6Exelon 20182019 Proxy Statement

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Proxy Statement Summary

Matters for Shareholder Voting

We are asking our shareholders to vote on the following matters:

Proposal 1 Election of Directors

The Board of Directors recommends a voteFOR each of the 12 Director nominees named in this proxy statement. ●The Board is composed of a diverse set of deeply talented and highly experienced professionals. ●Director skills and attributes comprise effective oversight abilities over Exelon’s strategic goals and business performance. ●Exelon had a strong 2017 financially and operationally. ●Exelon’s operational excellence and commitments to environmental stewardship inform our business conduct in a way that is sustainable for our customers, employees, and the communities we serve. ●For more information about the nominees’ qualifications, skills, and experiences, please see pages 15-26.

Name and Age			Director Since		Exelon Committees		Other Current Public Company Boards
	ANTHONY K. ANDERSON,62 Retired Vice Chair and Midwest Area Managing Partner of Ernst & Young Independent		2013		●Audit (Chair) ●Finance and Risk ●Generation Oversight		3
	ANN C. BERZIN,66 Former Chairman and Chief Executive Officer of Financial Guaranty Insurance Company Independent		2012		●Audit ●Finance and Risk		1
	CHRISTOPHER M. CRANE,59 President and Chief Executive Officer of Exelon Corporation		2012		●Finance and Risk ●Generation Oversight ●Investment Oversight		0
	YVES C. DE BALMANN,71 Former Co-Chairman of Bregal Investments LP Independent		2012		●Compensation and Leadership Development (Chair) ●Corporate Governance ●Finance and Risk		1
	NICHOLAS DEBENEDICTIS,72 Chairman Emeritus, Aqua America Inc. Independent		2002		●Corporate Governance ●Finance and Risk ●Generation Oversight		3
	LINDA P. JOJO,52 Executive Vice President, Technology and Chief Digital Officer of United Continental Holdings, Inc. Independent		2015		●Compensation and Leadership Development ●Finance and Risk		0
	PAUL L. JOSKOW, Ph. D., 70 Professor of Economics Emeritus, Massachusetts Institute of Technology and President Emeritus of the Alfred P. Sloan Foundation Independent		2007		●Audit ●Finance and Risk ●Investment Oversight		0
	ROBERT J. LAWLESS,71 Former Chairman of the Board of McCormick & Company, Inc. Independent		2012		●Corporate Governance (Chair) ●Compensation and Leadership Development ●Finance and Risk		0
	RICHARD W. MIES,73 Retired Admiral, U.S. Navy and President and Chief Executive Officer of The Mies Group, Ltd. Independent		2009		●Generation Oversight (Chair) ●Audit ●Finance and Risk		1
	JOHN W. ROGERS, JR.,59 Chairman and Chief Executive Officer of Ariel Investments, LLC Independent		2000		●Investment Oversight (Chair) ●Corporate Governance		1
	MAYO A. SHATTUCK III,63 Chairman of the Board Former Chairman, President and Chief Executive Officer of Constellation Energy Independent		2012		●Finance and Risk ●Generation Oversight ●Investment Oversight		3
	STEPHEN D. STEINOUR,59 Chairman, President and Chief Executive Officer of Huntington Bancshares Incorporated Independent		2007		●Finance and Risk (Chair) ●Audit		2

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Proxy Statement Summary

SUMMARY OF INDIVIDUAL DIRECTOR PRIMARY SKILLS, CORE COMPETENCIES AND ATTRIBUTES The following matrix identifies theprimaryskills, core competencies and other attributes that each independent Director brings to bear in their service to Exelon’s Board and Committees. Each Director possesses numerous other skills and competencies not identified below. We believe identifying primary skills is a more meaningful presentation of the key contributions and value that each independent Director brings to their service on the Board and to Exelon shareholders. See page 13 for more details.

Accounting and financial reporting experience

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Corporate finance and capital management experience

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CEO/executive management leadership skills

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Human resource management and executive compensation knowledge and experience

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Innovation and technology experience

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Safety and security (including physical and cyber) competencies

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Industry experience and knowledge of Exelon’s business

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Government/public policy and regulatory insights

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Risk oversight and risk management experience

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Investor relations and investment management experience

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Manufacturing, construction, engineering, and performance management experience

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Diverse attributes

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	DIVERSITY, TENURE, AGE AND INDEPENDENCE
	Directors’ Race/Ethnicity		Directors’ Gender		Directors’ Average Tenure		Directors’ Average Age		Directors’ Independence
	17%		17%		8.6		65		92%
	Diverse		Female		Years		Years		Independent, including our Chairman

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Proxy Statement Summary

Governance Highlights

Exelon’s Board is committed to maintaining the highest standards of corporate governance. We believe our strong corporate governance practices help us achieve our performance goals and maintain the trust and confidence of our shareholders, employees, customers, regulatory agencies and other stakeholders. A summary of our corporate governance practices are described below and more detail is presented on pages 27-37 and in our Corporate Governance Principles, which are available on the Exelon website atwww.exeloncorp.comon the Governance page located under the Investors tab.

Board Accountability & Shareholder Rights		Oversight of Risk Management
Board and Corporate Governance Matters
✓Directors are elected annually by a majority of votes cast in uncontested elections. The average level of vote support for Directors in 2017 was 97%. ✓Regular and ongoing shareholder engagement informs Board and Committee decisions on governance, compensation, and other matters. ✓Eligible shareholders may nominate Directors through Exelon’s “proxy access” bylaws.

✓The Board regularly reviews management’s systematic approach to identifying and assessing risks faced by Exelon and each business unit taking into account emerging trends and developments and in connection with capital investments and business opportunities. ✓Our Board’s Finance and Risk Committee oversees Exelon’s risk management strategy, policies and practices, financial condition and risk exposures.

Governance Practices

✓Our Board and each of the Board’s six Committees review their performance and effectiveness as a group on an annual basis. In addition, individual Directors undergo a periodic performance assessment that includes input from peers and select members of executive management. ✓Continuing director education is provided during Board and Committee meetings and the Company encourages Director participation in externally offered director development opportunities. ✓Independent Directors meet regularly in executive sessions without management. ✓Robust stock ownership guidelines require Directors to hold at least 15,000 shares of Exelon common stock within five years after joining the Board; the CEO to hold shares valued at 6X his base salary, and Executive Vice Presidents and higher level officers to hold shares valued at 3X base salary. Hedging, pledging, and short sales are prohibited. ✓Directors may not stand for election after age 75. ✓Directors should not serve on the boards of more than four other public companies in addition to Exelon and its subsidiaries and any Director who serves as the CEO of a public company should not serve on more than two other public company boards in addition to Exelon. ✓Political activities and contributions are transparent through annual reporting provided on www.exeloncorp.com

Purpose and Principles
In 2017, we set out to articulate our purpose as a Company—how and why we exist. Thousands of employees from across the Company provided input, and the result is a bold affirmation of our reason for being. It also gives us a renewed focus on the impact we have in the communities where we work and live. Each day we are working to power people’s lives, to make them brighter and to build a better future. Our principles serve as our guide.
Purpose	Powering a cleaner and brighter future for our customers and communities.
Principles	✓We put customer needs at the center of all we do by fueling innovation to improve the delivery of clean and affordable energy and services. ✓We practice the highest level of safety and security to reliably deliver energy to our customers and communities. ✓Our workforce is the foundation of our success. We succeed as a team of diverse individuals; respected, engaged and inspired to shape our nation’s energy future. ✓We return our success to the communities we are privileged to serve. ✓We adhere to the highest standards–ethically and with uncompromising integrity–to drive value for our customers and shareholders.

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Proxy Statement Summary

Proposal 2 Ratify Appointment of PricewaterhouseCoopers LLP as independent auditor for 2018

The Board of Directors recommends a voteFOR the ratification of the appointment of PricewaterhouseCoopers LLP (PwC) as Exelon’s independent auditor for 2018. The Board and Audit Committee believe the retention of PwC is in the best interests of Exelon and its shareholders based on the information presented in detail beginning on page 41.

Proposal 3 Say on Pay: Advisory Vote on the Compensation of the Named Executives

The Board of Directors recommends a voteFOR this proposal based on the efforts of the Compensation and Leadership Development Committee and Board to design an executive compensation program that: ●Aligns the interests of Exelon executives with Company shareholders ●Provides market-aligned pay opportunities that foster the attraction, motivation, engagement, and retention of key talent needed to drive outstanding Company performance and customer service and long-term shareholder value ●Reflects the input received from shareholders on our executive compensation program Although the vote on this proposal is non-binding, the Board and Compensation and Leadership Development Committee take vote results into consideration when evaluating Exelon’s executive compensation program on an ongoing basis. Details about our executive compensation program are provided at pages 45-61.

2017 Executive Compensation Highlights

Strong CEO Pay for Performance Closely Aligned to Total Shareholder Return (TSR)

From 2013 through 2017, CEO pay decreased at an annualized rate of 2.9% from $17.2M to $14.9M, while Exelon’s TSR increased at an annualized rate of 10.6%. See more details at page 48.

2017 Say-on-Pay Vote Outcome and Shareholder Engagement

Exelon’s 2017 Say-on-Pay vote received the affirmative support of 86% of votes cast. To gain this level of support, Exelon engaged in discussions with holders of nearly 45% of our outstanding shares representing almost two-thirds of the Company’s institutional investors to discuss proposed changes and gather input. The Exelon team, which included the Chair of the Compensation and Leadership Development Committee for some of the discussions, sought input from portfolio managers and governance professionals representing very large institutional money managers as well as smaller investment and public pension funds to ensure that the input received represented a significant cross-section of our shareholder base.

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Proxy Statement Summary

2017 Compensation Program

The goal of our executive compensation program is to retain and reward leaders who create long-term value for our shareholders by delivering on objectives that support the Company’s long-term strategic plan.

To meet this goal, the majority of compensation paid to our named executive officers (NEOs) is tied to the achievement of short-and long-term financial and operational goals. Additionally, a significant portion is paid in the form of equity and all components except for salary are “at-risk.”

The elements of our 2017 program were as follows:

AVERAGE NEO (INCLUDING CEO) TARGET COMPENSATION MIX

Strong Compensation Governance

For a detailed discussion of our executive compensation program, please see page 45.

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Board and Corporate Governance Matters

	Proposal 1: Election of Directors
	The Corporate Governance Committee collaborates with Exelon’s Board Chair to determine the appropriate mix of skills and characteristics that our Board requires. The Board has determined that the current composition and size of the Board is appropriate for Exelon, considering the Company’s size, geographic scope, and need to access a wide range of views and backgrounds to reflect the diversity and complexity of our business and the markets and communities we serve. There are 1213 nominees for Director at the 20182019 annual meeting.
	The Board of Directors unanimously recommends a vote “FOR” each of the Director nominees.nominee.

The Exelon Board of Directors

Director Qualifications and Nomination

Effective oversight of Exelon’s strategic direction requires our Board to be composed of diverse individuals who possess attributes and core competencies important to the oversight of our Company. The Corporate Governance Committee identifies and recommends Director nominees for election to the Board and periodically also retains a board search firm to assist with the identification of potential candidates.

The Board values the diversity of thought that arises from Directors possessing different backgrounds, gender, age, race, and geographic experiences. The Board also deeply values the enhanced and thoughtful deliberations resulting from a balance of short- and long-tenured Directors that provideswho provide a mix of fresh perspectives and new ideas with deep and important utility, and regulated industry and business cycle experiences.

