, T. Rowe Price Associates, Inc. (“T. Rowe”) reported the beneficial ownership of 32,951,450 shares. T. Rowe reported that it had sole voting power with respect to 12,503,232 shares, shared voting power with respect to no shares, sole dispositive power with respect to 32,886,450 shares, and shared dispositive power with respect to no shares. These securities are owned by various individuals and institutional investors, which T. Rowe serves as an investment adviser with power to direct investments and/or sole power to vote the securities. For the purposes of the reporting requirements of the Securities Exchange Act of 1934, as amended (the “Act”). T. Rowe is deemed to be a beneficial owner of such securities; however, T. Rowe expressly disclaims that it is, in fact, the beneficial owner of such securities.

3

In its Schedule 13G filed on February 10, 2015 with the SEC, Yacktman Asset Management LP (“Yacktman”) reported the beneficial ownership of 31,470,712 shares. Yacktman reported that it had sole voting power with respect to 31,456,412 shares and sole dispositive power with respect to 31,470,712 shares, and shared voting power and shared dispositive power with respect to no shares.

4

In its Schedule 13G/A filed on February 3, 2015 with the SEC, Franklin Mutual Advisers, LLC (“Franklin”) reported the beneficial ownership of 29,620,562 shares. Franklin reported that it had sole voting power and sole dispositive power with respect to 29,620,562 shares and shared voting power and shared dispositive power with respect to no shares. These securities are owned by one or more investment companies or other investors, which Franklin serves as an investment adviser with power to direct investments and/or sole power to vote the securities. For the purposes of the reporting requirements of the Act, Franklin is deemed to be a beneficial owner of such securities; however, Franklin expressly disclaims that it is, in fact, the beneficial owner of such securities.

22

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5

In its Schedule 13G filed on February 13, 2015 with the SEC, Capital International Investors, a division of Capital Research and Management Company (“CRMC”) reported the beneficial ownership of 26,771,189 shares. Capital International Investors reported that it had sole voting power with respect to 25,969,289 shares, shared voting power with respect to no shares, sole dispositive power with respect to 26,771,189 shares, and shared dispositive power with respect to no shares. Capital International Investors is a division of CRMC and the following CRMC subsidiaries: Capital Guardian Trust Company, Capital International Limited, Capital International Sarl, Capital International K.K. and Capital International, Inc., collectively provide investment management services under the name “Capital International Investors.” Capital Investment Advisors expressly disclaims beneficial ownership of such securities pursuant to Rule 13d-4 of the Act.

6

In its Schedule 13G filed February 6, 2015 with the SEC, BlackRock, Inc. (“BlackRock”) reported the beneficial ownership of 23,800,160 shares on behalf of itself and the following subsidiaries: BlackRock (Luxembourg) S.A., BlackRock (Netherlands) B.V., BlackRock Advisors (UK) Limited, BlackRock Advisors, LLC, BlackRock Asset Management Canada Limited, BlackRock Asset Management Ireland Limited, BlackRock Asset Management North Asia Limited, BlackRock Financial Management, Inc., BlackRock Fund Advisors, BlackRock Fund Managers Ltd., BlackRock Institutional Trust Company, N.A., BlackRock International Limited, BlackRock Investment Management (Australia) Limited, BlackRock Investment Management (UK) Limited, BlackRock Investment Management, LLC, BlackRock Japan Co. Ltd. and BlackRock Life Limited. BlackRock reported that it had sole voting power with respect to 20,061,728 shares, shared voting power with respect to no shares, sole dispositive power with respect to 23,800,16030,010,292 shares, and shared dispositive power with respect to no shares.

 

7

In its Schedule 13G filed on February 13, 201512, 2016 with the SEC, Capital World Investors, a division of CRMCFMR LLC (“FMR”) and its Director, Vice Chairman, CEO and President, Abigail P. Johnson, reported the beneficial ownership of 21,890,00023,719,430 shares as a resulton behalf of CRMC acting asitself and the following subsidiaries, which are investment adviser to various investment companies under Section 8 of the Investmentmanagers and beneficially own certain shares: Fidelity Institutional Asset Management Trust Company, Act of 1940. Capital WorldFMR Co., Inc.; and Strategic Advisers, Inc. FMR reported that it had sole voting andpower with respect to 1,887,859 shares, sole dispositive power with respect to 21,890,00023,719,430 shares, and shared voting power with respect to no shares, and shared dispositive power with respect to no shares. Capital World Investors expressly disclaims beneficial ownership of such securities pursuant to Rule 13d-4 of the Act.

 

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The following table sets forth certain information as of March 1, 201515, 2016 regarding the beneficial ownership of our common stock by each director, each named executive officer (those(“NEO” — those officers listed in the Summary Compensation Table), and all of our directors and executive officers as a group. The total shares, individually and on an aggregate basis, represent less than 1% of Avon’s outstanding shares of common stock.

 

Name		Shares of         Common         Stock1					Stock Options         Currently Exercisable         or Exercisable         within 60 Days					Total Number         of Shares         Beneficially         Owned					Restricted         Stock Units 2							Total
Fernando Acosta				49,921					0					49,921					98,547							148,468
Douglas R. Conant				37,464					0					37,464					19,557							57,021
W. Don Cornwell				12,083	3,4				8,000					20,083					33,977							54,060
V. Ann Hailey				2,000					0					2,000					32,463							34,463
John P. Higson				21,073					284,044					305,117					82,309							387,426
Nancy Killefer				0					0					0					14,400							14,400
Maria Elena Lagomasino				37,662	3,4				8,000					45,662					33,977							79,639
David Legher				21,054					60,667					81,721					132,745							214,466
Robert Loughran				9,237					25,902					35,139					31,275							66,414
Sara Mathew				15,000	4				0					15,000					11,519							26,519
Helen McCluskey5				0					0					0					0							0
Sheri McCoy				41,456					0					41,456					120,000							161,456
Charles H. Noski				1,000	4				0					1,000					16,948							17,948
Gary M. Rodkin				4,669	3,4				0					4,669					33,977							38,646
Kimberly A. Ross6				0					0					0					0							0
Paula Stern				16,099	3				8,000					24,099					33,977							58,076
22 directors and executive officers as a group				341,915	7				398,613					740,528					1,170,603							1,911,131

Name		Shares of         Common         Stock1				Stock Options         Currently Exercisable         or Exercisable         within 60 Days				Total Number         of Shares         Beneficially         Owned		Restricted         Stock Units2				Total
Fernando Acosta			114,384				0			114,384		318,981				433,365
Jeff Benjamin			53,216				0			53,216		191,104				244,320
W. Don Cornwell			12,083	3,4			0			12,083		50,243				62,326
Chan W. Galbato			0				0			0		0				0
Nancy Killefer			0				0			0		30,666				30,666
Susan J. Kropf			169,861				184,502			354,363		16,266				370,629
David Legher			60,581				60,667			121,248		204,760				326,008
Robert Loughran			17,949	4			20,417			38,366		94,431				132,797
Steven F. Mayer			0				0			0		0				0
Helen McCluskey			0				0			0		29,281				29,281
Sheri McCoy			201,236				0			201,236		80,000				281,236
Charles H. Noski			1,000	4			0			1,000		33,214				34,214
Michael F. Sanford			0				0			0		0				0
James S. Scully			79,037				0			79,037		603,470				682,507
20 directors, NEOs and executive officers as a group			786,679	5			518,149			1,304,828		2,182,044				3,486,872

 

1	Shares reflect sole voting and investment power except as otherwise noted.

 

2

The numbers in this column include unvested service-basedService-based RSUs, which do not afford the holder voting or investment power. Performance-based restricted stock units (“Performance RSUs)RSUs held by executive officers, which will vest only if three-yearcertain financial goals are met, have not been included and do not afford the holder voting or investment power.

 

3	Includes the following restricted shares for which the director has sole voting but no investment power as follows:

 

Mr. Cornwell: 9,563 shares

 

Ms. Lagomasino: 10,819 shares

Mr. Rodkin: 2,519 shares

Dr. Stern: 15,999 shares

4	Includes the following:

 

Mr. Cornwell: 200 shares held in the name of a family member

 

Ms. Lagomasino: 26,843 shares held in trust

Mr. Loughran: 6,2938,748 shares held jointly with spouse

Ms. Mathew: 15,000 and 861 shares held jointly with spousein a 401(k) Plan

 

Mr. Noski: 1,000 shares held in trust

 

Mr. Rodkin: 250 shares held in the name of a family member and 1,900 shares held in trust

5	Ms. McCluskey joined the Board in July 2014, and will receive her first service-based restricted stock unit award in May 2015, pursuant to the Avon Products, Inc. Compensation Plan for Non-Employee Directors.

6	Ms. Ross departed from the Company in October 2014.

7	Includes 52,496 shares as to which beneficial ownership is shared with others.

 

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TRANSACTIONS WITH RELATED PERSONS

Policies and Procedures

We have policies and procedures for the review, approval and ratification of “related person” transactions as defined under the rules and regulations of the Securities Exchange Act of 1934, as amended.

Under the written charter of the Audit Committee, related person transactions are subject to the review, evaluation and, as appropriate, approval or ratification of the transaction by the Committee. The Committee considers any such related person transactions in a manner that best serves the interests of the Company and the interests of our shareholders.

In addition, our Code of Conduct (the “Code”), which is available on our Company website (www.avoncompany.com), prohibits all conflicts of interest. Under the Code, conflicts of interest occur when personal, private or family interests interfere in any way, or even appear to interfere, with the interests of the Company. The Company also has a written global conflicts of interest policy for employees, including executive officers, which provides procedures and guidelines for addressing such conflicts.matters. Under the policy, actual conflicts of interest are prohibited and the appearance of a conflict necessitates the review and prior approval, as appropriate, by certain members of management.

We have multiple processes for identifying related person transactions and conflicts of interest. We annually distribute a questionnaire to our executive officers and members of the Board of Directors requesting certain information regarding, among other things, their immediate family members and employment and beneficial ownership interests, which information is then reviewed for any related person transactions and conflicts of interest. In addition, our global internal audit function periodically surveys our global finance function, including accounts payable, for any amounts paid to any of our directors, executive officers or 5% shareholders, and certain of such persons’ affiliates. The global ethics & compliance function undertakes a periodicregular survey of employees, including executive officers, which asks specific questions regarding conflicts of interest, and requires certification of compliance with the Code.

We also have other policies and procedures regarding related person transactions and conflicts of interest. For example, our Corporate Governance Guidelines, which are available on our investor website (www.avoninvestor.com), require that the Board of Directors assess the independence of its non-employee directors at least annually, including a requirement that it determine whether or not any such directors have a material relationship with us, either directly or indirectly, as defined therein and as further described under “Information Concerning the Board of Directors—Director Independence” on page 15.16. In addition, we maintain a number of controls and procedures, including a written global policy, for the proper review and approval of contracts and other financial commitments.

There are noTransactions with Related Persons

Upon the completion of the Series C Preferred Stock investment in Avon on March 1, 2016 (as further described below), Cerberus Investor, an affiliate of Cerberus Capital Management, L.P., became a related person by virtue of obtaining beneficial ownership of approximately 16.7% of the voting rights of the Company’s common stock on an as-converted basis. In connection with the Series C Preferred Stock investment, we participated in several other transactions with Cerberus Investor and one or more of Cerberus’ affiliates, all of which were reviewed and approved by the Board as in the best interests of the Company and its shareholders. The Audit Committee determined that no further action was required by it with respect to these transactions under its written charter, since these transactions were previously reviewed and approved by the Board prior to the completion of such transactions and prior to the time any of the Cerberus Investor-designated directors (including Mr. Mayer, who has an indirect material interest in such transactions) joined the Board. We may participate in additional transactions with Cerberus Investor or one or more of Cerberus’s affiliates in the future, which would be subject to the policies and procedures described above, as appropriate.

Separation of North America Business

On March 1, 2016, Cleveland NA Investor LLC (an affiliate of Cerberus) contributed $170 million of cash into New Avon LLC (“New Avon”) in exchange for 80.1% of its membership interests, and we contributed (i) assets primarily related to our North America business (including approximately $100 million of cash, subject to certain adjustments), (ii) certain assumed liabilities of our North America business and (iii) the employees of our North America business into New Avon and retained 19.9% of New Avon’s membership interests. The Company and certain of its subsidiaries entered into the following agreements with New Avon in connection with the closing of the Series C Preferred Stock investment and the separation of our North America business on March 1, 2016 and the establishment of New Avon as a standalone North America operating entity.

·

Transition Services Agreements. The Company and New Avon entered into both a Transition Services Agreement and a Reverse Transition Services Agreement pursuant to which the Company and New Avon will provide each other with certain services, including related to sourcing and supply chain, treasury and financial shared services, human resources, technology, sales, legal and global packaging, for initial service periods of up to 24 months. In connection with these agreements, the Company expects to receive approximately $24 million from New Avon and to pay New Avon approximately $1 million, in each case, in fiscal year 2016.

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·

Intellectual Property Agreements. The Company, certain of its subsidiaries and New Avon entered into an Intellectual Property License Agreement pursuant to which the Company and certain of its subsidiaries licensed to New Avon certain intellectual property rights that the Company and certain of its subsidiaries used in the conduct of the North America business prior to the separation. The Company and New Avon also entered into a Research and Development Agreement pursuant to which the Company will provide New Avon with certain beauty product development services for an initial term through December 31, 2017. In connection with these agreements, the Company expects to receive approximately $7 million from New Avon in fiscal year 2016.

·

Supply Agreements. The Company, certain of its subsidiaries and New Avon entered into a Manufacturing and Supply Agreement pursuant to which the Company and certain of its subsidiaries, on the one hand, and New Avon, on the other hand, will manufacture and supply certain products to each other for an initial term through December 31, 2018. The Company and New Avon also entered into a Joint Procurement Sourcing Agreement pursuant to which the Company and New Avon will work together to preserve and enhance volume pricing discount arrangements with suppliers and other counterparties of both the Company and New Avon. In connection with these agreements, the Company expects to receive approximately $38 million from New Avon and to pay New Avon approximately $5 million, in each case, in fiscal year 2016.

·

Real Estate Agreements.The Company and New Avon entered into both a Sublease Agreement and a Real Estate License Agreement pursuant to which the Company will provide New Avon space at the Company’s offices in New York, NY and Rye, NY. In connection with these agreements, the Company expects to receive approximately $7 million from New Avon in fiscal year 2016.

Preferred Stock Investment

On March 1, 2016, we issued and sold to Cerberus Investor 435,000 shares of newly issued Series C Preferred Stock for an aggregate purchase price of $435 million pursuant to an Investment Agreement among the Company, New Avon and Cerberus Investor. The Series C Preferred Stock ranks senior to the shares of our common stock with respect to dividend rights and rights on the distribution of assets on any liquidation, dissolution or winding up of our affairs. The Series C Preferred Stock has a liquidation preference of $1,000 per share, representing an aggregate liquidation preference of $435 million upon issuance. Holders of Series C Preferred Stock are entitled to participate on an as-converted basis in any cash dividends paid to the holders of shares of the Company’s common stock. In addition, cumulative preferred dividends accrue daily on the Series C Preferred Stock and are payable at a rate of 1.25% per quarter (net of any dividends on the Company’s common stock and subject to increase up to a maximum rate of 5.00% per quarter if the Company breaches certain obligations). Except to the extent not otherwise previously paid by the Company, preferred dividends are payable on the seventh anniversary of the issuance date of the Series C Preferred Stock as and when declared by the Board of Directors and at the end of each quarter thereafter. Accrued and unpaid preferred dividends may be paid, at the Company’s option, (i) in cash, (ii) subject to certain conditions, in shares of the Company’s common stock or (iii) upon conversion of shares of Series C Preferred Stock, in shares of the Company’s non-voting, non-convertible Series D Preferred Stock, par value $1.00 per share (the “Series D Preferred Stock”). Any such shares of Series D Preferred Stock issued would have similar preferential rights.

Series C Preferred Stock is convertible at the option of the holders at any time into shares of the Company’s common stock at an initial conversion price of $5.00 per share, which equals an initial conversion rate of 200 shares of the Company’s common stock per share of Series C Preferred Stock, subject to certain anti-dilution adjustments. If at any time the volume weighted average price of the common stock exceeds $10.00 per share (subject to certain anti-dilution adjustments) for a period of 30 consecutive trading days, the Company may cause all of the Series C Preferred Stock to be converted into shares of common stock based on the then applicable conversion price.

Holders of Series C Preferred Stock are entitled to vote generally with the holders of common stock on an as-converted basis. Holders of Series C Preferred Stock will also be entitled to a separate class vote with respect to (i) amendments to the Company’s organizational documents that have an adverse effect on the Series C Preferred Stock, (ii) issuances by the Company of securities that are senior to, or equal in priority with, the Series C Preferred Stock or (iii) the delisting of the Company’s common stock, other than in connection with a change of control event.

Upon certain change of control events involving the Company, holders of Series C Preferred Stock can require the Company to repurchase the Series C Preferred Stock for an amount equal to the greater of (i) an amount in cash equal to 100% of the liquidation preference thereof plus all accrued but unpaid dividends or (ii) the consideration the holders would have received if they had converted their shares of Series C Preferred Stock into common stock immediately prior to the change of control event.

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Pursuant to an Investor Rights Agreement between the Company and Cerberus Investor, the Company reduced the size of the Board from twelve directors to eleven directors and granted Cerberus Investor certain minority rights relating to Board representation and other matters. Pursuant to the Investor Rights Agreement, the Board shall consist of six incumbent directors of the Company, two new independent directors jointly selected by the Company and Cerberus Investor and three new directors elected by Cerberus Investor (one of whom has been appointed as the non-executive Chairman). Pursuant to the amendment to the Company’s Certificate of Incorporation classifying the Series C Preferred Stock and the Investor Rights Agreement, Cerberus Investor will continue to be entitled to elect: (i) three directors to the Board, so long as Cerberus Investor continues to beneficially own shares of Series C Preferred Stock and/or shares of common stock that represent, on an as-converted basis, at least 75% of Cerberus Investor’s initial shares of Series C Preferred Stock on an as-converted basis, (ii) two directors to the Board, so long as Cerberus Investor continues to beneficially own shares of Series C Preferred Stock and/or common stock that represent, on an as-converted basis, at least 50% but less than 75% of Cerberus Investor’s initial shares of Series C Preferred Stock on an as-converted basis (the “50% Ownership Requirement”) and (iii) one director to the Board, so long as Cerberus Investor continues to beneficially own shares of Series C Preferred Stock and/or common stock that represent, on an as-converted basis, at least 25% but less than 50% of Cerberus Investor’s initial shares of Series C Preferred Stock on an as-converted basis (the “25% Ownership Requirement”). Until Cerberus Investor no longer meets the 50% Ownership Requirement, Cerberus Investor has the right to select the director to be appointed as the Chairman of the Board. Until Cerberus Investor no longer meets the 25% Ownership Requirement, subject to certain exceptions and to satisfaction by such director designees of independence and other customary qualifications, Cerberus Investor has the right to have one of its director designees serve on each committee of the Board. The Investor Rights Agreement also contemplated the creation of the new Lead Independent Director of the Board, which role has certain customary rights and responsibilities identified in our By-Laws.

Subject to maintaining certain levels of beneficial ownership of Series C Preferred Stock and/or common stock, Cerberus Investor has consent rights over certain actions taken by the Company, including increasing the size of the Board, reinstating the Company’s quarterly common stock dividend and incurring indebtedness in excess of certain thresholds. Subject to maintaining certain levels of beneficial ownership of Series C Preferred Stock and/or common stock and certain other factors, Cerberus Investor is required to be reported.vote its shares in favor of (i) each director nominated to the Board by the Board, (ii) the Company’s “say-on-pay” proposal and any other approved equity compensation proposals and (iii) ratification of the Company’s independent registered public accounting firm.

Cerberus Investor and its affiliates are subject to certain standstill restrictions, including that Cerberus Investor and its affiliates are restricted from acquiring additional securities of the Company in excess of a certain percentage, subject to certain exceptions. The standstill restrictions will terminate upon the occurrence of certain events, including upon the earlier of the date on which (i) Cerberus Investor no longer meets the 25% Ownership Requirement and (ii) the 25% Ownership Requirement remains satisfied (and the 50% Ownership Requirement is not satisfied), no Cerberus Investor designee serves on the Board and Cerberus Investor has irrevocably waived its director nomination and consent rights. Subject to certain exceptions, Cerberus Investor is restricted from transferring the Series C Preferred Stock, Series D Preferred Stock or shares of common stock issued upon conversion of the Series C Preferred Stock (“Conversion Common Stock”) until March 1, 2018.

Pursuant to the Investor Rights Agreement, Cerberus Investor and its affiliates have (i) certain customary registration rights with respect to Series C Preferred Stock, Series D Preferred Stock, Conversion Common Stock and shares of common stock issued pursuant to the terms of the Series C Preferred Stock, Series D Preferred Stock or the Investor Rights Agreement and (ii) certain customary preemptive rights with respect to the issuance of equity securities by the Company.

SECTION 16(a) BENEFICIAL OWNERSHIP REPORTING

Section 16(a) of the Securities Exchange Act of 1934, as amended, requires our executive officers, directors and greater than 10% shareholders to file certain reports with respect to beneficial ownership of our equity securities. Based solely on a review of copies of reports furnished to us, or written representations that no reports were required, we believe that during 20142015 all Section 16 reports that were required to be filed were filed on a timely basis, except for a Form 3 for Mr. Patel upon his appointment as a Section 16 reporting person and a Form 4 for Mr. Munoz regarding the acquisition of stock units under the 401(k) plan, which were filed shortly after the deadline.basis.

 

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EXECUTIVE COMPENSATION

The Executive Compensation section is organized as follows:

 

 

		Page
LETTER FROM THE INDEPENDENT CHAIRMAN OF THE BOARD AND COMMITTEE CHAIR		2730
COMPENSATION DISCUSSION AND ANALYSIS		2832
EXECUTIVE SUMMARY		2832
– BUSINESS AND STRATEGY UPDATE		32
– SHAREHOLDER ENGAGEMENT AND		35
– KEY 2015 COMPENSATION CHANGES		3335
– 2016 COMPENSATION CHANGES		36
– STRONG COMPENSATION GOVERNANCE PRACTICES		38
PAY-FOR-PERFORMANCE		39
ROLES IN EXECUTIVE COMPENSATION		3642
COMPETITIVE POSITIONING AND PEER GROUP		3743
ELEMENTS OF OUR COMPENSATION PROGRAM		3844
COMPENSATION GOVERNANCE BEST PRACTICES		4250
ADDITIONAL INFORMATION		51
43 COMPENSATION AND RISK MANAGEMENT		53
COMPENSATION AND MANAGEMENT DEVELOPMENT COMMITTEE REPORT		45
COMPENSATION AND RISK MANAGEMENT		4654
EXECUTIVE COMPENSATION TABLES		4755

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LETTER FROM THE INDEPENDENT CHAIRMAN OF THE BOARD AND COMMITTEE CHAIR

Dear Fellow Shareholders:

On behalf of Avon’s Compensation and Management Development Committee and our Board, we want to highlight some of the key considerations underlying important changes we are making to Avon’s executive compensation program for 2015. These changes are being made after engagement with shareholders representing nearly 60% of our shares as of year-end, and we are appreciative to shareholders for their feedback.

Avon is in the midst of a strategic turnaround that has proved more challenging than we originally anticipated in 2012, when Sheri McCoy joined as CEO. Given the importance of executing against our strategic and financial goals, the Committee believes it is critical that our incentive plans align with those goals and link directly to our growth and our “One Team, One Avon” philosophy. Many changes to our compensation program for 2015 are specifically designed to further strengthen this pay for performance commitment.

The Committee believes it is important that:

·

Performance metrics in our incentive programs continue to align with our strategic and financial goals, including operating margin growth and revenue growth

·

Incentive programs require improvements in business results to pay out

·

Calculation of senior executive incentive awards are formulaic

·

Performance measurement periods for incentives align with strategic and financial goals

·

Total shareholder returns are considered in the long-term incentive program

·

We provide effective stewardship of equity compensation

Compensation program changes for 2015 also reflect direct feedback we received from our shareholders. Following two disappointing outcomes on our advisory vote on executive compensation, the Committee increased its investor outreach efforts. Over the past several months, we—your Independent Chairman of the Board and Committee Chair—have met with many of our largest shareholders to discuss views on executive compensation and governance matters.

These conversations were invaluable to the full Committee and Board’s understanding of our shareholders’ views. The feedback received was an important consideration in driving changes to our compensation program. While shareholders’ views diverge on some specifics in the program, feedback coalesced around the need for an incentive program that strongly aligns with our strategic and financial goals and that supports long-term shareholder value creation.

The Committee views performance-based equity compensation as an important element of our incentive program. However, the Board is highly sensitive to the dilutive impact of our equity plan on shareholders. As a result of feedback from shareholders and the Board’s desire to minimize dilution, we will continue to provide equity-based compensation to our most senior leaders to align their rewards with shareholder objectives. Below our senior leaders, we have shifted the delivery of long-term compensation awards to cash rather than equity to limit the number of shares needed while continuing to incentivize our executives to achieve our business goals.

The following Compensation Discussion and Analysis describes executive compensation practices and outcomes in 2014, and includes discussion on shareholder engagement and changes for 2015. The Committee firmly believes that our compensation program establishes strong support for our strategic and financial goals and reflects the feedback we have received from many of our shareholders.

As we continue to work toward our strategic and financial goals, we are confident that our compensation design will support and incentivize focused execution against the value drivers necessary to produce profitable and sustainable growth at Avon. We look forward to ongoing dialogue with our shareholders.

Sincerely,

Douglas R. Conant Independent Chairman of the Board				Maria Elena Lagomasino Chair, Compensation and Management Development Committee

 

				2729

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LETTER FROM THE COMMITTEE CHAIR

Dear Fellow Shareholders:

As Chair of Avon’s Compensation and Management Development Committee, I am committed to leading the Committee and management to design compensation plans that align with shareholder interests, as well as attracting and retaining strong leadership. Our programs have and will continue to be aligned with Company performance and shareholder interests. To that end, I would like to highlight key changes to our compensation programs in 2015, and additional changes made in 2016 as a result of strategic decisions we made as a company.

During early 2015 we continued the extensive shareholder outreach begun in 2014. As a result, changes were made in line with the feedback we received. The following reflect those changes made in response to your concerns (details can be found in the Compensation Discussion and Analysis on pages 35 to 36):

·

Removed Committee discretion for our annual incentive program and moved to fully formulaic funding which continues to be based on key financial metrics.

·

Added a total shareholder return (TSR) component to our performance-based restricted stock unit awards whereby payouts cannot exceed target unless absolute TSR is positive.

·

Modified our long-term performance period for our performance-based restricted stock units from three years to two years in light of business volatility with significant currency devaluations and Company progress on strategic alternatives; this change was for 2015 only.

·

Limited shareholder dilution by shifting a portion of long-term compensation awards to cash for those below senior officers.

·

Modified the peer group (by eliminating PepsiCo and Hillshire Brand, and adding Coty) to be more aligned with our business.

In December 2015, we announced a strategic partnership with Cerberus Capital Management, L.P. (including its affiliates, “Cerberus”), which closed on March 1, 2016. Under this partnership, Avon’s North America business separated into a privately-held entity that is majority owned by Cerberus, in which Avon retains an approximate 20% ownership share. Simultaneously, Cerberus also invested $435 million into Avon becoming its largest shareholder. During 2015, our management team developed a thorough and comprehensive three-year transformation plan (the “Transformation Plan”) that was announced to our Investor Community in January 2016. We are confident that the Cerberus partnership and the Transformation Plan position the Company to drive greater shareholder value, unlock growth and improve financial resilience.

Although we have made significant progress with regard to our compensation programs in 2015, as we confirmed the strategic direction for Avon, and set the path forward with our Transformation Plan, we recognized the opportunity to make additional changes to improve our programs in 2016. The following are the changes we made to further align with shareholder interests and drive Company performance (details can be found in the Compensation Discussion and Analysis on pages 36 to 37):

·

In addition to financial metrics in our annual incentive plan, we have introduced two strategic goals linked directly to our Transformation Plan—Active Representative Growth and Cost Reduction/Take Out. Goals have threshold, target and maximum attainment levels and will be assessed quantitatively.

·

Given the decline in our stock price, and to limit dilution, we felt it prudent to grant shares consistent with the Cerberus investment. We used a stock price of $5.00, rather than the actual stock price on the grant date of $4.22, to determine the number of shares granted to senior officers (this resulted in a 16% reduction in grant date fair value).

·

Restored the performance period for performance-based restricted stock units to three years based on relative TSR goals.

·

Introduced premium priced stock options with a 30% higher exercise price than the actual stock price at grant, to be exercisable and vest ratably over three years.

·

Continued to refine the peer group in light of the new revenue size and geographic footprint of Avon’s business post the Cerberus transaction (by removing Procter & Gamble, Kimberly Clark and Limited Brands, and adding Herbalife, Edgewell and Nu Skin).

The actions above resulted in a reduction of our CEO’s long-term target incentive compensation of 31% and an overall reduction in her total target compensation of 22%.

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Finally, as we explored a broad array of strategic alternatives for our Company during 2015, and cognizant of the need to retain leadership to execute on our Transformation Plan in a time of uncertainty, the Committee felt it critically important to retain key executives and focus them on achieving certain goals. Accordingly, in August 2015, we provided select executives with a special one-time performance-based retention award aligned with Company performance.

We invite you to read our Compensation Discussion and Analysis that follows for further information on our compensation philosophy and decisions. We expect our compensation programs to support and reinforce our transformation strategy, secure our talent, and drive shareholder value creation. We look forward to maintaining ongoing dialogue with our shareholders.

Sincerely,

Helen McCluskey

Chair, Compensation and Management Development Committee

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COMPENSATION DISCUSSION AND ANALYSIS

In this section, we describe our executive compensation program for Named Executive Officers (“NEOs”). Our NEOs for 20142015 were the following individuals:

 

Name		Current Title
Sheri McCoy		Chief Executive Officer
Robert LoughranJames S. Scully		ActingExecutive Vice President, Chief Operating Officer and Chief Financial Officer*
Robert Loughran		Group Vice President, Chief Accounting Officer**
Fernando Acosta		SeniorExecutive Vice President, Chief Marketing and President, North Latin America and Andean Cluster and Head of Global Brand MarketingSocial Selling Officer
David Legher		Senior Vice President and President, Avon Brazil and South Market Group
John P. HigsonJeff Benjamin		Senior Vice President, & President, EMEA and Head of Global Field Operations
Kimberly A. Ross		Former Executive Vice PresidentGeneral Counsel and Chief Financial Officer**Ethics & Compliance Officer

* Robert Loughran’s tenure as Acting Chief Financial Officer ended March 9, 2015, and he continues as Vice President and Corporate Controller. James S. Scully joined as our new Executive Vice President and Chief Financial Officer effective March 9, 2015.

**Kimberly A. Ross’ last day of employment with the Company was Robert Loughran served as Acting Chief Financial Officer from October 2, 2014.2014 through March 9, 2015, and he continued thereafter, first as Corporate Controller and now as Chief Accounting Officer.

This Compensation Discussion and Analysis (“CD&A”) is divided into the following sections:

·

Executive Summary (page 32)

·

Pay-for-Performance (page 39)

·

Roles in Executive Compensation (page 42)

·

Competitive Positioning and Peer Group (page 43)

·

Elements of our Compensation Program (page 44)

·

Compensation Governance Best Practices (page 50)

·

Additional Information (page 51)

EXECUTIVE SUMMARY

BUSINESS AND STRATEGY UPDATE

WhenDuring 2015, our CEO, Sheri McCoy, joinedand our Board of Directors conducted an exhaustive review of strategic options to drive greater shareholder value and unlock the value of our international growth markets. A significant part of this review was to find a strong solution for our North America business. The options considered by our Board ranged from continuing to operate the business under the existing model to radical shifts in April 2012, shechannel and the management team developed a strategic turnaround planstructure and many variations in between. We talked to return Avon to sustainable, profitable growth. In the first year, we focused on identifying the most critical challenges to our business, rebuilding our talent poolother parties in direct selling, consumer-packaged goods, and stemming the decline in key markets. In 2014, we continued to build our management team and prioritized repairing and rebuilding core processes, including field management and commercial marketing. We also focused on driving operational excellence, and we invested in digital and drove reduction in overall costs.

In 2015, we are continuing these efforts and are focused on growth. This includes continued efforts to strengthen field management and improve our Active Representative positionretail as well as other potential investors. We received broad and diverse interest that we narrowed down to the most attractive proposals, both strategically and financially. After a thorough due diligence process, on December 17, 2015, we announced a strategic partnership with Cerberus Capital Management, L.P. (including its affiliates, “Cerberus”).

On March 1, 2016, we announced the completion of this strategic partnership transaction under which Cerberus made a $435 million investment in the Company while Avon’s North America business was separated into a privately-held company that is approximately 80 percent-owned by Cerberus and 20 percent-owned by Avon. This partnership will allow us to drive improved performance in North America. We are committed to investing in innovation of our core business, as well as our top marketsrevenue increases and our product portfolio. This will enable us to enhance Representative experience and the products used by customers. In order to help us achieve these goals, we will continue to investprofitability in our digital efforts,growing international markets while increasing resourcesfinancial flexibility and improving our capital structure. Cerberus also brings significant operational expertise to this key area of focus. In addition to growth strategies, continued focus on cost reduction will be critical to reinvesting in key markets given anticipated headwinds.

We are a global company with 89% of our consolidated revenue generated outsideboth the United States.North America and international businesses. Our geographic portfolio is heavily weighted to developing and emerging markets, which has caused challenges given macroeconomic headwinds in some markets and, in particular, significant foreign currency fluctuations. We anticipate that foreign currency will continue to have a negative impact on our results and we are working across the business to mitigate this impact as much as possible.

Given unanticipated significant macroeconomic headwinds and the slower than expected recoverycontinuing ownership position in the North America business, we anticipate that we will not meet the three-year revenue and operating margin targets that we outlined in late 2012company allows shareholders to participate in the timeframe we expected. However, we continue to make progress against our strategic and financial goals. upside potential from a turnaround of this business.

In 2014, we delivered flatlight of these changes, as of the end of 2015, Avon is a $6 billion revenue performance in constant dollars as well as an improvement in adjusted operating margin, despite significant foreign currency headwinds. We continued to improve our cost structure and we achieved our $400 million cost savings target ahead of schedule. We also continued to strengthen the foundation of our business especiallywith solid underlying growth trends in our top 12 markets. We nowparticipate in attractive and growing categories – both direct selling and beauty. Avon is an iconic, purpose-driven brand with high quality, innovative products and strong R&D capabilities. We have stronger management teams, an improved talent pipeline,unparalleled and better discipline in executing against Avon’s core processes. In the second half of 2014,growing Representative base and we saw sequential progresshave leadership positions in key international markets and product categories and delivered improvement on both top and bottom line.beauty categories.

 

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In parallel with the review of strategic alternatives, our CEO and management team developed a thorough and comprehensive three-year transformation plan (the “Transformation Plan”) that was shared with the investment community on January 21, 2016. The plan has three components as shown below:

3-Year Transformation Plan
Components						Details
Invest in Growth				·		Invest in our Brand and Beauty Categories
				·		Improve Representative Engagement
				·		Bring Social Selling to Scale
Drive Out Cost				·		Improve Operating Model
				·		Optimize Supply Chain
Improve Financial Resilience				·		Cerberus Investment
				·		Dividend Suspension
				·		Debt Repayment
				·		Tax Planning
Measures & Outcomes

·     Reinvest $350M				·		Reduce Operational Costs by $200M
·     Reduce Support Costs by $150M				·		1% Active Representative Growth
·     Stronger Balance Sheet

The long-term financial goals of our Transformation Plan include the following:

Long-Term Financial Goals
Revenue Growth				·		Mid Single-Digit Constant Dollar Revenue Growth
Representative Growth				·		Low Single-Digit Active Representative Growth
Operating Margin				·		Low Double-Digit Operating Margin

Progress in 2015

Avon’s Transformation Plan builds on the operational progress we made in 2015. In 2015, given our presence in emerging markets, we continued to face challenges given macroeconomic headwinds from foreign currency fluctuations (estimated to be a $475 million impact on total adjusted operating profit), and we worked hard to mitigate this impact. Despite these challenges, we delivered underlying constant-dollar (“C$” or “constant $”) growth in our international business and grew Active Representatives during the year. In addition, we continued to make strong progress on some of our core priorities (all reflecting the reporting of North America as discontinued operations):

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2015 Progress on Original 3-Year Financial GoalsCore Priorities

Goals Priorities

Progress

2015 Outlook

Mid-single digit constant-dollar revenue growth

Constant-dollar revenue flat in 2014

Modest growth in constant dollars in 2015

Low double-digit adjusted operating margin

Adjusted operating margin in reported dollars was 8.3%, up 40 bps in 2014*

Modest growth in constant dollars in 2015; however, in reported dollars could be down 100 bps due to foreign currency translation

$400M in cost savings

Achieved, including global head count reduction of approximately 15%; significant reduction in corporate overhead

Continued cost cutting and productivity improvement in 2015

$100M working capital improvement

Achieved over $150M in improvement since 2012

Continued improvement

*See Appendix B for a reconciliation of adjusted operating margin. On a constant-dollar basis, adjusted operating margin was up 110 bps in 2014 as foreign currency had a negative impact on our reported adjusted operating margin.

2014 Progress on Strategic Priorities

Priorities

2014 Progress

Execute on Growth PlatformPlatforms

·

Year-on-year performance improvementsAvon grew 3% in Brazil and Russiarevenue in constant dollars, excluding the Liz Earle divestiture1*

·

Continued progress in the UKActive Representatives grew 1%*

·

Entered into strategic alliances in Latin America expected to contribute to future growthIntroduction of new brand positioning, Avon’s “Beauty for a Purpose”

·

Exited markets where appropriate

Drive Simplification

·

Continued reduction of SG&AStrong innovation across all three beauty categories

·

Clarified roles and responsibilities across global, regional and local teamsPricing guidelines implemented to further mitigate inflation

Improve Organizational Effectiveness & ControlsDrive Simplification

·

Further strengthened leadership across key marketsHaving already completed and functionsexceeded our original $400M cost savings target, continued reduction of SG&A in 2015 (including restructuring that resulted in annualized pre-tax savings of approximately $30M)

·

Made significant progress on litigation mattersAgreement with Hewlett Packard Enterprise to outsource our IT infrastructure

Strengthen Our Core Processes (e.g., improving commercial marketing and field management)

·

Improvements in service models through technology in key markets

·

Improved offerings acrossIncreased our core product categories including consecutive quarterly growth in skincare for the first time since 2008Social Media and Digital capabilities

·

Improved pricing capabilitiesfinancial resilience by refinancing our revolving credit facility, divesting Liz Earle, prepaying certain debt and strategysuspending dividends

Improve Organizational Effectiveness

·

Introduced new Corporate to Cluster Operating Model, eliminating one layer of executive management in our top marketsthe Company

·

Improved field fundamental capabilities across top marketsand stronger leadership teams in our Top 10 Markets

·

Re-launchedavon.comEngaged compliance monitor pursuant to government agreements in the United Statesconnection with Foreign Corrupt Practices Act investigations; continued enhancements to Ethics & Compliance program to prevent and continued the rolloutdetect violations and support a corporate-wide culture of mobile apps globallyintegrity

¹See Appendix A for a reconciliation of our constant-dollar revenue growth excluding the Liz Earle divestiture.