The Corporate Governance Committee and the full Board determine the appropriate mix of skills and characteristics required to best fillmeet the needs of the Board as a whole, taking into account the short- and long-term strategies of the Company to determine the current and future skills and experiences required of the Board. All candidates should demonstrate the following attributes to qualify for Board service:

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Board and Corporate Governance Matters

InAnd in addition, the Board as a whole, should reflect core competencies in the following areas. Summarizedareas that are described below in our skills matrix. The matrix identifies the primary skills, core competencies and other attributes that each independent Director brings to bear in their service to Exelon’s Board and Committees. Each Director possesses numerous other skills and competencies that are not identified below, however, we believe identifying primary skills is a descriptionmore meaningful presentation of whythe key contributions and value that each core competency is important forindependent Director brings to their service on Exelon’s Board.the Board and to Exelon shareholders.

SUMMARY OF INDIVIDUAL DIRECTOR PRIMARY SKILLS, CORE COMPETENCIES AND OTHER ATTRIBUTES

The following matrix identifies theprimary skills, core competencies and other attributes that each independent Director brings to bear in their service to Exelon’s Board and Committees.

Description of Skills, Core Competencies and Attributes

Accounting– Accounting and financial reportingexperience isare important to Exelon’s use of broad financial metrics used to accurately and transparently measure and report financial and operating performance, ensure compliance with applicable law and assess financial merits of strategic opportunities.

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Finance– Corporate finance and capital managementexperience is important to effectively oversee the financial affairs of Exelon’s businesses and operations.

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Executive– CEO/executive management leadershipskills are important to gain a practical understanding of organizations, corporate governance, and drivers of individual growth and development.

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Compensation– Human Resourcecapital management and executive compensationknowledge and experience help Exelon recruit, retain, and develop key talent essential to Company operations.

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Technology– Innovation and Technologytechnology experience is important in overseeing Exelon’s business in the rapidly changing energy markets and physical and cyber threats against the security of our operations, assets, and systems.threats.

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Safety and security (including physical and cyber)& Security– Safety, physical security, and cybersecurity competencies are critical to oversee safe and secure nuclear and other generation operations, power grids,transmission and distribution systems, and our other assets.

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Industry– Industry experience and knowledge of Exelon’s businessbusinesses help inform our views on energy markets and economics, technology, nuclear power, renewable and clean energy, electric and gas transmission and distribution and the public policy and public safety implications of these aspects.

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Government/Public Policy– Government, public policy and Regulatoryregulatory insightsare important to help shape public policy initiatives and government regulation.regulation for the benefit of our shareholders and customers.

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Risk Oversight– Risk oversight and Risk Managementmanagement experienceinform Exelon’s enterprise risk management of key risks with potential to impact public safety, operations and shareholder value including its environmental impacts.

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Investor Relationsperspective– Investor relations and Investment Managementinvestment management experience ensures strong alignment with investors and informinforms decision making on value-adding initiatives.

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Engineering & Manufacturing– Engineering, manufacturing, construction, engineering, and performance managementexperience inform Exelon’s ongoing commitment to maintaining and strengthening the reliability, resiliency, and safety of the electric and gas transmission and distribution systems, smart grid and generation portfolio and assets.

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Diversity– Diverse attributesreflect the Company’s commitment to diversity and inclusion through age, ethnicity, gender, race and sexual orientation.

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Director Independence

The Board has determined that all non-employee Directors who served on the Board in 2018 and all nominees for election, except for Mr. Crane as Exelon’s President and Chief Executive Officer, are independent according to applicable law and the listing standards of the New York Stock Exchange (NYSE), as incorporated into the Independence Standards for Directors in Exelon’s Corporate Governance Principles. In accordance with the Independence Standards for Directors, the Board determined that certain categories of relationships as set forth in the Appendix do not create a conflict of interest that would impair a Director’s independence. The Board also determined that the members of the Audit, Compensation and Leadership Development, and Corporate Governance Committees are independent within the meaning of applicable laws, NYSE listing standards, and the Independence Standards for Directors.

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Board and Corporate Governance Matters

When assessing the independence of Director nominees, the Corporate Governance Committee considers the impact that tenure may have on the independence of certain longer-tenured incumbent Board nominees. The Board determined that the independence of our longer-tenured Directors had not been diminished, and that such members continued thoughtfully to challenge and provide reasoned, balanced, and insightful guidance to management. The Board values the perspectives that such Directors contribute to Board discussions, having served Exelon during various industry developments, mergers, and with different management teams over the years.

Related Person Transactions

Exelon has adopted a written policy for the review and approval or ratification of related person transactions. Under the policy, the Board reviews transactions, arrangements, or relationships with related persons in which the amount involved exceeds $120,000 and in which any related person had, has, or will have a direct or indirect material interest. In general, related persons are directors and executive officers and their immediate family members, as well as stockholders beneficially owning 5% or more of Exelon’s outstanding stock. The Office of Corporate Governance presents relevant information on transactions, arrangements, and relationships disclosed to Exelon’s General Counsel for a determination as to the existence of a related person transaction as defined by SEC rules and the policy. Identified related person transactions are submitted to the Board for approval. The Board may approve any related person transactions deemed to not be contrary to the best interests of Exelon. There were no related person transactions identified for 2018.

Director Nominees

The Board nominates the 1213 candidates named below for re-election as Directors. If elected by shareholders, each Director will serve a term ending with the 20192020 annual meeting. Each nominee has agreed to be named in this proxy statement and to serve as a Director, if elected. If any Director is unable to stand for election at the annual meeting, the Board may reduce the number of Directors or designate a substitute. In that case, shares represented by proxies may be voted for a substitute Director. Exelon does not expect that any Director nominee will be unable to serve.

Nancy GioiaJohn Rogers announced herhis decision to not stand for election at the 20182019 annual shareholders meeting. The Board wishesis deeply appreciative of John’s valued contributions and insights into Exelon’s business and strategy and fulfillment of responsibilities to acknowledge Ms. Gioia’s serviceshareholders, employees, customers and dedicationcommunities.

In addition to Exelon.

The Corporate Governance Committee and the Board believe the skills, characteristics, core competencies and experiences listed above are well represented amongother attributes previously described, the Director nominees.

The Committee and Board also believe the nominees represent an effective mix of backgrounds, experience and diversity.

KEY BOARD FACTS

The Corporate Governance Committee also considers whether each nominee has the time available, in light of other business and personal commitments.commitments, to effectively serve on Exelon’s Board. Among the criteria consideredthe Committee considers is whetherthe degree to which any incumbent Director nominee demonstrates effective and productive preparedness and engagement required for effective service to the Board and its Committees.engagement. The Board has adopted limits for service on other board membershipsboards, providing that Directors who serve as the CEO of a public company should not serve on more than two other public company boards in addition to Exelon and its subsidiary boards. Other Directors should not serve on the boards of more than four other public companies in addition to the Exelon Board and its subsidiary boards.

In connectionThe Board is aware that some institutional investors have adopted vote policies that include board service limits more restrictive than Exelon’s limits based on 1) resource challenges that make it impractical for investors to assess thousands of individual director nominees or 2) a risk assessment involving statistical data measuring average time required for board service and especially in the event of a crisis. Such investor policies apply a one-size-fits-all approach that may not take into account all relevant facts and circumstances for a particular individual director, including the results of a robust individual director assessment process, such as Exelon has in place for its directors. Exelon’s individual director assessment process provides for peer reviews by each director and by four members of senior management that regularly interact with the nominationBoard (see page 23). The individual director assessment conducted of Stephen Steinour in 2019 reflected heightened attention to this known concern and the results are included as part of Mr. Steinour’s biographical information on page 16.

The Corporate Governance Committee considered Mr. Steinour’s consistently demonstrated preparedness, engagement, and attention to Exelonthe Board stewardshipbelieve the skills and his vigorous leadershipexperiences detailed above are well represented among the Director nominees and reflect an effective mix of the Financebackgrounds, experience and Risk Committee.diversity.

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Board and Corporate Governance Matters

Age:63 Director since:2013 Committee Memberships: ●Audit (Chair) ●Finance and Risk ●Generation Oversight

Anthony K. Anderson   INDEPENDENT Career Highlights Mr. Anderson served as the Vice Chair and Midwest Area Managing Partner of Ernst & Young (EY), a global assurance, tax, transaction and advisory services firm, until his retirement in 2012. During Mr. Anderson’s 35-year career with EY, he oversaw a practice of 3,500 audit, tax, and transaction professionals serving clients throughout the Midwest and also served for six years in the Los Angeles area as managing partner of EY’s Pacific Southwest region. Mr. Anderson also served as a member of EY’s governing body, the Americas Executive Board. Board Service Mr. Anderson currently serves as a director of AAR Corp. (aerospace and defense), Avery Dennison (manufacturer of adhesive technologies, display graphics and packaging materials), and Marsh & McLennan Companies (global professional services firm). He also serves on the executive committee of the United States Golf Association, as chairman of the board of the Perspectives Charter School, and as a director for World Business Chicago. Mr. Anderson previously served as a director of First American Financial Corporation from 2012 until 2016. Mr. Anderson’s experience as the vice chair of a global professional services firm and his training and experience as an audit partner and certified public accountant enhance his contribution to the Exelon Board and add value to his leadership of the Audit Committee and service on the Finance and Risk Committee. Current Public Boards: ●Exelon Corporation ●AAR Corp. ●Avery Dennison ●Marsh & McLennan Companies

Age:62

Director since: 2013

Committee Memberships:

●Audit (Chair)

●Finance and Risk

●Generation Oversight

Career Highlights
Mr. Anderson served as the Vice Chair and Midwest Area Managing Partner of Ernst & Young (EY), a global assurance, tax, transaction and advisory services firm, until his retirement in 2012. During Mr. Anderson’s 35-year career with EY, he oversaw a practice of 3,500 audit, tax, and transaction professionals serving clients throughout the Midwest and also served for six years in the Los Angeles area as managing partner of EY’s Pacific Southwest region. Mr. Anderson also served as a member of EY’s governing body, the Americas Executive Board.

Board Service
Mr. Anderson currently serves as a director of AAR Corp. (aerospace and defense), Avery Dennison (manufacturer of adhesive technologies, display graphics and packaging materials), and Marsh & McLennan Companies (global professional services firm). He is also a director of the Regional Transportation Authority (oversight body for regional transportation agencies), chairman of the board of the Perspectives Charter School, and on the board of directors for World Business Chicago.

Mr. Anderson previously served as a director of First American Financial Corporation from 2012 to 2016 and the Federal Reserve Bank of Chicago from 2008 to 2010. Mr. Anderson also previously served as a director of The Chicago Council on Global Affairs and as a director of the Chicago Urban League.

Primary Skills, Core Competencies and Attributes

Mr. Anderson’s experience as the vice chair of a global professional services firm and his training and experience as an audit partner and certified public accountant enhance his contribution to the Exelon Board and add value to his leadership of the Audit Committee and service on the Finance and Risk Committee.