*These figures reflect the reporting of North America as discontinued operations.

In the last year we also continued to enhance and solidify our management team. GivenExecutive Management Committee. We have streamlined the size and importancenumber of Latin America, we divided management responsibilities between two seasoned Avon executives, Fernando Acosta and David Legher,members to ensure greatera more highly effective and integrated senior leadership over this region. To accelerateteam. These changes included the pacefollowing:

·

James Scully was appointed Chief Operating Officer in addition to his continued role as Executive Vice President and Chief Financial Officer to create better operating efficiencies and effectiveness.

·

John Higson was appointed Executive Vice President, Europe, Middle East & Africa (EMEA) and Latin America to lead our geographic portfolio.

·

Fernando Acosta was appointed Executive Vice President, Chief Marketing and Social Selling Officer to expedite the evolution of our brand experience and accelerate the adoption of social selling.

The Board of improvement in two of our core processes of commercial marketingDirectors and field management, we expanded Fernando Acosta’s responsibilities with global responsibility for Marketing with his unique combination of business operations and brand marketing experience. In addition, we increased support for our sales organizations in key markets by expanding the responsibilities of John Higson, our leader of Europe, Middle East and Africa with global responsibilities for Field Operations. Our new Chief Financial Officer, James Scully, who joined us in early March 2015, will also be integral in driving us toward our strategic and financial goals.

Despite the challenges that may impact timing of achievement of our longer-term goals, our Board and management team are confidenthave taken the necessary steps in 2015 including the bold strategic decision in concert with development of the Transformation Plan to deliver a stronger path forward. One of the key elements of this plan is our partnership with Cerberus. This is a strong catalyst for the Company and we have the right strategiesexpect to put us on track for growth anddeliver sustainable shareholder value creation.creation over the coming years. We expectbelieve we have continued to show year-on-year improvement in constant dollarsmake solid operational progress, particularly in our overalltop markets, that puts us on the path for improved financial performance. Although emerging market growth is slowingperformance during 2016.

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SHAREHOLDER ENGAGEMENT

Following two years of low say-on-pay support and in preparation for the 2015 compensation planning season, the Compensation and Management Development Committee Chair and the Chairman of the Board of Directors conducted significant shareholder outreach to ensure shareholder perspectives and concerns were heard and well understood. We had discussions with our shareholders about our compensation program and potential 2015 changes. In these conversations, we are dealing with foreign currency headwinds,reviewed potential program changes, and discussed the Company’s transformation status and forward-looking financial and strategic priorities.

The feedback received from our shareholders was tremendously valuable and was incorporated into the Compensation and Management Development Committee’s (the “Committee”) determination of compensation program changes for 2015. In striving to listen and respond to our shareholders, our say-on-pay vote improved in 2015 to 71%, and in 2016 we believe that we are well positioned for profitable growth givencontinue to focus on improving the strengthalignment of our brand,compensation programs with our geographic portfolioshareholders’ interests.

KEY 2015 COMPENSATION CHANGES

The table below sets out the key changes to our 2015 compensation program for our senior executives and the primary reasons for those changes. Many of these changes are directly responsive to feedback we received from our six million Representatives who are engaged in our business.shareholders, as noted below.

2015 Annual Incentive Program
Changes Made				Reasons for Change
Eliminated Committee discretion related to payout ranges ·     Committee discretion related to payout ranges was eliminated and replaced with a fully formulaic measurement using a performance curve				·     Responsive to shareholder feedback ·     Creates a stronger alignment with Company performance
Eliminated individual performance component ·     Individual payout for senior officers based 100% on Company financial goals ·     Previously, individual performance was a component				·     Responsive to shareholder feedback ·     Creates a stronger, direct link to Company performance and “One Team, One Avon” philosophy
Reduced cap on annual incentives to 150% of target ·     Previously, awards were capped at 200%				·     Aligns with Company focus on managing expense
2015 Long-Term Incentive Program
Changes Made				Reasons for Change
Incorporated total shareholder return (TSR) as payout regulator ·     Payouts cannot exceed target unless absolute TSR is positive at the end of the 3-year period ·     Previously, no TSR measure was used				·     Responsive to shareholder feedback, which varied between the use of absolute vs. relative TSR measures ·     Creates stronger alignment between long-term incentives and creation of shareholder value
Aligned performance measurement period of performance restricted stock units (“Performance RSUs” or “PRSUs”) with our strategic and financial goals ·     For the 2015 program only, performance measurement period set at two years, with three-year vesting				·     Creates stronger alignment with our key goals and focuses management on the next two years ·     Addresses unusual and uncertain times, given currency fluctuations and strategic uncertainties
Introduced cash component below senior officer level ·     Replaced certain share-based awards with cash-based awards				·     Mitigated further shareholder dilution

 

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2015 Peer Group
Changes Made				Reasons for Change
Eliminated one of the largest companies in our peer group, reducing the median revenue and market capitalization of our peer group ·      Eliminated PepsiCo, one of the largest companies in peer group ·      Eliminated Hillshire Brands following an acquisition ·      Added Coty, a relevant beauty peer				·      Responsive to shareholder feedback ·      Improves scale of companies relative to Avon

Additionally, in 2015 it became paramount to retain key executives who could steer the Company through its review of strategic alternatives such that the potential transaction or alternatives could be defined and executed. Accordingly, in August 2015 we made performance-based retention awards to select executives, including to certain NEOs (see page 48 for more details).

2016 COMPENSATION CHANGES

In 2016, we are committed to continuing to improve the alignment of our pay programs with shareholders, while balancing the need to retain a strong leadership team. The Committee believes the changes made to our compensation programs for 2016 will further improve the alignment between executive compensation and the interests of shareholders and support our financial and transformation goals. Changes for this year have continued to focus on limiting shareholder dilution and assessing our executives’ pay against a peer group more in-line with Avon’s business following the separation of our North America business. Most importantly, we have reduced the value of long-term incentives year-over-year to require upward stock price movement for executives to realize target pay, and to manage our overall equity spend. Highlights of our 2016 changes and the primary reasons for change are described below:

2016 Annual Incentive Program
Changes Made				Reasons for Change
Introduced strategic objectives in addition to financial metrics ·      Added metrics for Active Representative Growth and Cost Reduction/Take Out (each weighted 12.5%) ·      Formulaic measures using a performance curve				·      Aligns with Transformation Plan of investing in growth and driving out cost ·      Continues to reinforce strong and direct link to Company performance
2016 Long-Term Incentive Program
Changes Made				Reasons for Change
Reduced the grant date fair values ·      CEO’s target grant date fair value was reduced by 10% ·      Used a $5.00 divisor rather than the stock price at grant to determine the number of shares. Resulted in a 16% reduction in grant date fair value ·      Converted shares to premium-priced stock options using a 2.5 to 1 ratio rather than the compensation expense based ratio of 3.2 to 1. Resulted in 23% reduction in grant date fair value of the option component				·      Aligns executives with Cerberus investment and Avon’s new peer group ·      Requires a significant increase in stock price to earn target long-term incentive award ·      Reduces shareholder dilution

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Introduced premium-priced stock options and changed the award mix to better align with shareholder value creation ·     CEO award mix modified from 100% PRSUs to 40% premium-priced stock options and 60% PRSUs (remains 100% performance-based) ·     Other NEO award mix modified from 60% PRSUs and 40% RSUs to 33% premium-priced stock options, 33% PRSUs and 33% RSUs				·     Enhances shareholder alignment as premium-priced stock options (33% to 40% of program) provide no payout unless significant stock price improvement ·     Increases performance link by reducing RSU component for other NEOs
Incorporated other executive compensation best practices ·     Set premium-priced stock option exercise price at 30% above stock price at grant ·     Introduced relative TSR as a performance metric for PRSUs with target set above median ·     Restored PRSU measurement period to three years ·     Balanced performance metrics between long-term and short-term incentive programs				·     Responsive to shareholder feedback ·     Premium-priced stock options “raise the bar” versus standard stock options ·     Enhances link to long-term performance ·     Better aligns management incentives with shareholder interests
2016 Peer Group
Changes Made				Reasons for Change
Eliminated companies with minimal international focus and high revenue size ·     Removed Procter & Gamble, Kimberly Clark and Limited Brands ·     Added Herbalife, Edgewell and Nu Skin				·     Responsive to shareholder feedback ·     Better aligns with Avon’s business profile and size

As a result of the changes described above, target compensation for our CEO has been significantly reduced for 2016, as highlighted below:

Component		2015 Target		2016 Target		% Change
Base Salary		$1,200,000		$1,200,000		0%
Annual Incentive		$1,800,000		$1,800,000		0%
Long-Term Incentive		$7,700,000*		$5,322,517		-31%
Total Target Compensation		$10,700,000		$8,322,517		-22%

*	The amount reflects Performance RSUs granted under our 2015-2017 long-term incentive program and is exclusive of the one-time 2015 performance-based retention awards.

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2014STRONG COMPENSATION PROGRAMS EMPHASIZE PERFORMANCE AND ALIGN WITH GOALSGOVERNANCE PRACTICES

We maintain several best practices in compensation governance. A more detailed discussion of these practices is on page 50.

What We Do						What We Don’t Do
		Comprehensive Clawback Policy						No Excise Tax Gross-Ups on Change in Control
		Double-Trigger Vesting for Change-in-Control Benefits						No Hedging Transactions or Short Sales
		Multiple Performance Metrics for Various Incentive Plans						No Repricing of Stock Options
		Multi-Year Vesting Equity Awards						No Dividend Equivalents Paid on Unvested Performance RSUs
		Stock Ownership Guidelines and Holding Requirements for Senior Executives
		Limited Perquisites
		Active Shareholder Engagement
		Independent Compensation Consultant
		Compensation Risk Review
		Regular review of compensation, especially incentive design, to ensure continued alignment with evolving company strategy

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PAY-FOR-PERFORMANCE

Our strategic and financial goals havealso influenced the design and development of our 20142015 compensation programs. Our Compensation and Management DevelopmentThe Committee (the “Committee”) believes that aligning payouts with our performance outcomes is critical for shareholders, as is securing the right talent to lead our efforts is critical, as is aligning payouts with our performance outcomes for shareholders.efforts. Accordingly, the targets under our annual and long-term incentivesincentive programs represent rigorous performance expectations and are aligned with our immediate and longer-termlong-term financial and strategic goals.

We seek to promote the following in our incentive compensation program design:

 

·

Maintain focus on financial results and year-over-year improvement

 

·

Strengthen leadership behaviors including accountability and execution

 

·

Attract, motivate and retain talent

 

·

Reinforce the “One Team, One Avon” concept

Performance-based structure. Target total compensation for our CEO in 20142015 was 89% “at risk”, meaning that it is contingent upon and based on companyCompany performance and stock price performance, and target total compensation for our other NEOs was on average 73%76% “at risk”.

 

		Significant Majority of Target Total Compensation Tied to Avon Performance*

 

 

		89% of target CEO pay is “at risk” and73%76% of average target for all other NEO pay is “at risk”.

*Incentive compensation for these purposes is based on “at target” compensation, which reflects approximate compensation that would be realized if we achieve the financial goals set within our incentive plans. The one-time 2015 performance-based retention awards granted in August 2015 are excluded for these purposes.

Our Committee continues to believe that despite external challenges to achieving our goals, a high percentage of our executives’ compensation should remain “at risk” and based on companyCompany financial performance.

Demonstrated rigor of incentive planplans.  Despite our management team’s focus on key strategic and financial goals, our financial results have fallen short of the performance targets set by our Committee over the past several years. Due to the strong link between incentive pay and company performance, our annual and long-term incentive programs have paid out below target, and in some cases zero, in recent years.

 

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The tabletables below illustratesillustrate the strong link between our financial performance and incentive opportunitiesopportunity value realized by our management team. The Committee continues to set rigorous targets within our incentive plans. As a result, the pay realized by our executivesfunding score continues to be strongly aligned with our performance.

 

*Payouts under the above plans may not be more than 200% of target.

2014 CEO COMPENSATION ALIGNS WITH PERFORMANCE

Ms. McCoy’s 2014 pay opportunity was considered market competitive, and is at the median of our 2014 peer group. In addition, her compensation remains highly contingent on achieving our performance goals (89% of her target compensation is performance-based). The rigor of our performance-based compensation structure is clearly demonstrated in the pay Ms. McCoy has realized over her tenure. While the Committee believes that important progress has been made toward achieving our strategic and financial goals, we have not yet achieved key financial performance targets, and this is directly reflected in the long-term andSee page 46 for actual 2015 annual incentive plan payouts to our CEO.for NEOs.

*The realized value shown is a percentage of target and reflects the December 31, 2015 closing stock price.

CEO compensation aligns with performance

As illustrated in the table below, the realizable and realized compensation for Ms. McCoy over the last three years (2012-2014)(2013-2015) is significantly less than the amounts disclosed in the Summary Compensation Table and demonstrates the pay and performance alignment of our program. Given our performance over the last three years, from her ongoing pay, Ms. McCoy has earned her base salary and annual incentives of 47.5%85%, 85%50% and 50%76% of target in 2012, 2013, 2014 and 2014,2015, respectively. In addition, Ms. McCoy has not earned anyonly a fraction of her performance-based restricted stock units (“Performance RSUs”)RSUs to date.date and at lower prices than grant.

 

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·

The Performance RSUs granted for the 2012-20142013-2015 performance period were unearnedachieved an 80% payout; however, the value realized upon vesting was only 16% of the original value awarded.

·

The 2013-2015one-time retention Performance RSUs granted in August of 2015 achieved a 100% payout (subject to continued vesting during 2016), however the value as of December 31, 2015 was only 66% of the original value awarded, and as of December 31, 2015 the performance-cash portion of the award was not projected to payout.

·

The 2014-2016 Performance RSUs have one year remaining in the performance cycle and, as of December 31, 2014, were being accrued at 60% of target2015, with a 73% decline in value from grant date.

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·

The 2014-20162015-2017 Performance RSUs have two years remaining in the performance cycle and, as of December 31, 2014, were being accrued at 100% of target2015, with a 51% decline in value from grant date.

The differences in Ms. McCoy’s grant-date compensation, potentially realizable pay and actual realized pay reflect the unearned Performance RSUs, payout of cash incentive awards at less than target, and the current sharestock price.

3-Year Aggregate CEO Pay ($MM)

(2013 – 2015)

 

To date, noThe payout value of our CEO’s performance-based equity awards have vested or paid outcontinues to remain significantly below target.

 

1

In the chart above, “Granted Pay Opportunity” equals the sum of, for all of the three prior fiscal years (i.e., 2012-2014)2013-2015): (i) the value of Ms. McCoy’s sign-on award, consisting of $1.9 million cash bonus and the grant date fair-value of Service-based RSUs (excludes a deferred cash award with an initial value of $850,000 that will vest and be paid to Ms. McCoy upon the fifth anniversary of her commencement date), (ii) Salary (as reported in the Summary Compensation Table on page 47)55), (iii)(ii) target value of short-term cash incentives, and (iv)(iii) the grant date fair-value of long-term incentive awards (i.e., Performance RSUs)RSUs, one-time 2015 retention Performance RSUs and performance-based cash).

 

2

In the chart above, “Realizable Pay” equals the sum of, for all of the three prior fiscal years: (i) the value of Ms. McCoy’s sign-on award, consisting of $1.9 million cash bonus and the value of Service-based RSUs valued based on our stock price as of December 31, 2014,Salary, (ii) Salary, (iii) short-term cash incentives earned, and (iv)(iii) the value of all earned long-term incentive awards for completed performance periods (of which there is zero)are two) and unvested long-term incentive awards for ongoing performance periods. All unvested long-term incentive awards are valued based on our stock price as of December 31, 2014.2015. The 2013-2015 Performance RSUs have been reduced to reflect our December 31, 2014the payout projection of 60%80% of targettarget. The 2014-2016 Performance RSUs and the 2014-20162015-2017 Performance RSUs are included at target value. The one-time 2015 performance-based retention awards reflect the payout at 100% of target for the Performance RSU portion (subject to continued vesting during 2016) and no projected payout for the performance-based cash portion (see page 48 for more details).

 

3

In the chart above, “Realized Pay” equals the sum of, for all of the three prior fiscal years: (i) the value of Ms. McCoy’s sign-on award, consisting of $1.9 million cash bonus and the value of the vested portion (i.e., two-fifths of award granted) of Service-based RSUs valued based on our stock price as of December 31, 2014,Salary, (ii) Salary, (iii) short-term cash incentives earned, and (iv)(iii) the value of all earned long-term incentive awards (of which there is zero).

The Committee made the following decisions related to Ms. McCoy’s 2014 compensation:

·

No changeare two) based on our stock price as of December 31, 2015. The 2013-2015 Performance RSUs have been reduced to Ms. McCoy’s base salary or target annual incentive award

·

Grantedreflect the payout of 80% of target. The one-time 2015 performance-based retention awards reflect the payout at 100% of target for the 2014 long-term incentive award in Performance RSUs, which will vest only if three-year Company financial goals are met

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–

Increased Ms. McCoy’s 2014 target long-term incentive award by $500,000RSU portion (subject to further align her compensation with our strategiccontinued vesting during 2016) and financial goals and to bring her total target compensation tono projected payout for the median of our peer group. As a result of this increase, 89% of her total target compensation is at-risk

·

Adopted a stock holding feature/retention ratio that requires Ms. McCoy to hold 75% of the net shares acquired upon the vesting of her equity awards until she has satisfied her stock ownership guidelines of 6 times base salary

·

Paid an annual incentive award equal to 50% of target, reflecting our performance against 2014 financial goals.

STRONG COMPENSATION GOVERNANCE PRACTICES

We maintain several best practices in compensation governance. A more detailed discussion of these practices is on page 42.

What We Do						What We Don’t Do
		Comprehensive Clawback Policy						No Excise Tax Gross-Ups on Change in Control No Hedging Transactions or Short Sales No Repricing of Stock Options No Dividend Equivalents Paid on Unvested Performance RSUs
		Double-Trigger Vestingperformance-based cash portion (see page 48 for Change-in-Control Benefits
		Multiple Performance Metrics for Various Incentive Plans
		Multi-Year Vesting Equity Awards
		Stock Ownership Guidelines and Holding Requirements for Senior Executives
		Limited Perquisites
		Active Shareholder Engagement
		Independent Compensation Consultant
		Compensation Risk Review
		Minimum Vesting Period for Equity Awards under Amended Stock Plan

SHAREHOLDER ENGAGEMENT AND KEY 2015 COMPENSATION CHANGES

Following two years of low say on pay support, the Committee increased its shareholder outreach efforts to ensure shareholder perspectives and concerns were heard and well understood by the Committee and the full Board.

Since our 2014 annual meeting, we engaged with shareholders representing nearly 60% of our shares outstanding as of December 31, 2014. Shareholders with whom we met included seven long-term holders that have been among our top ten shareholders at year-end for each of the last three years, and five of those have been in the top ten for each of the last five years. The investors are diverse in investment approach. Most are asset managers and one was a pension fund. Our Independent Chairman of the Board and/or our Committee Chair participated in most of these meetings. The primary focus of these shareholder meetings was to seek specific feedback on our compensation program, review potential changes to our compensation program, and discuss the status of our strategic and financial goals. The feedback received from our shareholders was tremendously valuable and was incorporated into the full Committee’s discussion and determination of compensation program changes for 2015.

The Committee made several design changes to our compensation program in direct response to feedback from shareholders, the outcome of our last two advisory votes on compensation, and the need to recruit and retain a strong leadership team. The Committee believes these changes will sharpen alignment between executive compensation and the interests of our shareholders, and support the achievement of our strategic and financial goals.

		Since last year’s annual meeting, we had discussions about our compensation program and proposed changes with holders ofnearly 60% of our sharesmore details).

 

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KEY 2015 COMPENSATION CHANGES

The table below sets out the key changes to our 2015 compensation program for our senior executives and the primary reasons for those changes. Many of these changes are directly responsive to feedback we received from shareholders, as noted below.

Annual Incentive Program
Changes Committee Made				Reasons for Change
Eliminated Committee discretion within performance ranges ·      Ranges and Committee discretion were eliminated and replaced with fully formulaic measurement using a performance curve				·      Responsive to shareholder feedback ·      Creates a stronger, direct link to Company performance
Eliminated individual performance component ·      Individual payout will be based 100% on Company financial goals ·      Previously, individual performance was a component				·      Responsive to shareholder feedback ·      Creates a stronger, direct link to Company performance and “One Team, One Avon” philosophy
Capped annual incentive award at 150% of salary ·      Previously, awards were capped at 200%				·      Reflects time of transition in the business and the focus on pushing to alignment with Company performance and improved and sustained results over time
Long-Term Incentive Program
Changes Committee Made				Reasons for Change
Incorporated total shareholder return (TSR) ·      Payouts are capped at target if absolute TSR is negative at the end of the 3-year period ·      Previously, no TSR measure was used				·      Responsive to shareholder feedback, which varied between absolute vs. relative TSR measures ·      Creates stronger alignment between long-term incentives and creation of shareholder value
Aligned performance measurement period of Performance RSUs with our strategic and financial goals ·      Performance measurement period for 2015 grants adjusted to two years (from three years), with three-year vesting				·      Supports strategic and financial goals ·      Creates stronger alignment with our key goals and focuses management on the next two years
Peer Group
Changes Committee Made				Reasons for Change
Eliminated one of the largest companies in our peer group, reducing the median revenue and market capitalization of our peer group ·      Removed PepsiCo and added Coty ·      Hillshire Brands also removed as a result of its acquisition				·      Responsive to shareholder feedback regarding comparability of peers

We deliver incentive pay in equity and in cash. The Board is highly sensitive to the dilutive impact of our equity plan on shareholders. As a result of feedback from shareholders and the Board’s desire to minimize dilution, we are shifting the delivery of long-term compensation awards for employees below the senior executive level to cash rather than equity. We are including a modest request to shareholders for additional shares for equity compensation at the annual meeting (see Proposal 3, page 61), approval of which we believe is necessary to continue to align our incentive program with our strategic and financial goals and support long-term shareholder value creation.

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2015 COMPENSATION STRUCTURE

The 2015 executive compensation program will remain highly performance-based and will provide incentive opportunities that align with our shareholders’ interests and our strategic and financial goals. Performance goals were selected to fully align with our commitment to our shareholders.

2015 Performance RSU awards will be based on revenue growth over two years (50% weight), adjusted operating margin growth for 2016 (50% weight) and a TSR regulator (applied if absolute TSR is negative over 3-year performance period).

Performance targets with respect to 2015 Performance RSUs are aligned to our goals of modest constant-dollar revenue growth and modest constant-dollar adjusted operating margin growth.

Payouts of Performance RSUs will range from 0% to 150% of target. The Committee has no discretion in determining the Performance RSU payout. If performance measures are met, the Performance RSUs will generally be settled in shares of Avon common stock. However, Performance RSUs will be settled in cash rather than shares as necessary to comply with applicable limits under our stock incentive plan.

		Our 2015 executive incentive compensation program will remainhighly performance-based and linked to our growth so as to align with our shareholders’ interests and our strategic and financial goals.

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ROLES IN EXECUTIVE COMPENSATION

The following parties are responsible for the development and oversight of our executive compensation program for our NEOs:

 

Compensation and Management Development Committee

 

Oversees our executive compensation program; responsibilities include review of strategic objectives, design, and risk and reward structure

 

Determines and approves the compensation of our NEOs, other officers at or above the level of senior vice president, and any officers covered by Section 16 under the Securities Exchange Act of 1934, as amended

 

Consults with the independent members of the Board in establishing and evaluating performance objectives for the CEO each year, in part to determine the CEO’s incentive compensation payout

 

Sets annual and long-term performance measures and goals that align with our pay for performancepay-for-performance philosophy

 

Reviews and evaluates our talent management and succession planning approach, philosophy, and key processes; responsible for development and succession plans for members of the Executive Management Committee and their potential successors

 

Has sole authority to continue or terminate its relationship with outside advisors, including its independent compensation consultant

 

Requires that the compensation consultant be independent, and reviews such independence at least annually

 

–

Under the Committee’s charter, a compensation consultant is not considered independent if it provides significant services to the business apart from work performed for the Committee (services in excess of $50,000 or, if less, 1% of the consulting firm’s gross revenues for the most recent fiscal year). In 2014,2015, Semler Brossy Consulting Group (“Semler Brossy”) provided no services to us apart from work performed for the Committee and other Board members, and the Committee has determined that Semler Brossy is independent

–

independent. The Committee also reviews the relationship with Semler Brossy to identify conflicts of interest pursuant to Securities and Exchange Commission and New York Stock Exchange rules and, in 2014,2015, did not identify any such conflicts

See “Information Concerning the Board of Directors—Compensation and Management Development Committee” on page 1415 for additional Committee responsibilities.

 

Independent Consultant to the Committee (Semler Brossy since 2009)

 

Engaged by and reports directly to the Committee and consults directly with its Chair; the Committee has the sole authority to retain and terminate Semler Brossy and to review and approve Semler Brossy’s fees and other terms of the engagement

 

Advises the Committee on various executive compensation matters, including proposed changes to our annual and long-term incentive programs, share utilization, compensation levels, peer group constituents and pay mix

 

Attends all Committee meetings

 

Provides periodic reports, analyses and presentations to the Committee, and reviews all Committee meeting materials regarding current and prospective compensation plans and programs

 

Conducts analyses related to the employment arrangements for new senior officers

 

Provides assistance with the Committee’s review of the risk and reward structure of executive compensation plans, policies and practices

 

Chief Executive Officer

 

Makes individual compensation recommendations for senior officers (other than herself), including the other NEOs, to the Committee for its review and approval, after considering market data and relative individual achievements

 

Provides input on the design of the executive compensation programs,program, with a focus on how the programs can best alignalignment with strategic priorities and the desired Company culture

 

Management

 

Supports the Committee by making recommendations and providing analyses with respect to competitive practices and pay ranges, compensation and benefit plans, policies and procedures related to equity awards, perquisites, and general compensation and benefits philosophy

 

Senior human resources and legal executives attend Committee meetings to provide perspective and expertise relevant to the meeting agenda

 

Does not recommend, determine or participate in Committee discussions relating to their individual compensation arrangements

 

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COMPETITIVE POSITIONING AND PEER GROUP

We seek to deliver competitive compensation packages and programs. We generally target the market median for total direct compensation for senior officers, including NEOs, although we allow flexibility to pay above or below the median depending on other factors, including, for example, the length of time in a given role, sustained performance,programs, and potential to take on expanded roles within Avon. We target each of base salary, total cash compensation, and long-term incentives at the median of market, although total direct compensation positioning relative to market remains the most significant reference point for the Committee in its decision-making. The Committee retains flexibility to respond to and adjust for specific individual circumstances, personal achievement, the evolving business environment, and executive recruitment efforts.

We determine “market” for these purposes based on analysis provided to the Committee by its independent compensation consultant, Semler Brossy, with respect to theuse our peer group of companies described below. In 2014, the positioning offor compensation awarded to our NEOs, as compared to the market median of target compensation for our peers, was on average:

Base salary: At median of market

Total cash compensation (base salary plus actual annual bonus payout): At median of market

Long-term incentive opportunity (2014 long-term incentive awards): Above median of market

Total direct compensation (total actual cash compensationbenchmarking and long-term incentive opportunity): At median of market

We believe it is appropriate for long-term incentive opportunities to be targeted above market median due to the particularly strong performance-based nature of our long-term incentive program (with 100% of long-term awards for the CEO delivered inrelative pay and performance shares as is a majority of long-term incentive for other NEOs). Multiple Performance RSUs have vested well below target or are expected to vest below target. The grants made in 2012 resulted in zero payout and the grants made in 2013 are still outstanding, however as of December 31, 2014 we projected payout of 2013 awards to be 60% of target.

comparisons. We periodically assess pay ranges, pay levels, and our program design against our peer group, which consists of U.S.-based beauty and consumer goods companies.group. The Committee, determined the members of our current peer group with input from Semler Brossy. ThisBrossy, continued to review the peer group during 2015 and 2016 to better align the size of the companies we use as a comparison as we move forward with the Transformation Plan. Similarly, the peer group needed to be reviewed in the context of the Cerberus transaction, as Avon is smaller in revenue and an internationally-focused company. Avon’s current market capitalization presents a challenge for identifying potential peers, as there are only a handful of companies with similar market capitalizations that are sufficiently large in terms of revenue and complex in terms of scale and international presence.

The 2015 peer group was generally selected because we compete with these organizations for employees, customers, and/or shareholders. The peer group includesincluded U.S.-based public companies that are generally comparable to Avon in terms of their consumer products orientation and/or global size and scale (measured in revenues) and, in most cases, the scope of their global operations.operations based on a number of countries and reporting entities.

Our peer group for 20142015 was made up of the following companies (note that PepsiCo and Hillshire Brands were removed and Coty was added to the 2015 group to improve the scale of companies relative to Avon):

2015 Peer Group
Campbell Soup		General Mills		Limited Brands
Clorox		Hershey Foods		Procter & Gamble
Colgate-Palmolive		Kellogg		Revlon
Coty		Kimberly Clark		Tupperware Brands
Estee Lauder

As our Company enters its transformation and moves forward in its partnership with Cerberus, we made additional changes to the peer group for 2016 that result in an overall reduction in the median revenue and market capitalization of the peer group, while retaining a composition of relevant consumer products companies that are internationally and operationally complex. The peer group for 2016 will consist of the following companies:

 

20142016 Peer Group
Campbell Soup		Hershey Foods       Estee Lauder		PepsiCo       Kellogg
Clorox		General Mills		Nu Skin Enterprises
Clorox           Colgate-Palmolive		Herbalife		Revlon
Hillshire       Coty		Hershey Foods		Tupperware Brands
Edgewell Personal Care		Procter & Gamble
Colgate-Palmolive		Kellogg		Revlon
Estee Lauder		Kimberly-Clark		Tupperware Brands
General Mills		Limited Brands

Based on the Committee’s annual review of the peer group, and in consideration of feedback received from shareholders, theThe Committee made threefive changes to the peer group that will be used in 2015.2016:

 

Removed PepsiCo because the Committee determined it was not comparableProcter & Gamble and Kimberly Clark due to our businesstheir high revenue sizes

 

Removed HillshireLimited Brands because it was acquired by Tyson Foods and is no longer a public companysince its international sales accounted for less than 15% of sales

 

Added CotyHerbalife, a competitor in direct selling, which is similar in market capitalization size and has nearly half its sales from international markets

Added Edgewell since it is focused on retail consumer-end products with nearly half of its sales from international markets and is within a competitive range for market capitalization

Added Nu Skin because it is a direct business competitor and within the comparable revenue size range

As a result of these changes, there is an overall reduction in the median revenue andbeauty market, has a similar market capitalization, and has a majority of our peer group for 2015.

sales from international markets.

 

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The 2016 changes result in a decrease in the median peer’s revenues from $11.1 billion to $5.7 billion. Furthermore, the new peer group will be comprised of companies with a strong international focus—at median, peers earn half of sales from international markets and operate in 100 countries. In addition, total direct compensation is lower than the current peer group. For 2016, our CEO target compensation would position slightly below the median of the new peer group (based on grant date fair value of the 2016 long-term incentive awards).

We generally target the market median for total direct compensation and each of base salary, total cash compensation, and long-term incentives for senior officers, including NEOs, although we allow flexibility to pay above or below the median depending on other factors, including, adjusting for specific individual circumstances and personal achievement (e.g., length of time in a given role, sustained performance, and potential to take on expanded roles within Avon), the evolving business environment, and executive recruitment efforts. We determine “market” for these purposes based on analysis provided to the Committee by its independent compensation consultant, Semler Brossy, with respect to the peer group of companies described above.

ELEMENTS OF OUR COMPENSATION PROGRAM

Key elements of compensation include base salary, annual incentive compensation, long-term incentive compensation, retirement benefits, and other benefits, including health and limited perquisites.

COMPENSATION STRUCTURE

The 2015 executive compensation program was highly performance-based and provided incentive opportunities that align with our shareholders’ interests and our strategic and financial goals. Performance goals were selected to fully align with our commitment to our shareholders. The following table provides a summary of the three primary components of the executive compensation program:

*For NEOs below the senior executive level, long-term incentive awards for 2015 included performance-based cash rather than Performance RSUs.

BASE SALARY

 

Purpose: Compensates for achievements based on job responsibilities and individual performance and attracts and retains key executive talent

Annual salary increases are based on our overall salary increase budget, individual performance, and internal and external market comparisons. In early 2014,2015, Ms. McCoy and Mr. Scully did not receive any increases; Messrs. Acosta, HigsonBenjamin and Legher each received a 3% salary increase of 3.5%, 5.0% and 6.0% respectively,Mr. Loughran received a 5% salary increase in consideration of their performance and value to AvonAvon. Mr. Loughran was then promoted to Group Vice President given his critical role, responsibility and needed continuity in finance and his performance as Acting Chief Financial Officer from October 2014 to encourage their retention. Mr. LegherMarch 2015. He received a furtheran additional 7% salary increase in November 2014 of 12% to reflectconnection with his expanded role. Mr. Legher assumed additional responsibility for the South Market Group (SMG) which includes Argentina, Chile and Uruguay. Mr. Loughran was asked to serve as Acting CFO in October 2014, and received a salary increase of 14% at that time to reflect his enhanced duties.promotion.

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ANNUAL INCENTIVE COMPENSATION

 

Purpose:Encourages and rewards achievement of annual/short-term Company financial goals and strategic initiatives and personal contributions towards such goals; attracts, motivates, and retains key executive talent

As in previous years, the aggregate amount available for payment under the annual incentive program for all senior officers for 20142015 was based solely on our global financial results, which supports our objectives to focus on a “One Team One Avon” culture of collaboration. The Committee then may use negative discretion to reduce the target payout for senior officers. The Committee selected three global financial performance measures of equal weight for 2014:2015: revenue growth, operating profit growth, and operating cash flow from operations.growth. These metrics were chosen to focus execution on top-line growth, profit, and cash flow generation.

Individual payouts to senior officers were fully funded based on pre-set global financial performance measures. Award determinationsCalculation of award payments for each senior executive were thenwas based fully on a calculation that considers both Company financial performance. Individual performance and individual performance ofwas not a component for our senior executives:

 

Funding 100% Based on Avon Performance

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To calculateThe calculation of the financial score is purely formulaic and no discretion is used in determining the Committee evaluated achievementfinancial score. The table below summarizes the results of each global financial metric.

The actual performance measure against pre-set payout ranges (ranges are described below). In determining the payout within a given range, the Committee considered additional factors, such as our overall financial and strategic progress. Achievement of the 2014 global financial performance measures for purposes of funding the annual incentive program, as well as the associated payout rangesgoals of the three defined metrics above all include the full-year North America results. The North America business was reported as discontinued operations for 2014, are as follows:

the Fourth Quarter and Full Year 2015. However, we assessed the performance of the Company for annual incentive plan purposes including these results in order to align to the way the goals were set.

 

11.

Revenue growth from continuing operations was relatively unchanged in constant dollars on a year-over-year basis which was below the minimum performance threshold of 0 - 1%, and therefore contributed zero toward the financial score.

2

Operating profit growth from continuing operations (in constant $) was up 16%1.6% on a year-over-year basis and above the target of 15%1%. In line withThis resulted in a funding score of 115% for this metric, which applied to 33% of the results werefinancial score. Revenue growth (in constant $) excluded the estimated impact of the Industrial Production Tax (IPI) and certain margin value added (MVA) taxes in Brazil and adjusted for the Liz Earle divestiture.

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2.

Operating profit growth (in constant $) was up 6.2% on a year-over-year basis and above the target payout range of 75% - 125%,3.4%. This resulted in a funding score of 113% for this metric, which applied to 33% of the financial score. Operating profit growth (in constant $) excludesexcluded the estimated impact of IPI and certain MVA taxes in Brazil as well as certain other foreign taxes and foreign tax planning strategies, certain foreign currency transaction losses, costs related to implement restructuring, certain litigation itemsthe transaction with Cerberus, and pension plan expenses.adjusted for the Liz Earle divestiture.

 

33.

Operating cash flow growth from continuing operations (in constant $) was up 19.5% on a year-over-year basis but below the target of 25.5%. In line with this, the results were in the lowest payout range of 0% - 90%, which applied to 33% of the financial score. Operating cash flow growth (in constant $) excludeswas below the impact of working capital in Venezuela, certain litigationminimum performance threshold after adjusting for the same items that impacted the operating profit growth listed above as well as an adjustment for a pension plan contributionscontribution, and costs to implement restructuring.therefore contributed zero toward the financial score.

In light of these results, the financial score range for 20142015 was 25% to 72%76.2%. The Committee considered this financial score range and approved a final score of 50% in light of our mixed financial performance but strategic progress and continued improvement in cost savings and strengthening the foundation of our business, especially in our top 12 markets.

Based on our financial score of 50%, and the Committee’s assessment of individual performance,these results, the Committee approved payments to our NEOs aligned with the financial score at 50%76.2% of their target amounts, except foras following: Mr. Higson andScully was paid at 100% of target in accordance with his employment offer agreement. The Committee approved payment to Mr. Loughran (who is not a direct report to the CEO and so for whom individual performance may be taken into account) of 114% of target given his critical role first as Acting Chief Financial Officer and then in the Committee determined to pay at 55%Cerberus transaction with his strong leadership in the area of target. Ms. Ross will not receive anaccounting and controls.

Target award and actual payout under the 2015 annual incentive bonusprogram for 2014 given her departure from the Company.

The following items were the primary factors that caused the Committee to make awards above the purely formulaic outcome for Messrs. Higson and Loughran:each NEO are summarized below:

 

·

Mr. Higson: Mr. Higson successfully led our Europe, Middle East and Africa business through a very challenging environment in the first half of 2014, managing pressures on topline growth in some of our major markets. Through focus on critical processes and Active Representative growth, Mr. Higson delivered improvement in Eastern Europe and Russia despite significant political and economic headwinds. In addition, Mr. Higson was able to return our UK business to growth in 2014, as well as deliver robust performance in our South African and Central Eastern European businesses. Through focus on field fundamentals and Representative growth, Europe, Middle East and Africa built momentum in the second half of the year. In addition to these responsibilities, at the beginning of the year Mr. Higson led our Asia Pacific region and later in the year assumed additional responsibilities for field fundamentals globally.

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·

Mr. Loughran: Mr. Loughran stepped up as Acting CFO in October 2014, a role he filled until March 2015. During this time, Mr. Loughran provided finance leadership to our CEO, Board and the Company as a whole. Throughout 2014, and also while acting as CFO, Mr. Loughran continued to operate as our Corporate Controller and provided strong leadership in the area of accounting and controls. Earlier in 2014, Mr. Loughran also stepped up as Acting CFO for our Asia Pacific business in addition to his Corporate Controller duties, until a new CFO was hired in this region.

NEO		2015 Target Annual Incentive Program Amount		2015 Actual Payout Amount
Ms. McCoy		$1,800,000		$1,371,600
Mr. Scully		$800,000		$800,000
Mr. Loughran		$247,500		$282,893
Mr. Acosta		$609,760		$464,637
Mr. Legher		$340,252		$259,272
Mr. Benjamin		$513,300		$391,135

LONG-TERM INCENTIVE COMPENSATION

 

Purpose: Encourages long-term focus and promotes decision making consistent with our long-term strategic and financial goals and the interests of our shareholders; attracts, motivates and retains key executive talent

For 2014,2015, the Committee constructed a long-term incentive program that encouraged and awardedrewarded key executives for meeting business objectives associated with our strategic and financial goals. As in prior years, our long-term incentive award program consisted of overlapping cycles, with a new equity award each year. In general, each participant received an annual grant at the beginning of each three-year performance/vesting period.cycle. In 2014:2015:

 

·

100% of Ms. McCoy’s long-term compensation was in Performance RSUs (she was awarded no service-based restricted stock units (“Service-based RSUs)RSUs”)).

 

·

For other senior officers, including the NEOs, 20142015 long-term incentive awards consisted of 60% Performance RSUs and 40% Service-based RSUs. As a Group Vice President, Mr. Loughran’s 2015 long-term incentive awards consisted 70% of Service-based RSUs and 30% performance-based cash.

Service-based RSUs were included as part of the long-term incentive award program for NEOs, other than the CEO, to provide stability and to attract and retain key talent. Service-based RSUs also were used to connect the realized pay of our senior officers to Avon’s stock, thereby aligning their pay to shareholder interests. These awards will vest on the third anniversary of the grant date, subject to continued employment, in order to encourage share ownership of our senior officers and to attract and retain key talent. Dividend equivalents are generally paid on Service-based RSUs. However, because the Company suspended its dividend to shareholders effective in the first quarter of 2016, dividend equivalents have been similarly suspended for Service-based RSUs effective in the first quarter of 2016.

20142015 Performance RSU and Performance-Based Cash Awards

Long-term Performance RSU and performance-based cash awards granted in 20142015 were formulaic and based solely on the two key financial measures that strongly align with our strategic andprevious 2016 financial goals:commitments to shareholders:

 

·

Revenue growth in constant dollars over threetwo years (50% weight)

 

·

Operating margin in thirdsecond year of vesting (50% weight)

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While the revenue growth measure is applied in both the annual and long-term incentive programs for 2015, the Committee thought it was appropriate to include it in both programs in light of the Company’s business and strategic goals. While the above measures are the primary metrics that drive payout for 2015 Performance RSU and performance-based cash awards, the Committee added another governance feature to ensure that even if the formulaic metrics result in payout, payouts cannot exceed target unless absolute total shareholder return (TSR) is positive at the end of the three year vesting period. Awards vest at the end of the three-year performancevesting period and payouts can range from 0% to 200%150% of target. There is no discretion in determining the payout. If performance measures are met, the Performance RSUs will generally be settled in shares of Avon common stock. However, Performance RSUs willmay be settled in cash rather than shares as necessary to comply with applicable limits under our stock incentive plan. Dividend equivalents are not paid on Performance RSUs. Consistent with the award mix for his level as Group Vice President (i.e., not a direct report to the CEO), Mr. Loughran received performance-based cash awards rather than Performance RSUs, which have similar design features as Performance RSUs.

Grants to the NEOs under the 2015-2017 long-term incentive program were as follows:

NEO		Grant Date Value of   Performance RSUs/Performance Cash		Grant Date Value of Service-Based RSUs		Total Grant Date Value
Ms. McCoy		$7,700,005		$0		$7,700,005
Mr. Scully		$1,440,002		$959,999		$2,400,001
Mr. Loughran		$144,000		$336,003		$480,003
Mr. Acosta		$1,332,000		$888,003		$2,220,003
Mr. Legher		$652,302		$434,862		$1,087,164
Mr. Benjamin		$797,278		$531,524		$1,328,802

2012-20142013-2015 Performance RSU Awards

In order for there to be any payout with respect to the 2012-20142013-2015 Performance RSUs granted in 2012, the following2013, minimum thresholds had to be achieved: (i) revenue growthachieved. The table below summarizes the results of each financial metric, which resulted in constant dollarsan 80% funding score, however the value realized upon vesting, which reflects the December 31, 2015 closing stock price, was only 16% of the original value awarded.

The actual performance as well as the goals of the two defined metrics above all include the full-year North America results. The North America business was reported as discontinued operations for the Fourth Quarter and Full Year 2015. However, we assessed the performance of the Company for long-term incentive plan purposes including these results in order to align to the way the goals were set.

1.

Revenue growth (in constant dollars) was up 3.6% on a three-year basis and above the target of 2.6%. This resulted in a score of 160% for this metric, which applied to 50% of the financial score. Revenue growth (in constant $) was adjusted for the Liz Earle divestiture.

2.

Operating margin (in fluctuating dollars) was below the minimum performance threshold, adjusted for the Liz Earle divestiture, and therefore contributed zero toward the financial score.

3.

The realized value is shown as a percentage of target and reflects the December 31, 2015 closing stock price.

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Targets awards value and actual realized payouts to the NEOs under the 2013-2015 long-term incentive program were as follows:

NEO		Target Value of Performance-Based  Awards		Realized Value  of Performance-Based Awards*
Ms. McCoy		$7,200,001		$1,160,597
Mr. Scully**		N/A		N/A
Mr. Loughran		$198,005		$31,917
Mr. Acosta		$1,215,005		$195,852
Mr. Legher		$534,439		$86,148
Mr. Benjamin		$749,991		$120,894

*Realized value is based on the 80% funding score, and the December 31, 2015 closing stock price.

**Mr. Scully was not employed by the Company at least +1.0%the time these awards were granted and (ii) operating profit growth of at least +0.5%. Neithertherefore was achieved resulting in zero payouts.not eligible for a grant or payout.

OTHER COMPENSATION

Special EquityOne-Time Performance-Based Retention Awards

In 2015, the Board explored a variety of potential strategic paths for the Company. During this period of uncertainty, the Board determined it was critical to retain key executives who could steer the Company through its review of strategic alternatives and the execution of a potential transaction, and that retention awards were critical to achieve this goal. It was also important for such awards to be structured to keep the team focused on running the day-to-day business and achieving immediate goals while the potential alternatives were being considered, and therefore the Committee determined that any such retention awards needed to be performance-based rather than merely service-based. Therefore, a one-time retention award of Performance RSUs was granted to certain NEOs on August 7, 2015 with the following terms:

 

Purpose: Provides compensation that is structured to attract key talent to Avon, recognize exceptional performance, and encourage retention	·			Performance Measure and Period:The awards would only be payable to the extent the Company achieved its 2015 adjusted operating profit target, consistent with the target under the Company’s 2015 annual incentive plan. The goal reinforced attention on achievement of ongoing goals while strategic alternatives were being considered.

From time to time, senior officers, including NEOs, may receive a special equity grant in order to attract, retain and reward exceptional performance. These grants are generally provided as Service-based RSUs that only vest after a period of continued service, and are sometimes referred to as retention restricted stock units.

·

Payout Leverage:A payout curve applied that provides threshold and target achievement. Payout of the award may range from 0% to 100% of target with no above target opportunity. The Company exceeded its target by 2.8%. Therefore 100% of the target shares would be paid out, subject to vesting requirements.

In 2014, given Mr. Legher’s position as a critical leader of our largest market, he received a one-time $1 million Service-based retention RSU award that will fully vest in three years from the date of grant. We believed it was important to expand Mr. Legher’s ownership in our business given his important role and potential significant contributions to the Company.

·

Vesting:The number of shares will vest 50% one year from the date of grant and 50% on December 30, 2016, provided the recipient remains in service.

·

Target Value:The target value awarded for the applicable NEOs are as follows: For Messrs. Acosta and Legher, one-and-a-half times annual base salary; for Messrs. Scully and Benjamin, one-time annual base salary. For Ms. McCoy, the total target value awarded was two-times her annual base salary. In no case are additional payouts or awards available for achievement above applicable targets. For grant values of awards, please see amounts corresponding to footnote 4 to the Grants of Plan-Based Awards table on page 57.

·

CEO Cash Component:Given the limits on stock-based awards under the Company’s stock incentive plan, the CEO’s award is composed mainly of Performance RSUs and partly of a performance-based cash award of $322,359 granted under the Executive Incentive Plan. The cash component fully vests on July 1, 2017, and is based on the Company’s TSR performance over a two-year period between July 1, 2015 and June 30, 2017. Payout of the performance-based cash award for the CEO may range from 0% to 100% of target based on achievement of the performance metrics.

 

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Retirement Benefits

 

Purpose: Offers market-based retirement opportunities for retirement and promotes retention

Avon offers retirement benefits to the NEOs, which are generally available to all employees meeting the qualifications required by each benefit plan. Because the amount of an employee’s compensation and the number of years of service are key components in determining retirement benefits, an employee’s performance and service over time will influence the level of his or her retirement benefits. For each NEO, the Committee reviews accrued and projected retirement benefits and deferred compensation account balances as part of its annual total compensation review. Our U.S. plans, which are further described in the applicable executive compensation tables, include a cash balance pension plan (that is closed to new hires after December 31, 2014), a 401(k) plan (that includes an employer match contribution and, solely for individuals hired on or after January 1, 2015 who are not eligible to participate in the pension plan, an additional nonelective employer contribution), a benefit restoration plan to restore benefits that may not be provided under the cash balance plan due to IRS limitations, and a nonqualified deferred compensation plan, which provides alternative tax-deferred savings opportunities and restores benefits that may not be provided under the 401(k) plan. Other benefits are provided to our non-U.S.-based NEOsNEO as further described in the applicable executive compensation tables.

Other Benefits and Perquisites

 

Purpose: Offers health and financial protection programs to support well-being and healthy lifestyles

The Committee has established and periodically reviews the perquisites and benefits available to our NEOs in light of our compensation philosophy and competitive market practices.

 

•

Broad-Based Benefits: Our NEOs are eligible to participate in the benefit plans generally available to all employees. These include medical, dental and vision coverage, life insurance and disability plans, flexible spending accounts, and adoption assistance. International allowances are also provided when our employees, including our NEOs, work abroad in accordance with our international assignment policies and procedures.

 

•

Limited Perquisites: As part of our overall compensation program, we provide some limited perquisites to our NEOs that are not available to employees generally. These additional benefits are generally limited to financial planning and tax preparation services allowances, transportation allowance, and executive health exams. The transportation allowance was closed to newly hired or promoted executives after 2012.

 

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COMPENSATION GOVERNANCE BEST PRACTICES

 

What We Do

 

•

Comprehensive Clawback Policy. We have a robust clawback policy that applies to annual and long-term incentive payments. This policy applies to certain executives, including all of our NEOs, in the event of a financial restatement, a material miscalculation of performance achievement, misconduct, serious violations of our Code of Conduct or violations of law within the scope of company employment.

 

•

Double-Trigger Vesting. Change in control benefits under our Change in Control Policy, long-term incentive cash programs, and equity awards granted to our senior executives since 2011 are subject to double-trigger vesting following a change in control event.

 

•

Multiple Performance Metrics. We mitigate compensation-related risk in a number of ways, including by using multiple performance measures across our various incentive plans (i.e., different performance measures are used for annual cash bonuses and long-term equity awards).plans.

 

•

Multi-Year Vesting Equity Awards. The on-cycle equity awards granted to our NEOs in 20142015 vest at the end of a three-year period and, in the case of Performance RSUs, only in the event that underlying performance goals are met.

 

•

Stock Ownership Guidelines and Holding Requirements. We have clear stock ownership guidelines and we monitor compliance with those guidelines regularly. At this time, all of our applicable NEOs satisfy or are on track to satisfy these guidelines. Our CEO’s ownership guideline is equal to 6 times base salary and a stock holding retention ratio is in place until the ownership guideline is satisfied. Beginning inIn 2015, we have added a stock holding retention ratio for all other senior executives that applies until the stock ownership guideline is satisfied.

 

•

Limited Perquisites. We eliminated transportation allowances for executives hired or promoted after December 31, 2012, further reducing our already limited perquisites.

 

•

Active Shareholder Engagement. We communicate proactively with our largest shareholders regarding executive compensation, governance, and business matters.

 

•

Independent Compensation Consultant. The Committee has retained Semler Brossy to advise on our executive compensation programs. Aside from services to the Committee and other Board members, Semler Brossy performs no other services for us.

 

•

Risk Review. The.The Committee, with support and advice from its independent consultant, reviews the risk and reward structure of executive compensation plans, policies and practices to confirm that there are no compensation-related risks that are reasonably likely to have a material adverse effect on the business.

 

•

Minimum VestingRegular Review of Compensation to Ensure Alignment. We have minimum vesting periodsThe Committee, with support and advice from its independent consultant, regularly reviews its compensation programs for equity awards under our amended stock plan.executives, especially the incentive design, to ensure continued alignment with evolving company strategy.

 

What We Don’t Do

 

•

No Excise Tax Gross-Ups on Change in Control. We do not have any excise tax gross-ups with respect to any change in control payments.

 

•

No Hedging Transactions or Short Sales. We do not permit our directors and employees to engage in any transaction in publicly traded options on Company common stock or any other transaction to hedge a position in, or engage in short sales of, Company common stock.

 

•

No Repricing of Stock Options. Our.Our equity plans prohibit repricing or the buyout of underwater stock options.options without shareholder approval.

 

•

No Dividend Equivalents on Unvested Performance RSUs. WeTo the extent we declare any dividends on our common stock, we pay dividend equivalents only on certain Service-based RSUs.

 

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ADDITIONAL INFORMATION

EQUITY AWARD GRANTING PRACTICES

When determining the equity awards for NEOs, the Committee references market long-term incentive levels, as described above under “Competitive Positioning and Peer Group.” When determining equity award sizes, relative to the applicable market median reference points, the Committee considers each executive’s sustained individual performance, and his or her potential contribution to our future growth and success. For newly hired senior officers, the Committee considers the market median reference points and the potential unvested equity and other compensation elements that are being forfeited by the individuals upon leaving their previous employer.PROCESS

The Committee generally approves annual equity grants to senior officers, including NEOs, at its regularly scheduled meeting in March of each year and approves off-cycle equity grants that may be made to senior officers, including NEOs, from time to time (for example, to new hires or for promotions). For employees who are not senior officers, grants are made on pre-established dates determined by the Committee. The Committee establishes the aggregate number of shares that may be subject to annual and off-cycle equity grants and the terms and conditions of such awards, but has delegated to Ms. McCoy, as a director, the authority to determine the grantees of such awards and the number of shares subject to each award for grantees other than senior officers. We do not time the release of non-public information for the purpose of affecting the value of equity awards.

CLAWBACK POLICIES

In 2010, the Board of Directors adopted a “clawback” policy that applies to any annual and long-term incentive payments (cash and equity) awarded to certain executives, including our NEOs, and which we believe supports our pay for performancepay-for-performance philosophy. Under the policy, in the event of a financial restatement, material incorrect calculations of performance metrics, or misconduct, the Committee is authorized to recover compensation based on its analysis of the relevant facts and circumstances. In January 2013, the policy was updated to provide an expanded definition of misconduct to include serious violations of the Code of Conduct and violations of law within the scope of Avon employment. In addition, the three-year discovery limit for misconduct was eliminated. The scope of coverage was also expanded to include additional key finance executives below the executive officer level.

In addition to the policy described above, our shareholder-approved Amended and Restated 2013 Stock Incentive Plan and 2013-2017 Executive Incentive Plan include the misconduct provisions described above for all participants (including individuals who are not senior officers) and also provide for forfeiture of awards if a participant breaches certain non-compete, non-solicitation or non-disclosure obligations. Our 2005 and 2010 Stock Incentive Plans also provide for forfeiture of awards if a participant (including individuals who are not senior officers) breaches certain non-compete, non-solicitation or non-disclosure obligations. Further, as part of our annual Code of Conduct certification, where permitted by local law, certifying employees acknowledge our right of recoupment of incentive compensation in the event of serious violations of the Code of Conduct and violations of law within the scope of company employment.

EXECUTIVE STOCK OWNERSHIP GUIDELINES

To further support our goal of achieving a strong link between shareholder and executive interests, we maintain stock ownership guidelines to require executive share ownership as follows:

 

Chief Executive Officer: 6 times base salary

 

Executive Vice President (EVP): 3 times base salary

 

Senior Vice President (SVP): 2 times base salary

Ms. McCoy is requiredexpected to hold 75% of the net shares acquired upon the vesting of the equity awards until she has satisfied her ownership target. EVPs and SVPs are requiredexpected to hold 50% of the net shares acquired upon vesting of equity awards until their ownership target has been satisfied. All applicable NEOs were in compliance with the guidelines in 2014 or are on track to satisfy them.the guidelines.

Stock ownership for U.S. executives includes unvested RSUs, deferred RSUs, Company stock units in the 401(k) plan, Company stock fund units in the deferred compensation plan and Company stock held in the executive’s spouse’s name. Stock ownership for non-U.S. executives includes only unvested RSUs and Company stock held in the executive’s spouse’s name. Stock ownership does not include stock options or unvested Performance RSUs.

TRADING POLICIES

Under our Trading in Avon Securities policy, no employee or director may engage in any transaction in publicly traded options on Avon common stock or any other transaction to hedge a position in, or engage in short sales of, Avon common stock.

EXCISE TAX GROSS UPS

No NEO or senior officer is entitled to an excise tax gross-up, which we believe reflects current best practices.

 

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POST-TERMINATION PAYMENTS

We have a change in control policy for senior officers at or above the senior vice president level who serve on our Executive Management Committee. We have designed this policy based on competitive practice and shareholder input and considerations to attract senior level executives and motivate and retain them in the event of a potential change in control. Generally, we believe that having change in control provisions will help ensure that, in the event of a potential change in control, members of senior management can act in the best interests of shareholders without the uncertainty and distraction that could result from the effects a change in control could have on their personal situations.

Our policy provides for payments to be made to covered executives upon a “double trigger,” i.e., in the event of an involuntary termination without cause or termination of a covered executive for good reason within two years of a change in control. A covered executive is generally entitled to receive two times the sum of base salary and target annual incentive bonus, and continued participation in our medical and welfare benefit plans for two years, plus two additional years of service and age credits under our nonqualified defined benefit plan. Ms. McCoy would be entitled to receive three times the sum of base salary and target annual incentive bonus, and continued participation in our medical and welfare benefit plans for three years, plus three additional years of service and age credits under our Benefit Restoration Pension Plan.

In addition, our employees, including NEOs, are generally eligible for post-termination payments in the event of death, disability or an involuntary termination. We periodically review the level of post-termination benefits that we offer to ensure that it is competitive and necessary for the attraction, motivation, and retention of superior executive talent. Please refer to the narrative discussion under “Potential Payments Upon Termination of Employment, Including After a Change in Control” beginning on page 5664 for a further description.

TAX CONSIDERATIONS

The Committee recognizes tax factors that may impact executive compensation, including:

 

Section 162(m) of the Internal Revenue Code.

 

Places a limit of $1 million on the amount of compensation that we may deduct in any one year with respect to certain of our executive officers unless such compensation satisfies certain criteria.

 

Certain performance-based compensation approved by shareholders is not intended to be subject to the deduction limit (e.g., annual and long-term incentive awards and Performance RSUs).

 

For our annual incentive awards, baseline revenue of $8$7 billion in constant dollars was set and achieved for 20142015 for 162(m) purposes. No payouts would have been made if this revenue goal had not been attained. This goal reflected the revenue size of the Company and the impact of fluctuations in foreign currency from the prior-year constant-dollar exchange rates used by the Company. Note that this amount is meant only to create a funding threshold to have any payouts of annual awards to senior executives. The Committee then uses negative discretion to reduce the target payout based on the operative plan described on pages 44 to 49.

 

The Committee considers tax implications in determining executive pay, and generally endeavors to provide compensation that is tax deductible under Section 162(m) of the Internal Revenue Code; however, we reserve the right to forgo any or all of the tax deduction if we believe it to be in the best long-term interests of Avon and its shareholders. For example, we believe that granting Service-based RSUs in certain instances is in our best interest despite being subject to the deduction limit under Section 162(m) of the Internal Revenue Code. It is possible that performance-based compensation that is intended to be exempt from the deduction limit may not meet the requirements to qualify for such exemption.

 

Section 409A of the Internal Revenue Code.

 

Sets forth limitations on the deferral and payment of certain benefits.

 

The Committee considers the impact of, and designs its programs to comply with or be exempt from, Section 409A and considers generally the evolving tax and regulatory landscape in which its compensation decisions are made.

ACCOUNTING CONSIDERATIONS

The Committee recognizes accounting implications that may impact executive compensation. For example, we record salaries and performance-based compensation in the amount paid or expected to be paid to our NEOs in our financial statements. Also, generally accepted accounting principles require us to record an expense in our financial statements for equity awards, even though equity awards are not paid as cash to employees and may not vest or be earned by such employees.

 

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COMPENSATION AND MANAGEMENT DEVELOPMENT COMMITTEE REPORT
The Compensation and Management Development Committee has reviewed and discussed with management the Compensation Discussion and Analysis for the year ended December 31, 2014. Based upon such review and discussion, the Compensation and Management Development Committee recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this Proxy Statement and be incorporated by reference into our Annual Report on Form 10-K for the year ended December 31, 2014.
COMPENSATION AND MANAGEMENT DEVELOPMENT COMMITTEE Maria Elena Lagomasino, Chair Douglas R. Conant Helen McCluskey Gary M. Rodkin

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COMPENSATION AND RISK MANAGEMENT

A multi-disciplinary management team comprised of senior executives in human resources, legal, internal audit, sales, and finance discusses our compensation programs and risk management at least annually and considers many factors, including governance and oversight of compensation plan and program design and global and local compensation policies and programs, together with potential business risks relating thereto.

The Committee, with support and advice from its independent consultant, reviews the risk and reward structure of executive compensation plans, policies and practices at least annually to confirm that there are no compensation-related risks that are reasonably likely to have a material adverse effect on the Company. We consider in this review program attributes to help mitigate risk, including:

 

The use of multiple performance measures, balanced between short- and long-term objectives

 

Overlapping long-term incentive programs

 

Individual payout caps under plans and programs

 

The ability to clawback compensation, including pursuant to our stock incentive plans and the compensation recoupment policy

 

Our stock ownership guidelines for senior executives to further align executive interests with those of shareholders

 

46				53

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COMPENSATION AND MANAGEMENT DEVELOPMENT COMMITTEE REPORT
The Compensation and Management Development Committee has reviewed and discussed with management the Compensation Discussion and Analysis for the year ended December 31, 2015. Based upon such review and discussion, the Compensation and Management Development Committee recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this Proxy Statement and be incorporated by reference into our Annual Report on Form 10-K for the year ended December 31, 2015.
COMPENSATION AND MANAGEMENT DEVELOPMENT COMMITTEE Helen McCluskey, Chair Nancy Killefer Steven F. Mayer

54

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EXECUTIVE COMPENSATION TABLES

SUMMARY COMPENSATION TABLE

The following table provides information regarding the compensation of our CEO, each person who served as our CFO in 2014,2015, and the three other most highly compensated officers who were serving as executive officers as of December 31, 20142015 (the “named executive officers”).

 

				Salary ($)		Bonus ($)		Stock Awards   ($)1		Non-Equity Incentive Plan Compensation   ($)2		Change in Pension Value and Nonqualified Deferred Compensation Earnings   ($)3		All Other Compensation   ($)4		Total ($)
Sheri McCoy Chief Executive Officer		2014 2013 2012		1,200,000 1,200,000 831,781		0 0 1,910,000		7,700,004 7,200,001 9,377,997		900,000 1,530,000 591,025		292,292 216,766 44,020		90,186 47,521 282,790		10,182,482 10,194,288 13,194,613
Robert Loughran Acting Chief Financial Officer		2014		360,822		0		498,198		91,684		66,088		27,130		1,043,922
Kimberly A. Ross Former Executive Vice President and Chief Financial Officer		2014 2013 2012		596,644 769,795 750,000		0 3,5387 165,5407		2,324,998 2,249,994 1,280,412		0 588,893 391,500		72,801 83,185 58,654		32,126 30,746 146,375		3,026,569 3,726,151 2,792,481
Fernando Acosta Senior Vice President and President, North Latin America and Andean Cluster and Head of Global Brand Marketing		2014 2013 2012		733,904 706,671 675,000		0 0 0		2,144,997 2,025,015 1,002,480		293,562 504,563 378,540		109,627 79,387 54,174		82,272 152,789 383,466		3,364,362 3,468,425 2,493,660
David Legher5 Senior Vice President and President, Avon Brazil and South Market Group		2014		487,339		0		1,999,067		151,113		0		1,003,220		3,640,739
John P. Higson6 Senior Vice President and President, EMEA and Head of Global Field Operations		2014		589,744		0		1,545,515		222,011		297,027		176,192		2,830,489

		Year		Salary ($)		Bonus ($)		Stock Awards   ($)1		Non-Equity Incentive Plan Compensation    ($)2		Change in Pension Value and Nonqualified Deferred Compensation  Earnings   ($)3		All Other Compensation  ($)4		Total ($)
Sheri McCoy Chief Executive Officer		2015 2014 2013		1,200,000 1,200,000 1,200,000		0 0 0		9,777,646 7,700,004 7,200,001		1,693,959 900,000 1,530,000		167,403 292,292 216,766		36,608 90,186 47,521		12,875,616 10,182,482 10,194,288
James Scully Executive Vice President, Chief Operating Officer and Chief Financial Officer5		2015		650,959		1,000,0006		8,606,365		800,000		0		47,797		11,105,121
Robert Loughran Group Vice President, Chief Accounting Officer7		2015 2014		435,644 360,822		0 0		336,003 498,198		426,893 91,684		27,430 66,088		26,973 27,130		1,252,943 1,043,922
Fernando Acosta Executive Vice President, Chief Marketing and Social Selling Officer		2015 2014 2013		756,848 733,904 706,671		0 0 0		3,363,303 2,144,997 2,025,015		464,637 293,562 504,563		41,423 109,627 79,387		60,457 82,272 152,789		4,686,668 3,364,362 3,468,425
David Legher8 Senior Vice President and President, Avon Brazil and South Market Group		2015 2014		422,260 487,339		0 0		1,872,791 1,999,067		259,272 151,113		0 0		739,695 1,003,220		3,294,018 3,640,739
Jeff Benjamin Senior Vice President, General Counsel and Chief Ethics & Compliance Officer		2015		679,578		0		2,013,204		391,135		80,854		37,481		3,202,252

 

1

For Ms. McCoy, 2014each of the named executive officers, 2015 stock awards consist solely of performance-based restricted stock units (“Performance RSUs”). For each of the other named executive officers, 2014 stock awards consist of Performance RSUs and and/or service-based restricted stock units (“Service-based RSUs”) as follows:

 

Name		Performance RSUs Grant Date Fair Value($)		Service-based RSUs Grant Date Fair Value($)		Performance RSUs          Grant Date Fair Value($)		Service-based RSUs           Grant Date Fair Value($)
Ms. McCoy		7,700,004		N/A		9,777,646		N/A
Mr. Scully						3,240,002		5,366,363
Mr. Loughran		230,996		267,202		N/A		336,003
Ms. Ross		1,394,999		929,999
Mr. Acosta		1,286,998		857,999		2,475,300		888,003
Mr. Legher		599,437		1,399,630		1,437,929		434,862
Mr. Higson		927,309		618,206
Mr. Benjamin						1,481,680		531,524

The aggregate grant date fair value of the awards was determined based on the grant date fair value in accordance with FASB ASC Topic 718. ForThis column (Stock Awards) reflects the Performance RSUs that are tied toand the achievement of performance goals duringService-based RSUs granted under our 2015-2017 long-term incentive program and the 2014-2016 performance period, the amountsPerformance RSUs granted as one-time 2015 performance-based retention awards. Amounts reported for Performance RSUs are based on the probable outcome of relevant performance conditions as of the grant date. The value of the Performance RSU awards at the grant date assuming the highest level of performance conditions achieved would be $15,400,009$13,627,648 for Ms. McCoy, $461,992$4,460,002 for Mr. Loughran, $2,573,997Scully, $3,141,300 for Mr. Acosta, $1,198,875$1,764,080 for Mr. Legher, and $1,854,619$1,880,319 for Mr. Higson. Ms. Ross’ awards were forfeited upon her departure in 2014.Benjamin. Performance RSUs will be settled in cash rather than shares as necessary to comply with applicable limits under our stock incentive plan(s). See also Note 10 in the NotesPlease refer to the Consolidated Financial Statements contained in our Form 10-K“Compensation Discussion and Analysis” for 2014 for a description of our share-based awards.additional information.

 

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2

ThisFor Mr. Scully, Mr. Acosta, Mr. Legher and Mr. Benjamin, this column includes thereflects amounts earned under our annual incentive program. For Ms. McCoy, this column reflects $1,371,600 earned under our annual incentive program and a target cash payout amount of $322,359 as part of her one-time 2015 performance-based retention award (see page 48 for more detail). For Mr. Loughran, this column reflects $282,893 earned under our annual incentive program and a target cash payout amount of $144,000 under our long term incentive program.

 

3

This column for 20142015 includes the change in pension value reported, which is the aggregate change in the actuarial present value of the named executive officers’ accumulated benefits under our Personal Retirement Account Plan (“PRA”), and Benefit Restoration Pension Plan (“BRP”), Avon Cosmetics Pension Plan (UK) (“UK Plan”), Avon Cosmetics Pension Plan (Germany) (“German Plan”) and Internation Retirement Plan (“IRP”). See “Pension Benefits” beginning on page 51.60. No amounts are reported for deferred compensation earnings as the interest rate for the fixed rate fund of our Deferred Compensation Plan was 4.05%3.50%, orwhich is 120% of the applicable federal long-term interest rate published by the Treasury Department at the time it was set for the 20142015 plan year.

 

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4	“All Other Compensation” generally includes perquisites, 401(k) match,employer contributions, excess 401(k) matchemployer contributions and tax gross-ups, which are set forth in the table below for 2014:2015:

 

Name		Perquisites ($)a		401(k) Match ($)		Excess 401(k) Match ($)		Tax Gross-ups ($)		Perquisites ($)a		401(k) Employer  Contributions ($)		Excess 401(k) Employer  Contributions ($)		Tax Gross-ups  ($)
Ms. McCoyb		81,005		9,181		0		0		26,785		9,823		0		0
Mr. Loughranc		11,000		11,700		4,430		0
Ms. Rossd		20,426		11,700		0		0
Mr. Scullyc										30,000		10,600		7,197		0
Mr. Loughrand										15,048		11,925		0		0
Mr. Acostae		41,410		11,282		21,207		8,373		25,196		11,572		23,327		361
Mr. Legherf		993,500		9,720h		0h		0		731,987		7,708g		0h		0
Mr. Higsong		176,192		0h		0h		0
Mr. Benjaminh										30,600		6,881		0		0

 

a

The amounts disclosed are the actual costs incurred by us. The actual and incremental cost for any complimentary Avon products is nominal.

 

b

For Ms. McCoy, perquisites include financial planning and tax preparation services, car service allowance, executive health exam, and costs of $62,892 for home security.

 

c

For Mr. Loughran,Scully, perquisites include transportation allowance.one-time legal fees in the amount of $30,000 in connection with his hire.

 

d

For Ms. Ross,Mr. Loughran, perquisites include financial planning and tax preparation services and transportation allowance.

 

e

For Mr. Acosta, perquisites include financial planning and tax preparation services, transportation allowance, and costs for transitional dependent education expenses for his childrenexecutive health exam and related tax gross-up.

 

f

For Mr. Legher, perquisites include international assignment allowances, which include costs of $268,360$136,671 related to housing allowances, $225,156$153,576 related to auto allowances and $291,403$249,045 for tax equalization payments and foreign taxes.payments. Also included as part of Mr. Legher’s international allowances are dependent education, travel, goods and services differential, club dues and a hardship allowance (given political, social and physical conditions in Brazil).

 

g

For Mr. Higson, perquisites include international assignment allowances, which include costs of $77,650 related to housing allowances and $84,959 for foreign taxes and financial services. Also included as part of Mr. Higson’s international allowances are travel andAs a per diem allowance for certain daily expenses.

h

As non-U.S. based employees, Messrs. Higson andemployee, Mr. Legher areis not eligible to participate in our 401(k) plan (or excess 401(k) plan), and areis not eligible for contributions to any other defined contribution plans established, maintained or sponsored by us. However, Mr. Legher participates in a mandatory public retirement plan in Colombia to which both he and Avon must contribute a set percentage of his monthly salary. Our employer contributioncontributions to this public plan for Mr. Legher in 20142015 was $9,269.$7,365. In addition, Mr. Legher chooses to participate in a program called Fondo de Empleados – Empleados—FONAVON, which is an organization formed by our employees in Colombia that functions as a savings fund to enable participants to obtain cost-efficient loans and insurance. Employees contribute to this program and we match 100% of employee contributions. We contributed $451$343 in 20142015 to FONAVON as a matching contribution for Mr. Legher. Contributions are made in Colombian Pesos; amounts have been converted to U.S. Dollars based on the December 31, 20142015 currency exchange rate.

 

h

For Mr. Benjamin, perquisites include financial planning and tax preparation services, transportation allowance and executive health exam.

56

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5	Mr. Scully joined as our new Executive Vice President and Chief Financial Officer effective March 9, 2015.

6	The amount indicated represents payments of a special cash sign-on bonus pursuant to the terms of Mr. Scully’s employment agreement.

7	Mr. Loughran served as Acting Chief Financial Officer from October 2, 2014 through March 9, 2015, and he continued thereafter as Corporate Controller and now as Chief Accounting Officer.

8	Compensation for Mr. Legher is generally delivered in Colombian Pesos. In calculating the dollar equivalent for such amounts reported for Mr. Legher, amounts have been converted to U.S. Dollars based on the December 31, 20142015 currency exchange rate.

6	Compensation for Mr. Higson is generally delivered in Euros. In calculating the dollar equivalent for amounts reported for Mr. Higson, amounts have been converted to U.S. Dollars based on the December 31, 2014 currency exchange rate.

7	The amounts indicated for 2012 and 2013 represent payments of a special bonus pursuant to the terms of Ms. Ross’ offer letter, the last of which was made in 2013.

48

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GRANTS OF PLAN-BASED AWARDS

The following table presents information regarding grants of equity and non-equity plan-based awards to our named executive officers during 2014.2015.

 

				Estimated Future Payouts Under Non- Equity Incentive Plan   Awards1				Estimated Future Payouts Under   Equity Incentive Plan Awards2						All Other Stock Awards: Number of  Shares		Grant Date Fair Value of Stock and				Estimated Future Payouts Under Non- Equity Incentive Plan    Awards				Estimated Future Payouts Under    Equity Incentive Plan Awards1						All Other Stock Awards: Number of Shares		Grant Date Fair Value of Stock and
Name		Grant Date		Target ($)		Maximum ($)		Threshold (#)		Target (#)		Maximum (#)		of Stock or Units (#)		Option Awards   ($)3		Grant Date		Target ($)		Maximum     ($)		Threshold   (#)		Target   (#)		Maximum   (#)		of Stock or Units (#)		Option Awards   ($)2
Ms. McCoy				1,800,000		3,600,000														1,800,0003		2,700,0003
		3/13/2014						65,343		522,743		1,045,486				7,700,004		3/12/2015						234,756		939,025		1,408,538				7,700,005
Mr. Loughran				166,699		333,397
																		8/7/20154		322,3595		322,3595		169,465		338,930		338,930				2,077,641
Mr. Scully																				800,0003		1,200,0003
		3/13/2014												10,4554		154,002		3/9/2015												489,5966		4,406,364
		10/15/2014												10,0005		113,200		3/12/2015												117,0737		959,999
		3/13/2014						1,960		15,682		31,364				230,996		3/12/2015						30,488		121,951		182,927				999,998
Ms. Ross6				536,979		1,073,959
		3/13/2014												63,1364		929,993		3/12/2015						43,903		175,610		263,415				1,440,002
		3/13/2014						11,838		94,705		189,410				1,395,005		8/7/20154						65,253		130,506		130,506				800,002
Mr. Loughran																				247,5003		371,2503
																		3/12/2015		144,0008		216,0008								40,9767		336,003
Mr. Acosta				587,123		1,174,247														609,7603		914,6403
																		3/12/2015												108,2937		888,003
		3/13/2014												58,2484		857,993		3/12/2015						40,610		162,439		243,659				1,332,000
		3/13/2014						10,922		87,373		174,746				1,287,004		8/7/20154						93,255		186,509		186,509				1,143,300
Mr. Legher				302,227		603,834														340,2523		510,3773
		3/13/2014												27,1304		399,625		3/12/2015												53,0327		434,862
		3/13/2014												67,8894		1,000,005		3/12/2015						19,887		79,549		119,324				652,302
		3/13/2014						5,087		40,695		81,390				599,437		8/7/20154						64,081		128,161		128,161				785,627
Mr. Higson				403,656		943,591
Mr. Benjamin																				513,3003		769,9503
		3/13/2014												41,9694		618,203		3/12/2015												64,8207		531,524
		3/13/2014						7,869		62,954		125,908				927,312		3/12/2015						24,307		97,229		145,844				797,278
																		8/7/20154						55,824		111,648		111,648				684,402

 

1	Amounts represent possible cash payouts under the 2014 annual incentive program. For the amounts actually paid, refer to the Summary Compensation Table. Amounts shown for Messrs. Legher and Higson have been converted to U.S. dollars based on the December 31, 2014 currency exchange rates.

2

Amounts reflectThis column reflects the Performance RSUs granted under our 2014-20162015-2017 long-term incentive program. Threshold amounts representprogram, granted as one-time 2015 performance-based retention awards and, for Mr. Scully, granted as a special sign-on award of Performance RSUs with a value of $1,000,000 (equal to a target award of 121,951 Performance RSUs) on the minimum amount possible if one ofday his employment with the two company performance metrics is achieved.Company commenced. Performance RSUs will be settled in cash rather than shares as necessary to comply with applicable limits under our 2013 Stock Incentive Plan.stock incentive plan(s). Please refer to the “Compensation Discussion and Analysis” for additional information.

 

32	Please refer to Footnote 1 under the Summary Compensation Table for additional information.

 

3	Amounts represent possible cash payouts under the 2015 annual incentive program. Amounts shown for Mr. Legher have been converted from Colombian pesos to U.S. dollars based on the December 31, 2015 currency exchange rates.

4	See page 48 for more information about the one-time 2015 performance-based retention awards.

				57

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5	Amounts represent possible cash payouts as part of Ms. McCoy’s one-time 2015 performance-based retention award (subject to a threshold of $161,180). See page 48 for more details.

6	These Service-based RSUs vest one-third on each of the first, second and third anniversaries of the grant date. Dividend equivalents are paid in cash on these Service-based RSUs annually to the extent the Company pays any dividends on its common stock.

7	These Service-based RSUs vest 100% after three years of service on the anniversary of the grant date. Dividend equivalents are paid in cash on these Service-based RSUs annually.annually to the extent the Company pays any dividends on its common stock.

 

58

The Committee awarded Mr. Loughran’s Service-based RSUs in connection with his new role as Acting Chief Financial Officer. These Service-based RSUs vest 100% after two yearsAmounts represent possible cash payouts under the 2015-2017 long-term incentive program (subject to a threshold of service on the anniversary of the grant date. Dividend equivalents are paid in cash on these Service-based RSUs annually.

6	Ms. Ross forfeited all outstanding equity and non-equity awards upon her departure in 2014. Therefore, there will be no future payouts for these awards.$36,000).