Primary Skills & Core Competencies:

Accounting and financial reporting experience

Finance

Executive

Compensation

Risk

Age:66 Director since:2012 Committee Memberships: ●Finance and Risk (Chair) ●Audit

Ann C. Berzin   INDEPENDENT Career Highlights Ms. Berzin served as Chairman and Chief Executive Officer of Financial Guaranty Insurance Company (FGIC), an insurer of municipal bonds, asset-backed securities and structured finance obligations, from 1992 to 2001. Ms. Berzin joined FGIC in 1985 as its General Counsel following seven years of securities law practice in New York City. Board Service Ms. Berzin currently serves as a director of Ingersoll-Rand plc (industrial manufacturing), where she chairs its finance committee and serves on its audit committee. Ms. Berzin also serves on the board of Baltimore Gas and Electric Company, an Exelon subsidiary, and she previously served as a director of Constellation Energy Group until its merger with Exelon in 2012. Ms. Berzin has broad business and executive leadership experience, as well as expertise in the financial services sector, which is particularly valuable for her service on the Audit Committee and leadership of the Finance and Risk Committee. Current Public Boards: ●Exelon Corporation ●Ingersoll-Rand plc

Primary Skills & Core Competencies:

Accounting

Finance

Executive

Risk

Investors

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Age:61 Director since:2018 Committee Memberships: ●Audit ●Finance and Risk

Laurie Brlas   INDEPENDENT Career Highlights Ms. Brlas served as Executive Vice President and Chief Financial Officer of Newmont Mining Corporation (gold mining) from 2013 until her retirement in 2016. From 2006 to 2013, Ms. Brlas served in a number of senior leadership positions at Cleveland-Cliffs, Inc. (iron ore pellet production), most recently as Executive Vice President and President, Global Operations. Board Service Ms. Brlas currently serves on the boards of Albemarle Corporation (global chemical manufacturing) and Graphic Packaging Holding Company (consumer packaging). Ms. Brlas previously served as a director of Calpine Corporation (electricity generation), NOVA Chemical Corporation (plastics and chemical manufacturing), and Perrigo Company plc (over-the-counter pharmaceutical and nutritional product manufacturing). With 16 years of experience as a chief financial officer at global, capital-intensive companies, Ms. Brlas’s proven leadership skills bring valuable knowledge and a diverse perspective to Exelon’s Board and to her service on the Audit and Finance and Risk Committees. Current Public Boards: ●Exelon Corporation ●Albemarle Corporation ●Graphic Packaging Holding Company

Primary Skills & Core Competencies:

Accounting

Finance

Executive

Compensation

Investors

Age:60 Director since:2012 Committee Memberships: ●Generation Oversight ●Investment Oversight

Christopher M. Crane Career Highlights Mr. Crane is President and Chief Executive Officer of Exelon Corporation. In his role, Mr. Crane oversees a family of companies representing every stage of the energy business, including Exelon Generation and Exelon’s six utilities, which deliver electricity and natural gas to approximately 10 million customers in Delaware, the District of Columbia, Illinois, Maryland, New Jersey, and Pennsylvania. Previously, he served as President and Chief Operating Officer of Exelon and Exelon Generation from 2008 to 2012. In that role, he oversaw one of the largest, cleanest, and lowest-cost power generation fleets in the country, with a multi-regional reach and the nation’s largest fleet of nuclear power plants. He directed a broad range of activities including major acquisitions, transmission strategy, cost management initiatives, major capital programs, generation asset optimization and generation development. Board Service Mr. Crane is one of the leading executives in the electric utility and power industries. He is vice-chairman and a member of the executive committee of the Edison Electric Institute. He also serves as chair of the Institute of Nuclear Power Operations, the industry organization promoting the highest levels of safety and reliability in nuclear plant operation. He also serves as a director of Aegis Insurance Services (mutual insurance company providing liability and property coverage to the energy industry). Mr. Crane previously served as vice chairman of the Nuclear Energy Institute, the nation’s nuclear industry trade association and as a director of Aleris International Inc. from 2010 until 2013. Mr. Crane also serves as Chair of the boards of directors of Exelon subsidiaries Baltimore Gas and Electric Company, Commonwealth Edison Company, PECO Energy Company, and Pepco Holdings LLC. Current Public Boards: ●Exelon Corporation

Primary Skills & Core Competencies:

Accounting

Finance

Executive

Compensation

Technology

Safety & Security

Industry

Policy

Risk

Investors

Engineering & Manufacturing

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Age:72 Director since:2012 Committee Memberships: ●Compensation and Leadership Development (Chair) ●Corporate Governance ●Finance and Risk

Yves C. de Balmann   INDEPENDENT Career Highlights Mr. de Balmann served as the Co-Chairman of Bregal Investments LP (private equity investing firm) from 2002 to 2012. Prior to this, he was Vice-Chairman of Bankers Trust Corporation, in charge of Global Investment Banking, until its merger with Deutsche Bank in 1999, and he remained a Senior Advisor to Deutsche Bank AG from 2001 to 2003. Board Service Mr. de Balmann currently serves as a director of ESI Group (virtual prototyping software and services). Previously, Mr. de Balmann served as a director of Laureate Education, Inc., and Constellation Energy Group until its merger with Exelon in 2012. Mr. de Balmann has extensive experience in corporate finance, including the derivatives and capital managementmarkets as well as industry experience as a former director of Constellation Energy Group until Constellation merged with Exelon in 2012. His background leading major organizations informs his leadership of the Compensation and Leadership Development Committee. Current Public Boards: ●Exelon Corporation ●ESI Group

Primary Skills & Core Competencies:

Finance

CEO/executive management leadership skillsExecutive

Compensation

Risk

Investors

Age:73 Director since:2002 Committee Memberships: ●Corporate Governance ●Finance and Risk ●Generation Oversight

Nicholas DeBenedictis   INDEPENDENT Career Highlights Mr. DeBenedictis currently serves as Chairman Emeritus of Aqua America Inc. (water utility operating in eight states) and served as its Chairman and Chief Executive Officer from 1993 to 2015. As CEO of Aqua America, Mr. DeBenedictis gained experience in dealing with many of the same development, land use, and utility regulatory issues that affect Exelon and its subsidiaries. Mr. DeBenedictis also has extensive experience in environmental regulation and economic development, having served in two cabinet positions in the Pennsylvania government: Secretary of the Pennsylvania Department of Environmental Resources and Director of the Office of Economic Development. He also spent eight years with the U.S. Environmental Protection Agency and was President of the Greater Philadelphia Chamber of Commerce for three years. Board Service In addition to serving as Chairman Emeritus of Aqua America, Mr. DeBenedictis has served as a director of MISTRAS Group (asset protection solutions) since 2015, and P.H. Glatfelter, Inc. (global supplier of specialty papers and engineered products) since 1995. Mr. DeBenedictis also serves on the boards of Commonwealth Edison Company and PECO Energy Company, which are Exelon subsidiaries. As a leader in the greater Philadelphia business community, Mr. DeBenedictis has deep knowledge of the communities and local economies served by PECO. Mr. DeBenedictis’ experiences as former CEO of a public company, service on other company boards, familiarity and experience with environmental regulations, and his educational background in environmental engineering and science, all provide valuable perspectives to Exelon’s Board, Finance and Risk, Generation Oversight, and Corporate Governance Committees. Current Public Boards: ●Exelon Corporation ●Aqua America ●MISTRAS Group ●P.H. Glatfelter, Inc.

Primary Skills & Core Competencies:

Finance

Executive

Industry

Policy

Risk

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Board and Corporate Governance Matters

Age:53 Director since:2015 Committee Memberships: ●Compensation and Leadership Development ●Finance and Risk

Linda P. Jojo   INDEPENDENT Career Highlights Ms. Jojo is Executive Vice President, Technology and Chief Digital Officer of United Continental Holdings, Inc. (commercial airline) where she leads the Information Technology, Cyber Security and E-commerce organizations and is responsible for the airline’s digital strategy. She has held her current position at United since 2014. Prior to joining United, she served as Executive Vice President and Chief Information Officer for Rogers Communications Inc. from 2011 to 2014 (wireless communication and media company), where she was responsible for all IT systems for both customer-facing and business support systems. Prior to this, Ms. Jojo served in other senior officer roles at Energy Future Holdings Corporation (held a portfolio of competitive and regulated energy companies), Flowserve Corporation (suppliers of industrial and environmental machinery), and General Electric. Board Service Ms. Jojo serves as vice-chair of the board of trustees of the Adler Planetarium in Chicago, Illinois and is a member of the board of trustees at Rensselaer Polytechnic Institute in Troy, NY. Ms. Jojo’s wealth of experience leading complex IT organizations brings important IT and innovation expertise to Exelon’s Board. Ms. Jojo’s educational background in computer science and industrial engineering also lends expertise to Exelon’s risk oversight and cybersecurity programs and initiatives. Current Public Boards: ●Exelon Corporation

Primary Skills & Core Competencies:
	Compensation			Technology			Safety & Security			Industry
	Human resource managementEngineering & Manufacturing

Age:71 Director since:2007 Committee Memberships: ●Audit ●Finance & Risk ●Investment Oversight

Paul L. Joskow, Ph. D.   INDEPENDENT Career Highlights Dr. Joskow is the Elizabeth and executive compensation knowledgeJames Killian Professor of Economics, Emeritus at the Massachusetts Institute of Technology (MIT). He is also the President Emeritus of the Alfred P. Sloan Foundation, where he served as president from 2008 through 2017. Dr. Joskow joined the MIT faculty in 1972 and served as head of the MIT Department of Economics from 1994 to 1998 and as Director of the MIT Center for Energy and Environmental Policy Research from 1999 to 2007. Dr. Joskow’s teaching and research has been in the areas of industrial organization, energy and environmental economics, competition policy, and government regulation of industry. Much of his research and consulting activity has focused on the electric power industry, electricity pricing, fuel supply, demand, generating technology, and regulation. Dr. Joskow has served on the U.S. Environmental Protection Agency’s (EPA) Acid Rain Advisory Committee and on the Environmental Economics Committee of the EPA’s Science Advisory Board. Dr. Joskow also served on the National Commission on Energy Policy, as a member of the Secretary of Energy Advisory Board, and as chair of the National Academies Board on Science, Technology and Economic Policy. Board Service Dr. Joskow currently serves as a trustee of the Putnam Mutual Funds board, as a trustee of Yale University, and as a director of the Whitehead Institute for Biomedical Research. Dr. Joskow’s extensive background in economics and energy and his experience as a utility director offer a unique set of skills to the Company’s Board of Directors. Current Public Boards: ●Exelon Corporation

Primary Skills & Core Competencies:

Executive

Technology

Industry

Policy

Investors

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Board and Corporate Governance Matters

Age:72 Director since:2012 Committee Memberships: ●Corporate Governance (Chair) ●Compensation and Leadership Development

Robert J. Lawless   INDEPENDENT Career Highlights Mr. Lawless served as Chairman of McCormick & Company, Inc. (food manufacturing industry) from 1997 to 2009, having also served as its President until 2006, and its Chief Executive Officer until his retirement in 2008. Board Service Mr. Lawless currently serves as a director of The Baltimore Life Insurance Company (insurance provider) and previously served as a director of Constellation Energy Group until Constellation merged with Exelon in 2012. Mr. Lawless has extensive executive leadership and strategic planning experience. As a former chief executive officer of a public company, he provides critical perspectives on governance and other public company issues that inform his leadership of the Corporate Governance Committee. Current Public Boards: ●Exelon Corporation

Primary Skills & Core Competencies:

Accounting

Executive

Compensation

Investors

Engineering & Manufacturing

Age:74 Director since:2009 Committee Memberships: ●Generation Oversight (Chair) ●Audit ●Finance and Risk oversight

Richard W. Mies   INDEPENDENT Career Highlights Admiral Mies is President and Chief Executive Officer of The Mies Group, Ltd, a private consulting firm, providing strategic planning and risk managementassessment related to international security, energy, defense, and maritime issues. A graduate of the Naval Academy, he completed a 35-year career as a nuclear submariner in the US Navy. Admiral Mies has a wide range of operational command experience, having served as the senior operational commander of the US Submarine Force, and commander of the U.S. Strategic Command for four years prior to his retirement in 2002. Board Service Admiral Mies serves as a director of BWX Technologies, Inc. (a supplier to the nuclear power industry). He is also a member of the board of governors for Lawrence Livermore National Security LLC and serves as vice-chair of the Secretary of Energy Advisory Board. He previously served as a director of Mutual of Omaha from 2002 until 2014, Babcock and Wilcox (an equipment and technology provider to the energy industry) from 2010 until 2015, and as a member of the board of governors for Los Alamos National Security, LLC, from 2005 until 2018. Admiral Mies’ extensive educational background in mechanical engineering and mathematics, and postgraduate studies and degrees in government administration and international relations at Oxford University, the Fletcher School of Law and Diplomacy, and Harvard University contribute to his insights and leadership of the Generation Oversight Committee, and his service on the Finance and Risk and Audit Committees. His deep leadership experience with nuclear power and strategic planning in the Navy and in business, and his extensive board service enable his ability to provide thoughtful contributions to the Exelon Board. Current Public Boards: ●Exelon Corporation ●BWX Technologies, Inc.

Primary Skills & Core Competencies:

Executive

Technology

Safety & Security

Industry

Risk

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Board and Corporate Governance Matters

Ann C. Berzin Age:64 Director since:2012 Committee Memberships: ●Investment Oversight

Mayo A. Shattuck III   INDEPENDENT CHAIRMAN OF THE BOARD Career Highlights Mr. Shattuck serves as the independent Board Chair of Exelon Corporation. He previously served as Executive Chair of Exelon from 2012 to 2013. Prior to joining Exelon, Mr. Shattuck was the Chairman, President and Chief Executive Officer of Constellation Energy from 2001 until 2012, when Constellation merged with Exelon. Prior to this, Mr. Shattuck was at Deutsche Bank, where he served as Chairman of the Board of Deutsche Bank Alex. Brown Inc. and, during his tenure, also served as Global Head of Investment Banking and Global Head of Private Banking. Mr. Shattuck is the past chairman of the Institute of Nuclear Power Operations and was previously a member of the executive committee of the board of Edison Electric Institute. He was also co-chairman of the Center for Strategic & International Studies Commission on Nuclear Policy in the United States. Board Service Mr. Shattuck currently serves as a director of Gap Inc. (clothing retailer), Capital One Financial Corporation, and at Alarm.com Holdings, Inc. (cloud-based security and monitoring services). Mr. Shattuck’s extensive experience in business and the energy industry enables him to effectively identify strategic priorities and oversee the execution of strategic initiatives. His financial expertise from his experience in the financial services industry also brings valuable perspectives to the Board. Current Public Boards: ●Exelon Corporation ●Gap, Inc. ●Capital One Financial Corporation ●Alarm.com Holdings, Inc.

Age:66

Director since:2012

Committee Memberships:

●Audit

●Finance and Risk

Career Highlights
Ms. Berzin served as Chairman and Chief Executive Officer of Financial Guaranty Insurance Company (FGIC), an insurer of municipal bonds, asset-backed securities and structured finance obligations, from 1992 to 2001. Ms. Berzin joined FGIC in 1985 as its General Counsel following seven years of securities law practice in New York City.

Board Service
Ms. Berzin currently serves as a director of Ingersoll-Rand plc (industrial manufacturing). Ms. Berzin previously served as a director of Kindred Healthcare, Inc. from 2006 to 2012 and as a director of Constellation Energy Group from 2008 to 2012 when Constellation merged with Exelon.

Ms. Berzin also serves on the board of Baltimore Gas and Electric Company, an Exelon subsidiary.

Primary Skills, Core Competencies and Attributes

Ms. Berzin has broad business and executive leadership experience, as well as expertise in the financial services sector, which is particularly valuable for her service on the Audit and Finance and Risk Committees.

Primary Skills & Core Competencies:

Accounting and financial reporting experience

Finance

Executive

Compensation

Industry

Corporate financeRisk

Age:60 Director since:2007 Committee Memberships: ●Finance and Risk ●Compensation and Leadership Development

Stephen D. Steinour   INDEPENDENT Career Highlights Mr. Steinour has served as the Chairman, President and Chief Executive Officer of Huntington Bancshares Incorporated, (regional bank-holding company) since 2009. Mr. Steinour previously served as Managing Partner of CrossHarbor Capital (investment firm) from 2008 until 2009, and in a variety of executive positions culminating as President and CEO of Citizens Financial Group (commercial bank holding company) from 1992 until 2008. Board Service Mr. Steinour has served as a director of L Brands, Inc. (fashion retailer) since 2014. He also serves as a member of the board of directors of the Federal Reserve Bank of Cleveland and as a trustee of The Ohio State University Wexner Medical Center. Mr. Steinour’s experience has provided him with a strong background in mergers and acquisitions, business development, creation, and partnerships. His deep background in banking, credit and risk management, and capital markets provides experience important to Exelon and its businesses. Mr. Steinour was named to the 2016 “Directorship 100” list issued by the National Association of Corporate Directors. In conducting the individual director assessment of Mr. Steinour in January 2019 that includes the input of peers and members of management experience(see page 23), the Board was mindful of certain investor vote policies imposing board service limits that are more restrictive than Exelon’s (see page 18 for more). The unanimous consensus of the peer/management input was that Mr. Steinour continues to demonstrate the highest degree of engagement and accessibility, and consistently offers valued advice and guidance. Mr. Steinour stepped out of the Finance and Risk Committee chair role in June 2018 when he also rotated from the Audit Committee to the Compensation and Leadership Development Committee. Mr. Steinour’s commitment to Exelon’s Board and Committees has been demonstrated by his consistently high attendance record of over 90% as recorded over 12 years, covering 309 meetings. Lastly, Mr. Steinour’s service on the L Brands board does not require onerous travel as the company is based near Mr. Steinour’s home in Ohio. The results of Exelon’s robust assessment process demonstrate Mr. Steinour importance to Exelon’s Board and clearly support his nomination as a director. Current Public Boards: ●Exelon Corporation ●Huntington Bancshares Inc. ●L Brands, Inc.

Primary Skills & Core Competencies:

Accounting

Finance

Executive

Risk

CEO/executive management leadership skills

Risk oversight and risk management experience

Investor relations and investment management experience

Investors

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Board and Corporate Governance Matters

Age:59

Director since:2012

Committee Memberships:

●Finance and Risk

●Generation Oversight

●Investment Oversight

Career Highlights
Mr. Crane is President and Chief Executive Officer of Exelon Corporation. Previously, he served as President and Chief Operating Officer of Exelon and Exelon Generation from 2008 to 2012. In that role, he oversaw one of the U.S. industry’s largest portfolios of electric generating capacity, with a multi-regional reach and the nation’s largest fleet of nuclear power plants. He directed a broad range of activities including major acquisitions, transmission strategy, cost management initiatives, major capital programs, generation asset optimization and generation development. Mr. Crane is one of the leading executives in the electric utility and power industries.

Board Service
Mr. Crane is vice-chairman and a member of the executive committee of the Edison Electric Institute. He also serves as vice-chairman of the Institute of Nuclear Power Operations, the industry organization promoting the highest levels of safety and reliability in nuclear plant operation.

Mr. Crane previously served as vice chairman of the Nuclear Energy Institute, the nation’s nuclear industry trade association. Mr. Crane served as a director of Aleris International Inc. from 2010 to 2013.

Mr. Crane also serves as Chair of the boards of directors of Exelon subsidiaries Baltimore Gas and Electric Company, Commonwealth Edison Company, PECO Energy Company, and Pepco Holdings LLC.

Primary Skills, Core Competencies and Attributes

In his role, Mr. Crane oversees a family of companies representing every stage of the energy business, including Exelon Generation, one of the largest, cleanest, and lowest-cost power generation fleets in the country. Mr. Crane also oversees Exelon’s six utilities, which deliver electricity and natural gas to approximately 10 million customers in Delaware, the District of Columbia, Illinois, Maryland, New Jersey, and Pennsylvania.

Age:62 Director since:2018 Committee Memberships: ●Finance and Risk ●Generation Oversight

Accounting

John F. Young   INDEPENDENT Career Highlights Mr. Young served as President, Chief Executive Officer, and Director of Energy Future Holdings Corp. (energy company with portfolio of competitive and regulated businesses) from 2008 until his retirement in 2016. From 2003 to 2008, Mr. Young served in a number of senior leadership positions at Exelon and Exelon Generation, most recently as Executive Vice President and Chief Financial Officer of Exelon Corporation. Board Service Mr. Young has served on the board of The United States Automobile Association (financial and insurance services) since 2011, and he is a member of the Baylor Healthcare System Foundation Advisory Board and the U.S. Naval Academy Foundation’s Board. Mr. Young previously served as a director of CSRA, Inc. (IT and cybersecurity services) and Nuclear Electric Insurance Limited (mutual insurance company for nuclear utilities).Mr. Young also previously served as a director of the Nuclear Energy Institute and the Edison Electric Institute. Mr. Young’s extensive leadership, operational expertise, deep industry knowledge, and financial reporting experiencebackground bring valuable and broad industry insights to our Company’s Board of Directors. Mr. Young leverages this expertise in his service to the Finance and Risk and Generation Oversight Committees of the Board. Current Public Boards: ●Exelon Corporation

Primary Skills & Core Competencies:

Finance

Corporate finance and capital management experienceExecutive

CEO/executive management leadership skillsSafety & Security

Industry

Human resource management and executive compensation knowledgeRisk

Innovation and technology experience

Safety and Security (including physical and cyber)

Industry experience and knowledge of Exelon’s business

Government/ public policy and regulatory insights

Risk oversight and risk management experience

Investor relations and investment management experience

Manufacturing, construction, engineering, and performance management experience

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Board and Corporate Governance Matters

Yves C. de Balmann

Age:71

Director since:2012

Committee Memberships:

●Compensation and Leadership Development (Chair)

●Corporate Governance

●Finance and Risk

Career Highlights
Mr. de Balmann served as the Co-Chairman of Bregal Investments LP (private equity investing firm) from 2002 to 2012. Previously, he was Vice-Chairman of Bankers Trust Corporation, in charge of Global Investment Banking, until its merger with Deutsche Bank in 1999 at which time he became Co-Head of Deutsche Bank’s Global Investment Bank and Co-Chairman and Co-Chief Executive Officer of Deutsche Banc Alex. Brown from 1999 to 2001. He remained a Senior Advisor to Deutsche Bank AG from 2001 to 2003. 

Board Service
Mr. de Balmann currently serves as a director of ESI Group (virtual prototyping software and services) which is listed in compartment B of Euronext Paris. Previously, Mr. de Balmann served as a director of Laureate Education, Inc. and as the non-executive chairman of Conversant Intellectual Property Management. Mr. de Balmann also served as a director of Constellation Energy Group from 2003 to 2012 when Constellation merged with Exelon.

Primary Skills, Core Competencies and Attributes

Mr. de Balmann has extensive experience in corporate finance, including the derivatives and capital markets as well as industry experience as a director of Constellation Energy Group from 2003 to 2012. His background leading major organizations informs his leadership of the Compensation and Leadership Development Committee.