The material factors necessary for an understanding of the compensation for our named executive officers are described under the “Compensation Discussion and Analysis” and “Potential Payments Upon Termination of Employment, Including After a Change in Control” sections and the corresponding footnotes to the tables. In addition, most of our U.S.-based named executive officers have an offer letteremployment agreement that identifies, where applicable, his or her position and generally provides, among other things, for (i) at-will employment, (ii) an annual base salary, (iii) eligibility to receive annual cash bonuses and long-term incentive awards, (iv) sign-on compensation, and (v) eligibility to receive perquisites and to participate in benefit plans generally available to our senior executives. When she joined the company in 2012, Ms. McCoy received cash sign-on compensation of (i) a deferred cash award of $850,000, vesting and becoming payable on the fifth anniversary of her start date in April 2017 with interest compounded annually at 3.25% provided she remains in our employ on the payment date, and (ii) a bonus of $1,910,000 subject to repayment if she does not remain

				49

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in our employ for five years, which repayment obligation ceases at the rate of 20% for each year of employment provided that, in the event of certain qualifying terminations of employment as described under “Potential Payments Upon Termination of Employment, Including after a Change in Control,” these sign-on compensation awards would become nonforfeitable. To help offset a significant amount of value in unvested equity and other benefits forfeited when he left his previous employer in 2015, Mr. Loughran was hired in 2004 inScully received (i) a non-senior executive position and so the compensation terms at that time do not reflect his role as Acting Chief Financial Officer. Mr. Loughran receivedcash sign-on bonus of $1,000,000, (ii) a salary increase andspecial award of 489,596 Service-based RSUs, in 2014 atand (iii) a special award of Performance RSUs with a value of $1,000,000 (equal to a target award of 121,951 Performance RSUs) on the time ofday his appointment as Acting Chief Financial Officer to reflectemployment with the new appointment. Messrs.Company commenced. Mr. Legher and Higson havehas an international assignment contractscontract covering theirhis current assignmentsassignment in Brazil, and the United Kingdom, respectively.Brazil. During 2014,2015, Mr. Legher and Mr. Higson werewas entitled to international assignment benefits, such as housing allowances, together with related tax equalization benefits, under our relocation policies and the terms of theirhis international assignment contracts. Mr. Acosta was entitled to transitional dependent education expenses for his children until December 31, 2014 as a temporary benefit provided to assist with his repatriation to the United States from Colombia.contract.

OUTSTANDING EQUITY AWARDS AT FISCAL YEAR-END

The following table presents information regarding outstanding equity awards as of December 31, 20142015 for the named executive officers. All dollar values are based on $9.39,$4.05, the closing price of our common stock on the New York Stock Exchange on December 31, 2014.2015.

 

		Stock Awards								Stock Awards
		Number of Shares or Units of Stock That Have Not Vested (#)		Market Value of Shares or Units of Stock That Have Not Vested ($)		Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)		Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($)		Number of Shares or Units of Stock That Have Not Vested (#)		Market Value of Shares or Units of Stock That Have Not Vested ($)		Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)		Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($)
Ms. McCoy		120,0001		1,126,800		44,7762		420,447		80,0001		324,000		65,3432		264,639
						65,3433		613,571						234,7563		950,763
														338,9304		1,372,667
Mr. Scully										489,5965		1,982,864		30,4883		123,475
										117,0736		474,146		43,9033		177,805
														130,5064		528,549
Mr. Loughran		6,5674		61,664		1,2312		11,559		6,5677		26,596		1,9602		7,939
		10,4555		98,172		1,9603		18,404		10,4558		42,343
		10,0006		93,900						10,0009		40,500
Ms. Ross		0		0		0		0
										40,9766		165,953
Mr. Acosta		40,2994		378,408		7,5562		70,951		40,2997		163,211		10,9222		44,233
										58,2488		235,904		40,6103		164,469
		58,2485		546,949		10,9223		102,558		108,2936		438,587		186,5094		755,361
Mr. Legher		20,0007		187,800		3,3242		31,212		17,7267		71,790		5,0872		20,602
		17,7264		166,447		5,0873		47,767		27,1308		109,877		19,8873		80,543
		27,1305		254,751						67,8898		274,950		128,1614		519,052
		67,8895		637,478						53,0326		214,780
Mr. Higson		20,3404		190,993		3,8142		35,813
		20,0008		187,800		7,8693		73,890
		41,9695		394,089

58

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		Stock Awards
		Number of Shares or Units of Stock That Have Not Vested (#)		Market Value of Shares or Units of Stock That Have Not Vested ($)		Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)		Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($)
Mr. Benjamin		24,8767		100,748		6,5682		26,601
		35,0318		141,876		24,3073		98,444
		64,8206		262,521		111,6484		452,174

 

1	These Service-based RSUs vest in five equal annual installments beginning on April 23, 2014.2016 and April 23, 2017. Dividend equivalents are paid in cash annually.on these Service-based RSUs annually to the extent the Company pays any dividends on its common stock.

 

2

These Performance RSUs are tied to the achievement of three-year goals for the fiscal 2013-2015 performance period. Amounts reflect the threshold number of shares that could be earned as of the end of the performance period. Assuming the performance conditions are satisfied, Performance RSUs vest on December 31, 2015 and settle on March 15, 2016. Dividend equivalents are not paid on Performance RSUs.

3

Performance RSUs are tied to the achievement of three-year goals for the fiscal 2014-2016 performance period. Amounts reflect the threshold number of shares that could be earned as of the end of the performance period. Assuming the performance conditions are satisfied, Performance RSUs vest on December 31, 2016 and settle on March 13, 2017. Dividend equivalents are not paid on Performance RSUs.

 

3

These Performance RSUs are tied to the achievement of goals for the 2015-2017 performance period. Amounts reflect the threshold number of shares that could be earned as of the end of the performance period. Assuming the performance conditions are satisfied, Performance RSUs vest and settle on March 12, 2018. Dividend equivalents are not paid on Performance RSUs.

4

These Performance RSUs, granted as one-time 2015 performance-based retention awards, vest 50% on August 7, 2016 and 50% on December 30, 2016. Amounts reflect the target number of shares that could be earned as of the end of the performance period. Dividend equivalents are not paid on Performance RSUs.

5	These Service-based RSUs vest in equal installments on March 9, 2016, March 9, 2017 and March 9, 2018. Dividend equivalents are paid in cash on these Service-based RSUs annually to the extent the Company pays any dividends on its common stock.

6	These Service-based RSUs vest 100% on March 12, 2018. Dividend equivalents are paid in cash on these Service-based RSUs annually to the extent the Company pays any dividends on its common stock.

7	These Service-based RSUs vested 100% on March 15, 2016. Dividend equivalents are not paid in cash on these Service-based RSUs.RSUs annually to the extent the Company pays any dividends on its common stock.

 

58	These Service-based RSUs vest 100% on March 13, 2017. Dividend equivalents are paid in cash annually.on these Service-based RSUs annually to the extent the Company pays any dividends on its common stock.

 

69	These Service-based RSUs vest 100% on October 15, 2016. Dividend equivalents are paid in cash annually.

7	on these Service-based RSUs vest 100%annually to the extent the Company pays any dividends on July 11, 2015. Dividend equivalents are paid in cash annually.

8	Service-based RSUs vest 100% on October 1, 2015. Dividend equivalents are paid in cash annually.its common stock.

 

50				59

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OPTION EXERCISES AND STOCK VESTED

The following table presents information regarding stock option exercises and the vesting of restricted stock unit awards during 20142015 for our named executive officers.

 

		Option Awards				Stock Awards				Option Awards				Stock Awards
Name		Number of Shares Acquired on Exercise (#)		Value Realized on Exercise ($)		Number of Shares Acquired on Vesting (#)		Value Realized on Vesting ($)		Number of Shares Acquired on Exercise (#)		Value Realized on Exercise ($)		Number of Shares Acquired on Vesting (#)		Value Realized on Vesting ($)
Ms. McCoy		—		—		40,000		590,800		—		—		40,000		359,600
Mr. Scully										—		—		—		—
Mr. Loughran		—		—		2,662		40,036		—		—		4,253		38,277
Ms. Ross		—		—		101,292		1,541,664
Mr. Acosta		—		—		79,272		1,206,520		—		—		—		—
Mr. Legher		—		—		5,620		84,525		—		—		20,000		118,000
Mr. Higson		—		—		—		—
Mr. Benjamin										—		—		—		—

PENSION BENEFITS

The following table presents information on our defined benefit pension plans and supplemental benefit restoration plan as of December 31, 20142015 for our named executive officers.

 

Name		Plan Name		Number of Years Credited Service (#)		Present Value of Accumulated Benefit   ($)1		Payments During Last Fiscal Year ($)		Plan Name		Number of Years Credited Service (#)		Present Value of Accumulated Benefit   ($)1		Payments During Last Fiscal Year ($)
Ms. McCoy		Avon Products, Inc. Personal Retirement Account Plan (“PRA”)2		2.750		53,345		0		Avon Products, Inc. Personal Retirement Account Plan (“PRA”)2		3.750		68,201		0
		Benefit Restoration Pension Plan (“BRP”)2		2.750		499,733		0		Benefit Restoration Pension Plan (“BRP”)2		3.750		652,280		0
Mr. Scully										N/A3
Mr. Loughran		PRA2		10.500		187,557		0		PRA2		11.500		200,636		0
		BRP2		10.500		88,229		0
Ms. Ross		PRA2		3.000		56,814		0
		BRP2,3		3.000		157,921		0		BRP2		11.500		102,580		0
Mr. Acosta		PRA2		3.083		55,840		0		PRA2		4.083		66,051		0
		BRP2		3.083		187,348		0		BRP2		4.083		218,560		0
Mr. Legher		N/A4								N/A3
Mr. Higson		Avon Cosmetics Pension Plan (UK) (“UK Plan”)5		17.917		2,154,276		0
Mr. Benjamin										PRA2		3.333		67,988		0
		The Avon Cosmetics Pension Plan (Germany) (“German Plan”)2,6		4.500		226,112		0		BRP2		3.333		161,517		0
		Avon Products, Inc. International Retirement Plan (“IRP”) 2,7		7.000		805,645		0

 

1

The amounts in this column represent the present values of the accumulated benefits based on an assumed retirement age equal to the earliest date the named executive officer may retire without any benefit reductions. The named executive officers listed as members of the PRA BRP, IRP and German PlanBRP participate in the cash balance benefit formula, which have no actuarial reductions for early retirement. Therefore the assumed retirement age is 65 for these participants. The UK Plan has a normal retirement age of 60.

 

60				51

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2

For all participating named executive officers, the present value of the accrued cash balance benefits are equal to the cash balance benefits as of December 31, 2014,2015, projected to the normal retirement age of 65, based on an interest crediting rate of 5.00% per annum for the PRA BRP and IRP and 2.75%BRP for the German Plan.portion of the balance attributable to pay credits earned before December 31, 2014, and on an interest crediting rate of 2.95% per annum for the PRA and an interest crediting rate of 2.70% per annum for the BRP, in each case for the portion of the balance attributable to pay credits earned after December 31, 2014. Amounts are then discounted back to December 31, 20142015 at a rate of 3.85%4.20% per annum for the PRA and IRP, 3.50%3.95% per annum for the BRP and 1.8% for the German Plan.BRP. Due to the difference between the assumed interest crediting rates (in the case of the German Plan the interest crediting rate used is required by the terms of the plan) and the relevant accounting discount rates, the December 31, 20142015 actual cash balance accounts are less than the amounts disclosed in the table above.above, except for Mr. Benjamin who is past age 65, as a result of which his present value of benefits is equal to his cash balance. On December 31, 2014,2015, the actual cash balance account balances were as follows:

 

PRA

BRP

German Plan

IRP

PRA

BRP

Ms. McCoy

47,929

438,327

N/A

N/A

65,989

628,808

Mr. Scully

N/A

N/A

Mr. Loughran

156,698

70,517

N/A

N/A

182,010

93,749

Ms. Ross

47,132

157,921

N/A

N/A

Mr. Acosta

44,760

142,018

N/A

N/A

60,910

196,886

Mr. Legher

N/A

N/A

N/A

N/A

N/A

N/A

Mr. Higson

N/A

N/A

76,342

736,349

Mr. Benjamin

67,988

162,443

As of December 31, 2014, Ms. McCoy is not vested in the PRA. However, pursuant to her employment agreement2015, Ms. McCoy is vested in the PRA and the BRP. Pursuant to her employment agreement, Ms. McCoy’s BRP which for herbalance includes an additional 2% accrual above and below the Social Security Taxable Wage Base over the current basic credits table set forth below under the “Avon Products, Inc. Personal Retirement Account Plan” section. BRP benefits are generally paid 80% lump sum and 20% in 60 consecutive monthly installments. Mr. Loughran, Ms. RossMr. Acosta and Mr. AcostaBenjamin are vested in the PRA and the BRP. PRA benefits may be paid in various forms and no officer has yet elected the form of payment. Messrs. LegherScully and HigsonLegher are not eligible to participate in the PRA or BRP, and our UK pension plan does not have a cash balance formula.BRP.

 

3	Ms. Ross separated from the Company effective October 2, 2014. Her distribution under the BRP will commence in 2015 reflecting the 6-month waiting period for specified employees under Section 409A of the Internal Revenue Code.

4	Mr. Scully and Mr. Legher doesdo not participate in any defined benefit retirement plans that are sponsored, maintained or established by us or to which we contribute.

5	Mr. Higson ceased accruing benefits in the UK Plan as of June 30, 2003. Under the UK Plan, normal retirement age is age 60 with no unreduced early retirement. The benefit was determined using a 3.35% discount rate. Amounts reported reflect conversion to U.S. dollars as of December 31, 2014.

6

Mr. Higson ceased accruing benefits in the German Plan as of December 31, 2007. Mr. Higson’s benefit under the German Plan is comprised of both a grandfathered defined benefit portion and a cash balance portion. The cash balance portion will be converted to a pension upon Mr. Higson’s retirement using guarantee conversion terms. The present value of the accumulated benefits is based on an assumed retirement date of age 65 (which is the normal retirement age given that the German Plan does not offer unreduced benefits). Amounts reported reflect conversion to U.S. dollars as of December 31, 2014.

7	Mr. Higson became a participant in the IRP effective January 1, 2008. This plan has a cash balance formula, therefore the assumed retirement date for the IRP is normal retirement age of 65 and the assumptions used were those that apply for the PRA.

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Avon Products, Inc. Personal Retirement Account Plan

The Avon Products, Inc. Personal Retirement Account Plan (“PRA”) is a U.S. tax-qualified defined benefit pension plan that is generally available to our eligible employees who have completed one year of service. Named executive officers participate in the cash balance benefit accrual formula of the PRA, which generally provides a retirement benefit equal to the value of the participant’s hypothetical account balance. The hypothetical account balance is credited with an interest credit and a basic credit as of the last day of each month. For balances as of December 31, 2014,2015, the interest credit is 1/12 of the annual rate of interest on Treasury securities for the month of November of the prior year (but not less than 5%). For balances as a result of pay credits earned on or after January 1, 2015,2016, the interest credit is 1/12 of the annual rate of interest on Treasury securities for the month of November of the prior year (but not less than 1.6%). The basic credit is an employer contribution based upon a percentage of eligible compensation earned. The percentage of eligible compensation differs depending upon the number of points a participant has earned. Points are determined by adding the participant’s vesting service and attained age as of the last day of the prior plan year. Basic credits are determined as follows:

 

Participant Points		Percentage of Compensation Up to Social Security Wage Base*		Percentage of Compensation Over Social Security Wage Base*		Percentage of Compensation Up to Social Security Wage Base*		Percentage of Compensation Over Social Security Wage Base*
<30		3.0%		4.50%		3.0%		4.50%
30-39		3.5%		5.25%		3.5%		5.25%
40-49		4.0%		6.00%		4.0%		6.00%
50-59		4.5%		6.75%		4.5%		6.75%
60-69		5.0%		7.50%		5.0%		7.50%
70-79		5.5%		8.25%		5.5%		8.25%
80-89		6.0%		9.00%		6.0%		9.00%
90 or more		6.5%		9.75%		6.5%		9.75%
* $117,000 in 2014
* $118,500 in 2015					* $118,500 in 2015

Compensation is generally defined as salary and annual bonus (not in excess of the target bonus amount), subject to the maximum permitted under Internal Revenue Code regulations. Long-term equity compensation is not included.

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A participant must complete three years of service in order to be vested in the PRA. Participants may receive PRA benefits upon request as soon as practicable after termination of employment or at the end of the salary continuation period for those employees receiving severance benefits. Benefits may be paid, at the request of a participant, as a lump sum or annuity or various forms of joint and survivor annuities. None of our named executive officers have selected the form of payment of their PRA benefits.

The PRA has been frozenclosed to employees hired on or after January 1, 2015.

Benefit Restoration Pension Plan of Avon Products, Inc.

The Benefit Restoration Pension Plan of Avon Products, Inc. (“BRP”) is a nonqualified defined benefit pension plan available to a select group of management or highly compensated employees whose benefits under the PRA are limited by the Internal Revenue Code maximum benefit limit. The BRP was established to provide participants in the PRA with the retirement benefits to which they were entitled under the PRA but may not be paid as a result of Internal Revenue Code limits.

Generally, the same definitions under the PRA for compensation, average final compensation and service apply to the BRP, except that the compensation and benefit limits under the Internal Revenue Code for qualified plans are disregarded. The same benefit accrual formulas also apply (except for Ms. McCoy). Pursuant to Ms. McCoy’s employment agreement, the basic credits under the BRP cash balance benefit formula for Ms. McCoy are increased by 2% both above and below the Social Security Taxable Wage Base. Generally, a participant must complete three years of service to become 100% vested under the BRP; however, pursuant to her employment agreement, Ms. McCoy is 100% vested.BRP.

If a participant receives salary continuation, the salary continuation period is credited to the participant at the time of the termination to match the service crediting rules of the PRA. In addition, if a participant under the Company’s Change in Control Policy is terminated after a change in control, such participant would be credited with an additional two years of service and age at the time of the termination of employment, except for Ms. McCoy who would be credited with three years of service and age, pursuant to her employment agreement. In order to determine the BRP benefit, the hypothetical amount payable under the PRA is subtracted from the amount calculated under the BRP and the BRP pays out the excess. Benefits are paid from our general assets. The BRP benefit generally will be paid 80% in a lump sum cash payment and 20% in 60 monthly installments. Certain key employees may be subject to a six month delay in payments under Section 409A of the Internal Revenue Code.

The BRP is not available to employees hired on or after January 1, 2015.

Avon Products, Inc. International Retirement Plan

The Avon Products, Inc. International Retirement Plan (“IRP”) is a nonqualified defined benefit pension plan available to a select group of employees who are generally either career mobile associates or associates working in a country where they are unable to

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participate in a competitive retirement plan. Participating associates accrue credits under a cash balance formula which generally provides a retirement benefit equal to the value of the participant’s hypothetical account balance. The hypothetical account balance may be credited with an initial credit at the time a participant begins to participate in the IRP. Once participation begins, the hypothetical account balance is credited with an interest credit and a basic credit as of the last day of each plan year. The interest credit is the average daily yield of interest on 30-year Treasury bonds for the month of November of the prior year (but not less than 5%). The basic credit is a credit that is equal to no less than 5% and no more than 15% (or a straight 12.5% for grandfathered participants) of eligible compensation earned. Mr. Higson is a grandfathered participant in the IRP. Eligible compensation for purposes of the IRP is generally defined as salary and annual cash incentive bonus (not in excess of the target bonus amount). Eligible compensation does not include other bonuses,long-term equity compensation, foreign service premiums or tax equalization payments, international assignment allowances, or salary continuation. Employee contributions are not permitted under the IRP.

Grandfathered participants become 100% vested upon completion of five years of service with the Company. New participants become 33% vested upon completion of one year of service, 67% vested upon completion of two years of service, and 100% vested upon completion of three years of service. Initial credits may be subject to different vesting schedules to the extent that they are intended to compensate the participant for benefits forfeited as a result of a transfer from one country to another, in which case the vesting schedule will generally track the vesting schedule of the forfeited benefits. Service for purposes of vesting may include service before participation in the IRP began. Service while a participant is receiving salary continuation does not count as service with the company.

Participants will receive distributions under the IRP in a lump sum within 90 days following their separation from service. Certain key employees may be subject to a six-month delay following separation from service before receiving their distributions (in order to comply with Section 409A of the U.S. Internal Revenue Code). Account distributions delayed as a result of Section 409A will be credited with an additional interest credit for the period of the delay.

The IRP is administered at all times using denominations of U.S. dollars. For purposes of determining each year’s credits, amounts are converted to U.S. dollars using an average of the exchange rates for each month of such year, as published by the Company from time to time.

The Avon Cosmetics Pension Plan (UK)

The Avon Cosmetics Pension Plan (UK) (“UK Plan”) is a defined benefit plan for employees whose home country was within the United Kingdom for all or a portion of their career. Within this plan, the final pay section was open to new members prior to April 1, 2003 and to future accrual of benefits prior to October 1, 2006. The final pay section provides for post-retirement payments based on the employee’s final pensionable pay and years and months of service at the time of retirement.

The annual benefit is calculated in accordance with the following formula for applicable employees who are eligible for top-hat/executive benefits:

Benefit = Employee’s pensionable pay x service as a top hat participant x 0.025

For applicable employees who are not eligible for top hat/executive status, the annual benefit is calculated in accordance with the following formula:

Benefit = Employee’s pensionable pay x service as a non-top hat participant x 0.017

Mr. Higson’s benefits are derived from both formulas.

Benefits are paid from a retirement age of 60 and are not payable unreduced prior to this age. The pensionable pay underlying the pension calculation is reduced to account for government-sponsored pension benefits received by the employee. Benefits are generally paid in the form of an annuity, as lump sums are limited under the UK Plan. Benefits to a surviving spouse are generally equal to 67% of the participant’s pension at death. Increases in pension payments may apply depending on the period for which benefits were accrued and applicable inflation index.

The Avon Cosmetics Pension Plan (Germany)

The Avon Cosmetics Pension Plan (Germany) (“German Plan”) is a pension plan for Germany-based employees meeting the eligibility criteria. The German Plan is comprised of a grandfathered defined benefit portion for service prior to January 1, 2006 and a cash balance portion for service after December 31, 2005. The benefits attributable to the defined benefit formula are determined based on final average pay and service prior to 2006. The cash balance accrual provides forpost-retirement payments based on guaranteed conversion terms that are applied to the employee’s cash balance account. Mr. Higson is eligible for benefits attributable to both the grandfathered defined benefit formula and the cash balance portion. The benefits are paid from a retirement age of 65 and are not payable unreduced prior to this age.

 

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NONQUALIFIED DEFERRED COMPENSATION

The following table provides information relating to deferrals of compensation by our named executive officers under our nonqualified Deferred Compensation Plan (“DCP”).

 

Name		Executive Contributions in Last FY ($)1		Registrant Contributions in Last FY ($)1,2		Aggregate Earnings in Last FY ($)3		Aggregate Withdrawals/ Distributions Last FYE ($)		Aggregate Balance at Last FYE ($)4		Executive Contributions in Last FY ($)1		Registrant Contributions in Last FY ($)2		Aggregate Earnings in Last FY ($)3		Aggregate Withdrawals/ Distributions Last FYE ($)		Aggregate Balance at Last FYE ($)
Ms. McCoy		0		0		0		0		0		0		0		0		0		0
Mr. Scully												0		7,197		56		0		7,254
Mr. Loughran		5,906		4,430		22,516		22,831		493,264		0		0		13,858		23,828		483,293
Ms. Ross		0		0		0		0		0
Mr. Acosta		28,276		21,207		658		90,845		50,141		31,103		23,327		2,356		0		106,928
Mr. Legher5		0		0		0		0		0
Mr. Higson5		0		0		0		0		0
Mr. Legher4												N/A		N/A		N/A		N/A		N/A
Mr. Benjamin												0		0		0		0		0

 

1	Amounts deferred under these columnsthis column are included in the “Salary” column in the Summary Compensation Table.

 

2	Reflects our matchingemployer contributions to the excess 401(k) plan, deferrals.which are included in the “All Other Compensation” column in the Summary Compensation Table.

 

3	There are no amounts in this column that are reported in the Summary Compensation Table.

 

4	The following amounts included in this column have been reported in our Summary Compensation Table: $10,336 for Mr. Loughran and $49,483 for Mr. Acosta.

5	Messrs. Legher and Higson areis not eligible to participate in the DCP.

Avon Products, Inc. Deferred Compensation Plan

The following sources of compensation may be deferred into the DCP:

 

Base Salary—up to 50% of annual salary

 

Annual Bonus—all or part of the annual bonus payable under our annual incentive plans

 

Excess 401(k) Plan Deferrals—up to 25% of the portion of base salary in excess of the maximum compensation limit under our 401(k) Plan ($260,000265,000 for 2014)2015). In addition, we contribute an amount equal to the matchemployer contributions we would have made to the 401(k) Plan if pre-tax participant contributions had been permittedIRS limits did not apply

In general, participants must make their deferral elections prior to the year in which they perform services for which the compensation is being deferred.

Investment of Deferred Compensation

Deferred compensation amounts are hypothetically invested in one or more of three investment choices as selected by the participant:

 

Fixed Rate Fund—credited each month with imputed interest at an annual rate that we establish. We determine the rate annually, and for 2014,2015, the rate was set at 4.05%3.50%, orwhich is 120% of the long-term federal rate as of November 20132014.

 

Standard & Poor’s 500 Stock Index Fund

 

Avon Stock Unit Fund—hypothetically invested in Avon stock with dividends credited (to the extent Avon pays any dividends on its common stock)

Plan Accounts and Distributions

Payments under the DCP are made from our general assets. Participants may allocate deferred compensation to (i) a Retirement/Termination Account, which provides for distributions after termination of employment, or (ii) up to two In-Service Accounts, which provide for distributions during continued employment. Participants are fully vested in their DCP accounts. Retirement/Termination Accounts are distributed upon retirement or other termination of employment in a lump sum or up to 15 annual installments, as elected at the time of the initial deferral election. Changing the distribution elections for Retirement/Termination Accounts will delay distributions for at least five years from the original distribution date. All In-Service Accounts are payable in a lump sum or in up to five annual installments, as irrevocably elected at the time of initial deferral election. In the event of death prior to full distribution of the accounts, the undistributed amounts will be paid to the participant’s beneficiary. Accounts are also distributable upon a change in control event pursuant to Section 409A.

 

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POTENTIAL PAYMENTS UPON TERMINATION OF EMPLOYMENT, INCLUDING

AFTER A CHANGE IN CONTROL

We have entered into individual agreements and maintain certain plans and arrangements that provide for payments to our named executive officers upon termination of employment, including after a change in control as set forth below.

Involuntary Termination of Employment (Other Than For Cause or Disability); Constructive Termination

CEO

In the event that we terminate Ms. McCoy’s employment other than for cause or disability, she would generally be entitled to receive substantially the same severance payments and benefits afforded to other senior officers described under “Non-CEO” below, except that if terminated prior to April 23, 2015, she would also be entitled to an amount equal to two times her annual incentive bonus target. In the event that we terminate Ms. McCoy’s employment other than for cause or disability, Ms. McCoy would be entitled to immediate vesting of her unvested sign-on Service-based RSUs and payment of her deferred cash sign-on award plus interest at 3.25% compounded annually. Ms. McCoy would also retain her cash sign-on bonus. Although Ms. McCoy is a participant in the PRA, she is not yet vested in her PRA benefit. To the extent that her accrued PRA benefit is forfeited upon termination of employment without cause, the BRP will provide the forfeited benefit. She also participates in the BRP and, pursuant to her employment agreement, her cash balance benefit includes an additional 2% accrual above and below the Social Security Taxable Wage Base over the current basic credits table. Ms. McCoy would also be entitled to the same payments and benefits if she terminated her employment for good reason (as defined in her agreement).

Non-CEO

In the event that we terminate the employment of any of our currently employed U.S.-based named executive officers’ (other than Mr. Loughran) employmentofficers that are covered by our severance plan other than for cause or disability, we would continue to pay his or her base salary at the rate in effect on the termination date for 24 months, except that the first payment (equivalent to seven months at such rate) generally would not occur until the seventh month following the date of termination, unless certain exceptions permitted by Internal Revenue Code Section 409A apply.

For Mr. Loughran, we would continue to pay his base salary at the rate in effect on the termination date for 15 months, subject generally to the same six month delay as described above. Pursuant to his employment agreement with the Company, Mr. Benjamin is not currently covered by our severance plan.

Each currently employed U.S.-based named executive officer covered by our severance plan would also be entitled to continuing coverage under our applicable group health plan(s) and applicable group life and accident plan(s) during the salary continuation period. In addition, we would generally continue to provide any of them with certain of the perquisites he or she currently receives as described in the Summary Compensation Table for the following periods, as applicable: three months of a transportation or car allowance, home security until the end of his or her annual contract in effect, and an executive health exam for up to three months after termination. In addition, we would generally provide career transition and development services to any of them for twelve months following termination of employment.

In the event of involuntary termination without cause, a pro rata portion of Service-based RSUs would vest and be settled in accordance with the terms of the individual award agreements. Mr. Scully would be entitled to immediate vesting of his unvested sign-on Service-based RSUs. If termination occurs during the year of the grant, all Performance RSUs would be forfeited. If termination is on or after January 1 of the year following the grant, a pro rata portion of their Performance RSUs would vest and settle in accordance with the terms of the individual award agreements, provided that the applicable performance goals have been satisfied.

A named executive officer who is involuntarily terminated without cause on or after August 1 under the annual incentive program would be entitled to a prorated award provided that the applicable performance goals have been satisfied.

The U.S.-based named executive officers’ accrued benefits under the PRA accrue interest credits for additional years of service during his or her salary continuation period and they are credited with additional years of service credit under the BRP at termination for the salary continuation period.

Each of the U.S.-based named executive officers would also be entitled to continuing coverage under our group health plans and group life and accident insurance programs during the salary continuation period. In addition, we would generally continue to provide each of our U.S.-based named executive officers with certain of the perquisites he or she currently receives as described in the Summary Compensation Table for the following periods, as applicable: three months of a transportation or car allowance, home security until the end of his or her annual contract in effect, and an executive health exam for up to three months after termination. In addition, we would generally provide career transition and development services to our U.S.-based named executive officers for twelve months (nine months for Mr. Loughran) following termination of employment.

Terminated employees are required to sign a release of all claims in order to receive severance benefits. The severance benefits are also subject to non-competition and non-solicitation covenants for the salary continuation period and non-disparagement, cooperation, and confidentiality provisions that, if violated, would cause forfeiture of the remaining benefits.

Mr. Legher would be eligible to receive 12 months of base salary as severance (inclusive of any mandatory termination benefits in Colombia and/or Brazil). Mr. Higson would be eligible to receive 7 months of base salary as statutory severance under German law. Messrs. Legher and Higson areis covered under national health programs and no contributions would be required by us after termination of employment.

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Disability

In the event of qualifying disability, a U.S.-based named executive officer would be entitled to receive benefits under our disability plan,plans, which providesprovide, effective as of November 1, 2015, for the following income replacement benefits: under the short term disability program, 100% of eligible base pay for six months (excludingup to 8 weeks, then 70% of eligible pay for the first week of disability during which no pay is provided)remaining 17 weeks; and 50% of eligible base

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pay (up to the IRS limits) thereafter under the long-term disability program for the duration of his or her qualifying disability until age 65 (or if the disability occurred after age 60, for up to five years, but in no event less than 1 year). In addition, each U.S.-based named executive officer would generally continue to be covered by our applicable group health planplan(s) and applicable group life and accident insurance plansplan(s) and would continue to be eligible for perquisites during the disability period. Mr. Legher would receive lump sum benefits under a disability program for our Colombian employees equal to 18 times his monthly salary and under FONAVON (an organization formed by our employees in Colombia that functions as a savings fund to enable participants to obtain cost-efficient loans and insurance, including disability benefits, to which we contribute match contributions while he is employed) in an amount equal to 38 times the monthly legal minimum wage. Mr. Higson would be entitled to receive payments (after 43 days of not being able to work) under the Deutsche Krankenversicherung (DKV) (a German health insurance scheme to which the company contributes) for each day (after day 43) that he is unable to work with payments based on a daily rate.

In the event of separation from service due to disability, all Service-based RSUs would vest and be settled, in accordance with the terms of the individual award agreements. All Performance RSUs would be prorated and paid on the original settlement date, provided that the performance goals have been satisfied. Ms. McCoy’s deferred cash sign-on award would immediately vest and be payable at the end of 29 months and would include 29 months of interest at 3.25% compounded annually on April 23^rd of each year. Ms. McCoy would retain her cash sign-on awards.

All of our named executive officers who are currently participants in the PRA BRP and IRPBRP would continue to participate in in those plans for up to 29 months while disabled. Ms. McCoy would become 100% vested in her PRA accrued benefit; however there would be no additional value as this would offset her BRP accrued benefit. Assuming 29 months of disability, the other named executive officers would become 100% vested in their PRA and BRP balances.

Retirement

Mr. HigsonBenjamin is currently the only named executive officer who is retirement-eligible for purposes of our incentive compensation plans. All other named executive officers are not presently retirement-eligible and, therefore, would forfeit any cash or equity incentive compensation upon retirement. All retention restricted stock units, which are generally special equity grants, would be forfeited upon retirement. For a named executive officer who is retirement-eligible, (i) if retirement is prior to January 1 of the year following the grant, a pro rata portion of his or her Service-based, non-retention RSUs would vest and be settled, in accordance with the terms of the individual award agreements, while all Performance RSUs would be forfeited; or (ii) if retirement is after January 1 of the year following the grant, all of his or her non-retention Service-based non-retention restricted stock unitsRSUs would vest and be settled, in accordance with the terms of the individual award agreements and a pro rata portion of Performance RSUs would vest provided that the performance goals have been satisfied.

A retirement-eligible named executive officer would be entitled to a prorated annual cash incentive award, provided that the applicable performance goals have been satisfied. Cash sign-on awards that have not vested would be forfeited and repaid to the Company.

Death

In the event of a named executive officer’s death, his or her beneficiary generally would be entitled to death and life insurance benefits. All U.S.-based named executive officers will receive benefits pursuant to our applicable group life insurance plan.and accident plan(s). For Mr. Legher, death benefits will be payable under a life insurance program for our Colombian employees and under FONAVON. For Mr. Higson, death benefits are paid under a life insurance program for our German employees.

All of a named executive officers’officer’s Service-based RSUs would vest and be settled, in accordance with the terms of the individual award agreements. Performance RSUs would be prorated, provided that the performance goals have been satisfied. Under our annual incentive program, a participating named executive officer who dies during the performance period is entitled to a prorated award provided that the performance goals have been satisfied. In addition, Ms. McCoy’s deferred cash sign-on award and deferred sign-on Service-based RSUs would immediately vest and be payable and Ms. McCoy would retain her cash sign-on awards. Ms. McCoy would become 100% vested in her PRA accrued benefit; however there would be no additional value as this would offset her BRP accrued benefit.

Change in Control—Involuntary Termination of Employment (Other Than For Cause or Disability) or Constructive Termination

Our Amended and Restated Change in Control Policy has been designed based on competitive practice, with the objective of attracting senior levelsenior-level executives and motivating and retaining them in the event of a potential change in control. Generally, we believe that having change in control provisions will help ensure that, in the event of a potential change in control, members of senior management can act in the best interests of all the shareholders without concern for the uncertainty and distraction that would result from the effects a change in control could have on their personal situations. All of our current named executive officers are covered under our policy, except for Mr. Loughran.

The policy provides for payments to be made to covered executives upon a “double trigger,” i.e.(i.e., in the event of an involuntary termination without cause or termination by a covered executive for good reason within two years after a change in control or one year prior to a change in control,control), which reflects shareholder input and considerations. A covered executive is generally entitled to receive two times the sum of base salary and target annual incentive bonus, and continued participation in our medical/welfare benefit plans for two years, plus two additional years of service and age credits under our BRP. Ms. McCoy would be entitled to receive three times the sum of base salary and target annual incentive bonus, and continued participation in our medical/welfare benefit plans for three years, plus three additional years of service and age credits under our BRP.

 

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“Change in control” is defined generally in the policy as an event that would be considered a change in control under Section 409A of the Internal Revenue Code and the regulations issued thereunder and which includes:

 

the acquisition by a person or group of persons of beneficial ownership of more than 50% of the outstanding stock of the Company, measured by vote or value;

 

the acquisition by a person or group that acquires, within a 12-month period, 30% or more of the total voting power of the outstanding stock of the Company;

 

a majority of our Board of Directors is replaced during any 12-month period by directors whose appointment or election is not endorsed by a majority of the members of the Board prior to the date of the appointment or election; or

 

a sale of a substantial portion of the Company’s assets (40% or more of the total gross fair market value) within a 12-month period unless the recipient of the assets is (i) a subsidiary 50% or more of the total value or voting power of which is owned by the Company, (ii) Company shareholder(s) owning 50% or more of the total value or voting power of the Company, or (iii) an entity of which at least 50% of the total value or voting power is owned by such Company shareholder(s) described in (ii); provided that the assets are not distributed to a Company shareholder in exchange for common stock.

In the event of a change in control, the 2013 and 2010 Stock Incentive Plans provide for unvested awards that are assumed or otherwise replaced in the change in control to become fully vested and payable upon a “double trigger”, i.e., certain terminations of employment without cause or for good reason within two years after a change in control.. If the awards are no longer payable in our stock, and are not assumed or replaced in the change in control transaction, the awards become fully vested and payable upon the change in control. Awards subject to the achievement of performance goals will be fully vested and valued as if the performance goals had been achieved at target.

None of our named executive officers is entitled to reimbursement or gross-up of any parachute payment excise tax that might be incurred under Section 280G of the Internal Revenue Code as a result of payments made in connection with a change in control.

Potential Payments Upon Termination or Change in Control Table

The following table sets forth the estimated incremental payments and benefits that would be payable upon termination of employment or a change in control, assuming that the triggering event occurred on December 31, 20142015 for each of our named executive officers. These amounts exclude earned amounts, such as accrued amounts under compensation and benefits plans described previously in this proxy statement (for example, defined benefit pension benefits and supplemental benefits), which are not contingent upon a termination or a change in control. Although the 2012 and 2013 Performance RSUs granted under our long-term incentive program in 2014 and 2015 would vesthave vested pro-rata upon the events described in columns footnoted as 1 through 4 in the table below, they are not included in these amounts as payment is subject to attainment of performance goals and these provide no incremental value.goals. The valuation of equity awards is based upon a stock price of $9.39$4.05 on December 31, 2014.2015.