	Corporate finance and capital management experience			CEO/executive management leadership skills			Human resource management and executive compensation knowledge			Risk oversight and risk management experience
	Investor relations and investment management experience

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Board and Corporate Governance Matters

Nicholas DeBenedictis

Age:72

Director since:2002

Committee Memberships:

●Corporate Governance

●Finance and Risk

●Generation Oversight

Career Highlights
Mr. DeBenedictis currently serves as Chairman Emeritus of Aqua America Inc. (water utility operating in eight states) and served as its Chairman and Chief Executive Officer from 1993 to 2015. As CEO of Aqua America, Mr. DeBenedictis gained experience in dealing with many of the same development, land use, and utility regulatory issues that affect Exelon and its subsidiaries. Mr. DeBenedictis also has extensive experience in environmental regulation and economic development, having served in two cabinet positions in the Pennsylvania government: Secretary of the Pennsylvania Department of Environmental Resources and Director of the Office of Economic Development. He also spent eight years with the U.S. Environmental Protection Agency and was President of the Greater Philadelphia Chamber of Commerce for three years.

Board Service
In addition to serving as Chairman Emeritus of Aqua America, Mr. DeBenedictis has served as a director of MISTRAS Group (asset protection solutions) since 2015 and as a director of P.H. Glatfelter, Inc. (global supplier of specialty papers and engineered products) since 1995. Previously, Mr. DeBenedictis served as a director of Met-Pro Corporation from 1997 to 2010.

Mr. DeBenedictis also serves on the boards of Commonwealth Edison Company and PECO Energy Company, which are Exelon subsidiaries.

Primary Skills, Core Competencies and Attributes

As a leader in the greater Philadelphia business community, Mr. DeBenedictis has deep knowledge of the communities and local economies served by PECO. Mr. DeBenedictis’ experiences as former CEO of a public company, service on other company boards, former utility executive, familiarity and experience with environmental regulations, and his educational background in environmental engineering and science, all provide valuable perspectives to Exelon’s Board, Finance and Risk, Generation Oversight, and Corporate Governance Committees.

	Corporate finance and capital management experience			CEO/executive management leadership skills			Industry experience and knowledge of Exelon’s business			Government/ public policy and regulatory insights
	Risk oversight and risk management experience

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Board and Corporate Governance Matters

Linda P. Jojo

Age:52

Director since:2015

Committee Memberships:

●Compensation and Leadership Development

●Finance and Risk

Career Highlights
Ms. Jojo is Executive Vice President, Technology and Chief Digital Officer of United Continental Holdings, Inc. (commercial airline). She is responsible for the effective implementation and management of technology strategy and solutions supporting United’s global business. She has held her current position at United since 2014. Prior to joining United, she served as Executive Vice President and Chief Information Officer for Rogers Communications Inc. from 2011 to 2014 (wireless communication and media company), where she was responsible for all IT systems for both customer facing and business support systems. Prior to this, Ms. Jojo served in other senior officer roles at Energy Future Holdings Corporation (held a portfolio of competitive and regulated energy companies), Flowserve Corporation (suppliers of industrial and environmental machinery), General Electric, and General Electric Silicones.

Board Service
Ms. Jojo serves as vice-chair of the board of trustees of the Adler Planetarium in Chicago, Illinois.

Primary Skills, Core Competencies and Attributes

Ms. Jojo has a wealth of experience leading complex IT organizations and brings important information technology and innovation expertise to Exelon’s Board. Ms. Jojo’s educational background in computer science and industrial engineering also lend expertise to Exelon’s risk oversight areas and cybersecurity initiatives.

	Human resource management and executive compensation knowledge			Innovation and technology experience			Safety and Security (including physical and cyber)			Industry experience and knowledge of Exelon’s business
	Manufacturing, construction, engineering, and performance management experience

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Board and Corporate Governance Matters

Paul L. Joskow, Ph. D.

Age:70

Director since:2007

Committee Memberships:

●Audit

●Finance and Risk

●Investment Oversight

Career Highlights
Dr. Joskow is the Elizabeth and James Killian Professor of Economics, Emeritus at the Massachusetts Institute of Technology (MIT). He is also the President Emeritus of the Alfred P. Sloan Foundation, where he served as president for ten years until 2017. Dr. Joskow joined the MIT faculty in 1972. He served as head of the MIT Department of Economics from 1994 to 1998 and as Director of the MIT Center for Energy and Environmental Policy Research from 1999 to 2007. Dr. Joskow’s teaching and research has been in the areas of industrial organization, energy and environmental economics, competition policy, and government regulation of industry. Much of his research and consulting activity has focused on the electric power industry, electricity pricing, fuel supply, demand, generating technology, and regulation.

Dr. Joskow has served on the U.S. Environmental Protection Agency’s (EPA) Acid Rain Advisory Committee and on the Environmental Economics Committee of the EPA’s Science Advisory Board. Dr. Joskow also served on the National Commission on Energy Policy, as a member of the Secretary of Energy Advisory Board, and as chair of the National Academies Board on Science, Technology and Economic Policy. He is a fellow of the American Academy of Arts and Sciences, a fellow of the Econometric Society and a distinguished fellow of the American Economic Association.

Board Service
Dr. Joskow currently serves as a member of the board of trustees of the Putnam Mutual Funds. He previously served as a director of New England Electric System from 1987 to 2000 until it was acquired by National Grid, following which he served as a director of National Grid plc from 2000 to 2007. Dr. Joskow served as a director of TransCanada Corporation from 2004 to 2013.

Primary Skills, Core Competencies and Attributes

Dr. Joskow’s extensive background in economics and energy and his experience as a utility director offer a unique set of skills to the Company’s Board of Directors.

	CEO/executive management leadership skills			Industry experience and knowledge of Exelon’s business			Government/ public policy and regulatory insights			Innovation and technology experience
	Investor relations and investment management experience

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Board and Corporate Governance Matters

Robert J. Lawless

Age:71

Director since:2012

Committee Memberships:

●Corporate Governance (Chair)

●Compensation and Leadership Development

●Finance and Risk

Career Highlights
Mr. Lawless served as Chairman of McCormick & Company, Inc. (food manufacturing industry) from 1997 to 2009, having also served as its President until 2006, and its Chief Executive Officer until his retirement in 2008.

Board Service
Mr. Lawless currently serves as a director of The Baltimore Life Insurance Company (insurance provider). Mr. Lawless previously served as a director of Constellation Energy Group from 2002 to 2012 when Constellation merged with Exelon.

Primary Skills, Core Competencies and Attributes

Mr. Lawless has extensive executive leadership and strategic planning experience. As a former chief executive officer of a public company, he provides critical perspectives on governance and other public company issues that inform his leadership of the Corporate Governance Committee.

	Accounting and financial reporting experience			CEO/executive management leadership skills			Human resource management and executive compensation knowledge			Investor relations and investment management experience
	Manufacturing, construction, engineering, and performance management experience

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Board and Corporate Governance Matters

Richard W. Mies

Age:73

Director since:2009

Committee Memberships:

●Generation Oversight (Chair)

●Audit

●Finance and Risk

Career Highlights
Admiral Mies is President and Chief Executive Officer of The Mies Group, Ltd, a private consulting firm, providing strategic planning and risk assessment advice and assistance to clients on international security, energy, defense, and maritime issues. A graduate of the Naval Academy, he completed a 35-year career as a nuclear submariner in the US Navy. Admiral Mies has a wide range of operational command experience, having served as the senior operational commander of the US Submarine Force, and commander of the U.S. Strategic Command for four years prior to his retirement in 2002. Following his retirement, Admiral Mies served as a Senior Vice President of Science Applications International Corporation (SAIC), a provider of scientific and engineering applications for national security, energy, and the environment, and as President and Chief Executive Officer of Hicks and Associates, Inc., a subsidiary of SAIC from 2002 to 2007.

Board Service
From 2008 to 2010, Admiral Mies served as a director of McDermott International. In 2010, he transitioned to the board of Babcock and Wilcox (B&W), an equipment and technology provider to the energy industry, when that company spun off from McDermott International. Following the split of B&W into Babcock and Wilcox Enterprises and BWX Technologies, Inc. (BWXT), he transitioned to the board of BWXT, a supplier to the nuclear power industry, where he currently serves as a director. He is also a member of the board of governors for Los Alamos National Security, LLC and the board of governors for Lawrence Livermore National Security LLC. Admiral Mies previously served as a director of Mutual of Omaha from 2002 to 2014.

Primary Skills, Core Competencies and Attributes

Admiral Mies’ extensive educational background in mechanical engineering and mathematics, and post-graduate studies and degrees in government administration and international relations at Oxford University, the Fletcher School of Law and Diplomacy, and Harvard University contribute to his insights and leadership of the Generation Oversight Committee and his service on the Finance and Risk, and Audit Committees. His deep leadership experience with nuclear power and strategic planning in the Navy and in business and through his experience on the boards of other companies enable his ability to provide thoughtful contributions to the Exelon Board.

	CEO/executive management leadership skills			Innovation and technology experience			Safety and Security (including physical and cyber)			Industry experience and knowledge of Exelon’s business
	Risk oversight and risk management experience

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Board and Corporate Governance Matters

John W. Rogers, Jr.

Age:59

Director since:2000

Committee Memberships:

●Investment Oversight (Chair)

●Corporate Governance Committee

●Finance and Risk until April 2017

Career Highlights
Mr. Rogers is the Chairman and CEO of Ariel Investments, LLC, an institutional money management firm that he founded in 1983. Mr. Rogers also serves as trustee of the Ariel Investment Trust.

Board Service
Mr. Rogers has served as a director of McDonald’s Corporation (global foodservice retailer) since 2003. He previously served as a director of Aon Corporation from 1993 to 2012; GATX Corporation from 1998 to 2004; Bank One Corporation from 1998 to 2004; and Bally Total Fitness from 2003 to 2006.

Primary Skills, Core Competencies and Attributes

Mr. Rogers’ broad experience on the boards of a number of major public corporations doing business in a variety of industries has made him a leader in the Chicago business community with perspectives into Chicago business developments. His role in Chicago’s and the nation’s African-American community brings diversity to the Board and emphasis to Exelon’s robust diversity initiatives and community outreach. His success in investment management and the financial markets, and board service at an insurance brokerage and services company, provide him with honed skills and expertise ideal to his leadership of the Investment Oversight Committee and its role in managing Exelon’s extensive nuclear decommissioning, pension, and post-retirement benefit trust funds. Mr. Rogers’ service on the boards and committees of other companies has provided experience that adds further depth to the Corporate Governance Committee. He was named one of six 2010 Outstanding Directors by the Outstanding Directors Exchange.

	Corporate finance and capital management experience			CEO/executive management leadership skills			Government/ public policy and regulatory insights			Investor relations and investment management experience
	Human resource management and executive compensation knowledge

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Board and Corporate Governance Matters

Mayo A. Shattuck III

Chairman of the Board

Age:63

Director since:2012

Committee Memberships:

●Finance and Risk

●Generation Oversight

●Investment Oversight

Career Highlights
Mr. Shattuck serves as the independent Board Chair of Exelon Corporation. He previously served as Executive Chair of Exelon from 2012 to 2013. Prior to joining Exelon, Mr. Shattuck was the Chairman, President and Chief Executive Officer of Constellation Energy from 2001 until 2012, when Constellation merged with Exelon. Prior to this, Mr. Shattuck was at Deutsche Bank, where he served as Chairman of the Board of Deutsche Bank Alex. Brown and, during his tenure, also served as Global Head of Investment Banking and Global Head of Private Banking. From 1997 to 1999, he served as Vice Chairman of Bankers Trust Corporation, which merged with Deutsche Bank in 1999. From 1991 until 1997, Mr. Shattuck was President and Chief Operating Officer and a Director of Alex. Brown Inc., which merged with Bankers Trust in 1997.