 

Name		Involuntary  or Constructive Termination ($)1		Disability ($)2		Retirement ($)3		Death ($)4		Change in Control ($)5		Involuntary or Constructive Termination Following a Change of Control ($)6		Involuntary or  Constructive  Termination  ($)1		Disability  ($)2		Retirement  ($)3		Death  ($)4		Change in  Control  ($)5		Involuntary or  Constructive  Termination Following a Change of Control ($)6
Ms. McCoy		8,059,710		7,524,466		0		2,076,800		0		15,422,701		4,059,622		6,635,951		0		1,677,725		0		14,918,904
Mr. Scully														2,424,315		7,686,292		0		2,712,465		0		7,024,830
Mr. Loughran		622,044		2,966,624		0		353,737		0		936,445		701,093		3,153,553		0		348,796		0		977,246
Ms. Ross7		0		0		0		0		0		0
Mr. Acosta		1,918,135		6,776,015		0		1,025,356		0		4,359,673		2,073,470		6,704,335		0		996,656		0		4,763,458
Mr. Legher8		960,910		1,989,677		0		1,989,677		0		3,296,781
Mr. Higson8		673,445		1,610,103		477,315		2,231,671		0		3,254,353
Mr. Legher7														793,321		1,315,375		0		1,315,375		0		3,098,574
Mr. Benjamin														281,383		913,894		404,397		637,389		0		3,596,077

 

1

We would pay a cash severance amount over a two-year period of $2,400,000 for Ms. McCoy, and $1,480,000$1,600,000 for Mr. Acosta. Pursuant to the German statutory termination period of seven months,Scully, and $1,524,000 for Mr. Higson would be paid cash severance of $344,017.Acosta. We would pay cash severance for Mr. Legher equal to twelve months of his base salary (which would be inclusive of any mandatory termination benefits in Colombia and/or Brazil), which we estimate would be $487,339.$362,481. We would pay a cash severance amount over a fifteen-month period of $500,000$548,972 for Mr. Loughran. Ms. McCoy’s deferred cash award of $850,000 plus 3.25% interest would also be paid and she would receive $3,600,000 in lump sum bonus amounts.(interest on such cash award compounded annually at 3.25% not reflected). The value of continued coverage for a two-year period under our applicable group health plansplan(s) is $33,866$32,854 for Ms. McCoy, $22,276$35,564 for Mr. Scully, $20,628 for Mr. Loughran, and $33,866$32,854 for Mr. Acosta based on current costs and assuming an annual 20152016 health care trend rate of 8.50%8.00%, an annual dental trend rate of 5.00% and a discount rate of 3.85%4.25%. Messrs.Mr. Legher and Higson areis covered under national health programs and no contributions would be required by us after termination of employment.

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The value of continued coverage under our applicable group life and accident planplan(s) for a two yeartwo-year period is $294$293 for Ms. McCoy, Mr. Scully, and Mr. Acosta $179and $180 for Mr. Loughran, $2,136 for Mr. Legher and $9,943 for Mr. Higson,in each case assuming a discount rate of 3.85%4.25%. The value of the perquisites that we would continue to provide is $30,000 for Ms. McCoy, $22,750 for Mr. Loughran and $27,750 for Mr. Acosta. For our U.S.-based named executive officers (other thanMs. McCoy, Mr. Loughran),Scully, Mr. Loughran, and Mr. Acosta, we currently estimate we would pay approximately $18,750 for outplacement services for the

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12 month 12-month period following termination of employment. In certain instances we may extend outplacement services for up to 12 additional (or, for Mr. Loughran, 6 additional) one-month extensions at an estimated cost of $1,050 per month. For Mr. Loughran, we currently estimate we would pay approximately $8,500Legher is not eligible for outplacement services forbecause he is not based in the 9 month period following termination of employment. In certain instances we may extendU.S. Pursuant to his employment agreement with the Company, Mr. Benjamin is not currently covered by our severance plan, so he would not be entitled to a cash severance amount, continued coverage under our applicable group health plan(s) or our applicable group life and accident plan(s), continued perquisites or outplacement services for him up to 6 additional one-month extensions at an estimated cost of $1,050 per month.upon involuntary termination. The value of Service-based RSUs that would immediately vest is $1,126,800$324,000 for Ms. McCoy, $68,339$614,252 for Mr. Scully, $89,813 for Mr. Loughran, $357,475$247,258 for Mr. Acosta, $471,435$278,177 for Mr. Legher and $319,485$148,391 for Mr. Higson.Benjamin. The value of Performance RSUs granted as one-time 2015 performance-based retention awards that would immediately vest is $403,725 for Ms. Ross did not receive any severance amounts or benefits or accelerated vesting of equity awards upon her departure in October 2014.McCoy, $155,456 for Mr. Scully, $222,165 for Mr. Acosta, $152,662 for Mr. Legher, and $132,992 for Mr. Benjamin.

 

2

Assuming continuation of disability payments until age 65 for all named executive officers, the present value of disability payments is $5,085,862$4,603,002 for Ms. McCoy, $2,608,691$5,073,827 for Mr. Scully, $2,785,580 for Mr. Loughran, $5,689,189$5,637,789 for Mr. Acosta, and $536,676$339,673 for Mr. HigsonBenjamin based on a discount rate of 2.30%2.23%. Mr. Legher would receive a lump sum of $743,201$563,106 representing disability benefit provided by Avon and FONAVON (FONAVON is an organization formed by our employees in Colombia that functions as a savings fund to enable participants to obtain cost-efficient loans and insurance, including life and disability benefits; our obligation to match contributions to FONAVON ceaseceases upon termination of employment). Assuming each of the following named executive officers commences his or her benefit immediately, the present value of the additional pension benefits earned under the PRA BRP and IRPBRP while on disability for up to 29 months is $461,804$455,224 for Ms. McCoy, $104,196$119,177 for Mr. Loughran, $161,470$169,890 for Mr. Acosta and $300,545$36,832 for Mr. Higson,Benjamin, assuming a discount rate and a lump sum rate of 3.85%4.20% for the PRA and IRP and 3.50%3.95% for the BRP. Under the UK Plan and the German Plan, Mr. Higson is no longer accruing benefits and so there is no additional benefits that would accrue. Ms. McCoy will also be paid her deferred cash award of $850,000 plus(interest on such cash award compounded annually at 3.25% interest at the end of the disability period.not reflected). The value of Service-based RSUs that would immediately vest is $1,126,800$324,000 for Ms. McCoy, $253,737$2,457,009 for Mr. Scully, $248,796 for Mr. Loughran, $925,356$674,491 for Mr. Acosta, $1,246,476$599,607 for Mr. Legher, and $772,882$404,397 for Mr. Higson.Benjamin.

The value of Performance RSUs granted as one-time 2015 performance-based retention awards that would immediately vest is $403,725 for Ms. McCoy, $155,456 for Mr. Scully, $222,165 for Mr. Acosta, $152,662 for Mr. Legher, and $132,992 for Mr. Benjamin.

 

3

For purposes of our equity incentive compensation plans, Mr. HigsonBenjamin is the only named executive officer who was retirement eligible-eligible as of December 31, 2014.2015. Therefore, Ms. McCoy and Messrs. Scully, Loughran, Acosta and Legher would have forfeited their outstanding equity awards if they had retired as of December 31, 2014.2015. The amount shown in the table above for Mr. HigsonBenjamin is the value of Service-based RSUs that would immediately vest had he retired on December 31, 2014. The value of Service-based RSUs that would have vested for the other named executive officers if we were to assume that they were retirement eligible as of December 31, 2014 would be: $94,032 for Mr. Loughran, $515,145 for Mr. Acosta and $577,304 for Mr. Legher. Ms. McCoy’s outstanding Service-based RSUs would not have vested upon her retirement as of December 31, 2014.2015.

 

4

Upon the death of eachany U.S.-based named executive officer, death benefits in the amount of $100,000 would be paid pursuant to our applicable group life insurance plan. Upon Mr. Higson’s death, death benefits in the amount of $1,458,789 would be paid.and accident plan(s). Upon Mr. Legher’s death, death benefits in the amount of $743,201$563,106 would be paid representing natural death benefits provided by Avon and FONAVON (death benefits may be higher upon an accidental death). Ms. McCoy’s deferred cash award of $850,000 plus 3.25% interest would be paid upon her death.death (interest on such cash award compounded annually at 3.25% not reflected). The value of Service-based RSUs that would immediately vest is $1,126,800$324,000 for Ms. McCoy, $253,737$2,457,009 for Mr. Scully, $248,796 for Mr. Loughran, $925,356$674,491 for Mr. Acosta, $1,246,476$599,607 for Mr. Legher and $772,882$404,397 for Mr. Higson.Benjamin. The value of Performance RSUs granted as one-time 2015 performance-based retention awards that would immediately vest is $403,725 for Ms. McCoy, $155,456 for Mr. Scully, $222,165 for Mr. Acosta, $152,662 for Mr. Legher, and $132,992 for Mr. Benjamin.

 

5

Our change in control policy provides for payments to be made to covered executives upon a “double trigger” as described above. Therefore, we have assumed for the purposes of this column that unvested awards under our stock incentive plans have been assumed or otherwise replaced by the acquirer or surviving entity upon a change in control and that no second trigger has occurred.

 

6

Our named executive officers, except for Mr. Loughran, would receive benefits pursuant to our double trigger change in control policy. Ms. McCoy would receive $9,000,000, which consists of 300% of the sum of the target annual cash bonus and base salary. Ms. McCoy’s deferred cash award of $850,000 plus 3.25% interest would be paid.paid (interest on such cash award compounded annually at 3.25% not reflected). Mr. Scully, Mr. Acosta, Mr. Legher and Mr. HigsonBenjamin would receive payments of $2,664,000,$3,200,000, $2,743,920, $1,710,195 and $1,981,940,$2,395,400, respectively, which consist of 200% of the sum of the target annual cash bonus and base salary. These payments would be made in a lump sum. SeeFor Mr. Scully, Mr. Loughran, Mr. Acosta, and Mr. Legher, see footnote 1 above for the estimated values of continued coverage under our applicable group health plan(s) and life plans for the two yeartwo-year period following an involuntary termination. The value of continued coverage under our group health plans for a three-year periodMr. Benjamin is $51,884 for Ms. McCoy. The value ofentitled to continued coverage under our applicable group health plan(s) and applicable group life and accident planplan(s), in each case for the two-year period following a double trigger change in control, the value of which is $10,358 and $293, respectively.

Ms. McCoy ais entitled to continued coverage under our applicable group health plan(s) and applicable group life and accident plan(s), in each case for the three-year period forfollowing a double trigger change in control, the value of which is $452.$50,129 and $448,

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respectively. Given that Mr. Loughran is not covered by our change in control policy, we have assumed in this column that upon an involuntary termination of employment following a change in control, his non-equity award payments and benefits would be the same regardless of athe change in control. For purposes of awards under our stock incentive plan, we have assumed for the purposes of this column that unvested awards have been assumed or otherwise replaced by the acquirer or surviving entity upon a change in control so that they would vest and be payable upon involuntary or constructive termination of employment that occurs within two years following a change in control. The value of Service-based RSUs that would immediately vest is $1,126,800$324,000 for Ms. McCoy, $253,737$2,457,009 for Mr. Scully, $248,796 for Mr. Loughran, $925,356$674,491 for Mr. Acosta, $1,246,476$599,607 for Mr. Legher and $772,882$404,397 for Mr. Higson.Benjamin. The value of the Performance RSUs granted under our long-term incentive program in 2014 and 2015 that would vest at target regardless of performance is $4,393,565$3,241,071 for Ms. McCoy, $129,003$803,415 for Mr. Scully, $21,171 for Mr. Loughran $736,157(in addition to $96,000 in performance-based cash), $556,539 for Mr. Acosta, $337,974$269,721 for Mr. Legher and $489,588$333,455 for Mr. Higson.Benjamin. The Performance RSUs would be settled on the original settlement date, which is three years following the grant date (March 20162017 and March 20172018 for Performance RSUs granted in March 20132014 and March 2014,2015, respectively). The value of Performance RSUs granted as one-time 2015 performance-based retention awards that would immediately vest is $1,372,667 for Ms. McCoy, $1,331,964 for Mr. Scully, $755,361 for Mr. Acosta, $519,052 for Mr. Legher, and $452,174 for Mr. Benjamin. The cash payout as part of Ms. McCoy’s one-time 2015 performance-based retention award would immediately vest at $80,590.

 

7	Given that Ms. Ross’s employment ended prior to December 31, 2014, there would be no incremental payments or benefits that would be payable to her with respect to one of the events listed in the table above.

8	For Messrs.Mr. Legher, and Higson, in calculating the dollar equivalent for amounts that would be delivered in Colombian Pesos, or Euros, respectively, amounts have been converted to U.S. Dollars based on the December 31, 20142015 currency exchange rates.

 

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PROPOSAL 2—ANNUAL VOTE TO APPROVE

EXECUTIVE COMPENSATION

We are asking shareholders to approve our annual advisory resolution on the compensation of our named executive officers (“NEOs”) as described in the Executive Compensation section of this proxy statement.Proxy Statement. The Compensation Discussion and Analysis, beginning on page 26,32, describes our executive compensation programs and decisions made by the Compensation and Management Development Committee of the Board of Directors (the “Committee”) in detail.

Avon’s 20142015 executive compensation programs were designed to supportbased on feedback we received from our strategicshareholders and financial goals set as part of our turnaround plan. Given unanticipated significant macroeconomic headwinds and the slower than expected recovery in the North America business, we anticipate that we will not meet the three-year revenue and operating margin targets that we outlined in late 2012 in the timeframe we expected. However, we continue to make progress against our strategic and financial goals. The Committee believes that aligning payouts with our performance outcomes for shareholders is critical, as is securing the right talent to lead our efforts. Accordingly, the targets under our annual and long-term incentives represent rigorous performance expectations and are aligned with our immediate and long-term financial and strategic goals.

In 2014,2015, given our presence in emerging markets, we continued to face challenges given macroeconomic headwinds from foreign currency fluctuations, and we worked hard to mitigate this impact. Despite these challenges, we delivered flat revenue performanceunderlying constant-dollar growth in constant dollars as well asour international business and grew Active Representatives during the year. During 2015, we conducted an improvement in adjusted operating margin, despite significant foreign currency headwinds. We continuedexhaustive review of strategic options to improve our cost structuredrive greater shareholder value and we achieved our $400 million cost savings target ahead of schedule. We also continued to strengthenunlock the foundationvalue of our business, especiallyinternational growth markets. A significant part of this review was to find a strong solution for our North America business. After a thorough due diligence process, on December 17, 2015, we announced a strategic partnership with Cerberus Capital Management, L.P., as described in our top 12 markets. We now have stronger management teams, an improved talent pipeline, and better discipline in executing against Avon’s core processes. In the second half of 2014, we saw sequential progress in key markets and product categories and delivered improvementmore detail on both top and bottom line.page 32.

 

Our compensation package for our NEOs strongly ties to our strategic and financial goals and is focused on pay for performance. Key elements of our 20142015 compensation program include the following:   ·2014 Targets.      Performance-Based Structure. 89% of target CEO pay was “at risk” based on company performance and 73%76% of average target for all other NEO pay was “at risk”.   ·CEO Compensation. The compensation that Ms. McCoy has realized for the last three years was significantly less than her granted pay opportunity. To date, none of her performance-based equity awards have vested or paid out. In addition, the following decisions regarding Ms. McCoy’s 2014 compensation were made to further align pay and performance: ¡      No change to Ms. McCoy’s base salary or target annual incentive award. ¡ 100% of her 20142015 long-term incentive award was granted in Performance RSUs that will vest only if 3-year company financial goals are met. The award was increased by $500,000 to further align her compensation with our strategic and financial goals and to bring her total target compensation to the median of our peer group. ¡       Paid an annual incentive award equal to 50% of target, reflecting our performance against 2014 financial goals.performance-based restricted stock units.   ·Below Target Payout under Incentive Plans.Realized Value. Rigorous targets are set for our incentive plans so that pay realized by our executives continues to be strongly aligned with our performance and growth. For 2014,the 2013-2015 long-term incentive awards, while the financial funding score was 80% of target, the average annual incentive award for our NEOsNEO realized value was 52%16% of target, and there was no payout of the 2012-2014 long term incentive awards.target.   ·Stock Ownership and Holding Requirements.      Modified Peer Group All NEOs are subject. Our peer group was modified to be more aligned with our business. ·      Focus on Reducing Shareholder Dilution. We shifted a portion of long-term compensation awards to cash for those below senior officers. ·      Added a TSR Component: We added a total shareholder return (TSR) component to our performance-based restricted stock ownership guidelines, and our CEO has been subject to a 75% stock holding retention ratio until the ownership guidelineunit awards whereby payouts cannot exceed target unless absolute TSR is satisfied. Recently, we implemented a 50% stock holding retention ratio for all other senior executives.positive.

We have increasedIn 2016, we are committed to continuing to improve the alignment of our shareholder engagement program, andpay programs with shareholders, while balancing the need to retain a strong leadership team. The Committee believes the changes made several changes to our compensation programs for 2015, many of which were directly responsive to shareholder feedback. These changes sharpen2016 will further improve the alignment between executive compensation and the interestinterests of our shareholders, and support our strategicfinancial and financialtransformation goals. Changes for this year have continued to focus on limiting shareholder dilution and assessing our executives’ pay against a better aligned peer group in line with Avon’s business following the carve-out of the North America business as part of the Cerberus transaction.

In accordance with Section 14A of the Securities Exchange Act of 1934, as amended, the Board recommends a vote in favor of the following advisory resolution:

RESOLVED, that the shareholders approve the compensation paid to the Company’s named executive officers, as disclosed in this proxy statementProxy Statement pursuant to the compensation disclosure rules of the Securities and Exchange Commission under Item 402 of Regulation S-K, including the Compensation Discussion and Analysis, the executive compensation tables and related narrative discussion.

This vote is not intended to address any specific item of compensation, but rather the overall compensation of our named executive officers and the principles, policies, and practices described in this proxy statement.Proxy Statement. Although the vote is non-binding, the Committee will review and consider the voting results in connection with evaluating and structuring our executive compensation program.

 

THE BOARD OF DIRECTORS RECOMMENDS that you vote FOR approval of the compensation of our named executive officers, as disclosed in this proxy statement.Proxy Statement.

 

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PROPOSAL 3—APPROVAL OF THE AMENDED AND RESTATED 2013 STOCK2016 OMNIBUS INCENTIVE PLAN

The Board of Directors has Adopted and Recommends a Vote “FOR” Approval of the

Amended and Restated Avon Products, Inc. 2013 Stock2016 Omnibus Incentive Plan

 

Executive Summary of Proposal and Selected Plan Information
SummaryIntroduction:		On April 5, 2016, upon the recommendation of Proposal:		We are proposing to amendthe Compensation and restateManagement Development Committee, the Board approved the Avon Products, Inc. 2016 Omnibus Incentive Plan (the “2016 Plan”), subject to shareholder approval at the 2016 Annual Meeting. The 2016 Plan will replace and supersede the Amended and Restated 2013 Stock Incentive Plan (the “Plan”“2013 Plan”) to:. The 2013 Plan is the only Avon compensation plan under which equity-based compensation may currently be awarded to our executives, directors and other employees. Equity awards are also currently outstanding under the Company’s 2010 Stock Incentive Plan and 2005 Stock Incentive Plan (such plans, together, with the 2013 Plan, the “Prior Plans”). Awards currently outstanding under the 2013 Plan and other Prior Plans will remain outstanding under the applicable Prior Plan in accordance with their terms.   ·  IncreaseAs of December 31, 2015, the number of2013 Plan had approximately 21,200,000 shares that mayavailable for future grants. If the 2016 Plan is not approved by our shareholders, no awards will be made subjectunder the 2016 Plan, but we will not have enough shares to grant an appropriate level of equity awards by 13 million shares; andin the next annual award cycle in 2017.   ·  IncreaseWe believe that the maximum numberadoption of shares that maythe 2016 Plan is necessary in order to allow Avon to continue to utilize equity awards, including performance awards to attract, retain and motivate employees and to further align the interests of our employees with those of Avon’s shareholders. We also are requesting shareholder approval of the material terms of the 2016 Plan, including performance measures and individual award limits, in order to allow awards granted under the 2016 Plan which are intended to be made subject“performance-based compensation” under Section 162(m) of the Internal Revenue Code (“Section 162(m)”) to awards for any one eligible participantbe exempt from the tax deduction limits of Section 162(m) if they meet the other requirements of Section 162(m). If the 2016 Plan is approved by our shareholders, the 2016 Plan will become effective on May 26, 2016 (the “Effective Date”). If our shareholders do not approve the 2016 Plan, the 2013 Plan will remain in any calendar year to 4 million shares.effect in its current form.
Background:Proposed Share Reserve:		We have used a substantial portionA total of the previously authorized share pool48,000,000 shares of common stock may be subject to awards granted under the Plan. We believe2016 Plan, less one (1) share for every one (1) share that the modest increase we are proposing in the number of shares available for issuancewas subject to an option or stock appreciation right granted after December 31, 2015 under the Amended2013 Plan (as defined below) will allow usand 2.4 shares for every one (1) share that was subject to continue awarding equity incentives. We also believe thatan award other than an option or stock appreciation right granted after December 31, 2015 under the increased maximum number of2013 Plan. Any shares that an eligible participant mayare subject to options or stock appreciation rights shall be awarded incounted against this limit as one (1) share for every one (1) share granted, and any calendar year allows us important flexibilityshares that are subject to award competitive equity incentives under the Amended Plan.awards other than options or stock appreciation rights shall be counted against this limit as 2.4 shares for every one (1) share granted.   The aggregate and individualproposed share limits under the Amended Plan will continue to be reduced for awards (other than options and SARs) by counting a share awarded as 3.13 shares. Based on historical burn rates and our current stock price, the Compensation and Management Development Committee (the “Committee”) believes the increase in the number of shares that may be madereserve is subject to awards by 13 million should be sufficient to cover grants through the end of fiscal year 2016. We view equity compensationadjustment for certain events as an important element of our incentive program. However, the Committee, as stewards of Company equity, is highly sensitive to the dilutive impact of our equity plan on shareholders. As a result of feedback from shareholders and the Committee’s desire to minimize dilution, we will continue to provide equity-based compensation to our most senior leaders to align their rewards with shareholder objectives; however, the prudent request made here is limited in part because we have shifted the delivery of long-term compensation awards to cash rather than equity below our senior leaders to limit the number of shares needed while continuing to incentivize our executives to achieve our business goals.more fully described below.
Impact on Dilution:Dilution and Expected Duration:		Our Board recognizes the impact of dilution on our shareholders and has evaluated this share request very carefully in the context of the need to motivate, retain and ensure our leadership team is focused on our strategic and long-term growth priorities. Particularly at this time of transition, equity is an important component of a compensation program that aligns with our strategy of achieving long-term, sustainable growth. Including the proposed increase of 13 million shares to be available for awards under the Amended Plan, theThe total potential voting power dilution is 13.1%1,as a result of which 2.6% is attributable to the proposed increase.share reserve is 14.3%1. Our Board believes that the increase in shares of common stock available for issuance represents a reasonable amount of potential equity dilution given our strategic and long-term growth priorities. Based on our historical share usage, we currently expect the proposed share reserve will enable us to make equity awards for the next 3 years.

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Certain Compensation Governance Highlights:
Governance Highlights of 2016 Plan:		The Amended2016 Plan currently incorporates certain compensation governance provisions that reflect best and prevalent practices. These include:
		·  Minimum exercise and/or vesting period of one year from the date of grant for all awardsoptions and stock appreciation rights, subject to certain limited exceptions;   ·  Minimum 100% fair market value exercise price for options and stock appreciation rights;   ·  No repricing of options or stock appreciation rights and no cash buyout of underwater options and stock appreciation rights without shareholder approval; ·  No “liberal” share recycling of options and stock appreciation rights; ·  No dividends or dividend equivalents on unearned performance awards; ·  No dividend equivalents on options or stock appreciation rights;   ·  No evergreen provision; ·  No “liberal” change in control definition;   ·  “Double-trigger” vesting for change in control benefits;   ·  No excise tax gross-up on change in control benefits; and   ·  Clawback provisions.
Date of Plan Expiration:		The original expiration2016 Plan will terminate on May 26, 2026, unless terminated earlier by the Board, but awards granted prior to such date will not be extended under the Amended Plan.may extend beyond that date.

 

1

As shown in the table below under “Dilution”, total potential voting power dilution is calculated as (equity awards outstanding + shares available for grant + additional requested shares) / (common stock outstanding + equity awards outstanding + shares available for grant + additional requested shares).

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The Proposal

We are asking our shareholders to approve the Amended and Restated Avon Products, Inc. 2013 Stock Incentive Plan (the “Amended Plan”). A copy of the Amended Plan is attached, each calculated as Appendix A. The changes included in the Amended Plan would:

·

Increase the number of shares that may be made subject to awards by 13 million shares; and

·

Increase the maximum number of shares that may be made subject to awards for any one eligible participant in any calendar year to 4 million shares.

We are also seeking approval of the performance criteria under the Amended Plan for purposes of Section 162(m) of the Internal Revenue Code of 1986, as amended (the “Code”), which allows certain awards granted under the Amended Plan to qualify as performance-based compensation under Section 162(m) of the Code (“Section 162(m)”). The performance criteria under the Amended Plan are consistent with the performance criteria under the current Plan. The approval of the Amended Plan by our shareholders will constitute such approval of the performance criteria under the Amended Plan. For a discussion of the performance criteria under the Amended Plan, see “Performance Measures” below.

Background

We have used a substantial portion of the previously authorized share pool of 42 million shares of common stock under the Plan. As of March 18, 2015, 10,727,156 shares of our common stock remained available for future award grants. The Committee and the full Board of Directors believes this remaining amount of shares to be insufficient to meet our anticipated needs.

Based on the analysis provided by the Committee’s independent compensation consultant, Semler Brossy Consulting Group (“Semler Brossy”), we are proposing to increase the number of shares that may be made subject to awards by 13 million shares, from 42 million shares previously authorized under the Plan to 55 million shares and to increase the maximum number of shares that may be made subject to awards for any one eligible participant in any calendar year from 3 million shares to 4 million shares.

Equity incentives continue to be a key component of our compensation program and the Committee believes that equity awards establish long-term focus and strong alignment between award recipients and our shareholders. At the same time, the Committee, as stewards of Company equity, carefully considered the balance of equity and cash incentives. The prudent request made here is limited in part because we have shifted the delivery of long-term compensation awards to cash rather than equity below the senior executive level.

The Board recognizes the impact of dilution on our shareholders and has evaluated this share request very carefully in the context of the need to motivate, retain and ensure our leadership team is focused on our strategic and long-term growth priorities. The Committee and the Board believe that the modest increase we are proposing in the number of shares available for issuance under the Amended Plan represents a reasonable amount of potential additional equity dilution and will allow us to continue awarding equity incentives. Based on historical burn rates and our current stock price, the Committee believes the increase in the number of shares that may be made subject to awards by 13 million should be sufficient to cover grants through the end of fiscal year 2016.

The Committee and the Board also believe that the increased maximum number of shares that an eligible participant may be awarded in any calendar year allows us important flexibility to award competitive equity incentives under the Amended Plan. If the Amended Plan is not approved, we will no longer be able to grant equity awards after the date the shares of common stock currently available under the Plan are exhausted but the Plan will otherwise remain in effect without the requested increase in share limits. Without the ability to grant equity awards, we believe that we will be unable to offer competitive compensation terms to attract, retain and motivate directors, officers and employees and further align their interests with that of our shareholders. Moreover, if the Amended Plan is not approved, we may need to consider additional cash incentive awards as an alternative to granting equity awards.

As a result of the factors discussed above, at the recommendation of the Committee, on March 12, 2015 the Board of Directors approved, subject to shareholder approval, the Amended Plan (i) to increase the number of shares that may be made subject to awards by 13 million shares, from 42 million shares to 55 million shares and (ii) to increase the maximum number of shares that may be made subject to awards for any one eligible participant in any calendar year from 3 million shares to 4 million shares.

We are seeking shareholder approval of the Amended Plan to comply with the New York Stock Exchange listing rules that require material changes to any equity compensation plan be approved by our shareholders. As noted above, we are also seeking shareholder approval of the performance criteria for the purposes of Section 162(m).

If our shareholders approve the Amended Plan, the Amended Plan (with the requested increase in share limits) will be effective as of May 6,December 31, 2015. If our shareholders do not approve the Amended Plan, the Amended Plan will remain in effect in its current form, including all prior amendments as described below, but without the requested increase in share limits.

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Prior Amendments to the Plan

Since the approval of the Avon Products, Inc. 2013 Stock Incentive Plan by shareholders at the 2013 Annual Meeting, the Board has adopted the following amendments to the Plan pursuant to the Board’s authority to amend the Plan:

·

Adopted a minimum exercise and/or vesting period of one year from the date of grant for all awards, except with respect to 5% of the shares of common stock available for awards (See Section 6 of the Plan);

·

Amended the definition of “cause” to conform with our other plan documents (See Section 2(e) of the Plan); and

·

Expressly incorporated into the Plan the Committee’s prior determination that in the event the number of the Company’s shares that would be delivered upon settlement of a performance restricted stock unit award, if paid only in stock, would exceed the maximum number of shares that may be made subject to awards under the Plan, the amount in excess of the limit will be settled in cash rather than shares (See Section 4(d)(ii) of the Plan).

Burn Rate

The following table sets forth information regarding awards granted, the burn rate for each of the last three fiscal years and the average burn rate over the last three years under the 2013 Plan and our 2010 Stock Incentive Plan. The burn rate has been calculated as the quotient of (i) the sum of (x) all stock options/SARsstock appreciation rights (“SARs”) granted in such year and (y) service-based restricted stock units (“Service-based RSUs”) granted, and the number of performance-based restricted stock units (“Performance RSUs”) vestedearned in such year, divided by (ii) the weighted average number of shares of common stock outstanding at the end of such year. The Service-based RSUs and Performance RSUs are adjusted using a multiplier of 2.0 options per share, based on the methodology used by Institutional Shareholder Services (“ISS”) and the Company’s 3-year average volatility.

 

BURN RATE (Shares in thousands)
		Year Ended December 31,
		2014				2013				2012				3-Year       Average
Options/SARs granted			0				0				1,775
Service-based RSUs granted (1)			3,212				2,323				1,992
Performance RSUs vested			0				0				0
Weighted average shares of common stock outstanding			434,500				433,400				431,900
Burn rate (2)			1.48%				1.07%				1.33%				1.29%

BURN RATE (Shares in thousands)
		Year Ended December 31,
		2015				2014				2013				3-Year       Average
Options/SARs granted			0				0				0
Service-based RSUs granted			3,428				3,212				2,323
Performance RSUs earned			2,314				0				0
Weighted average shares of common stock outstanding			435,200				434,500				433,400
Burn rate (1)			2.64%				1.48%				1.07%				1.73%

 

 

 

 

(1)	Includes 200,000 Service-based RSUs granted to our Chief Executive Officer in April 2012 as an outside-the-plan employment inducement award.

(2)

Burn rate is calculated as (options granted + restricted stock/RSUs granted + Performance RSUs vested)earned) / weighted average shares outstanding. All restricted stock/RSUs granted and Performance RSUs vestedearned are adjusted using a multiplier of 2.0 options per share (based on the ISS methodology and the Company’s 3-year average volatility)volatility of December 31, 2015).

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Dilution

As of December 31, 2014,2015, our capital structure consists of 434.5435.2 million weighted average shares of common stock outstanding and no shares of preferred stock.stock (however, as of March 1, 2016, we do have outstanding Series C preferred stock). The table below represents our potential voting power dilution levels based on our common stock outstanding and our request of 13 million additional26,800,000 incremental shares that may be made subject to awards pursuant to the Amended2016 Plan. Our Board believes that the increase inrequested shares of common stock under the Amended2016 Plan represents a reasonable amount of potential equity dilution, which will allow us to continue awarding equity incentives, an important component of our overall compensation program.

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This conclusion is based, in part, on advice received from Semler Brossy based on an analysis of the equity grant practices of companies within our industry classification and with a market capitalization that is similar to ours.

 

Potential Voting Power Dilution with 13 Million Additional Shares:							Potential Voting     Power Dilution
Equity awards outstanding as of December 31, 2014(1) (2)			27,248,531
Shares available for grant under the Plan as of December 31, 2014			24,978,281
Additional requested shares			13,000,000				2.6%(3)
Total Potential Voting Power Dilution			65,226,812				13.1%(4)

Potential Voting Power Dilution with 26.8 Million Additional Shares:							Potential Voting     Power Dilution
Equity awards outstanding as of December 31, 2015(1) (2)			24,818,730
Shares available for grant under the 2013 Plan as of December 31, 2015			21,200,000
Additional requested shares			26,800,000				5.3%(3)
Total Potential Voting Power Dilution			72,818,730				14.3%(4)

 

 

 

(1)

Includes 120,00080,000 outstanding Service-based RSUs granted to our Chief Executive Officer in April 2012 as an outside-the-plan employment inducement award, which will not be settled under the Plan or the predecessor plan. Also includes 489,596 outstanding Service-based RSUs and 121,951 outstanding performance-based RSUs granted to our Chief Financial Officer in March of 2015 as an outside-the-plan employment inducement award, which will not be settled under the Plan or the predecessor plan.

 

(2)

The amounts included for Performance RSU awards are based on target performance for 2012, 2013, 2014 and 20142015 awards that are payable only upon the satisfaction of performance measures. As of December 31, 2014, we estimated that the target performance levels for the 2013 Performance RSU awards were unlikely to be achieved and, therefore, we believe that it is unlikely that 633,737 shares included above will pay out. In addition, 1,358,614 shares included above have been forfeited (which represents all outstanding 2012 Performance RSU awards as of December 31, 2014) because performance targets for the 2012 awards were not achieved. Amounts exclude 229,355209,815 SARs and 368,812329,733 Service-based RSUs and Performance RSU, which will settle only in cash in accordance with local law requirements.

 

(3)

Potential voting power dilution attributable to the additional requested shares is calculated as (additional requested shares) / (common stock outstanding + equity awards outstanding + shares available for grant + additional requested shares). as of December 31, 2015.

 

(4)

Total potential voting power dilution is calculated as (equity awards outstanding + shares available for grant + additional requested shares) / (common stock outstanding + equity awards outstanding + shares available for grant + additional requested shares). as of December 31, 2015.

Summary of the Amended2016 Plan

The following is a summary of certain material features of the Amended2016 Plan, which is qualified in its entirety by reference to the complete terms of the Amended2016 Plan attached as Appendix A.B. The closing price of a share of our common stock on the New York Stock Exchange on March 18, 2015April 6, 2016 was $7.47.$4.85. The total number of shares of common stock that may be delivered pursuant to awards granted under the Amended2016 Plan is 55 million, including48,000,000 (which is inclusive of, and not additional to, shares previously issuedavailable for grant under the 2013 Plan as of December 31, 2015), less one (1) share for every one (1) share that was subject to an option or stock appreciation right granted after December 31, 2015 under the 2013 Plan and including2.4 shares for every one (1) share that was subject to an award other than an option or stock appreciation right granted after December 31, 2015 under the proposed increase of 13 million shares.2013 Plan. The Amended2016 Plan provides for the grant of options intended to qualify as incentive stock options under Section 422 of the Code, nonqualified stock options, stock appreciation rights (“SARs”),SARs, restricted share awards, restricted stock units (“RSUs”), performance awards and other stock-based awards. The terms and conditions of each award, as determined by the Committee, will be set forth in a written award agreement.

Purpose

The purpose of the Amended2016 Plan is to:

 

·

Encourage share ownership and align compensation with performance results and shareholder interests;

 

·

Promote decision-making that is consistent with long-term Company and shareholder goals; and

 

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·

Provide competitive incentive compensation sufficient to attract, retain and motivate key employees and directors of the Company.

Although the use of equity is an important part of our compensation program, we are mindful of our responsibility to our shareholders in granting equity awards.

Eligible Participants

Key employees and non-employee directors are eligible participants (the “Participants”). A key employee is any person, including an officer, employed by us or any of our subsidiaries who is or is expected to be responsible for the management, growth or protection of some aspect of the business or who makes, or is expected to make, a contribution to the Company or its subsidiaries.

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Currently, the ten9 non-employee directors standing for reelection and approximately 460425 key employees would potentially be eligible to receive awards under the Amended2016 Plan. The Committee may grant one or more awards to any Participant designated by it to receive an award.

Plan Administration

The Amended2016 Plan will be administered by the Compensation and Management Development Committee or such other committee appointed by the Board to administer the Plan, (i) each member of which is comprised entirelymust be “independent” under the rules of the New York Stock Exchange, (ii) at least two members of which must satisfy the criteria for being an “outside directors”director” for purposes of Section 162(m), of the Internal Revenue Code, as amended, and (iii) at least two members of which must satisfy the criteria for being a “non-employee directors”director” for purposes of Rule 16b-3 under the Securities Exchange Act of 1934, as amended (the “Exchange Act”); however, the Board or the Nominating and “independent” directors for purposesCorporate Governance Committee of the rules ofBoard will administer the New York Stock Exchange.2016 Plan with respect to awards to non-employee directors (the applicable committee is referred to herein as the “Committee”). The Committee will have full and complete authority, in its sole and absolute discretion, to (i) exercise all of the powers granted to it under the Amended2016 Plan, (ii) construe, interpret and implement the Amended2016 Plan and any related document, (iii) prescribe, amend and rescind rules relating to the Amended2016 Plan, (iv) make all determinations necessary or advisable in administering the Amended2016 Plan, and (v) correct any defect, supply any omission and reconcile any inconsistency in the Amended2016 Plan.

Grants The Committee may delegate the approval of awardscertain transactions to non-employee directors will be made by the full Boardsubcommittees consisting solely of Directors or the Nominating and Corporate Governance Committeemembers of the BoardCommittee who are “outside directors” for purposes of Directors. Section 162(m) of the Code or “non-employee directors” for purposes of Rule 16b-3 under the Exchange Act.

With respect to key employees (other than certain senior officers), the Committee may delegate authority to a single member of the Board (or committee thereof) or an executive officer to select Participants and make grants, subject to terms and conditions determined by the Committee. For example, the Committee typically establishes the aggregate number of shares that may be subject to annual and off-cycle equity grants and the terms and conditions of such awards, and has delegated to Ms. McCoy as director the authority to determine the Participants and the number of shares subject to each award.

Available Shares

Subject to certain adjustments set forth in the Amended2016 Plan, a total of 55 million48,000,000 shares, of commonless one (1) share for every one (1) share that was subject to an option or stock including shares previously issuedappreciation right granted after December 31, 2015 under the 2013 Plan and including2.4 shares for every one (1) share that was subject to an award other than an option or stock appreciation right granted after December 31, 2015 under the proposed increase of 13 million shares,2013 Plan may be made subject to awards under the Amended2016 Plan, and shall consist of authorized but unissued shares of common stock or shares held in treasury. For any one Participant in any calendar year, a maximumAny shares of 4 million shares may be made subject to awards in total, and 1.5 million shares may be madeStock that are subject to options or SARs. Forstock appreciation rights shall be counted against this limit as one (1) share for every one (1) share granted, and any shares that are subject to Awards other than options or stock appreciation rights shall be counted against this limit as 2.4 shares for every one Participant who is a non-employee director,(1) share granted. In addition, the maximum fair market value of awards in any calendar year is $500,000, as determined on the grant date. The maximum number of shares under the Amended Plan that may be made subject to incentive stock optionsIncentive Stock Options is 10 million. The maximum number of48,000,000.

If (i) any shares both in total and in respect of any one Participant, will be reduced as follows: (i) for grants of stock optionssubject to an award are forfeited, an award expires or SARs, byan award is settled for cash (in whole or in part), or (ii) after December 31, 2015 any shares of stock subject to an award under any Prior Plan are forfeited, an award under any Prior Plan expires or is settled for cash (in whole or in part), then in each sharesuch case the shares of stock subject to such award or an award and (ii)under any Prior Plan shall, to the extent of such forfeiture, expiration or cash settlement, be added to the shares available for grants of anyawards under the 2016 Plan. In the event that withholding tax liabilities arising from an award of restricted stock, stock units and other stock-based awards (other than stock options and SARs), by 3.13 multiplied by each share subject to such an award. After giving effect to this 3.13 multiple, the 4 million share limit described above is reduced to approximately 1,277,955 shares with respect to awards of restricted stock, stock units and other stock-based awards other than options and SARs.