Mr. Shattuck is the past chairman of the Institute of Nuclear Power Operations and was previously a member of the executive committee of the board of Edison Electric Institute. He was also co-chairman of the Center for Strategic & International Studies Commission on Nuclear Policy in the United States.

Board Service
Mr. Shattuck currently serves as a director of Gap Inc. (clothing retailer), Capital One Financial Corporation (commercial banking services), and at Alarm.com Holdings, Inc. (cloud-based security and monitoring services).

Primary Skills, Core Competencies and Attributes

Mr. Shattuck’s qualifications to serve as Board Chair include his extensive experience in business, and the energy industry in particular, gained from his service as Constellation Energy’s Chief Executive Officer, which enables him to effectively identify strategic priorities and oversee the execution of strategic initiatives. His financial expertise from his years of experience in the financial services industry also brings valuable perspectives to the Board.

	Corporate finance and capital management experience			CEO/executive management leadership skills			Human resource management and executive compensation knowledge			Industry experience and knowledge of Exelon’s business
	Risk oversight and risk management experience

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Board and Corporate Governance Matters

Stephen D. Steinour

Age:59

Director since:2007

Committee Memberships:

●Finance and Risk (Chair)

●Audit

Career Highlights
Mr. Steinour is Chairman, President and Chief Executive Officer of Huntington Bancshares Incorporated, a regional bank-holding company delivering a full suite of commercial and retail banking, investment management, and insurance services across the Midwest. Mr. Steinour joined Huntington in 2009 from CrossHarbor Capital (investment firm) where he served as Managing Partner. Previously, he served as President and CEO of Citizens Financial Group (commercial bank holding company), as Division Executive for Fleet Financial Group (asset management company), and as Executive Vice President at Bank of New England.

Board Service
Since 2014, Mr. Steinour has served as a director of L Brands, Inc. (fashion retailer). Mr. Steinour also serves on the board of directors of the Federal Reserve Bank of Cleveland and is a trustee of The Ohio State University Wexner Medical Center. He is a member of the Financial Services Roundtable and The Columbus Partnership. He is vice chair of the Columbus Downtown Development Corporation and is a member of the Ohio Business Roundtable.

In connection with the nomination of Mr. Steinour, the Corporate Governance Committee considered his consistently demonstrated preparedness, engagement, and attention to Exelon Board stewardship and his vigorous leadership of the Finance and Risk Committee.

Primary Skills, Core Competencies and Attributes

Mr. Steinour’s experience leading Huntington Bancshares provides him with a strong background in mergers and acquisitions, including post-merger integration and conversions, business development, creation, and partnerships. His deep banking experience provides market experience important to Exelon Generation and the utility businesses and his experience in credit and risk management, credit and capital markets, enhances his value to the Exelon Board and its Finance and Risk and Audit Committees. Mr. Steinour’s educational achievements in the Executive Program in Leadership at Stanford University’s Graduate School of Business and economics also provide informed insights. Mr. Steinour was named to the 2016 “Directorship 100” list issued by the National Association of Corporate Directors.

	Accounting and financial reporting experience			Corporate finance and capital management experience			CEO/executive management leadership skills			Risk oversight and risk management experience
	Investor relations and investment management experience

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Director Independence

The Board has determined that all non-employee Directors who served on the Board in 2017 and all nominees for election, except for Mr. Crane, are independent according to applicable law and the listing standards of the New York Stock Exchange (NYSE), as incorporated into the Independence Standards for Directors found in Exelon’s Corporate Governance Principles. The Board has also determined that the members of the Audit, Compensation and Leadership Development, and Corporate Governance Committees are independent within the meaning of applicable laws, the listing standards of the NYSE, and the Independence Standards for Directors. Mr. Crane is not considered independent because of his employment as President and Chief Executive Officer of Exelon.

Pursuant to Exelon’s related person transactions policy, the Board also takes into account information provided by Directors about business and familial-based relationships with Exelon including other boards on which they may serve and charitable, civic, cultural and professional affiliations. Under the policy, all transactions and relationships are evaluated by Exelon’s Office of Corporate Governance, and information is presented to the Corporate Governance Committee and Board for a determination of the materiality of such relationships on independence and for the approval of any related person transactions identified. Details related to all transactions reviewed are provided in the chart below.

When assessing the independence of Director nominees, the Corporate Governance Committee takes into account the impact that tenure may have on the independence of certain longer-tenured incumbent Board nominees. The Board places a high value on the perspectives and contributions that our longer serving Directors provide to Board discussions, having served Exelon during various industry developments and with different management teams over the years. The Board determined that the independence of the longer-tenured Directors has not been diminished by their years of service on the Board. Exelon’s longer-tenured Directors continue to thoughtfully challenge management and provide reasoned, balanced, and insightful guidance to senior management and the Board and its decisions.

In January 2018, the Board amended the Corporate Governance Principles and, as part of the amendments, determined that certain categories of relationships do not affect a Director’s independence. These Categorical Standards of Independence are set forth in Appendix A-4. The amended Corporate Governance Principles and Categorical Standards of Independence were not applied to the independence determinations made in January 2018, but will be applied in future determinations.

Director		Summary of Relationship
Anthony K. Anderson		Mr. Anderson serves as a director of Avery Dennison, a public company, which purchased power and gas in 2017 from Exelon subsidiary Constellation Energy, based on a competitively bid process.
Ann C. Berzin		Ms. Berzin serves as a director of Ingersoll Rand plc, a public company that provided equipment and services to Exelon Generation. In 2017, Exelon paid Ingersoll Rand approximately $574,000. In addition, Ingersoll Rand purchased power in 2017 from Exelon subsidiary, Constellation Energy, based on a competitively bid process.
Nicholas DeBenedictis		Mr. DeBenedictis serves as the Chairman Emeritus of Aqua America, a public water utility company that supplied water in 2017 to PECO, an Exelon subsidiary, under tariffed utility rates. Aqua America is also a customer of Exelon subsidiaries, PECO, ComEd, and Constellation Energy for which it paid approximately $14.1 million for power and gas at tariffed rates or through a competitively bid process in 2017. Mr. DeBenedictis serves as a director of Independence Blue Cross, a not-for-profit company that received approximately $51.8 million from Exelon in 2017 for health care coverage for Exelon employees. The transaction was the result of a competitively bid process. Mr. DeBenedictis serves as a director of MISTRAS Group, a public company which provides asset protection solutions. Exelon paid that company approximately $1.85 million in 2017. The transaction was the result of a competitively bid process. Mr. DeBenedictis serves on the advisory board of Pennoni Associates, Inc., a company which provides engineering consulting services for which Exelon paid approximately $5.3 million in 2017 at arms-length terms. Mr. DeBenedictis serves as a director of P.H. Glatfelter, a public manufacturing company to which Exelon paid $818,000 for Renewable Energy Credits in 2017. The transaction was effected through the use of a blind auction process. Mr. DeBenedictis also serves on the advisory board of PNC Bank, a company that provides financial services and participates in some Exelon credit facilities at arms-length terms for which Exelon paid $7.2 million in 2017.

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Director		Summary of Relationship
Nancy L. Gioia		Ms. Gioia serves as a director of Meggitt, PLC, an aerospace manufacturer listed on the London Stock Exchange that received approximately $715,000 from Exelon in 2017 for consulting services. The transactions were the result of a competitively bid process.
Linda P. Jojo		Ms. Jojo is an employee of United Continental Holdings, a public company and commercial airline. In 2017, Exelon paid United approximately $5.7 million for regularly occurring employee travel at established market rates.
Richard W. Mies		Admiral Mies serves as a director of BWX Technologies, a public company that provides nuclear operations and technical services to Exelon Generation for which Exelon paid approximately $3 million in 2017. The transactions were the result of a competitively bid process. Admiral Mies also serves as a consultant to LEIDOS, a public company to which Exelon paid approximately $3.2 million in 2017 for consulting services, amounting to less than 2% of LEIDOS’s consolidated gross revenues for 2017.
John W. Rogers, Jr.		Mr. Rogers serves as a director of McDonald’s Corporation, a public company which purchased utility services at tariffed rates from Exelon’s utility subsidiaries, and power and gas from Constellation Energy as the result of a competitive bid process in 2017.
Mayo A. Shattuck III		Mr. Shattuck serves as a director of Gap Inc., a public company which purchased power and gas from Constellation Energy, an Exelon subsidiary in 2017. The transactions were the result of a competitively bid process.
Stephen D. Steinour		Mr. Steinour is the Chairman, President and CEO of Huntington Bancshares, a public company which is a part of a syndicate of banks that participate in Exelon’s credit facilities on similar terms. In 2017, Exelon paid Huntington Bancshares approximately $97,000 in fees.

Related Person Transactions

As referenced above, Exelon has a written policy for the review and approval or ratification of related person transactions. Transactions covered by the policy include commercial transactions for goods and services and the purchase of electricity or gas at non-tariffed rates from Exelon or any of its subsidiaries by an entity affiliated with a Director or officer of Exelon. The retail purchase of electricity or gas from Atlantic City Electric Company (ACE), Baltimore Gas and Electric Company (BGE), Commonwealth Edison Company (ComEd), Delmarva Power and Light Company (DPL), PECO Energy Company (PECO), or Potomac Electric Power Company (Pepco) at rates set by tariff, and transactions between or among Exelon or its subsidiaries are not considered. Charitable contributions approved in accordance with Exelon’s Charitable Contribution Guidelines are deemed approved or ratified under the related persons transaction policy and do not require separate consideration and ratification.

As required by the policy, the Board reviewed all commercial, charitable, civic and other relationships with Exelon in 2017 that were disclosed by Directors and executive officers of Exelon, ACE, BGE, ComEd, DPL, PECO and Pepco, and by executive officers of Exelon Generation that required separate consideration and ratification. Exelon’s Office of Corporate Governance conducted due diligence on each of these transactions to determine the specific circumstances of the particular transaction, including whether it was competitively bid or whether the consideration paid was based on tariffed rates.

The Corporate Governance Committee and the Board reviewed the analysis prepared by the Office of Corporate Governance, which identified those transactions that required approval or ratification under the policy, or disclosure under U.S. Securities and Exchange Commission (SEC) rules. The Committee recommended the Board’s ratification of all transactions because the related person served only as a director of the affiliated company, was not an officer or employee of the affiliated company and did not have a pecuniary or material interest in the transaction. For some transactions, the value or cost of the transaction was very small, and the Board considered the de minimis nature of the transaction as a further reason for ratifying it. The Board ratified other transactions that were the result of a competitive bidding process and therefore were considered fairly priced, or arms-length, regardless of any relationship. The remaining transactions were approved by the Board, even though the Director is an executive officer of the affiliated company, because the transactions involved only retail electricity or gas purchases under tariffed rates, the price and terms were determined to be the result of a competitive bidding process, or were provided at market terms generally available.

None of the transactions reviewed were determined to be material related person transactions requiring disclosure under SEC rules.

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The Board’s Role and Responsibilities

Overview

Exelon’s business, property and affairs are managed under the direction of the Board of Directors. All Directors stand for election by shareholders annually and must receive a majority of the votes cast in uncontested elections. The Board considers the interests of all of its constituencies, which includeincludes shareholders, customers, employees, annuitants, suppliers, the communities we serve, and the environment. The Board is committed to ensuring that Exelon conducts business in accordance with the highest standards of ethics, integrity, and transparency.

Governance Highlights

Exelon’s Board remains committed to maintaining the highest standards of corporate governance. We believe our strong corporate governance practices help us achieve our performance goals and maintain the trust and confidence of our shareholders, employees, customers, regulators, and other stakeholders. A summary of our corporate governance practices are described below and more detail is presented in our Corporate Governance Principles, which are available on the Exelon website atwww.exeloncorp.comon the Governance page located under the Investors tab.

Board Accountability & Shareholder Rights
✓	Directors are elected annually by a majority of votes cast in uncontested elections. The average level of vote support for Directors in 2018 was 97%.
✓	Eligible shareholders may nominate Directors through Exelon’s “proxy access” bylaws.

Oversight of Risk Management
✓	The Board regularly reviews management’s systematic approach to identifying and assessing risks faced by Exelon and each business unit, taking into account emerging trends and developments and in connection with capital investments and business opportunities.
✓	Our Finance and Risk Committee oversees Exelon’s risk management strategy, policies and practices, financial condition and risk exposures.

Shareholder Engagement
✓	Exelon has a long-standing practice of engaging with our shareholders on corporate governance matters throughout the year, as may be necessary or helpful, to understand the positions of our institutional investors and to share Exelon’s perspective on matters of mutual interest.
✓	Regular and ongoing engagement with our shareholders helps to inform Board and Committee decisions on governance, compensation, environmental stewardship, and other matters.
✓	Page 36 in our Compensation Discussion & Analysis section summarizes the input received during 2018 related to our executive compensation program.

Governance Practices
✓	Our Board and each of the Board’s six Committees undergo annual self-assessments, and individual directors undergo biennial performance assessments that includes input from peers and select members of executive management. (See page 23 for details.)
✓	Continuing director education is provided during Board and Committee meetings and the Company encourages Director participation in externally offered director development opportunities.
✓	Independent Directors meet regularly in executive sessions without management.
✓	Robust stock ownership guidelines require Directors to hold at least 15,000 shares of Exelon common stock within five years after joining the Board; the CEO to hold shares valued at 6X his base salary, and Executive Vice Presidents and higher-level officers to hold shares valued at 3X base salary. Hedging, pledging, and short sales of Exelon stock are prohibited.
✓	Directors may not stand for election after age 75.
✓	Directors should not serve on the boards of more than four other public companies in addition to Exelon and its subsidiaries and any Director who serves as the CEO of a public company should not serve on more than two other public company boards in addition to Exelon.
✓	Transparent political activities and contributions are provided through semi-annual reporting onwww.exeloncorp.com

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Purpose and Principles

In 2017, we articulated our purpose as a Company—how and why we exist. Thousands of employees from across the Company provided input, and the result was a bold affirmation of our reason for being. Our Purpose statement provided a renewed focus on the impact we have in the communities where we work and live. Our principles serve as our guide. See page 5 for a summary of some of our 2018 achievements.

Purpose	Powering a cleaner and brighter future for our customers and communities.
Principles	✓	We practice the highest level of safety and security to reliably deliver energy to our customers and communities.
	✓	We put customer needs at the center of all we do by fueling innovation to improve the delivery of clean and affordable energy and services.
	✓	We return our success to the communities we are privileged to serve.
	✓	We adhere to the highest standards–ethically and with uncompromising integrity–to drive value for our customers and shareholders.
	✓	Our workforce is the foundation of our success. We succeed as a team of diverse individuals; respected, engaged and inspired to shape our nation’s energy future.

Environmental, Social and Governance Oversight

Environmental sustainability has been a core value and business driver for Exelon since our company’s beginning. Successfully managing environmental impacts strengthens our relationships with our customers and the communities in which we operate. We are focused on being good stewards of the resources we use by minimizing impacts on watersheds and habitats and innovating processes to reduce waste and emissions. Our most substantial positive environmental impact is our contribution to address climate change — as the largest producer of clean and reliable energy in the United States, our responsibility to manage our environmental impacts for our stakeholders and the planet is significant. Consistent with our Purpose statement, we are committed to building the next-generation energy company and applying innovative technologies to manage energy use and meet customer expectations for clean, reliable and affordable power. For more information about our sustainability practices, please refer to The Exelon Corporation Sustainability Report posted on our website atwww.exeloncorp.com. The Board’s Corporate Governance Committee oversees our strategies and efforts to protect and improve the quality of the environment and our sustainability policies and practices.

Board Oversight of Risk

The Company operates in a complex market and regulatory environment that involves significant risks, many of which are beyond its direct control. The CompanyExelon has ana fully staffed Enterprise Risk Management group consisting of a Chief Enterprise Risk Officer, a Chief Commercial Risk Officer, a Chief Credit Officer, a Vice President of Enterprise Risk Management Operations, a Vice President of Enterprise Risk Management Analytics and a full-time staff of 124. The Enterprise Risk Management groupthat also draws upon other Company personnel for additional support on various matters related to identification, assessment, management, mitigation and monitoring of risks through established key risk indicators of enterprise risks.indicators.

Exelon’s Enterprise Risk Management group is composed of:
✓	a Chief Enterprise Risk Officer;
✓	a Chief Commercial Risk Officer;
✓	a Chief Credit Officer;
✓	a Vice President of Enterprise Risk Management Operations;
✓	a Vice President of Enterprise Risk Management Analytics, and;
✓	a full-time staff of approximately 115.

The Company and its business units/operating companies also has ahave Risk Management Committee comprisingCommittees composed of select senior officers including the chief executive officers of those business units/operating companies and the CompanyExelon CEO, who meet regularly to discuss matters related to enterprise risk management generally, and particular risks associated with new developments or proposed transactions under consideration.consideration, and ensure that processes are in place to identify and assess risks within the business as well as measure and manage risk exposures in accordance with Exelon’s policies, programs, strategies, and risk appetite as approved by the Exelon Board.

The Chief Enterprise Risk Officer and the Risk Management CommitteeCommittees meet regularly meet with management of the Company to identify and evaluate the most significant risks of the businesses and appropriate steps to manage and mitigate those risks. In addition, the Chief Enterprise Risk Officer and the Enterprise Risk Management group perform a regular assessmentassessments of enterprise

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risks, drawing upon resources throughout the Company for an assessment of the probability and severity of identified risks as well as control effectiveness. These risk assessments, which also include the review of operating company-specific key risk indicators, are discussed at the business unit/operating company risk management committeesRisk Management Committees before being aggregated and discussed with the Board’s Finance and Risk Committee and Audit CommitteeCommittees and, when appropriate, the BGE, ComEd, PECO and PHI boards of directors.

The Finance and Risk, Audit, and Generation Oversight Committees regularly report on the Committees’ discussions of enterprise risks to the Board. Furthermore, the Board regularly discusses enterprise risks in connection with consideration of emerging trends or developments and in connection with the evaluation of capital investments and other business opportunities and business strategies.

Environmental, Social and Governance Oversight

Exelon’s strategy to grow and diversify the Company through targeted investments in our core markets and promising technologies with the potential to reshape the energy landscape include efforts to power a cleaner, brighter future for our customers and communities. We are committed to building the next-generation energy company and applying innovative technologies to manage energy use and meet customer expectations for clean, reliable and affordable power. The Corporate Governance Committee oversees the Company’s strategies and efforts to protect and improve the quality of the environment, sustainability policies and practices.

Director Attendance at Meetings of the Board of Directors and Shareholder Meetings

		The Board of Directors held five meetings during 2017,2018, including a two-day strategy retreat with senior officers of Exelon and its subsidiary companies. Each incumbent Director nominee attended at least 75% of the combined Board and Committee meetings of which he or she was a member. Attendance at Board and Committee meetings during 20172018 averaged 96.84%98% for incumbent Directors as a group. While Exelon does not have a formal policy requiring attendance at the annual shareholders meeting, all Directors attended the 2018 annual shareholders meeting.
Attendance

While Exelon does not have a formal policy requiring attendance at the annual shareholders meeting, all Directors attended the 2017 annual shareholders meeting.

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Board Structure

Board Leadership

Exelon’s bylaws permit the independent members of the Board to determine the leadership structure of the Board including whether the roles of Board Chair and Chief Executive Officer should be performed by the same individual or whether the roles should be performed by separate individuals. As a matter of policy, the Board believes that separation of these functions is not required, and whether to combine the roles or not is a matter for the Board’s sole discretion, taking into consideration the current and anticipated circumstances of the Company, the skills and experiences of the individual or individuals in question, and the leadership composition of the Board.

The Board reviews its leadership structure periodically and as circumstances warrant. The Board separated the roles of Board Chair and Chief Executive Officer in 2012 upon the completion of its merger with Constellation Energy Group and named Mayo Shattuck as Board Chair and Christopher Crane as President and Chief Executive Officer of Exelon. We find that this leadership structure ensures independent oversight and promotes the Board’s ability to effectively represent the best interests of all shareholders.

Because theThe Board is committed to continued independent oversight at all times theand our Corporate Governance Principles provide that the independent members of the Board shall select and elect a Lead Independent Director in the event the Board Chair and Chief Executive role are held by the same individual, or the person holding the role of Board Chair is not independent under Exelon’s Independence Standards for Directors. At any time during which the position of Lead Independent Director may be required but is vacant due to timing considerations, the Chair of the Corporate Governance Committee shall serve as the Lead Independent Director.

Exelon’s Corporate Governance Principles provide a full outline of the responsibilities for each of the Board Chair, Chief Executive Officer, and any Lead Independent Director.

Board Committees

In 2017,There are six standing Committees assistedcommittees of the Board in carrying out its duties:Board: the Audit Committee, the Compensation and Leadership Development Committee, the Corporate Governance Committee, the Finance and Risk Committee, the Generation Oversight Committee and the Investment Oversight Committee. The Board Chair and CEO maygenerally attend all Committee meetings. Allmeetings and all Committees meet regularly in executive session without management.

Committee membership and principal responsibilities for each Committee is described below:

Audit

Compensation and Leadership Development

Corporate Governance

Finance and Risk

Generation Oversight

Investment Oversight

Anderson

C

Berzin

Crane

de Balmann

C

DeBenedictis

Gioia

(1)

(1)

Jojo

Joskow

Lawless

C

Mies

C

Rogers

(2)

C

Shattuck

Steinour

C

Meetings in 2017

6

5

4

4

4

2

C	Chair
	Member

Notes:
(1)	Ms. Gioia will serve on the Finance and Risk and Generation Oversight Committees through the end of her tenure.
(2)	Mr. Rogers served on the Finance and Risk Committee until April 2017.

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Board and Corporate Governance Mattersmanagement present.

Each Committee is governed by a Board-approved charter stating its responsibilities. Each charterresponsibilities, that is reviewed annually and updated as appropriate, to address changes in regulatory requirements, authoritative guidance, evolving oversight practices and investor feedback.appropriate. The charters were last amended on January 30, 2018 (Finance and Risk, Generation Oversight and Investment Oversight Committee charters) and July 24, 2018 (Audit, Compensation and Leadership Development, and Corporate Governance Committee charters), and are available on the Exelon website atwww.exeloncorp.comon the Governance page under the Investors tab. The charters are available in print to any shareholder who requests a copy from Exelon’s Corporate Secretary as described on page 8065 of this proxy statement.

Audit Committee

Meetings in 2017: 6

Independence:The Audit Committee is composed entirely of independent Directors.