Shares coveredan option or stock appreciation right or, after December 31, 2015, an award other than an option or stock appreciation right under any Prior Plan are satisfied by the nonvested, unpaid, unexercised, unconvertedtendering of shares (either actually or otherwise unsettled portionby attestation) or by the withholding of any terminated, canceled, expiredshares of stock by the Company, the shares so tendered or forfeited award or portion thereofwithheld shall be added to the shares available for awards under the Amended Plan will be2016 Plan.

Any shares of stock that again become available for issuanceawards under the Amended2016 Plan shall be added as (i) one (1) share if the shares werefor every one (1) share subject to options or SARs or 3.13stock appreciation rights, and (ii) as 2.4 shares if such shares werefor every one (1) share subject to awards other than options or SARs. Anystock appreciation rights.

Notwithstanding anything to the contrary contained herein, the following shares attributableshall not be added to the shares authorized for grant under the 2016 Plan: (i) shares tendered by the Participant or withheld by the Company in payment of the purchase price of an option or, after December 31, 2015, an option under any Prior Plan, (ii) shares tendered by the Participant or withheld by the Company to satisfy any tax withholding obligation with respect to options or stock appreciation rights or, after December 31, 2015, options or stock appreciation rights under any Prior Plan, (iii) shares subject to a portion ofstock appreciation right or, after December 31, 2015, a stock appreciation right under any award granted under the AmendedPrior Plan that isare not issued in connection with its stock settlement on exercise thereof, and (iv) shares reacquired by the

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Company on the open market or otherwise using cash proceeds from the exercise of options or, after December 31, 2015, options under any Prior Plan. Awards that will be mandatorily settled in cash in lieushall not count against the authorized share limit.

In the event that the Company or its subsidiaries makes an acquisition or is a party to a merger or consolidation and the Company assumes the options or other awards consistent with the purpose of the 2016 Plan of the entity acquired, merged or consolidated which are administered pursuant to the Plan, shares of stock subject to the assumed options or other awards shall not count as part of the total number of shares will become available againof stock that may be made subject to awards under the Amended Plan. However, shares that are withheld or delivered for tax withholding or in connection with the payment of the exercise price or net share settlement of a stock option or SAR will not be made available again.

Equitable Adjustments

In the event any change in or affecting our outstanding shares of common stock occurs by reason of a stock dividend, spinoff or split, merger or consolidation, recapitalization, reorganization, combination or exchange of shares or other similar corporate changes or any extraordinary dividend in cash, securities or other property, the Board of Directors will make appropriate adjustments to the Amended2016 Plan and/or to outstanding awards, which may include changes in the number of remaining shares under the Amended2016 Plan, the number of remaining shares (or other property) subject to outstanding awards, and the maximum number of shares that may be granted or delivered to any single Participant. Such equitable adjustments as they relate to outstanding awards will be required to ensure that the intrinsic value of each outstanding award immediately after any of the aforementioned changes in, or affecting the shares of common stock, is equal to the intrinsic value of each outstanding award immediately prior to any of the aforementioned changes.

Participant Limits

Subject to certain adjustments set forth in the 2016 Plan, the following limits will apply to awards of the specified type granted to any one Participant in any single fiscal year:

·

Appreciation Awards—Options and Stock Appreciation Rights: 2,500,000 shares;

·

Full Value Awards—Restricted Stock, Stock Units, Performance Awards and/or Other Stock-Based Awards that are denominated in shares of common stock: 2,500,000 shares; and

·

Cash Awards—Performance Awards that are denominated in cash: $10,000,000.

In applying the foregoing limits, (a) all awards of the specified type granted to the same Participant in the same fiscal year will be aggregated and made subject to one limit; (b) the limits applicable to options and stock appreciation rights refer to the number of shares of stock subject to those awards; (c) the share limit on full-value awards refers to the maximum number of shares of common stock that may be delivered assuming a maximum payout; and (d) the dollar limit on cash awards refers to the maximum dollar amount payable under an award or awards assuming a maximum payout.

Notwithstanding anything to the contrary, the maximum number of shares of common stock subject to awards granted throughduring a single fiscal year to any non-employee director shall not exceed $500,000 in total value (calculating the assumptionvalue of or in substitutionany such awards based on the grant date fair value of such Awards for outstanding awards previously grantedfinancial reporting purposes).

Minimum Vesting Requirement

Except with respect to individuals who become our employees as a result of a merger, consolidation, acquisition or other corporate transaction involving the Company in which event the assumption or substitution will be accomplished in a manner permitting the Award to continue to be exempt under Section 409A5% of the Code.shares of common stock available for awards under the 2016 Plan, no option or stock appreciation right award will become exercisable or otherwise nonforfeitable unless such award has been outstanding for a minimum period of one year from its date of grant

The Committee reserves general discretion to accelerate vesting of awards including in case of death, disability, retirement, termination without cause or a change in control.

Awards

The Amended2016 Plan authorizes grants of a variety of awards described below. The Committee, or the Board of Directors or the Nominating and Corporate Governance Committee of the Board of Directors with respect to non-employee directors, determines the terms and conditions of each award at the time of grant, including whether payment of awards may be subject to the achievement of performance goals, consistent with the provisions of the Amended2016 Plan. Except with respect to 5% of the shares of common stock available for awards under the Amended Plan, no award will become exercisable or otherwise nonforfeitable unless the award has

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been outstanding for a minimum period of one year from its date of grant. The Committee will have discretion to accelerate the exercisability or nonforfeitability of any award upon the death, disability, retirement, involuntary separation from service without cause of a Participant or change in control of the Company.

Stock Units

 

·

A stock unit entitles a Participant to receive, at a specified future date, shares of common stock or an amount equal to the fair market value of a specified number of shares of common stock.

 

·

Stock units may be subject to service or performance conditions.

 

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·

Payments in respect of stock units may be made in shares, cash or a combination of both, in the Committee’s discretion.

 

·

A Participant may be credited with dividend equivalents, i.e., an amount equal to the cash or stock dividends or other distributions that would be paid on shares covered by an award if such shares were issued and outstanding on the dividend record date.

 

·

No dividend equivalents are paid on unvested shares subject to performance conditions.

Stock Options/SARs

 

·

A stock option entitles a Participant to purchase a specified number of shares of common stock at a specified exercise price, subject to such terms and conditions as the Committee may determine.

 

·

Stock options may be subject to service or performance conditions.

 

·

A SAR entitles a Participant to receive a payment measured by the excess of the fair market value of a specified number of shares of common stock on the date on which the Participant exercises the SAR over a specified grant price, subject to such terms and conditions as the Committee may determine.

 

·

The applicable exercise or grant price may not be less than 100% of the fair market value of the shares at the date of grant, unless granted through the assumption or substitution of awards previously granted to individuals who become employees of the Company through a corporate transaction.

 

·

Stock options and SARs generally terminate after ten years from the date of grant.

 

·

At the time of exercise, the option price must be paid in full in cash or, if the award agreement or award program provides, by delivery of shares or in a cashless exercise through a broker or similar arrangement, depending on the terms of the award.

 

·

Generally, stock options and SARs vest in three substantially equal annual installments beginning one year from the grant date.

·

Incentive stock options are subject to additional limitations set forth in the Amended2016 Plan and the Code.

Restricted Stock

·

Restricted stock awards are shares of common stock that are issued to a Participant subject to transfer and other restrictions as the Committee may determine, such as the continued employment of the Participant and, in some instances, performance conditions, and in each case may be forfeited if the prescribed conditions are not met.

 

·

Unless otherwiseDuring the restricted period, shares of restricted stock are non-transferable but have all the attributes of outstanding shares of common stock; however, dividends and any other distributions on the shares may be accumulated, with or without interest, or reinvested in additional shares during the restricted period, depending on the terms of the award.

·

Once shares of restricted stock are no longer subject to forfeiture, the shares and any withheld dividends will be delivered to the Participant.

Performance Awards

·

The 2016 Plan also provides for the grant of cash and equity-based performance awards.

·

Performance awards may be settled in shares of common stock (including shares of restricted stock) or cash or a combination thereof.

·

The award agreement relating to a performance award will provide, in the manner determined by the Committee, for the vesting of such performance award if the specified performance measures are satisfied or providedmet during the specified performance period and for in the applicableforfeiture of such award agreementif the specified performance measures are not satisfied or award program, inmet during the event ofspecified performance period.

·

Any dividends or dividend equivalents with respect to a Participant’s death, any outstanding stock option or SARperformance award will be exercisable for a period of two years, or untilsubject to the expiration date ofsame restrictions as such stock option or SAR, if earlier.performance award.

Restricted Stock

Restricted stock awards are shares of common stock that are issued to a Participant subject to transfer and other restrictions as the Committee may determine, such as the continued employment of the Participant and, in some instances, performance conditions, and in each case may be forfeited if the prescribed conditions are not met.

During the restricted period, shares of restricted stock are non-transferable but have all the attributes of outstanding shares of common stock; however, dividends and any other distributions on the shares may be accumulated, with or without interest, or reinvested in additional shares during the restricted period, depending on the terms of the award.

Once shares of restricted stock are no longer subject to forfeiture, the shares and any withheld dividends will be delivered to the Participant.

Dividend Equivalents

 

·

May be granted in tandem with another award or as a separate award, but may not be granted in connection with stock options/SARs, restricted stock or awards subject to performance conditions.SARs.

 

·

May be paid simultaneously with the Company’s dividend, annually or at such other times in accordance with rules and procedures that the Committee may establish.

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·

Dividend equivalents may be withheld until the lapsing of any restrictions thereon or until the vesting, exercise, payment, settlement or other lapse of restrictions on the award to which the dividend equivalents relate.

Other Stock-Based Awards

 

	·
66		Other types of stock-based awards may also be granted so long as they are consistent with the purpose of the 2016 Plan.

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Other types of stock-based awards may also be granted so long as they are consistent with the purpose of the Amended Plan. Special terms may apply for awards to Participants who are foreign nationals, or who are employed outside of the United States, as the Committee considers necessary or appropriate to accommodate differences in local law, tax policy or custom.

·

Special terms may apply for awards to Participants who are foreign nationals, or who are employed outside of the United States, as the Committee considers necessary or appropriate to accommodate differences in local law, tax policy or custom.

Performance Measures

The Committee may grant stock unitsawards that will be paid solely on the attainment of certain performance goals established by the Committee based on the performance criteria set forth in the Amended2016 Plan. It is intended that awards that are paid based on the achievement of performance goals may be exempt from the $1 million deduction limit on compensation under Section 162(m), but the Committee may elect to provide for non-deductible awards under the Amended2016 Plan.

Within the first 90 days of a performance period to comply with(or any shorter period prescribed by Section 162(m)), the Committee is required to establish the terms and conditions for the payment of awards subject to performance goals which are intended to satisfy the requirements for “performance-based compensation” within the meaning of Section 162(m), including the eligible Participants, the performance measures (and any required adjustments) and the level of achievement of the performance measure that must be satisfied as a condition of payment. The Committee may reduce, but not increase, the amount of anany such award in its sole discretion. After the end of a performance period, the Committee will certify if the performance measures have been attained.

The performance measures are one or more of the following objective criteria on a consolidated basis, on the basis of a subsidiary, business unit or other geographically based unit or relative to one or more peer group companies or indices, andwhich can be expressed either in terms of specified levels of, rates of change or relative changes in:in, one or more of the following measures: (a) share price; (b) earnings per share, diluted or basic; (c) return to shareholders (including dividends); (d) revenues; (e) sales by category or brand; (f) active representatives; (g) sales representatives; (h) units;ending representatives; (i) units sold; (j) customers; (j)(k) sales representative productivity; (k) EBITDA(l) earnings before or EBIT; (l)after deduction for all or any portion of interest, taxes, depreciation, or amortization, whether or not on a continuing operations or an aggregate or per share basis; (m) operating income or operating profit; (m)(n) net income; (n)(o) gross margin; (o)(p) operating margin; (p)(q) economic profit; (q)(r) cash flows from operations; (r)operations, free cash flow, cash flow return on capital, working capital; (s) market share; (s)(t) inventory levels; (t)(u) inventory days outstanding; (u)(v) order fill rate; (v)(w) size of line in total or by category or type; (w)(x) advertising, brand and product innovation; (x)(y) research and development; (y)(z) costs; (z)(aa) capital expenditures; (aa)(bb) working capital; (bb)(cc) accounts receivable; (cc)(dd) days sales outstanding; (dd)(ee) period overhead; or (ee)(ff) sales representative satisfaction.satisfaction; or (gg) return on investment, assets, equity or capital (total or invested).

Performance measures willThe preceding criteria shall be determined in accordance with generally accepted accounting principles to the extent applicable or be subject to such adjustments that areas may be specified by the Committee within the first 90 days of the performance period for: (i)including for (a) discontinued operations; (ii)(b) acquisitions and mergers; (iii)(c) divestitures, including exits of markets and/or categories; (iv)(d) cumulative effect of changes in accounting rules and methods and tax laws; (v)(e) impairment or disposal losses; (vi)(f) restructuring costs; (vii)(g) pension expense or contribution in excess of operating budget; (viii)(h) business losses from economic, political and legal changes; (ix)(i) retained and uninsured losses from natural disaster or catastrophe; (x)(j) currency fluctuations or devaluations; (xi)(k) significant litigation or claim judgments or settlements; (xii)(l) debt refinancing costs or gains, including related bank and legal fees and costs to unwind existing structure; or (xiii)(m) other extraordinary, unusual, infrequently occurring and/or nonrecurring events.events; (n) an event either not directly related to the operations of the Company, subsidiary, division, business segment or business unit or not within the reasonable control of management; or (o) a change in the fiscal year of the Company.

Clawback

Awards and shares of stock issued pursuant to the Amended2016 Plan are subject to forfeiture in the event that a Participant engages in misconduct, including (i) a serious violation of our Code of Conduct or (ii) a violation of law within the scope of employment with the Company. The Board of Directors has adopted an additional clawback policy that applies to incentive awards made to certain Participants, including our named executive officers. Under the policy, in the event of a financial restatement, material incorrect calculations of performance metrics or misconduct, the Committee is authorized to recover awards.

In addition, in the event a Participant violates noncompetition, nonsolicitation, or nondisclosure obligations specified in an award agreement, all awards and shares issued to the Participant will be forfeited.

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Repricings Prohibited

Repricings of stock options and SARs are not permitted.permitted without shareholder approval. A “repricing” means reducing the exercise price or grant price, canceling the award and granting replacement awards at a time when the option or SAR price is equal to or more than the market value of the underlying stock, or repurchasing the award for cash at a time when the exercise price or grant price is equal to or more than the fair market value of the underlying stock.stock, in each case other than in the context of an equitable adjustment or a change in control.

Change in Control

In the event of a change in control, the Amended2016 Plan provides for unvested awards that are assumed or otherwise replaced in the change in control to become fully vested and payable upon a “double trigger,” i.e., upon certain terminations of employment without cause“cause” or for good reason“good reason” within two years after a change in control. “Change in control” is defined generally as an event that would be considered a change in control under Section 409A of the Code and the 409A regulations and which includes:

 

·

the acquisition by a person or group of beneficial ownership of more than 50% of the outstanding stock of the Company, measured by vote or value;

 

·

the acquisition by a person or group that acquires, within a 12-month period, 30% or more of the total voting power of the outstanding stock of the Company;

 

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·

a majority of our Board of Directors is replaced during any 12-month period by directors whose appointment or election is not endorsed by a majority of the members of the Board of Directors before the date of the appointment or election; or

 

·

a sale of a substantial portion of the Company’s assets (40% or more of the total gross fair market value) within a 12-month period, unless the recipient of the assets is (i) a subsidiary 50% or more of the total value or voting power of which is owned by the Company, (ii) Company shareholder(s) owning 50% or more of the total value or voting power of the Company, or (iii) an entity of which at least 50% of the total value or voting power is owned by such Company shareholder(s) described in (ii); provided that the assets are not distributed to a Company shareholder in exchange for common stock.

In addition, the Amended2016 Plan provides that unvested awards that are not assumed or otherwise replaced in the change in control become fully vested and paid upon a change in control. AwardsIn such case, awards subject to the achievement of performance goals will be fully vested and paid as if the performance goals had been achieved at target.

Amendments and Termination

The Board of Directors may at any time amend, suspend or terminate the Amended2016 Plan. ItHowever, it may not, however,unless otherwise provided under the 2016 Plan, without the approval of shareholders:

 

·

Increase the number of shares available for awards under the Amended2016 Plan;

 

·

Change the class of eligible Participants;

 

·

Reduce the basis upon which the minimum stock option exercise price or SAR grant price is determined;

 

·

Extend the period within which awards may be granted beyond the tenth anniversary of the date of shareholder approval;

 

·

Provide for a stock option or SAR to be exercisable more than ten years from the date of grant;

 

·

Amend the Plan to eliminate the prohibition on repricing; or

 

·

Amend the Plan without shareholder approval if shareholder approval is required by applicable law including Section 162(m).

Under these provisions, shareholder approval would not necessarily be required for all possible amendments that might increase the costs of the Amended2016 Plan. In addition, the Board of Directors may not, without the consent of the person affected, make any amendments that would impair the rights of a Participant other than as provided in the terms of an award, except to the extent provided in the Amended2016 Plan or in the award agreement or award program.

Term of Plan

No awards may be made under the Amended2016 Plan after May 2, 2023, the tenth anniversary of the date that the Plan was initiallyis approved by shareholders in 2013.shareholders.

 

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New Plan Benefits

The benefits and amounts that will be received by or allocated to participants under the Amended2016 Plan are not yet determinable because the types and amounts of awards and selection of participants are subject to the Committee’s future determination. However, for illustrative purposes, the following table represents the number of Service-based RSUs and Performance RSUs that were granted to the following individuals and groups under the Plan during the fiscal year ended December 31, 2014:

Name and Position		Dollar   Value ($) (1)		Number of   RSUs (2)
Sheri McCoy Chief Executive Officer		7,700,004		522,743
Robert Loughran Acting Chief Financial Officer		498,198		36,137
Kimberly A. Ross (3) Former Executive Vice President & Chief Financial Officer		2,324,998		157,841
Fernando A. Acosta Senior Vice President and President, North Latin America and Andean Cluster and Head of Global Brand Marketing		2,144,997		145,621
David Legher Senior Vice President and President of Brazil and South Markets Group		1,999,067		135,714
John Higson Senior Vice President & President, Europe, Middle East & Africa and Head of Global Field Operations		1,545,515		104,923
Executive Group		37,066,978		2,524,164
Non-Executive Director Group		1,149,968		86,399
Non-Executive Officer Employee Group		26,178,864		1,779,113

Notes: (1)   Reflects the grant date fair value of awards in accordance with FASB ASC Topic 718. (2)   With respect to Performance RSUs, reflects the target number of Performance RSUs. (3)   Ms. Ross forfeited all outstanding equity and non-equity awards upon her departure in 2014. Therefore, there will be no future payouts for these awards.

Tax Matters

The following is a brief summary of the principal United States federal income tax consequences of awards under the Amended2016 Plan. This summary is based on the law as in effect on March 18, 2015.April 6, 2016. This summary is not intended to be exhaustive and does not describe state, local or foreign tax laws.

Stock Awards. The tax consequences of stock awards under the Amended2016 Plan are generally as follows: (i) a recipient of a restricted stock award generally must recognize as ordinary income the value of any shares at the time the restrictions lapse plus the amount of dividends to which the Participant then becomes entitled; although the holder of a restricted stock award may make a “Section 83(b) election” if permitted by the Company, in which case the value of shares would be taxable at grant at ordinary income tax rates; (ii) a recipient of a stock unit award will generally recognize ordinary income at the time of payment equal to the value of the underlying shares or cash paid; and (iii) a recipient of aan unrestricted stock award generally must recognize as ordinary income the value of the shares at the time of grant. In each of the foregoing cases, the Company will generally be entitled to a corresponding federal income tax deduction at the same time the Participant recognized ordinary income.income, subject to the limitations of Section 162(m). If the Participant is an employee, such ordinary income generally would be subject to withholding and employment taxes.

Non-Qualified Stock Options. The grant of a non-qualified stock option (i.e., a stock option that is not an incentive stock option) will not result in any immediate tax consequences to the Company or the Participant. Upon the exercise of a non-qualified stock option, the Participant will recognize ordinary income, and we will be entitled to a deduction, equal to the difference between the exercise price and the fair market value of the shares of common stock acquired at the time of exercise. If the non-qualified stock option were granted in connection with employment, this taxable income would also constitute “wages” subject to withholding and employment taxes. The foregoing summary assumes that any shares acquired upon exercise of a non-qualified option are not subject to a substantial risk of forfeiture. Any gain or loss upon a subsequent sale or exchange of the shares will be capital gain or loss, long-term or short-term, depending on how long the shares have been held.

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Incentive Stock Options. The grant of an incentive stock option will not result in any immediate tax consequences to the Company or the Participant. In addition, a Participant will not recognize ordinary income, and we will not be entitled to any deduction, upon the exercise of an incentive stock option while the Participant is an employee or within three months following termination of employment (longer, in the case of disability or death). In such event, the excess of the fair market value of the shares acquired over the exercise price will be includible only in the Participant’s alternative minimum taxable income for the year of exercise for purposes of the alternative minimum tax. If the Participant does not dispose of the shares acquired within one year after their receipt (and within two years after the option was granted), gain or loss recognized on the subsequent disposition of the shares will be treated as long-term capital gain or loss. Capital losses of individuals are deductible only against capital gains and a limited amount of taxable ordinary income. In the event of an earlier disposition, the Participant will recognize ordinary income in an amount equal to the lesser of (i) the excess of the fair market value of the shares on the date of exercise over the exercise price; or (ii) if the disposition is a taxable sale or exchange, the amount of any gain realized. Any additional gain to the Participant will be treated as capital gain, long-term or short-term, depending on how long the shares have been held. Upon such a disqualifying disposition, we will be entitled to a deduction in the same amount and at the same time as the Participant recognizes such ordinary income. A Participant’s stock options otherwise qualifying as incentive stock options would be treated for tax purposes as non-qualified options to the extent that, in the aggregate, they first become exercisable in any calendar year for stock having a fair market value (determined as of the date of grant) in excess of $100,000.

Stock Appreciation Rights. The grant of either a tandem SAR or a freestanding SAR will not result in any immediate tax consequences to the Company or the grantee. Upon the exercise of either a tandem SAR or a freestanding SAR, any cash received and the fair market value on the exercise date of any shares received will constitute taxable ordinary income to the grantee. We will be entitled to a deduction in the same amount and at the same time. If the SAR were granted in connection with employment, this taxable income would also constitute “wages” subject to withholding and employment taxes.

Dividend Equivalents. Dividend equivalents generally will be taxed at ordinary income rates when paid. In most instances, they will be treated as additional compensation that the Company may be able to deduct at that time, subject to the limitations of Section 162(m).

Withholding. Applicable taxes required by law will be withheld from all amounts paid in satisfaction of an award. Under the Amended2016 Plan, the amount of withholding to be paid in respect of non-qualified options exercised through the cashless method in which all shares are sold immediately after exercise will be determined by reference to the price at which the shares are sold.

Section 162(m). Section 162(m) generally limits the deductible amount of annual compensation paid by a public company to a “covered employee” (i.e., the CEO and any of the three other most highly paid executive officers except the CFO) to no more than $1 million. Amounts payable upon exercise of stock options and SARs, which were granted at an exercise price of not less than fair market value at their date of grant, as well as amounts payable solely upon satisfaction of performance objectives pursuant to a

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Section 162(m) compliant plan, are generally exempt from the $1 million deduction limitation. It is possible that performance-based compensation that is intended to be exempt from the deduction limitation may not meet the requirements to qualify for such exemption.

Section 409A. Section 409A of the Code imposes restrictions on nonqualified deferred compensation. Failure to satisfy these rules results in accelerated taxation, an additional tax to the holder of the amount equal to 20% of the deferred amount and a possible interest charge. Stock options and SARs granted on shares of common stock with an exercise price that is not less than the fair market value of the underlying shares on the date of grant will not give rise to “deferred compensation” for this purpose unless they involve additional deferral features. Stock options and SARs that would be awarded under the Amended2016 Plan are intended to be eligible for this exception.

 

THE BOARD OF DIRECTORS RECOMMENDS that you vote FOR the Amended2016 Plan.

 

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EQUITY COMPENSATION PLAN INFORMATION

 

Plan Category		Number of Securities     to be Issued Upon     Exercise of     Outstanding Options,     Warrants and Rights		Weighted-Average     Exercise Price of     Outstanding Options,     Warrants and Rights1		Number of Securities     Remaining Available for     future Issuance Under     Equity Compensation Plans     (Excluding Securities     Reflected in Column (a))2		Number of Securities     to be Issued Upon     Exercise of     Outstanding Options,     Warrants and Rights		Weighted-Average     Exercise Price of     Outstanding Options,     Warrants and Rights1		Number of Securities     Remaining Available for     future Issuance Under     Equity Compensation Plans     (Excluding Securities     Reflected in Column (a))2
		(a)		(b)		(c)		(a)		(b)		(c)
Equity compensation plans approved by security holders3		27,128,5313		$31.74		24,978,281
Equity compensation plans not approved by security holders4		120,000		N/A		0
Equity compensation plans approved by security holders								24,127,1833		$28.70		21,199,997
Equity compensation plans not approved by security holders								691,5474		N/A		0
Total		27,248,5313		$31.74		24,978,281		24,818,7305		$28.70		21,199,997

 

1

This reflects the weighted-average exercise price of stock options outstanding at December 31, 2014.2015. Outstanding service-basedService-based restricted stock units (“RSUs”) and performance restricted stock unitsPerformance RSUs are not included as such awards do not have an exercise price. Outstanding stock appreciation rights (“SARs”) are not included as such awards settle in cash only.

 

2

Amounts reflect the shares available for future issuance under the Amended and Restated 2013 Stock Incentive Plan, determined as follows: (i) grants of stock options or SARs reduce the total shares available by each share subject to such an award and (ii) grants of any award of restricted stock, stock units and other stock-based awards (other than stock options and SARs) reduce the total shares available by 3.13 multiplied by each share subject to such an award.

 

3

These include outstanding awards under the Company’s 2000 Stock Incentive Plan, 2005 Stock Incentive Plan, 2010 Stock Incentive Plan, and Amended and Restated 2013 Stock Incentive Plan at December 31, 2014.Plan. Amounts include shares underlying stock option awards, service-based restricted stock unitService-based RSU awards (“Service-based RSUs”) and performance restricted stock unit awards (“Performance RSUs”).RSU awards. The amounts included for Performance RSUs are based on target performance for 2012, 2013, 2014 and 2014 awards2015 and may be awarded only upon the satisfaction of performance measures. As of December 31, 2014, we estimated that the target performance levels for the 2013 Performance RSUs were unlikely to be achieved and, therefore, we believe that it is unlikely that 633,737 shares included above will pay out. In addition, 1,358,614 shares included above have been forfeited (which represents all outstanding 2012 Performance RSUs as of December 31, 2014) because performance targets for the 2012 awards were not achieved. Amounts exclude 229,355209,815 SARs and 368,812329,733 Service-based RSUs and Performance RSUs, which will settle only in cash in accordance with local law requirements.requirements

 

4

On April 23, 2012, Ms. McCoy was granted a sign-on award of 200,000Includes 80,000 outstanding Service-based RSUs outsidegranted to our Chief Executive Officer in April 2012 as an outside-the-plan employment inducement award, which will not be settled under the terms ofPlan or the 2010 Stock Incentive Plan in reliance on the exemption under NYSE Listed Company Manual Rule 303A.08. Thepredecessor plan. Also includes 489,596 outstanding Service-based RSUs vestand 121,951 outstanding Performance RSUs granted to our Chief Financial Officer in five equal annual installments beginning onMarch of 2015 as an outside-the-plan employment inducement award, which will not be settled under the first anniversary ofPlan or the grant date and, aspredecessor plan.

5

As of December 31, 2014, 120,0002015, the Company had the following equity awards outstanding: 11,648,000 options outstanding with a weighted average exercise price of $28.70 and a weighted average remaining term of 2.9 years, 6,591,596 Service-based RSUs, were outstanding. In the event of Ms. McCoy’s disability, death or involuntary or constructive termination, any outstanding Service-based RSUs would vest and be settled. Upon Ms. McCoy’s voluntary departure or departure for cause, any outstanding Service-based RSUs would automatically be forfeited. Dividend equivalents are paid in cash on these Service-based RSUs annually. The Service-based RSUs were granted to compensate Ms. McCoy for her forfeiting a significant amount of value in unvested equity and other benefits as a result of her departure from her prior employer and as an inducement for her to join the Company.6,579,134 Performance RSUs.

Subject to shareholder approval and as outlined in “Proposal 3—Approval of the 2016 Omnibus Incentive Plan,” the number of shares of our common stock that may be issued with respect to awards granted under the 2016 Omnibus Incentive Plan on or after December 31, 2015 is 48,000,000, subject to decrease and increase as described above under “Available Shares.” The 48,000,000 shares is inclusive of, and not incremental to, the 21,200,000 shares of common stock remaining available for future grants under the Amended and Restated 2013 Plan as of December 31, 2015. Upon the adoption of the 2016 Omnibus Incentive Plan by shareholders, options and awards may no longer be granted under the 2013 Plan.

 

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AUDIT COMMITTEE REPORT

The Audit Committee (“Committee”) is composed of four non-employee directors (through the date of this Report) and operates under a written charter adopted by the Board of Directors and last amended on December 10, 2014. The charter is available on Avon’s website atwww.avoninvestor.com. The Committee reviews the charter and calendar annually and, together with the Board, amends the charter as appropriate to reflect the evolving role of the Committee. The Committee fulfilled its duties and responsibilities for 2014,2015, as outlined in the charter, which include:

 

reviewing with management and the independent registered public accounting firm major issues regarding accounting principles and financial statement presentations;

 

reviewing with management and the independent registered public accounting firm the Company’s annual audited and quarterly consolidated financial statements and earnings press releases;

 

the appointment, compensation, retention, and oversight of the independent registered public accounting firm;

 

approving all audit services and all permitted non-audit services of the independent registered public accounting firm;

 

reviewing with management and the independent registered public accounting firm the Company’s disclosure controls and procedures and internal controls over financial reporting;

 

oversight of the performance of the internal audit function;

 

oversight of compliance with legal and regulatory requirements, including reports to the Committee regarding the receipt, retention, and treatment of financial reporting and other compliance matters; and

 

oversight of risk management practices.

The Committee also has authority to conduct any investigation appropriate to fulfilling its purpose and responsibilities. As set forth under “Information Concerning the Board of Directors – Board Committees” on page 14, the Board has determined (through the date of this Report) that three of the Committee members (Mr. Noski, Mr. Cornwell and Ms. Hailey) are “audit committee financial experts” under the rules of the Securities and Exchange Commission (“SEC”) and that all of the Committee members are independent and financially literate under the listing standards of the New York Stock Exchange (“NYSE”). Further information regarding the composition and qualifications of the Committee following the investment in Avon by an affiliate of Cerberus Capital Management, L.P. is set forth under “Information Concerning the Board of Directors – Board Committees” on page 15.

Management has responsibility for the financial statements and the reporting process, including maintaining effective disclosure controls and procedures. Management is also responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of the Company’s internal control over financial reporting.

The Company’s independent registered public accounting firm, PricewaterhouseCoopers LLP (“PwC”), is responsible for auditing the annual financial statements prepared by management and providing their opinions, based on their audit, as to whether the financial statements fairly present, in all material respects, the financial position, results of operations, and cash flows of the Company in conformity with generally accepted accounting principles and as to the effectiveness of the Company’s internal control over financial reporting. In addition, PwC’s responsibility is to design and perform their audit to provide reasonable assurance that the Company’s financial statements are free of material misstatements and whether effective internal control over financial reporting was maintained in all material respects. It is not the duty of the Committee, or of any of its members, to conduct separate auditing or accounting reviews or provide independent assurance of the Company’s compliance with applicable laws and regulations.

In this context, the Committee has reviewed and discussed with management and PwC the audited financial statements for the year ended December 31, 2014,2015, management’s assessment of the effectiveness of the Company’s internal control over financial reporting, and PwC’s opinion regarding the effectiveness of the Company’s internal control over financial reporting. The Committee has also discussed with management and PwC the matters required to be discussed by the rules of the NYSE, the SEC and the charter of the Committee, including the matters required to be discussed by Auditing Standard No. 16 (Communications with Audit Committees) issued by the Public Company Accounting Oversight Board (“PCAOB”). The Committee has received the written disclosures and the letter from PwC required by applicable requirements of the PCAOB regarding PwC’s communications with the Committee concerning independence, and has discussed with PwC its independence, including any relationships that may impact their objectivity and independence.

The Committee recognizes the importance of maintaining the independence of PwC. Consistent with its charter, the Committee has evaluated PwC’s qualifications, performance, and independence, including that of the lead audit partner. As part of the auditor engagement process, the Committee also considers whether to rotate the independent registered public accounting firm and leads the selection of the engagement audit partner, working with PwC, with input from management as more fully described in Proposal“Proposal 4 – Ratification of Appointment of Independent Registered Public Accounting Firm” on page 74.83. The Committee has established a policy pursuant to which all services, audit and non-audit, provided by PwC must be pre-approved by the Committee or one or more of its members.

 

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This policy prohibits PwC from providing non-audit services such as bookkeeping or financial systems design and implementation. The Company’s pre-approval policy is more fully described in Proposal 4 on page 74.83. The Committee has concluded that the provision of the non-audit services described in that section was compatible with maintaining the independence of PwC. In addition, the Committee discussed with PwC the overall scope and plans for their audit and reviewed the terms of PwC’s engagement letter. The Committee also reviewed the Company’s internal audit plan. The Committee meets periodically and reviews with the internal auditor and PwC, with and without members of management present, the results of their respective examinations, evaluations of the Company’s internal controls, and the overall quality of the Company’s financial reporting.

Based upon the review and discussions described in this report, the members of the Committee recommended to the Board that the audited financial statements for the year ended December 31, 20142015 be included in the Company’s Annual Report on Form 10-K for 20142015 filed with the SEC. As more fully described in Proposal 4 on page 74, the Committee also has selected PwC as the independent registered public accounting firm for 2015, which the Board is recommending to shareholders for ratification at the Annual Meeting.

 

Audit Committee

Charles H. Noski, Chair

W. Don Cornwell

V. Ann Hailey Nancy Killefer February 29, 2016

 

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PROPOSAL 4— RATIFICATION OF APPOINTMENT OF

INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

The Audit Committee has appointed PricewaterhouseCoopers LLP (“PwC”) to serve as our independent registered public accounting firm for 2015.2016. PwC began auditing our accounts in 1989. If the appointment of PwC as our independent registered public accounting firm for the year 20152016 is not ratified by shareholders, the Audit Committee will reconsider its appointment. A member of PwC will be present at the Annual Meeting to answer appropriate questions and to make a statement if he or she desires. In determining whether to reappoint PwC as our independent registered public accounting firm, the Audit Committee took into consideration a number of factors, including the breadth of experience and length of time PwC has been engaged, historical and recent performance on the Company’s audit, familiarity with our global operations and businesses, PwC’s independence, and an assessment of the professional qualifications and past performance of the lead audit partner and auditing team of PwC. Following this evaluation, the Audit Committee concluded that the selection of PwC as the independent registered public accounting firm for 20152016 is in the best interest of the Company and its shareholders.

A new lead audit partner is designated at least every five years. In line with this, a new lead audit partner has beenwas designated for 2015. The process for selection of the Company’s lead audit partner involved interviews between the candidate and several members of the Audit Committee, including the Chair, and Avon financial management, as well as discussion by the full Committee and with management.

The Audit Committee has established a policy for the pre-approval of all audit and non-audit services by PwC, and the corresponding fees, which (i) strictly disallows any service that would be a prohibited service; (ii) allows audit, audit-related, and tax services only if the particular type of service is on the list of types of services that have been pre-approved by the Audit Committee, specific procedures are followed to ensure appropriate management assessment of such service, the proposed fee is within the overall limit set by the Audit Committee for that category of service, and the Audit Committee is informed on a timely basis of each such service; and (iii) allows other services not within any of the foregoing categories only if each such service and the corresponding fee is approved in advance by the Audit Committee or by one or more members of the Audit Committee with subsequent approval by the Audit Committee. The Audit Committee has reviewed and approved the amount of fees paid to PwC for audit, audit-related, tax and other services, and concluded that the provision of services by PwC is compatible with the maintenance of their independence.

The following table sets forth the aggregate fees for professional services rendered for us by PwC, as of and for the fiscal years ended December 31, 20142015 and December 31, 2013.2014.

 

		2014				2013				2015				2014
		(in millions)								(in millions)
Audit Fees		$	8.3			$	9.5			$	7.4			$	8.3
Audit-Related Fees			0.1				0.1				0.1				0.1
Tax Fees			0.0				0.0				0.0				0.0
All Other Fees			0.0				0.0				0.0				0.0
Total		$	8.4			$	9.6			$	7.5			$	8.4

Audit Fees.These amounts represent the aggregate fees for professional services rendered by PwC for the audit of our annual financial statements for the fiscal years ended December 31, 20142015 and December 31, 2013,2014, the review of the financial statements included in our Quarterly Reports on Form 10-Q for those fiscal years, and services related to statutory and regulatory filings and engagements for such fiscal years. For fiscal 2015, includes $0.4 million for which we anticipate reimbursement by the recently separated North America business.

Audit-Related Fees. These amounts represent the aggregate fees for assurance and related services performed by PwC that are reasonably related to the performance of the audit or review of our financial statements. For fiscal 20142015 and 2013,2014, the amount represents fees for audits of pension plans and other consultations regarding statutory reporting standards.

Tax Fees. There were no such amounts for tax services rendered by PwC in each of the last two fiscal years.

All Other Fees. These amounts represent the aggregate fees for other services rendered by PwC not included in any of the foregoing categories. For fiscal 20142015 and 2013,2014, all other fees were less than $50,000 and primarily represent fees for subscriptions to online accounting reference material.$50,000.

 

THE BOARD OF DIRECTORS RECOMMENDS that you vote FOR the ratification of the appointment of PricewaterhouseCoopers LLP as independent registered public accounting firm for 2015.

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PROPOSAL 5—SHAREHOLDER PROPOSAL REGARDING PROXY ACCESS

The Company is informed that the Comptroller of the City of New York, whose address and share ownership will be furnished promptly upon receipt of any oral or written request, intends to introduce the following resolution at the Annual Meeting:

RESOLVED: Shareholders of Avon Products, Inc. (the “Company”) ask the board of directors (the “Board”) to adopt, and present for shareholder approval, a “proxy access” bylaw. Such a bylaw shall require the Company to include in proxy materials prepared for a shareholder meeting at which directors are to be elected the name, Disclosure and Statement (as defined herein) of any person nominated for election to the board by a shareholder or group (the “Nominator”) that meets the criteria established below. The Company shall allow shareholders to vote on such nominee on the Company’s proxy card.

The number of shareholder-nominated candidates appearing in proxy materials shall not exceed one quarter of the directors then serving. This bylaw, which shall supplement existing rights under Company bylaws, should provide that a Nominator must:

a)    have beneficially owned 3% or more of the Company’s outstanding common stock continuously for at least three years before submitting the nomination;

b)    give the Company, within the time period identified in its bylaws, written notice of the information required by the bylaws and any Securities and Exchange Commission rules about (i) the nominee, including consent to being named in the proxy materials and to serving as director if elected; and (ii) the Nominator, including proof it owns the required shares (the “Disclosure”); and

c)    certify that (i) it will assume liability stemming from any legal or regulatory violation arising out of the Nominator’s communications with the Company shareholders, including the Disclosure and Statement; (ii) it will comply with all applicable laws and regulations if it uses soliciting material other than the Company’s proxy materials; and (c) to the best of its knowledge, the required shares were acquired in the ordinary course of business and not to change or influence control at the Company.

The Nominator may submit with the Disclosure a statement not exceeding 500 words in support of the nominee (the “Statement”). The Board shall adopt procedures for promptly resolving disputes over whether notice of a nomination was timely, whether the Disclosure and Statement satisfy the bylaw and applicable federal regulations, and the priority to be given to multiple nominations exceeding the one-quarter limit.

SUPPORTING STATEMENT

We believe proxy access is a fundamental shareholder right that will make directors more accountable and contribute to increased shareholder value. The CFA Institute’s 2014 assessment of pertinent academic studies and the use of proxy access in other markets similarly concluded that proxy access:

·

Would “benefit both the markets and corporate boardrooms, with little cost or disruption.”

·

Has the potential to raise overall US market capitalization by up to $140.3 billion if adopted market-wide. (http://www.cfapubs.org/doi/pdf/10.2469/ccb.v2014.n9.1)

The proposed bylaw terms enjoy strong investor support – votes for similar shareholder proposals averaged 55% from 2012 through September 2014 —and similar bylaws have been adopted by companies of various sizes across industries, including Chesapeake Energy, Hewlett-Packard, Western Union and Verizon.

We urge shareholders to vote FOR this proposal.

Board of Directors Statement on Proposal 5

The Board of Directors and the Nominating and Corporate Governance Committee believe that the need for proxy access should be evaluated in the context of the Company’s overall corporate governance practices. The Board believes that at this time it is not necessary to adopt this proposal, as the Company’s corporate governance structure and commitment to active shareholder engagement: (i) afford significant rights to shareholders, including input on matters important to them, such as the director nomination and election process, (ii) ensure board accountability, and (iii) meet best-practice standards.

Nonetheless, the Board will continue to consider the appropriateness of proxy access, including threshold levels, for the Company in light of ongoing shareholder feedback and developing market practices, including public commentary on this topic.

We are committed to active shareholder engagement and continually address shareholder feedback and assess our practices.

Avon maintains regular shareholder engagement practices, and members of our Board have participated directly in many meetings with our shareholders. In the past year alone, our Independent Chairman of the Board and/or the Chair of our Compensation and

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Management Development Committee engaged with shareholders representing nearly 60% of our shares outstanding. The Board carefully considers shareholder feedback in assessing our governance practices and compensation program. For example:

·

The Compensation and Management Development Committee has made significant design changes to the compensation program in direct response to shareholder feedback, as further described onpages 33-35;

·

In 2013, the Board separated the roles of Chairman of the Board and CEO and has an independent, non-executive Chairman with substantial responsibilities;

·

The Board has adopted majority voting for director elections;

·

The Board adopted a comprehensive clawback policy in 2010, which was further strengthened in 2013 to extend the scope of coverage; and

·

The Board has added six new members since 2012, resulting in over 50% refreshment on the Board and over 60% women directors.

In addition to our regular shareholder outreach, our Corporate Governance Guidelines provide a procedure for shareholders to contact the Independent Chairman of the Board, the non-management or independent directors, or the Nominating and Corporate Governance Committee.

Our corporate governance structure and policies provide the means for significant shareholder input and establish strong Board accountability.

Avon has adopted many leading governance practices that contribute to strong independent leadership in our boardroom and provide our shareholders with the opportunity to provide significant input, including:

·

Annual election of all directors;

·

Majority vote standard with resignation policy for election of directors in uncontested elections;

·

Independent chairman;

·

Highly independent Board with stringent independence requirements (only one non-independent Board member, the CEO);

·

A Board that includes an appropriate balance of experience, tenure, diversity, leadership, skills and qualifications in areas identified to be important to our Company;

·

No supermajority vote requirements with respect to common stock, except as otherwise provided under New York Business Corporation law;

·

Annual advisory vote on executive compensation, which provides our shareholders with the opportunity each year to express their views on our executive compensation program; and

·

Several executive compensation program best practices, including double-trigger change-in-control benefits, prohibition on excise tax reimbursements for change-in-control payments, stock ownership guidelines and certain holding period requirements.

Our shareholders have meaningful rights in the nomination of potential director candidates.

Identifying and recommending director candidates is a principal responsibility of our Nominating and Corporate Governance Committee, as described in the Committee’s Charter and our Corporate Governance Guidelines. The Committee, which is comprised entirely of independent directors who take seriously their fiduciary duties to act in the best interests of all shareholders, follows a robust process for identifying and recommending director candidates with a view towards ensuring that the Board has the right mix of professional experience, knowledge, skills, and diversity of backgrounds. The Committee also carefully reviews and considers the independence of potential nominees. In addition, the Board conducts a skills assessment and regular Board and Committee evaluations led by outside advisors, as appropriate. These processes are designed to achieve the optimal balance of directors to best serve the Company and our shareholders.

Moreover, our shareholders have several ways to bring potential director candidates to the attention of our Nominating and Corporate Governance Committee, including:

·

Our by-laws allow shareholders to directly nominate candidates for election to our Board; and

·

The Nominating and Corporate Governance Committee carefully considers any potential director candidates recommended by shareholders in accordance with our Corporate Governance Guidelines.

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Adoption of this proposal may interfere with effective corporate governance and have adverse consequences.

This proposal would enable a holder or a group of holders of as little as 3% of our outstanding shares to bypass our corporate governance process and directly nominate candidates who may fail to meet the independence or other qualifications established by our Nominating and Corporate Governance Committee, fail to contribute to an optimal mix of perspectives, backgrounds and experience, or fail to represent the interests of shareholders as a whole.

Proxy access is untested in the U.S. market, and many companies have yet to adopt the mechanism. The Board continues to believe that it is unclear at this time that 3% ownership for 3 years is the appropriate threshold to make proxy access beneficial and not subject to abuse. For example, the proposal’s low ownership threshold could increase the Company’s exposure to persons or groups who act for their own political or self-interest and in a manner that is inconsistent with the overall interests of our shareholders. We believe that our independent Nominating and Corporate Governance Committee and our Board, who have a fiduciary duty to act in the best interests of the Company and all of its shareholders, are best situated to assess the needs of our Board and the particular qualifications of potential director nominees.

Nonetheless, the Board will continue to consider the appropriateness of proxy access, including threshold levels, for the Company in light of ongoing shareholder feedback and developing market practices, including public commentary on this topic.

*      *     *

For these reasons, the Board of Directors and Nominating and Corporate Governance Committee believe that at this time it is not necessary to adopt this proposal, as the Company’s corporate governance structure and commitment to active shareholder engagement afford significant rights to shareholders, ensure board accountability, and meet best-practice standards.

THE BOARD OF DIRECTORS RECOMMENDS that you vote AGAINST Proposal 5. 2016.

 

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SOLICITING MATERIAL

The Compensation and Management Development Committee Report and the Audit Committee Report shall not be deemed to be “soliciting material” or to be “filed” with the Securities and Exchange Commission or subject to Regulation 14A or 14C under the Securities Exchange Act of 1934, as amended, or to the liabilities of Section 18 thereof. In addition, they shall not be deemed incorporated by reference by any statement that incorporates this proxy statementProxy Statement by reference into any filing under the Securities Act of 1933, as amended, or the Securities Exchange Act of 1934, as amended, except to the extent that we specifically incorporate this information by reference.

SOLICITATION OF PROXIES

We are making this solicitation of proxies on behalf of our Board of Directors and will pay the solicitation costs. Our directors, officers and other employees may, without additional compensation except reimbursement for actual expenses, solicit proxies by mail, in person or by telecommunication. In addition, we have retained Morrow & Co., LLCInnisfree M&A Incorporated at a fee estimated to be approximately $17,000,$20,000, plus reasonable out-of-pocket expenses, to assist in the solicitation of proxies. We will reimburse brokers, fiduciaries, custodians, and other nominees for out-of-pocket expenses incurred in sending our proxy materials to, and obtaining instructions relating to such materials from, beneficial owners.

SHAREHOLDER PROPOSALS FOR 20162017 ANNUAL MEETING

If you are a shareholder and you wish to bring an item of business before the 20162017 Annual Meeting (other than a proxy access nomination, which is described below), you must notify our Corporate Secretary in writing, at the address set forth in the Notice of Annual Meeting of Shareholders, after January 7, 201626, 2017 and on or before February 6, 2016.25, 2017. If you wish to have a proposal included in our Proxy Statement and proxy card for the 20162017 Annual Meeting, your proposal must be received by our Corporate Secretary on or before November 28, 2015.December 16, 2016. Your notice must pertain to a proper matter for shareholder action and must comply with our By-Laws and with the requirements of the Securities Exchange Act of 1934, as amended, and the rules and regulations thereunder.

In order to be properly brought before the 2017 Annual Meeting, a shareholder’s notice of nomination of one or more director candidates to be included in our Proxy Statement and proxy card pursuant to Section 14(b) of our By-Laws (a “proxy access nomination”) must be received by our Corporate Secretary in writing, at the address set forth in the Notice of Annual Meeting of Shareholders, no earlier than November 16, 2016 and no later than the close of business on December 16, 2016 (i.e., no earlier than the close of business on the 150th day and no later than the close of business on the 120th day prior to the first anniversary of the date our definitive Proxy Statement was first released to shareholders in connection with the preceding year’s annual meeting of shareholders). If the date of the 2017 Annual Meeting is more than 30 days before or more than 60 days after such anniversary date, notice by the shareholder to be timely must be so delivered not earlier than the close of business on the 120th day and not later than the close of business on the later of the 90th day prior to the 2017 Annual Meeting or the 10th day following the day on which public announcement of the date of the 2017 Annual Meeting is first made by the Company. To be in proper form, a shareholder’s notice for a proxy access nomination must include the information about the nominee or nominees specified in, and must otherwise comply with, our By-Laws.

A copy of the By-Law procedureprocedures is available upon written request to our Corporate Secretary.

INFORMATION REQUESTS

If you make a written request to the Investor Relations Department (Attention: Amy Chasen) at Avon Products, Inc., 777 Third Avenue, New York, NY 10017 by mail or by fax to (646) 606-3302 (telephone number 212-282-5320), we will provide without charge a copy of our Annual Report on Form 10-K for 2014,2015, as filed with the Securities and Exchange Commission. Our Annual Report on Form 10-K for 20142015 is also available without charge on our investor website (www.avoninvestor.com).

If you have any questions about giving your proxy or require assistance, please contact our proxy solicitor at:

MORROW & CO., LLCINNISFREE M&A INCORPORATED

470 West501 Madison Avenue, 20th Floor

Stamford, CT 06902New York, NY 10022

(203) 658-9400Shareholders call toll-free: (888) 750-5834

Toll-Free: (800) 607-0088Banks and brokers call collect: (212) 750-5833

 

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AppendixAPPENDIX A

GAAP to Non-GAAP Reconciliation—Revenue % Change Excluding Liz Earle

Twelve Months Ended December 31, 2015

Constant $ revenue

Year-over-Year Impact of:

Revenue % change

C$ revenue % change

Liz Earle divestiture

C$ revenue % change, excluding Liz Earle divestiture

Total Avon

(19)%

2%

1 pt

3%

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APPENDIX B

AVON PRODUCTS, INC.

2013 STOCK2016 OMNIBUS INCENTIVE PLAN

(Amended and Restated)

Section 1.Purpose.

The purpose of the 2016 Omnibus Incentive Plan is to: (i) encourage share ownership and align compensation with performance results and shareholder interests, (ii) promote decision-making that is consistent with the long-term goals of the Corporation and its shareholders and (iii) provide competitive incentive compensation sufficient to attract, motivate and retain Key Employees and non-employee directors of the Corporation.

Section 2.  Definitions.

As used in the Plan, the following terms shall have the respective meanings specified below.

a.    “Award” means an award granted pursuant to Section 4.

b.    “Award Agreement” means a document described in Section 6, setting forth the terms and conditions applicable to thean Award granted to the applicable Participant.

c.    “Award Program” means a written program established by the Board of Directors, pursuant to which Awards are awarded under the Plan to non-employee directors under uniform terms, conditions and restrictions set forth in such written program.

d.    “Board of Directors” or “Board” means the Board of Directors of the Corporation, as it may be comprised from time to time.

e.    “Cause” means, unless otherwise provided in an Award Agreement, the Participant’s:

(i)       continued failure to perform substantially his or her duties with the Corporation (other than any such failure resulting from a documented disability as defined by applicable law);

(ii)      willful failure to perform substantially his or her duties with the Corporation, or other willful conduct that is materially injurious to the Corporation, monetarily or otherwise;

(iii)     personal dishonesty in the performance of his or her duties;

(iv)     breach of fiduciary duty involving personal profit;

(v)      commission or conviction of a felony or a misdemeanor, or the entering of a plea of guilty ornolo contendere with respect to a felony or a misdemeanor (unless the Corporation determines that considering such circumstances is prohibited by applicable law);

(vi)     willful or significant violation of any Corporation rule or procedure, including without limitation, absenteeism, violation of safety rules or insubordination; or

(vii)    violation of the Corporation’s Code of Conduct;

provided, however, that if a Participant is party to an employment agreement with the Corporation that includes a definition of “Cause”, “Cause” shall have the meaning set forth in such agreement.agreement, unless otherwise provided therein. All determinations of whether any of the events above have occurred and/or whether “Cause” shall have occurred will be determined by the CorporationCommittee in its sole discretion.

f.    “Change in Control” means any of the following:

(i)       any one person or more than one person acting as a group acquires ownership of shares of the Corporation that, together with the shares of the Corporation held by such person or group, constitutes more than 50% of the total fair market value or total voting power of the shares of the Corporation; provided, however, that if any one person or more than one person acting as a group is considered to own more than 50% of the total fair market value or total voting power of the shares of the Corporation, the acquisition of additional shares by the same person or persons shall not constitute a Change in Control under this clause (i) or clause (ii) of this definition. An increase in the percentage of shares of the Corporation owned by any one person or persons acting as a group as a result of a transaction in which the Corporation acquires its own shares in exchange for property will be treated as an acquisition of shares of the Corporation by such person or persons for purposes of this clause (i);

 

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(ii)      any one person or more than one person acting as a group acquires, or has acquired during the 12-month period ending on the date of the most recent acquisition by such person or persons, ownership of shares of the Corporation having 30% or more of the total voting power of the shares of the Corporation; provided, however, that if any one person or more than one person acting as a group so acquires 30% or more of the total voting power of the shares of the Corporation, the acquisition of additional control of the Corporation by the same person or persons shall not constitute a Change in Control under clause (i) or (ii) of this definition;

(iii)     a majority of the members of the Board of Directors is replaced during any 12-month period by directors whose appointment or election is not endorsed by a majority of the Board of Directors prior to the date of such appointment or election; or

(iv)     any one person or more than one person acting as a group acquires, or has acquired during the 12-month period ending on the date of the most recent acquisition by such person or persons, assets from the Corporation that have a total gross fair market value equal to or more than 40% of the total gross fair market value of all of the assets of the Corporation immediately prior to such acquisition or acquisitions; provided, however, that a transfer of assets by the Corporation shall not be treated as a Change in Control if the assets are transferred to (A) a shareholder of the Corporation immediately before the asset transfer in exchange for or with respect to shares of the Corporation, (B) an entity, 50% or more of the total value or voting power of which is owned, directly or indirectly, by the Corporation, (C) a person or more than one person acting as a group that owns, directly or indirectly, shares of the Corporation having 50% or more of the total value or total voting power of all outstanding shares of the Corporation or (D) an entity, at least 50% of the total value or voting power of which is owned by a person or persons described in clause (C) above; and provided, further, that for purposes of clauses (A), (B), (C) and (D) above, a person’s status is determined immediately after the transfer of the assets. For purposes of this clause (iv), gross fair market value means the value of the assets of the Corporation, or the value of the assets being disposed of, determined without regard to any liabilities associated with such assets.

ItSolely with respect to any Award that constitutes “deferred compensation” subject to Code Section 409A and that is payable on account of a Change in Control (including any installments or stream of payments that are accelerated on account of a Change in Control), a Change in Control shall occur only if such event also constitutes a “change in the intentownership”, “change in effective control”, and/or a “change in the ownership of a substantial portion of assets” of the Corporation as those terms are defined under Treasury Regulation §1.409A-3(i)(5), but only to the extent necessary to establish a time or form of payment that complies with Code Section 409A, without altering the definition of “ChangeChange in Control” satisfies, and be interpretedControl for purposes of determining whether a Participant’s rights to such Award become vested or otherwise unconditional upon the Change in a manner that satisfies, the applicable requirements of Code Section 409A. If the definition of “Change in Control” would otherwise frustrate or conflict with the intent expressed above, that definition to the extent possible shall be interpreted and deemed amended so as to avoid such conflict.Control.

g.    “Change in Control Good Reason” means, unless otherwise provided in an Award Agreement, employment agreement or a severance policy applicable to the relevant Participant, any of the following:

(i)       a material diminution in the Participant’s base compensation; or

(ii)      a material diminution in the Participant’s authority, duties, or responsibilities;

(iii)     a material diminution in the authority, duties or responsibilities of the supervisor to whom the Participant is required to report, including a requirement that the Participant report to a corporate officer or employee instead of reporting directly to the Board of Directors;

(iv)     a material diminution in the budget over which the Participant retains authority;

(v)      a material change in the geographic location at which the Participant must perform services; or

(vi)     any other action or inaction that constitutes a material breach by the Corporation of the agreement under which the Participant provides services.

For purposes of this definition, a Participant shall not be deemed to have incurred a termination of employment for a Change in Control Good Reason unless:

(i)       the condition constituting a Change in Control Good Reason occurs during the period commencing with the date of the Change in Control and ending on the second anniversary of the date of the Change in Control; and

(ii)      the Participant provides written notice to the Corporation of the existence of the condition constituting a Change in Control Good Reason within ninety (90) days of the initial existence of the condition constituting a Change in Control Good Reason and the Corporation or one of its affiliates is given thirty (30) days to cure such condition.

h.    “Code” means the Internal Revenue Code of 1986, as amended from time to time.

i.    “Committee” means the Compensation and Management Development Committee of the Board or such other committee appointed by the Board of Directors to administer the Plan, (i) each member of which must be “independent” under the rules of the New York Stock Exchange, (ii) at least two members of which must satisfy the criteria for being an “outside director” for purposes of Code Section 162(m), and (iii) at least two members of which must satisfy the criteria for being a “non-employee director” for purposes of Rule 16b-3 under the Exchange Act and “independent” for purposes of the rules of the New York Stock Exchange, and which, on the date of initial adoption of the Plan, is the Compensation and Management Development Committee of the Board of Directors;Act; provided that, with respect to Awards to non-employee directors under an Award Program, “Committee” means the Board of Directors or the Nominating and Corporate Governance Committee.Committee of the Board.

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j.    “Corporation” means Avon Products, Inc. and any successor thereto.

k.    “Covered Employee” means a covered employee within the meaning of Code Section 162(m)(3).

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l.    “Disability” has the same meaning as provided in the long-term disability plan or policy maintained or, if applicable, most recently maintained, by the Corporation or, if applicable, any Subsidiary for the Participant. If no long-term disability plan or policy was ever maintained on behalf of the Participant or, if the determination of Disability relates to an Incentive Stock Option, “Disability” shall mean that condition described in Code Section 22(e)(3), as amended from time to time. In the event of a dispute, the determination of a Disability shall be made by the Committee and shall be supported by advice of a physician competent in the area to which such Disability relates. Subject to the approval of the Committee, a different definition of Disability may be applicable to a Participant employed outside of the United States of America who is subject to local disability laws and programs.

m.    “Eligible Person” means any Key Employee and any non-employee director of the Corporation.

n.    “Exchange Act” means the Securities Exchange Act of 1934, and any successor statute, as it may be amended from time to time.

o.    “Fair Market Value” means the closing price of a share of Stock on the New York Stock Exchange, Inc. composite tape (or if the Stock is not then traded on the New York Stock Exchange, on the stock exchanges or over-the- counter market on which the Stock is principally trading) on the date of measurement and if there were no trades on the measurement date, on the day on which a trade occurred next preceding such measurement date; provided, however, that if the measurement date is a Sunday and the following Monday is a day on which trades occur, the closing price of a share of Stock on such Monday shall be used.

p.    “Incentive Stock Option” means an Option (or an option to purchase Stock granted pursuant to any other plan of the Corporation or a Subsidiary) intended to comply with Code Section 422.

q.    “Key Employee” means any person, including an officer, in the employment of the Corporation or a Subsidiary who, in the opinion of the Committee, is or is expected to be responsible for the management, growth or protection of some part or aspect of the business of the Corporation and its Subsidiaries or who makes, or is expected to make, a contribution to the Corporation and its Subsidiaries.

r.    “Non-Qualified Stock Option” means an Option that is not an Incentive Stock Option.

s.    “Option” means an option to purchase Stock granted pursuant to Section 4a.

t.    “Over 10% Owner” means an individual who at the time an Incentive Stock Option is granted owns Stock possessing more than 10% of the total combined voting power of the Corporation or one of its Subsidiaries, determined by applying the attribution rules of Code Section 424(d).

u.    “Participant” means any Eligible Person who has been granted an Award.

v.    “Performance Award” means any Award of Performance Cash, Performance Shares or Performance Units granted pursuant to Section 4e.

w.    “Performance Cash” shall mean any cash incentive payment, granted pursuant to Section 4e payable to the applicable Participant upon the achievement of such performance goals as the Committee shall establish.

x.    “Performance Measures” means the criteria established by the Committee, on a consolidated basis, on the basis of a Subsidiary, business unit or geographically based unit or relative to one or more peer group companies or indices, which can be expressed either in terms of specified levels of, rates of change or relative changes in, one or more of the following performance measures: (a) share price; (b) earnings per share, diluted or basic; (c) return to shareholders (including dividends); (d) revenues; (e) sales by category or brand; (f) active representatives; (g) sales representatives; (h) units;ending representatives; (i) units sold; (j) customers; (j)(k) sales representative productivity; (k) EBITDA(l) earnings before or EBIT; (l)after deduction for all or any portion of interest, taxes, depreciation, or amortization, whether or not on a continuing operations or an aggregate or per share basis ; (m) operating income or operating profit; (m)(n) net income; (n)(o) gross margin; (o)(p) operating margin; (p)(q) economic profit; (q)(r) cash flows from operations; (r)operations, free cash flow, cash flow return on capital, working capital; (s) market share; (s)(t) inventory levels; (t)(u) inventory days outstanding; (u)(v) order fill rate; (v)(w) size of line in total or by category or type; (w)(x) advertising, brand and product innovation; (x)(y) research and development; (y)(z) costs; (z)(aa) capital expenditures; (aa)(bb) working capital; (bb)(cc) accounts receivable; (cc)(dd) days sales outstanding; (dd)(ee) period overhead; or (ee)(ff) sales representative satisfaction.satisfaction; or (gg) return on investment, assets, equity or capital (total or invested).

The preceding criteria shall be determined in accordance with generally accepted accounting principles to the extent applicable or be subject to adjustments as may be specified by the Committee within the first 90 days of the applicable performance periodincluding for (a) discontinued operations; (b) acquisitions and mergers; (c) divestitures, including exits of markets and/or categories; (d) cumulative effect of changes in accounting rules and methods and tax laws; (e) impairment or disposal losses; (f) restructuring costs; (g) pension expense or contribution in excess of operating budget; (h) business losses from economic, political and legal changes; (i) retained and uninsured losses from natural disaster or catastrophe; (j) currency fluctuations or devaluations; (k) significant litigation or claim judgments or settlements; (l) debt refinancing costs or gains, including related bank and legal fees and costs to unwind existing

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structure; or (m) other extraordinary, unusual, infrequently occurring and/or nonrecurring eventsevents; (n) an event either not directly related to the operations of the Corporation, Subsidiary, division, business segment or business unit or not within the reasonable control of management; or (o) a change in the fiscal year of the Corporation (the “Performance Measure Adjustments”).

w.To the extent an Award is determined by the Committee to be subject to Section 4h, the Committee shall, within the first ninety (90) days of a Performance Period (or, within any other maximum period allowed under Code Section 162(m)), define in an objective fashion the manner of calculating the Performance Measures it selects to use for such Performance Period, including any adjustments which shall be applied in accordance with the preceding paragraph.

y.    “Performance Period” shall mean the period established by the Committee during which any performance goals specified by the Committee with respect to a Performance Award are to be measured.

z.    “Performance Share” shall mean any grant pursuant to Section 4e of a share of Stock or unit valued by reference to a designated number of shares of Stock, which may be issued or paid to the applicable Participant upon achievement of such performance goals as the Committee shall establish.

aa.  “Performance Unit” shall mean any grant pursuant to Section 4e of a unit valued by reference to a designated amount of cash or property other than shares of Stock, which value may be paid to the applicable Participant upon achievement of such performance goals as the Committee shall establish.

bb.  “Plan” means this 2013 Stock2016 Omnibus Incentive Plan as adopted by the Corporation, as amended from time to time.

cc.  “Prior Plan” means the Corporation’s 2013 Stock Incentive Plan, 2010 Stock Incentive Plan and restated.2005 Stock Incentive Plan, in each case as amended from time to time.

x.dd.  “Restricted Stock” means an Award granted pursuant to Section 4c.

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y.ee.  “Retirement” means a Participant’s Separation from Service with the Corporation or a Subsidiary on or after (i) the Participant’s attainment of his 55th birthday and completion of ten years of service with the Corporation or a Subsidiary; (ii) the Participant’s attainment of his 60th birthday and the completion of five years of service with the Corporation or Subsidiary; (iii) the Participant’s 65^th birthday; or (iv) the date the Participant is eligible for early or normal retirement under any retirement plan of the Corporation or a Subsidiary that applies to such Participant. Subject to the approval of the Committee, a different definition of Retirement may be applicable to a Participant employed outside of the United States of America who is subject to local retirement laws and programs.

z.ff.    “SAR” means a stock appreciation right granted pursuant to Section 4b.

aa.gg.  “Separation from Service” has the meaning set forth in Code Section 409A.

bb.hh.  “Stock” means shares of common stock, par value $.25 per share, of the Corporation or any security of the Corporation issued in substitution, exchange or lieu thereof.

cc.ii.    “Stock Units” means an Award granted pursuant to Section 4d.

dd.jj.    “Subsidiary” means (i) any corporation or other entity in which the Corporation, directly or indirectly, controls 50% or more of the total combined voting power of such corporation or other entity; and (ii) any corporation or other entity in which the Corporation has a significant equity interest and which the Committee has determined to be considered a Subsidiary for purposes of the Plan. Notwithstanding the foregoing, with respect to an Award that is subject to the rules of Code Section 409A, for purposes of determining whether an Eligible Person has had a Separation from Service under Section 10f, a Subsidiary means any corporation or other entity in which the Corporation, directly or indirectly, controls 50% or more of the total combined voting power of such corporation or other entity.

Section 3.  Eligibility.

The Committee may grant one or more Awards to any Eligible Person designated by it to receive an Award.

Section 4.Awards.

The Committee may grant any one or more of the following types of Awards, and any such Award may be granted singly, in combination or in tandem:

a.    Options. An Option is an option to purchase a specific number of shares of Stock exercisable at such time or times and subject to such terms and conditions as the Committee may determine, including any Performance Measuresperformance measures that must be satisfied as a condition to vesting or payment, consistent with the provisions of the Plan, including the following:

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(i)       The exercise price of an Option shall not be less than 100% of the Fair Market Value of the Stock on the date the Option is granted, unless the Option was granted through the assumption of, or in substitution for, outstanding awards previously granted to individuals who become employees of the Corporation as a result of a merger, consolidation, acquisition or other corporate transaction involving the Corporation (in which case the assumption or substitution shall be accomplished in a manner that permits the Option to be exempt from Code Section 409A).Corporation. No Option may be exercisable more than 10 years after the date the Option is granted. Notwithstanding the foregoing, in the event that on the last business day of the term of an Option (other than an Incentive Stock Option) the exercise of the Option is prohibited by applicable law, the term of the Option shall be extended for a period of thirty (30) days following the end of the legal prohibition.

(ii)      The exercise price of an Option shall be paid in full upon exercise in any form or manner authorized by the Committee in an Award Agreement or Award Program, including, but not limited to, cash or, if the Award Agreement or Award Program provides, (A) by delivery to the Corporation of shares of Stock held by the Participant for at least six months (which may include an attestation of ownership of such shares of Stock); or (B) in a cashless exercise through a broker, by withholding shares of Stock for which the Option is exercisable valued at the Fair Market Value on the date of exercise or similar arrangement. Any Stock accepted in payment of the exercise price of an Option shall be valued at its Fair Market Value on the date of exercise.

(iii)     No fractional shares of Stock will be issued or accepted. The Committee may impose such other conditions, restrictions and contingencies with respect to shares of Stock delivered pursuant to the exercise of an Option as it deems desirable.

(iv)     Incentive Stock Options shall be subject to the following additional provisions:

A.    No grant of Incentive Stock Options to any one Eligible Person shall cover a number of shares of Stock whose aggregate Fair Market Value (determined on the date the Option is granted), together with the aggregate Fair Market Value (determined on the respective date of grant of any Incentive Stock Option) of the shares of Stock covered by any Incentive Stock Options which have been previously granted under the Plan or any other plan of the Corporation or any Subsidiary and which are exercisable for the first time during the same calendar year, exceeds $100,000 (or such other amount as may be fixed as the maximum amount permitted by Code Section 422(d));provided, however,that if the limitation is exceeded, the Incentive Stock Options in excess of such limitation shall be treated as Non-Qualified Stock Options.

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B.    No Incentive Stock Option may be granted to an Eligible Person who on the date of grant is not an employee of the Corporation or a corporation that is a subsidiary of the Corporation within the meaning of Code Section 424(f).

C.    Incentive Stock Options granted to an Eligible Person who is an Over 10% Owner shall have an exercise price that is at least 110% of the Fair Market Value on the date the Option is granted and shall not be exercisable more than 5 years after the date the Incentive Stock Options are granted.

(v)      Notwithstanding anything to the contrary in this Section 4a, any Option issued in substitution for an option previously issued by another entity, which substitution occurs in connection with a transaction to which Code Section 424(a) is applicable, may provide for an exercise price computed in accordance with such Code Section and the regulations thereunder and may contain such other terms and conditions as the Committee may prescribe to cause such substitute Option to contain as nearly as possible the same terms and conditions (including the applicable vesting and termination provisions) as those contained in the previously issued option being replaced thereby.

(vi)     Subject to Sections 6 and 9, unless otherwise determined by the Committee or provided for in the Award Agreement or Award Program, ifupon a Participant’s Separation from Service with the Corporation or a Subsidiary occurs byfor any reason, of: (A) such Participant’s death, any Option or SAR granted to such Participant shall become immediately exercisableall unvested Options and nonforfeitable (whether or not the Option or SAR was exercisable in accordance with its terms) and shall continue to be exercisable for a period of two years from the date of such Separation from Service or until the expiration of the stated term of such Option or SAR, whichever period is shorter; and (B) such Participant’s Disability or Retirement, any Option or SAR granted to such Participant shall vest in accordance with the terms set forth in any Award Agreement or Award Program andSARs shall be exercisable in accordance with its provisions.forfeited by the Participant.

b.    Stock Appreciation Rights (SARs).A SAR is the right to receive a payment measured by the excess of the Fair Market Value of a specified number of shares of Stock on the date on which the Participant exercises the SAR over the grant price of the SAR determined by the Committee. The grant price of a SAR shall not be less than 100% of the Fair Market Value of the Stock on the date the SAR is granted, unless the SAR was granted through the assumption of, or in substitution for, outstanding awards previously granted to individuals who become employees of the Corporation as a result of a merger, consolidation, acquisition or other corporate transaction involving the Corporation (in which case the assumption or substitution shall be accomplished in a manner that permits the SAR to be exempt from Code Section 409A).Corporation. SARs may be (i) freestanding SARs or (ii) tandem SARs granted in conjunction with an Option, either at the time of grant of the Option or at a later date, and exercisable at the Participant’s election instead of all or any part of the related Option. To the extent an Option is exercised in whole or in part, any tandem SAR granted in conjunction with such Option (or part thereof) shall terminate and cease to be exercisable. To the extent a tandem SAR is exercised in whole or in part, the Option (or part thereof) in conjunction with which such tandem SAR was granted shall terminate and cease to be exercisable. The payment to which the Participant is entitled on exercise of a SAR may be in cash, in Stock valued at Fair Market Value on the date of exercise or partly in cash and partly in Stock, as provided in the Award Agreement or Award Program or, in the absence of such provision, as the Committee may determine. No SAR may be exercisable more than 10 years after the date the SAR is granted. Notwithstanding the foregoing, in the event that on the last business day of the term of a SAR the exercise of the SAR is prohibited by applicable law, the term shall be extended for a period of thirty (30) days following the end of the legal prohibition. At the time of the grant, the Committee shall determine, consistent with the provisions of the Plan, the factors which will govern the SARs, including, at the discretion of the Committee, any Performance Measuresperformance measures that must be satisfied as a condition of vesting or payment.

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c.    Restricted Stock.Stock.

(i)       Restricted Stock is an Award of Stock that is issued to a Participant subject to restrictions on transfer (including forfeiture) and such other restrictions on incidents of ownership as the Committee may determine. At the time of the grant, the Committee shall determine, consistent with the provisions of the Plan, the factors which will govern the Restricted Stock, including, at the discretion of the Committee, any Performance Measuresperformance measures that must be satisfied as a condition to vesting or payment. Subject to the specified restrictions, the Participant as owner of those shares of Restricted Stock shall have the rights of the holder thereof, except that the Committee may provide at the time of the Award that any dividends or other distributions paid with respect to that Stock while subject to those restrictions shall be accumulated, with or without interest, or reinvested in Stock and held subject to the same restrictions as the Restricted Stock and such other terms and conditions as the Committee shall determine. Shares of Restricted Stock shall be registered in the name of the Participant and, at the Corporation’s sole discretion, shall be held in book entry form subject to the Corporation’s instructions or shall be evidenced by a certificate, which shall bear an appropriate restrictive legend, shall be subject to appropriate stop-transfer orders and shall be held in custody by the Corporation until the restrictions on those shares of Restricted Stock lapse.

(ii) Subject to Sections 6 and 9, unless otherwise determined by the Committee or provided herein orfor in an Award Agreement or Award Program, upon a Participant’s Separation from Service with the Corporation or a Subsidiary for any reason during the applicable restriction period, all unvested shares of Restricted Stock shall be forfeited by the Participant.

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d.    Stock Units.Units.

(i)       A Stock Unit is an Award that entitles the Participant to receive at a specified future date, payment of an amount equal to all or a portion of the Fair Market Value of a specified number of shares of stock at the end of a specified period. At the time of the grant, the Committee shall determine the factors consistent with the provisions of this Plan which shall govern the Stock Units; including, at the discretion of the Committee and within the first ninety (90) days of the performance period selected by the Committee, any Performance Measures and the level of achievement thereof that must be satisfied as a condition to payment. The Committee shall also establish within such time the Participants to receive such performance Stock Units, any Performance Measures adjustments, the specified level of the Performance Measures to be achieved, and the conditions for nonforfeitability of the Award. Any newly-hired Participant granted performance restricted stock units after the first ninety (90) days of a performance period shall be eligible to receive a prorated Award reflecting participation for a prorata portion of the performance period. The Committee must certify, at the end of the performance period, if the Performance Measures have been attained. The Committee may reduce, but not increase, the payment of any Award based on the achievement of Performance Measures. Stock Units containing Performance Measuresperformance measures or other restrictions, including but not limited to the continued employment or service of the Participant with the Corporation or a Subsidiary during a restricted period set forth in an Award Agreement, may be designated as Restricted Stock Units.

(ii)      Payment in respect of Stock Units may be made by the Corporation in cash, in Stock valued at Fair Market Value on the date of settlement or partly in cash and partly in Stock, as provided in the applicable Award Agreement or Award Program, or, in the absence of such provision, as the Committee may determine. In the event the number of the Corporation’s shares that would be delivered upon settlement of a performance restricted stock unit award, if paid only in Stock, would exceed the maximum number of shares that may be made subject to awards under the Plan, the amount in excess of the limit shall be settled in cash rather than shares, and for participating executives in the Avon Products, Inc. 2013-2017 Executive Incentive Plan (or any successor thereto), such cash payments shall be part of the long-term incentive award under, and subject to, the overall limits and other requirements of, the Avon Products, Inc. 2013-2017 Executive Incentive Plan or any successor thereto, and no shares in excess of the limits specified in Section 5a of the Plan are or shall be deemed to be subject to any award.

(iii)     Subject to Sections 6 and 9, unless otherwise determined by the Committee or provided herein orfor in an Award Agreement or Award Program, upon a Participant’s Separation from Service with the Corporation or a Subsidiary for any reason during the applicable restriction period, all unvested Restricted Stock Units shall be forfeited by the Participant.

e.    Performance Awards.

(i)       Performance Awards in the form of Performance Cash, Performance Shares or Performance Units, as determined by the Committee in its sole discretion, may be granted hereunder to Participants. The performance goals to be achieved for each Performance Period shall be conclusively determined by the Committee and may be based upon the performance measures or such other criteria as determined by the Committee in its discretion and set forth in an Award Agreement.

(ii)      The performance criteria to be achieved during any Performance Period and the length of the Performance Period shall be determined by the Committee upon the grant of each Performance Award. Performance Awards may be paid in cash, shares of Stock, other property, or any combination thereof, in the sole discretion of the Committee. The amount of the Award to be distributed shall be conclusively determined by the Committee.

(iii)     Subject to Sections 6 and 9, unless otherwise determined by the Committee or provided for in an Award Agreement or Award Program, upon a Participant’s Separation from Service with the Corporation or a Subsidiary for any reason during the applicable performance period, all unvested Performance Awards shall be forfeited by the Participant.

f.    Other Stock-Based Awards.The Committee may grant other Awards under the Plan pursuant to which shares of Stock (which may, but need not, be shares of Restricted Stock pursuant to Section 4c) are or may in the future be acquired. Such other Awards may be granted alone, in addition to or in tandem with any Award of any type granted under the Plan and must be consistent with the purpose of the Plan. At the time of the grant, the Committee shall determine the factors which will govern the Other Stock-Based Awards, including, at the discretion of the Committee, any Performance Measuresperformance measures that must be satisfied as a condition to payment.

f.     g.Dividend Equivalents.Any Awards (other than Awards of Options, SARs or Restricted Stock) under the Plan may, in the discretion of the Committee, earn dividend equivalents. In respect of any such Award which is outstanding on a dividend record date for Stock, the Participant may be credited with an amount equal to the cash or stock dividends or other distributions that would have been paid on the shares of Stock covered by such Award had such covered shares been issued and

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outstanding on such dividend record date. The Committee shall establish such rules and procedures governing the crediting of dividend equivalents, including the timing, form of payment and payment contingencies of such dividend equivalents, as it deems are appropriate or necessary. Dividend equivalents shall not be paid with respect to forfeitable Stock Units or Other StockPerformance Awards, subject to Performance Measures, but may be accumulated and paid upon payment of the vested Performance Awards (subject to the attainment of performance goals).

h.    Code Section 162(m) Provisions.

(i)       Notwithstanding any other provision of the Plan, if the Committee determines, at the time a Restricted Stock Award, a Stock Unit Award, a Performance Award or an Other Stock-Based Award is granted to a Participant, that such Participant is or may be, in respect of the tax year in which the Corporation would claim a tax deduction in connection with such Award, a Covered Employee, then the Committee may, but need not, provide that this Section 4h is applicable to such Award;provided that the limits under Section 4(h)(iii) below shall be applicable to all Participants with respect to each fiscal year (whether or not a Covered Employee with respect to the applicable tax year).

(ii)      Any Award (other than Options and SARs) to which this Section 4h applies shall be earned only upon the attainment of a specified level of one or more Performance Measures established by the Committee within the time limits described in the last paragraph of the definition of “Performance Measures.”

(iii)     Subject to adjustment as provided in Section 9, the following limits will apply to Awards of the specified type granted to any one Participant in any single fiscal year:

(x)    Appreciation Awards —Options and SARs: 2,500,000 shares;

(y)    Full Value Awards —Restricted Stock, Stock Units, Performance Awards and/or Other Stock-Based Awards that are denominated in shares of Stock: 2,500,000 shares; and

(z)    Cash Awards —Performance Awards that are denominated in cash: $10,000,000.

In applying the foregoing limits, (a) all Awards of the specified type granted to the same Participant in the same fiscal year will be aggregated and made subject to the applicable limit; (b) the limits applicable to Options and Share Appreciation Rights refer to the number of shares of Stock subject to those Awards; (c) the share limit under clause (y) refers to the maximum number of shares of Stock that may be delivered under an Award or Awards of the type specified in clause (y) assuming a maximum payout; and (d) the dollar limit under clause (z) refers to the maximum dollar amount payable under an Award or Awards of the type specified in clause (z) assuming a maximum payout.

(iii)     Notwithstanding any provision of the Plan, with respect to any Award that is subject to this Section 4h, (i) the Committee may adjust downwards, but not upwards, the amount payable pursuant to the Award on account of the attainment of the applicable Performance Measures, (ii) the Committee may not waive the achievement of the applicable Performance Measures except in the case of the death or disability of the Participant or as otherwise determined by the Committee in special circumstances, and (iii) the Committee must certify, in writing, the level of the attainment of the applicable Performance Measures before payment in respect of the Award is made.

(iv)     The Committee shall have the power to impose such other restrictions on Awards subject to this Section 4h as it may deem necessary or appropriate to ensure that such Awards satisfy all requirements for “performance-based compensation” within the meaning of Code Section 162(m).

(v)      Notwithstanding anything in the Plan to the contrary, (i) if the Committee determines that a Participant who has been granted an Award designated as subject to this Section 4h is not (or is no longer) a Covered Employee, the terms and conditions of such Award may be modified without regard to any restrictions or limitations set forth in this Section 4h (but subject otherwise to the provisions of Section 7 of the Plan), and (ii) the Committee may, in its sole discretion, make such post-grant adjustments to Awards originally designated as subject to this Section 4h in a manner which could or would cause such Awards to cease to satisfy all requirements for “performance-based compensation” within the meaning of Code Section 162(m);provided that no such adjustment may increase the amount of compensation payable that would otherwise be due upon the attainment of the applicable Performance Measures.Measure.

g.i.    Treatment of Awards upon Separation from Service.Subject to Sections 6 and 9, any Award held by a Participant who has incurred a Separation from Service with the Corporation or a Subsidiary may be cancelled, accelerated, paid or continued, as provided in the Plan or the applicable Award Agreement or Award Program, or, in the absence of such provision, as the Committee may determine. The portion of any Award exercisable in the event of continuation or the amount of any payment due under a continued Award may be adjusted by the Committee to reflect the Participant’s period of service from the date of grant through the date of the Participant’s Separation from Service or such other factors as the Committee determines are relevant to its decision to continue the Award.

h.

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j.    Clawback/Forfeiture of Shares.Notwithstanding any vesting schedule set forth in any Award Agreement or Award Program, in the event that the Committee determines that a Participant violated a noncompetition, nondisclosure or nonsolicitation agreement as set forth in the Award Agreement or Award Program, all Awards and shares of Stock issued to the Participant pursuant to the Plan shall be forfeited. In addition, Awards and shares of Stock issued pursuant to the Plan are also subject to forfeiture and/or recoupment in the event that a Participant has engaged in misconduct, including (i) a serious violation of the Corporation’s Code of Conduct or (ii) a violation of law within the scope of employment with the Corporation. In all of the above circumstances, the Committee may require the cancellation of outstanding Awards and/or reimbursement of any gains realized on the exercise, settlement, vesting or sale of equity awards held by a Participant,provided, however,that the

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Corporation shall return to the Participant the lesser of any consideration paid by the Participant in exchange for Stock issued to the Participant pursuant to the Plan or the then Fair Market Value of the Stock forfeited hereunder; andprovided, further, that if the Participant no longer holds shares of Stock issued to such Participant pursuant to the Plan, the Participant shall pay to the Corporation the excess of the Fair Market Value of any such shares of Stock on the date such shares of Stock were issued to the Participant pursuant to the Plan over any consideration paid by the Participant in exchange for such shares of Stock. For those Participants who are subject to the Corporation’s Compensation Recoupment Policy, Awards and shares of Stock issued to such Participants pursuant to the Plan are also subject to the Compensation Recoupment Policy.

i.k.    Repricings.Repricing of Options and SARs shall not be permitted.permitted without stockholder approval. For this purpose, a “repricing” means any of the following (or any other action that has the same effect as any of the following): (A) changing the terms of an Option or SAR to lower its exercise price or grant price; (B) any other action that is treated as a “repricing” under generally accepted accounting principles; (C) canceling an Option or SAR at a time when its exercise price or grant price is equal to or more than the fair market value of the underlying stock in exchange for another Option, SAR, Restricted Stock or other equity award; and (D) repurchasing for cash an Option or SAR at a time when its exercise price or grant price is equal to or more than the fair market value of the underlying stock, unless the change, other action or cancellation, exchange or repurchase occurs in connection with an event set forth in Section 9. Such cancellation and exchange would be considered a “repricing” regardless of whether it is treated as a “repricing” under generally accepted accounting principles and regardless of whether it is voluntary on the part of the Participant.

Section 5.  Stock Available under Plan.

a.    Subject to the adjustment provisions of Section 9, the total number of shares of Stock that may be made subject to Awards under the Plan is 55,000,00048,000,000 shares of Stock. For anyStock, less one Eligible Person in any calendar year, a maximum of 4,000,000 shares may be made(1) share for every one (1) share that was subject to Awards in total,an option or stock appreciation right granted after December 31, 2015 under any Prior Plan and 1,500,0002.4 shares may be madefor every one (1) share that was subject to an award other than an option or stock appreciation right granted after December 31, 2015 under any Prior Plan. Any shares of Stock that are subject to Options or SARs which limitations shall be applied in a manner consistent with Code Section 162(m). Forcounted against this limit as one (1) share for every one (1) share granted, and any shares of Stock that are subject to Awards other than Options or SARs shall be counted against this limit as 2.4 shares for every one Eligible Person who is a non-employee director, the maximum Fair Market Value of Awards (determined on the grant date) in any calendar year is $500,000.(1) Share granted. In addition, the maximum number of shares under the Plan that may be made subject to Incentive Stock Options is 10,000,000. However,48,000,000. After the maximum numbers of shares, both in total and in respect of any one Eligible Person, shall be reduced as follows: (i) in the caseeffective date of the grantPlan (as provided in Section 10o), no awards may be granted under any Prior Plan, but awards outstanding thereunder as of such effective date shall remain outstanding in accordance with their existing terms.

b.    If (i) any shares of Stock subject to an Award are forfeited, an Award expires or an Award is settled for cash (in whole or in part), or (ii) after December 31, 2015 any shares of Stock subject to an Optionaward under any Prior Plan are forfeited, an award under any Prior Plan expires or SAR, byis settled for cash (in whole or in part), then in each sharesuch case the shares of Stock subject to such Award or award under any Prior Plan shall, to the extent of such forfeiture, expiration or cash settlement, be added to the shares available for Awards under the Plan, in accordance with Section 5d below. In the event that withholding tax liabilities arising from an Award and (ii) in the case of the grant of an Award payable in Stock other than an Option or SAR by 3.13 multiplied by each share of Stock subject to suchor, after December 31, 2015, an Award.

b.    Any shares of Stock attributable to the nonvested, unpaid, unexercised, unconverted or otherwise unsettled portion of any Award granted under the Plan that is forfeited or cancelled or expires or terminates for any reason without becoming vested, paid, exercised, converted or otherwise settled in full shall become available again for purposes of the Plan and shall be added back as one share of Stock if such shares of Stock were subject to Options or SARs and as 3.13 shares of Stock if such shares of Stock were subject to Awardsaward other than Optionsan option or SARs Any shares of Stock attributable to a portion ofstock appreciation right under any Award granted underPrior Plan are satisfied by the Plan that is settled in cash in lieutendering of shares of Stock shall become available again for purposes(either actually or by attestation) or by the withholding of the Plan. Any shares of Stock deliveredby the Corporation, the shares so tendered or withheld shall be added to the shares available for Awards under the Plan in accordance with Section 5d below. Awards that will be mandatorily settled solely in cash shall not reduce the shares authorized for grant under paragraph (a) of this Section.

c.    Notwithstanding anything to the contrary contained herein, the following shares shall not be added to the shares authorized for grant under paragraph (a) of this Section: (i) shares tendered by the Participant or withheld by the Corporation in payment of the exercisepurchase price of, or through net share settlement of an Option or, SARafter December 31, 2015, an option under any Prior Plan, (ii) shares tendered by the Participant or in respect of taxes required to be withheld by the Corporation upon exerciseto satisfy any tax withholding obligation with respect to Options or settlement of an Option,SARs or, after December 31, 2015, options or stock appreciation rights under any Prior Plan, (iii) shares subject to a SAR or, other Award, shallafter December 31, 2015, a stock appreciation right under any Prior Plan that are not issued in connection with its stock settlement on exercise thereof, and (iv) shares reacquired by the Corporation on the open market or otherwise using cash proceeds from the exercise of Options or, after December 31, 2015, options under any Prior Plan.

d.    Any shares of Stock that again become available again for purposes ofAwards under the Plan pursuant to this Section shall be added as (i) one (1) share for every one (1) share subject to Options or SARs granted under the Plan or options or stock appreciation rights granted under any Prior Plan, and (ii) as 2.4 shares for every one (1) share subject to Awards other than Options or SARs granted under the Plan or awards other than options or stock appreciation rights granted under any Prior Plan.

c.

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e.    In the event that the Corporation or its Subsidiaries makes an acquisition or is a party to a merger or consolidation and the Corporation assumes the options or other awards consistent with the purpose of the Plan of the corporationentity acquired, merged or consolidated which are administered pursuant to the Plan, shares of Stock subject to the assumed options or other awards shall not count as part of the total number of shares of Stock that may be made subject to Awards under the Plan. Additionally, in the event that an entity acquired by the Corporation or any Subsidiary or with which the Corporation or any Subsidiary combines has shares available under a pre-existing plan approved by stockholders and not adopted in contemplation of such acquisition or combination, the shares available for grant pursuant to the terms of such pre-existing plan (as adjusted, to the extent appropriate, using the exchange ratio or other adjustment or valuation ratio or formula used in such acquisition or combination to determine the consideration payable to the holders of common stock of the entities party to such acquisition or combination) may be used for Awards under the Plan and shall not reduce the shares of Stock authorized for grant under the Plan (and shares subject to such Awards shall not be added to the shares available for Awards under the Plan); provided that Awards using such available shares shall not be made after the date awards or grants could have been made under the terms of the pre-existing plan, absent the acquisition or combination, and shall only be made to individuals who were not employees or directors of the Corporation and its Subsidiaries prior to such acquisition or combination.

f.    Any shares of Stock issued hereunder may consist, in whole or in part, of authorized and unissued shares, treasury shares or shares purchased in the open market or otherwise.

g.    Notwithstanding anything to the contrary, the maximum number of shares of Stock subject to Awards granted during a single fiscal year to any non-employee director, shall not exceed $500,000 in total value (calculating the value of any such Awards based on the grant date fair value of such Awards for financial reporting purposes).

Section 6.  Award Agreements and Award Programs.

Each Award under the Plan shall be evidenced by an Award Agreement (and/or any related administrative guidelines) or Award Program. Each Award Agreement or Award Program shall set forth the terms and conditions applicable to the Award, including but not limited to provisions for (i) the time at which the Award becomes exercisable or otherwise becomes nonforfeitable; (ii) the treatment of the Award in the event of the termination of a Participant’s status as an Eligible Person; and (iii) any special provisions applicable in the event of an occurrence of a Change in Control, as determined by the Committee consistent with the provisions of the Plan. Notwithstanding any other provision of this Plan to the contrary, except with respect to 5% of the shares of Stock that may be made subject to Awards under the Plan, no AwardOptions or SARs shall become exercisable or otherwise nonforfeitable unless the AwardOption or SAR has been outstanding for a minimum period of one year from its date of grant; provided that the Committee shall have discretion to accelerate the exercisability or nonforfeitability of any Award including (i) upon the death, Disability, Retirement or Separation from Service without Cause of the Participant or (ii) as otherwise specified in Section 9 of the Plan.

Section 7.Amendment and Termination.

a.    The Board of Directors shall have the power to amend the Plan, including the power to change the amount of the aggregate Fair Market Value of the shares of Stock subject to Incentive Stock Options first exercisable in any calendar year

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under Section 4a(iv)(A) to the extent provided in Code Section 422, or any successor provision. It shall not, however, except as otherwise provided in the Plan, without approval of the shareholders of the Corporation, increase the maximum number of shares of Stock available for Awards under the Plan, nor change the class of Eligible Persons, nor reduce the basis upon which the minimum Option exercise price or SAR grant price is determined, nor amend Section 4i,4k, nor extend the period within which Awards under the Plan may be granted, nor provide for an Option or SAR that is exercisable more than ten years from the date it is granted, nor otherwise amend the Plan without shareholder approval if shareholder approval is required by applicable law, including under Code Section 162(m).law. The Board of Directors shall have no power to change the terms of any Award theretofore granted under the Plan so as to materially impair the rights of a Participant without the consent of the Participant whose rights would be affected by such change except to the extent, if any, provided in the Plan or in the Award Agreement or Award Program.

b.    The Board of Directors may suspend or terminate the Plan at any time. No such suspension or termination shall affect Awards then in effect.

Section 8.  Administration.

a.    The Plan and all Awards shall be administered by the Committee. The Committee shall have full and complete authority, in its sole and absolute discretion, (i) to exercise all of the powers granted to it under the Plan, (ii) to construe, interpret and implement the Plan and any related document, (iii) to prescribe, amend and rescind rules relating to the Plan, (iv) to make all determinations necessary or advisable in administering the Plan, and (v) to correct any defect, supply any omission and reconcile any inconsistency in the Plan. The actions and determinations of the Committee on all matters relating to the Plan and any Awards will be final and conclusive. The Committee’s determinations under the Plan need not be uniform and may be made by it selectively among Eligible Persons who receive, or who are eligible to receive, Awards under the Plan, whether or not such persons are similarly situated. The Committee may delegate the approval of certain transactions to subcommittees consisting solely of members of the Committee who are (i) “outside directors” for purposes of Code Section 162(m) or (ii) “non-employee directors” for purposes of Rule 16b-3 under the Exchange Act.

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b.    The Committee and others to whom the Committee has delegated such duties shall keep a record of all their proceedings and actions and shall maintain all such books of account, records and other data as shall be necessary for the proper administration of the Plan.

c.    The Corporation shall pay all reasonable expenses of administering the Plan, including but not limited to the payment of professional fees.

d.    It is the intent of the Corporation that the Plan and Awards hereunder satisfy, and be interpreted in a manner that satisfy, in the case of Participants who are or may be officers or directors of the Corporation subject to Section 16 of the Exchange Act, the applicable requirements of Rule 16b-3 under the Exchange Act, so that such persons will be entitled to the benefits of Rule 16b-3, or other exemptive rules under Section 16 of the Exchange Act, and will not be subjected to avoidable liability under Section 16(b) of the Exchange Act. If any provision of the Plan, any Award Agreement or any Award Program would otherwise frustrate or conflict with the intent expressed in this Section 8d, that provision to the extent possible shall be interpreted and deemed amended so as to avoid such conflict. To the extent of any remaining irreconcilable conflict with such intent, such provision shall be deemed void as to such officers, directors or Covered Employees, as applicable.

e.    The Committee may appoint such accountants, counsel, and other experts as it deems necessary or desirable in connection with the administration of the Plan.

f.    The Committee may delegate to a director (or committee thereof) or an executive officer of the Corporation the right to designate Key Employees (other than the delegate, Covered Employees and directors and officers of the Corporation subject to Section 16 of the Exchange Act) to be granted Awards and the number of shares of Stock or other amount subject to Awards granted to each such Key Employee, subject to the terms and conditions of the Plan and such other terms and conditions that may be determined by the Committee.

Section 9.  Adjustment Provisions.

a.    In the event of any change in or affecting the outstanding shares of Stock by reason of a stock dividend or split, spinoff, merger or consolidation (whether or not the Corporation is a surviving corporation), recapitalization, reorganization, combination or exchange of shares or other similar corporate changes or an extraordinary dividend in cash, securities or other property, the Board of Directors shall make such amendments to the Plan, outstanding Awards, Award Agreements and Award Programs and make such equitable adjustments and take actions thereunder as applicable under the circumstances. Such equitable adjustments as they relate to outstanding Awards shall be required to ensure that the intrinsic value of each outstanding award immediately after any of the aforementioned changes in, or affecting the shares of Stock, is equal to the intrinsic value of each outstanding Award immediately prior to any of the aforementioned changes. Such amendments, adjustments and actions shall include, as applicable, (i) changes in the number of shares of Stock (or amount of other property) then remaining subject to the Plan, (ii) the number of shares of Stock then remaining subject to Awards of Stock and Stock Units (including Restricted Stock, and Restricted Stock Units)Units and Performance Awards) or subject to Awards of Options and SARs under the Plan and the Option or SAR exercise price per share of Stock and(or other property), (iii) the maximum number of shares that may be granted or delivered to any single Participant pursuant to the Plan, including those that are then covered by outstanding Awards.Awards, and (iv) the terms of any outstanding Award, including, without limitation, any applicable performance measures.

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b.    The existence of the Plan and the Awards granted hereunder shall not affect or restrict in any way the right or power of the Board of Directors or the shareholders of the Corporation to make or authorize any adjustment, recapitalization, reorganization or other change in its capital or business structure, any merger or consolidation of the Corporation, any issue of bonds, debentures, preferred or prior preference stock ahead of or affecting the Stock or the rights thereof, the dissolution or liquidation of the Corporation or any sale or transfer of all or any part of its assets or business, or any other corporate act or proceeding.

c.    In the event of a Change in Control, upon an agreement or agreements approved by the Board of Directors with the prospective new owner of the Corporation, or the surviving entity of any merger or other business combination, the new owner or surviving entity, as the case may be, shall adopt and assume the Plan and maintain it with respect to all outstanding Awards, adopt outstanding Award Agreements and Award Programs, and continue in effect their respective terms. The adoption and assumption may provide for the substitution of shares of the new owner or surviving entity or its parent company for Stock underlying the Awards; provided, however, that equitable adjustments shall be made to reflect the relative value of the Stock prior to and following the Change in Control. The new owner of the Corporation or the surviving entity of any merger or other business combination or its parent company shall however, comply with any agreement or agreements to grant new stock-based awards in substitution for unexercised Awards granted by the Plan; provided, however, thatPlan. For the avoidance of doubt, each such assumed or substituted awardsaward under this Section 9c shall (i) have a value not less than the value as of the time of the Change in Control of the Awards that they are replacing.replacing and (ii) provide rights and entitlements substantially equivalent to or more favorable than the rights, terms and conditions applicable under such Award, including, but not limited to, an identical or better exercise or vesting schedule.

d.    Except as otherwise provided in a Participant’s employment agreement with the Corporation in effect on the effective date of the Plan or in an Award Agreement or Award Program, if (i) a Change in Control occurs and (ii) all Awards that are outstanding continue to be

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exercisable for, or payable in, Stock (or cash, in the case of any outstanding cash-denominated Awards) or have been assumed or substituted with comparable awards by the new owner or surviving entity of the Corporation or its parent company, and (iii) within two years of such Change in Control a Participant incurs a Separation from Service as provided in Code Section 409A due to (A) death or Disability, (B) the Participant incurring a Change in Control Good Reason, or (C) involuntary Separation from Service by the Corporation other than for Cause, then (w) any Options and SARs, and assumed or substituted awards of options and stock appreciation rights, will become vested and exercisable, (x) all restrictions on Restricted Stock and any assumed or substituted awards of restricted stock will lapse, (y) all Stock Units and other stock-basedOther Stock-Based awards (and assumed or substituted stock unit and other stock-based awards) will become fully vested and shall (unless otherwise provided by the Committee to avoid tax penalties under Section 409A or similar legal penalty) be paid out on the payment date set forth in the terms thereof, and (z) all Performance Awards and assumed or substituted performance awards subject to the achievement of Performance Measures will become fully vested and shall (unless otherwise provided by the Committee to avoid tax penalties under Section 409A or similar legal penalty) be paid out on the payment date set forth in the terms thereof, but the payout shall be calculated as if the applicable Performance Measuresperformance measures had been achieved at target.

e.    Except as otherwise provided in a Participant’s employment agreement with the Corporation in effect on the effective date of the Plan or in an Award Agreement or Award Program, if (i) a Change in Control occurs and (ii) Awards that are outstanding have not been assumed or substituted with comparable awards by the new owner or surviving entity of the Corporation or its parent company and Stock is not available into which the Awards may be exercised or for delivery in satisfaction of the Awards, then awards shall be fully vested and paid on the basis of the Fair Market Value of the Stock on the effective date of the Change in Control (the “Cash-out Price”) as follows: (A) for Options, the spread, if any, between the Cash-out Price and the exercise price of the Option multiplied by the number of shares of Stock payable in respect of such Awards, (B) for SARs, the spread, if any between the Cash-out Price and the grant price of the SAR, (C) for Stock Units and other stock-based awards,Other Stock-Based Awards, the Cash-out Price to be paid within 60 days after the Change in Control, and (D) for Awards subject to achievement ofStock-denominated Performance Measures,Awards, the Cash-out Price to be paid within 60 days after the Change in Control (unless otherwise provided by the Committee to avoid tax penalties under Section 409A or similar legal penalty), multiplied by a number of shares of Stock payable in respect of such Awards, which number of shares of Stock shall be calculated as if the applicable Performance Measuresperformance measures had been achieved at target, and (E) for cash-denominated Performance Awards, the cash amount to be paid within 60 days after the Change in Control.Control (unless otherwise provided by the Committee to avoid tax penalties under Section 409A or similar legal penalty), with the value calculated as if the applicable performance measures had been achieved at target. Any outstanding Options or SARs with an exercise price that is less than the Fair Market Value of the Stock on the effective date of the Change in Control shall be cancelled.

f.    To the extent that any Award is subject to Code Section 409A and is payable upon a Separation from Service, then, notwithstanding any other provision in the Plan to the contrary, the Award will not be paid to the Participant during the six-month period immediately following the Participant’s Separation from Service if the Participant is then deemed to be a “specified employee” (as that term is defined in Code Section 409A and determined pursuant to procedures and elections made by the Corporation). The Award shall instead be paid, unless another payment date is provided pursuant to other provisions of the Plan, on the first day of the seventh month following such Separation from Service. This Section 9f will cease to be applicable in the event of and following the Participant’s death.

Section 10.  Miscellaneous.

a.    Transferability.  Except as otherwise provided by the Committee, no Award shall be transferable or assignable except (i) by will or by the laws of descent and distribution or (ii) with respect to Non-Qualified Stock Options, pursuant to a domestic relations order or by gift to a family member of the Participant to the extent permitted in the applicable Award Agreement or Award Program, or as approved by the Committee;provided,however, that under no circumstances shall an Award be transferable or assignable for value or consideration to the Participant. During the lifetime of the Participant, an Option shall be exercisable only by the Participant unless it has been transferred pursuant to a domestic relations order or by gift to a

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family member of the Participant, in which case it shall be exercisable only by such transferee and in accordance with the applicable Award Agreement. For the purpose of this provision, a “family member” shall have the meaning set forth in the General Instructions to Form S-8 Registration Statement under the Securities Act of 1933, as amended.

b.    Other Payments or Awards.  Nothing contained in the Plan shall be deemed in any way to limit or restrict the Corporation or a Subsidiary from making any award or payment to any person under any other plan, arrangement or understanding, whether now existing or hereafter in effect.

c.    Payments to Other Persons.  If payments are legally required to be made to any person other than the person to whom any amount is made available under the Plan, payments shall be made accordingly. Any such payment shall be a complete discharge of the liability of the Corporation and its Subsidiaries hereunder.

d.    Unfunded Plan.  The Plan shall be unfunded. No provision of the Plan, any Award Agreement or any Award Program shall require the Corporation or a Subsidiary, for the purpose of satisfying any obligations under the Plan, to purchase assets or place any assets in a trust or other entity to which contributions are made or otherwise to segregate any assets, nor shall the Corporation or a Subsidiary maintain separate bank accounts, books, records or other evidence of the existence of a segregated or separately maintained or administered fund for such purposes. Participants shall have no rights under the Plan other than as unsecured general creditors of the Corporation or a Subsidiary.

				B-11

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e.    Limits of Liability.  Any liability of the Corporation or a Subsidiary to any Participant with respect to an Award shall be based solely upon contractual obligations created by the Plan and the Award Agreement or Award Program applicable to such Award. Neither the Corporation or its Subsidiaries, nor any member of the Board of Directors or of the Committee, nor any other person participating in any determination of any question under the Plan, or in the interpretation, administration or application of the Plan, shall have any liability to any party for any action taken, or not taken, in good faith under the Plan.

f.    Rights of Eligible Persons.  Status as an Eligible Person shall not be construed as a commitment that any Award shall be made under the Plan to such Eligible Person or to Eligible Persons generally. Nothing contained in the Plan, in any Award Agreement or in any Award Program shall confer upon any Eligible Person or Participant any right to continue in the employ or other service of the Corporation or a Subsidiary or constitute any contract or limit in any way the right of the Corporation or a Subsidiary to change such person’s compensation or other benefits or to terminate the employment or other service of such person with or without Cause. A transfer of an Eligible Person from the Corporation to a Subsidiary, or vice versa, or from one Subsidiary to another, duly authorized by the Corporation, shall not be deemed a Separation from Service or other termination of employment or other service.

g.    No Limitation on Corporate Actions.  Nothing contained in the Plan shall be construed to prevent the Corporation or any Affiliate from taking any corporate action which is deemed by it to be appropriate or in its best interest, whether or not such action would have an adverse effect on the Plan or any awards made under the Plan. Such actions may include, without limitation, suspension of the vesting or payment relating to any outstanding Awards pending the outcome of an internal or external investigation involving a Participant or any cancellation or recoupment of an Award or shares of Stock pursuant to Section 4h4j above. No employee, Participant or other person shall have any claim against the Corporation or any of its subsidiaries or Affiliates as a result of any such action.

h.    Nothing in this Plan precludes an award being made in part pursuant to this Plan and in part (or in part under some circumstances) as a cash award pursuant to the Avon Products, Inc. 2013-2017 Executive Incentive Plan or any successor thereto.

i.    Rights as a Shareholder.  A Participant shall have no rights as a shareholder with respect to any Stock covered by an Award until the date the Participant becomes the holder of record thereof. Except as provided in Section 4f4g or 9, no adjustment to an Award shall be made for dividends or other rights, unless the Award Agreement or the Award Program specifically requires such adjustment.

j.    Withholding.  The Corporation shall deduct from all cash distributions under the Plan any taxes required to be withheld by federal, state, local or foreign governments. Whenever the Corporation proposes or is required to issue or transfer shares of Stock under the Plan or upon the vesting or payment of any Award of Stock, the Corporation shall have the right to require the recipient to remit to the Corporation an amount sufficient to satisfy any United States federal, state, local or foreign withholding tax requirements prior to the delivery of any certificate or certificates for such shares or the vesting or payment of such Award of Stock. Unless otherwise provided by the Committee, a Participant may pay the withholding tax in cash, or may elect to have the number of shares of Stock such Participant is to receive reduced by the nearest number of whole shares of Stock which, when multiplied by the Fair Market Value of the shares of Stock determined as of the exercise or delivery date, is sufficient to satisfy requiredthe applicable United States federal, state, local or foreign withholding taxes arising from the exercise or payment of an Award.Award (such withholding to be at a rate as will not cause adverse accounting consequences for the Corporation and is permitted under applicable withholding rules of the relevant taxing authority).

k.    Foreign Participants.  In order to facilitate the making of any Award under the Plan, the Committee may provide for such special terms for Awards to Participants who are nationals and/or tax residents of a jurisdiction other than the United States of America, or who are employed outside of the United States of America, as the Committee may consider necessary or appropriate to accommodate differences in local law, tax policy or custom of a jurisdiction outside of the United States of America.

A-10

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l.    Invalidity.  If any term or provision contained herein, in any Award Agreement or in any Award Program shall to any extent be invalid or unenforceable, such term or provision will be reformed so that it is valid, and such invalidity or unenforceability shall not affect any other provision or part thereof.

m.  Applicable Law.  The Plan, the Award Agreements, the Award Programs and all actions taken hereunder or thereunder shall be governed by, and construed in accordance with, the laws of the State of New York without regard to the conflict of law principles thereof.

n.    Compliance with Laws.  Notwithstanding anything contained herein, in any Award Agreement or in any Award Program to the contrary, the Corporation shall not be required to sell, issue or deliver shares of Stock hereunder or thereunder if the sale, issuance or delivery thereof would constitute a violation by the Participant or the Corporation of any provisions of any law or regulation of any governmental authority or any national securities exchange; and as a condition of any sale or issuance the Corporation may require such agreements or undertakings, if any, as the Corporation may deem necessary or advisable to assure compliance with any such law or regulation, including but not limited to Code Section 409A. To the extent that any Award under this Plan is intended to qualify as “performance-based compensation” within the meaning of Code Section 162(m) or is

B-12

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subject to Code Section 409A, any provision, application or interpretation of the Plan shall be in a manner that complies with Code Section 162(m) or Code Section 409A, as applicable.applicable, as determined by the Board in its sole discretion.

o.    Effective Date and Term.  The Plan becamewas adopted by the Board of Directors on April 5, 2016 and shall become effective on May 2, 2013,26, 2016, which is the date the Plan was originallyis approved by the shareholders of the Corporation, and no Award may be awarded under the Plan after the tenth anniversary of such effective date. The amendments to Section 5a, changing (i)date; provided, however, that such expiration shall not affect Awards then outstanding, and the total numberterms and conditions of shares of Stock that may be made subject to Awards under the Plan from 42,000,000 sharesshall continue to 55,000,000 shares and (ii) the maximum number of shares of Stock that may be made subjectapply to Awards to any one Eligible Person in any calendar year from 3,000,000 shares to 4,000,000 shares, shall become effective upon approval by shareholders at the May 6, 2015 Annual Meeting.such Awards.

 

				A-11

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Appendix B

Non-GAAP Reconciliation

FY 2014 Operating Margin Reconciliation GAAP to Adjusted Non-GAAP

TOTAL AVON		FY 2014
GAAP Operating Margin F$		4.5%
Venezuela Special Items		1.5
Costs to Implement Restructuring		1.3
FCPA Accrual		.5
Pension Settlement Charge		.4
Asset Impairment and Other Charges		-
Adjusted Operating Margin F$		8.3%

				B-1B-13

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Electronic Voting Instructions

Available 24 hours a day, 7 days a week!

Instead of mailing your proxy card, you may choose one of the voting methods outlined below to vote your proxy. vote.

VALIDATION DETAILS ARE LOCATED BELOW IN THE TITLE BAR.

Proxies submitted by the Internet or telephone must be received by 1:00 A.M. New York Time, on May 6, 2015. 26, 2016 (except as otherwise set forth on the reverse side of this card.)

Vote by Internet

• Go towww.envisionreports.com/avp

• Or scan the QR code with your smartphone.

• Follow the steps outlined on the secure website.

Vote by telephone

•Within the USA, US territories & Canada, call toll free 1-800-652-VOTE (8683) on a touch tone telephone.  There isNO CHARGEto you for the call. • Outside the USA, US territories & Canada, call 1-781-575-2300 on a touch tone telephone. Standard rates will apply. • Follow the instructions provided by the recorded message.

Using ablack inkinkpen, mark your votes with anXas shown in this example. Please do not write outside the designated areas.

x

 

q IF YOU HAVE NOT VOTED VIA THE INTERNETOR TELEPHONE, FOLD ALONG THE PERFORATION, DETACH AND RETURN THE BOTTOM PORTION IN THE ENCLOSED ENVELOPE. q

 

A		Proposals
The Board of Directors recommends a vote FOR the listed nominees.

1.

Election of Directors:

01 - Douglas R. Conant 05 - Susan J. Kropf 09 - Sheri McCoyW. Don Cornwell

02 - W. Don Cornwell 06 - Maria Elena Lagomasino 10 - Charles H. NoskiNancy Killefer

03 - V. Ann Hailey 07 - Sara Mathew 11 - Gary M. RodkinSusan J. Kropf

04 - Nancy Killefer 08 - Helen McCluskey 12 - Paula Stern

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05 - Sheri McCoy

06 - Charles H. Noski

07 - Cathy D. Ross

 

¨		Mark here to voteFOR all nominees		¨		Mark here toWITHHOLD vote from all nominees

				01		02		03		04		05		06		07		08		09		10		11		12
¨		ForAllEXCEPT - To withhold a vote for one or more nominees, mark the box to the left and the corresponding numbered box(es) to the right.		¨		¨		¨		¨		¨		¨		¨		¨		¨		¨		¨		¨

				01		02		03		04		05		06		07
¨		For AllEXCEPT- To withhold a vote for one or more nominees, mark the box to the left and the corresponding numbered box(es) to the right.		¨		¨		¨		¨		¨		¨		¨

 

The Board of Directors recommends a vote FOR Proposals 2, 3 and 4.

For

Against

Abstain

For

Against

Abstain

2.

Advisory vote to approve executive compensation.

¨

¨

¨

3.

Approval of Amended and Restated 2013 Stock Incentive Plan.

¨

¨

¨

4.

Ratification of the appointment of independent registered public accounting firm.

¨

¨

¨

The Board of Directors recommends a vote AGAINST Proposal 5.

For

Against

Abstain

5.

Shareholder proposal on proxy access.

¨

¨

¨

The Board of Directors recommends a vote FOR Proposals 2, 3 and 4.

For

Against

Abstain

For

Against

Abstain

2.

Advisory vote to approve executive compensation.

¨

¨

¨

3.

Approval of 2016 Omnibus Incentive Plan.

¨

¨

¨

4.

Ratification of the appointment of independent registered public accounting firm.

¨

¨

¨

 

B		Authorized Signatures — This section must be completed for your vote to be counted. — Date and Sign Below

This proxy revokes all prior dated proxies. The signer hereby acknowledges receipt of Avon’s 20152016 Annual Meeting Proxy Statement.Statement and the Annual Report.

NOTE: Please sign exactly as name appears hereon. When signing as attorney, executor, administrator, trustee or guardian, please give full title as such.

Date (mm/dd/yyyy) — Please print date below.

Signature 1 — Please keep signature within the box.

Signature 2 — Please keep signature within the box.

		/          /

IF VOTING BY MAIL, YOUMUST COMPLETE SECTIONS A - C ON BOTH SIDES OF THIS CARD.SIGN ABOVE.

 

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Admission Ticket

(If you plan to attend the Annual Meeting, bring this Admission Ticket with you)

Avon Products, Inc. Annual Meeting of Shareholders

Wednesday,Thursday, May 6, 201526, 2016 at 9:00 A.M.

Asia Society and MuseumW New York Hotel

725 Park541 Lexington Avenue at 70th Street

New York, New York 10021NY 10022

Great Room 2

For transportation directions, please go to:

http://www.avoncompany.com/investor/annualmeeting/directions.pdf

IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR

THE 20152016 ANNUAL MEETING OF SHAREHOLDERS TO BE HELD ON MAY 6, 2015.26, 2016.

Our Proxy Statement for the 20152016 Annual Meeting of Shareholders and the Annual Report to

Shareholders for the fiscal year ended December 31, 20142015 are available at

www.edocumentview.com/avp

IF YOU HAVE NOT VOTED VIA THE INTERNETOR TELEPHONE, FOLD ALONG THE PERFORATION, DETACH AND RETURN THE BOTTOM PORTION IN THE ENCLOSED ENVELOPE.

		q  IF YOU HAVE NOT VOTED VIA THE INTERNETOR TELEPHONE, FOLD ALONG THE PERFORATION, DETACH AND RETURN THE BOTTOM PORTION IN THE ENCLOSED ENVELOPE.  q

 

 

 

		Proxy — Avon Products, Inc.				+
		Proxy Card Solicited on Behalf of the Board of Directors and Voting Instruction Card to J.P. Morgan Chase Bank,Great-West Trust Company, LLC, Trustee   The undersigned hereby appoints Jeff Benjamin and Karen Leu,Ginny Edwards, and each of them, proxies, with full power of substitution and resubstitution, to vote and act with respect to all shares of the Company’s Common Stock (the “Shares”) owned of record by the undersigned and which the undersigned is entitled to vote at the Annual Meeting of Shareholders of the Company to be held on May 6, 2015,26, 2016, and at any adjournment or postponement thereof, as instructed on the reverse side of this card, and to vote in accordance with their discretion on such other matters as may properly come before the meeting.   The undersigned also provides instructions to J.P. Morgan Chase Bank,Great-West Trust Company, LLC, Trustee, to vote Shares allocated, respectively, to accounts the undersigned may have under the Avon Personal Savings Account Plan which are entitled to be voted at the aforesaid Annual Meeting and at any adjournment or postponement thereof, as specifiedinstructed on the reverse side of this card. Unless your card is received by May 1, 2015,23, 2016, and unless you have specified your instructions, your Shares cannot be voted by the Trustee.   IF NO INSTRUCTIONS ARE SPECIFIED ON THE REVERSE SIDE OF THIS CARD:
		n		All Shares owned of record by the undersigned will be voted FOR the election of nominees proposed for election as directors (Proposal 1), FOR the advisory vote to approve executive compensation (Proposal 2), FOR the Approval of Amended and Restated 2013 Stock2016 Omnibus Incentive Plan (Proposal 3), and FOR the ratification of the appointment of independent registered public accounting firm (Proposal 4), and AGAINST the resolution on proxy access (Proposal 5).
		n		Shares allocated under the Avon Personal Savings Account Plan WILL NOT BE VOTED.

 

C

Non-Voting Items

Change of Address— Please print new address below.

Meeting Attendance

Meeting Attendance

Mark box to the right if you plan to attend the Annual Meeting.

¨

 

		¢		IF VOTING BY MAIL, YOUMUST COMPLETE SECTIONS A - C ON BOTH SIDES OF THIS CARD.		+