Report:Pages 42-43

Primary Responsibilities:

The Audit Committee’s primary responsibility is to assist the Board of Directors in fulfilling its responsibility to oversee and review the quality and integrity of the Company’s financial statements and internal controls over financial reporting, the independent auditor’s qualifications and independence, and the performance of the Company’s internal audit function and of its independent auditor.

The Board of Directors has determined that each of the members of the Audit Committee is an “Audit Committee Financial Expert” for purposes of the SEC’s rules.

The Audit Committee’s principal duties include:

✓Having sole authority to appoint, retain, or replace the independent auditor, subject to shareholder ratification, and to oversee the independence, compensation and performance of the independent auditor; ✓Reviewing financial reporting and accounting policies and practices;

✓Overseeing the work of the internal auditor and reviewing internal controls; ✓With the advice and assistance of the Finance and Risk Committee, reviewing in a general manner the processes by which Exelon assesses and manages enterprise risk; and

✓Reviewing policies and procedures with respect to internal audits of officers’ and Directors’ expenses, compliance with Exelon’s Code of Business Conduct, and the receipt and response to complaints regarding accounting, internal controls or auditing matters.

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Compensation and Leadership Development Committee

Meetings in 2017: 5

Independence:The Compensation and Leadership Development Committee is composed entirely of independent Directors.

Report:Page 62

Primary Responsibilities:

The primary responsibilities of the Committee are to:

✓Assist the Board in the establishment of performance criteria, evaluation, and compensation setting for the CEO; ✓Approve the compensation program design and plans for the compensation of all executive officers of Exelon, other than the CEO;

✓Review and discuss with management Compensation Discussion and Analysis (CD&A) for inclusion in the Company’s annual proxy statement and determine whether to recommend to the Board the inclusion of CD&A in the annual proxy statement;

✓Prepare or cause to be prepared the Compensation Committee Report for inclusion in the annual proxy statement; and ✓Develop leadership and succession planning policies and criteria for the Company.

The Compensation and Leadership Development Committee is responsible for setting the Company’s general policy regarding executive compensation to ensure that compensation levels and performance targets for Exelon and its subsidiaries are consistent with Exelon’s compensation philosophy and aligns with its strategic and operating objectives.

The Committee is careful to set goals that are sufficiently difficult to meaningfully incent management performance. In setting the goals, the Committee takes into account input from the Company’s executive officers.

The Committee develops recommendations for the CEO’s compensation and collaborates with the Board Chair and Corporate Governance Committee to determine the CEO’s compensation in light of the performance achieved against criteria established by the Board. The Chairs of the Corporate Governance and Compensation and Leadership Development Committees sit on each other’s Committees, which is helpful in the process for evaluating the performance and setting the compensation for the CEO.

The Compensation and Leadership Development Committee has delegated authority to the CEO to make off-cycle equity awards to eligible employees of up to 600,000 shares in the aggregate, and 20,000 shares per recipient in any year. Eligible employees include those below the level of Executive Vice President of Exelon and who are not subject to reporting obligations under Section 16 of the Securities Exchange Act of 1934, or were subject to the limitations of Internal Revenue Code Section 162(m) prior to the Tax Cuts and Jobs Act of 2017. Any awards made under this delegated authority are reviewed and ratified by the Compensation and Leadership Development Committee.

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Compensation ConsultantAudit Committee

Meetings in 2018: 6 Members- all independent Mr. Anderson (Chair) Ms. Berzin Ms. Brlas Dr. Joskow Adm. Mies Report:Page 28		Primary Responsibilities: ✓Assists Board in the oversight and review of the quality and integrity of the Company’s financial statements and internal controls over financial reporting ✓Appoints, retains, and oversees the independent auditor and evaluates its qualifications, performance and independence ✓Oversees the Company’s internal audit function ✓With the advice and assistance of the Finance and Risk Committee, reviews the processes by which Exelon assesses and manages enterprise risk ✓Oversees compliance with Exelon’s Code of Business Conduct, and the process for the receipt and response to complaints regarding accounting, internal controls or audit matters
The Board of Directors has determined that each of the members of the Audit Committee is an “Audit Committee Financial Expert” for purposes of the SEC’s rules.

Compensation and Leadership Development Committee is authorized to retain and terminate, without Board or management approval, the services of an independent compensation consultant to provide advice and assistance, as the Committee deems appropriate. The Committee has sole authority to approve the consultant’s fees and other retention terms, and reviews the independence of the consultant and any other services that the consultant or the consultant’s firm may provide to the Company. The compensation consultant reports directly to the Committee.

The Committee first engaged Meridian Compensation Partners, LLC (Meridian) in 2016 as its consultant after conducting a request for proposal process. In reviewing the engagement in 2017, the Committee considered the following factors and determined that Meridian continued to be an independent consultant and had no conflicts of interest:

Meetings in 2018: 4 Members- all independent Mr. de Balmann (Chair) Ms. Jojo Mr. Lawless Mr. Steinour Report:Page 45		Primary Responsibilities: ✓Assists Board in establishing performance criteria, evaluation, and compensation for CEO ✓Retains the Committee’s independent compensation consultant ✓Approves executive compensation program design for executive officers, other than the CEO ✓Reviews Compensation Discussion and Analysis and prepares Compensation Committee Report for this proxy statement ✓Monitors and reviews leadership and succession information for executive roles
Compensation Committee Interlocks and Insider Participation. No member of the Compensation and Leadership Development Committee has ever served as an officer or employee of Exelon. During 2018, none of Exelon’s executive officers served on the board of directors of any entities whose executive officers serve on the Compensation and Leadership Development Committee.

Corporate Governance Committee

Meetings in 2018: 5 MembersMeridian performed no other services- all independent Mr. Lawless (Chair) Mr. de Balmann Mr. DeBenedictis Mr. Rogers

Primary Responsibilities: ✓Identifies and recommends qualified candidates for election by the Board and shareholders and oversees Board and Committee structure and composition ✓Recommends Corporate Governance Guidelines and advises on corporate governance issues including evaluation processes for the Company or its affiliatesBoard, Committees, each Director, the Board Chair and received no other fees from the Company other thanCEO ✓Oversees Exelon’s environmental strategies, including climate change and sustainability policies ✓Reviews Exelon’s director compensation program and has authority to retain independent compensation consultant ✓Has authority to retain an independent search firm to identify candidates for executive compensation consulting for the Committee and Director compensation consulting for the Corporate Governance Committee;

✓The amount of fees paid by the Company to Meridian in 2017 was less than 1% of Meridian’s gross annual revenues; ✓Meridian has formal written policies designed to prevent conflicts of interest, including an insider trading and stock ownership policy; and

✓There were no relationships between Meridian and its consultants and Exelon and its officers, Directors or affiliates.

As part of its ongoing services to the Committee, Meridian supports the Committee in executing its duties and responsibilities with respect to Exelon’s executive compensation programs by providing information and advice regarding market trends and competitive compensation programs and strategies that include:

✓Market data for each senior executive position, including evaluating Exelon’s compensation strategy and reviewing and confirming the peer group used to prepare the market data; ✓An independent assessment of management recommendations for changes in the compensation structure;

✓Assisting management to ensure that the Company’s executive compensation programs are designed and administered consistent with the Committee’s requirements; and

✓Ad hoc support, including executive compensation and related corporate governance trends.

Meridian attends meetings of the Committee when requested. The Committee may directly or indirectly request Meridian to advise on other executive and non-executive compensation-related projects. The Committee has established a process for determining whether any significant additional services will be needed and whether a separate engagement for such services is necessary.

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Finance and Risk Committee

Corporate Governance Committee

Meetings in 2017:2018: 4 Members- all independent Ms. Berzin (Chair) Mr. Anderson Ms. Brlas Mr. de Balmann Mr. DeBenedictis Ms. Jojo Dr. Joskow Adm. Mies Mr. Steinour Mr. Young

Primary Responsibilities:

Independence:The Corporate Governance Committee is composed entirely of independent Directors.

Primary Responsibilities:

In addition to its responsibilities described elsewhere in this proxy statement, the Corporate Governance Committee’s principal responsibilities include:

✓Identifying individuals qualified to become Board candidates; ✓Recommending Board approval of Director nominees for election at the annual meeting of shareholders;

✓Developing and recommend to the Board a set of governance guidelines applicable to the Company; and

✓Overseeing the evaluation processes for the Board, Committees, each Director, and the CEO.

The Committee is responsible for taking a leadership role in shaping the corporate governance practices of Exelon including amongst other things:

✓Board and Committee structure and composition issues; ✓Performance criteria and evaluations of the CEO and Board Chair if employed by the Company;

✓Oversight of Exelon’s environmental strategies, including climate change and sustainability policies; ✓Delegations of authority for Exelon and its subsidiaries;

✓Oversight of Exelon’s efforts to promote diversity among its contractors and suppliers; and ✓Recommendations with respect to Director compensation.

The Committee utilizes an independent compensation consultant to assist it in its evaluation and recommendations to the Board with respect to Director compensation. The Chairs of the Corporate Governance and Compensation and Leadership Development Committees sit on each other’s Committees which is helpful in the process for evaluating the performance and setting the compensation for the CEO. The Corporate Governance Committee may utilize other consultants, such as specialized search firms, to identify candidates for Director.

As part of the Corporate Governance Committee’s role in monitoring and oversight of CEO succession planning, the Committee developed an emergency CEO succession plan, which is reviewed by the Committee and the full Board annually. In addition, CEO succession is a topic on the agenda for meetings of the full Board at least twice each year.

Finance and Risk Committee

Meetings in 2017: 4

Primary Responsibilities:

The Finance and Risk Committee’s purpose and responsibilities include:

✓Overseeing the Company’sOversees risk management functions; ✓Overseeingfunctions and matters relating to the financial condition and risk exposures by Exelon;of Exelon and its subsidiaries ✓Monitoring theMonitors financial condition, capital structure, financing plans and programs, dividend policy, treasury policies and liquidity, and related financial risk at Exelon and its major subsidiaries;risks

✓Overseeing or appraising of theOversees capital management and planning process, including capital investments,expenditures, acquisitions and divestitures;divestitures ✓Overseeing Company-wideOversees risk management strategy,strategies, policies, procedures, and mitigation efforts including insurance programs;

✓Overseeing the strategy and performance of risk management policies relatingwith respect to risks associated with marketing and trading of energy and energy-related products;products and ✓Reviewing and approving risk policies relating to power marketing, hedging and the use of derivatives. cyber security

The Finance and RiskGeneration Oversight Committee includes members with experience in the economics of energy, nuclear operations, banking and investment management and security, reflecting experience in dealing with the range of risks that the Company faces.

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Board and Corporate Governance Matters

Generation Oversight Committee

Meetings in 2017:2018: 4 Members Adm. Mies (Chair) Mr. Anderson Mr. Crane Mr. DeBenedictis Mr. Young

Primary Responsibilities:

Primary Responsibilities:

The Generation Oversight Committee’s purpose and responsibilities include:

✓Advising and assisting the full Board in fulfilling its responsibilities to overseeOversees the safe and reliable operation of all generating facilities owned or operated by Exelon or its subsidiaries with principal focus on nuclear safety and, including those facilities in which Exelon has significant equity or operational interests;

✓Overseeing theOversees management and operationoperations of the Company’s generating facilities andincluding the overall organizational effectiveness (both corporate and stations) of the generation operations;station operations

✓Overseeing the establishment of andOversees compliance with policies and procedures to manage and mitigate risks associated with the security and integrity of Exelon’s generation assets; andassets ✓ReviewingReviews environmental, health and safety issues related to the Company’s generating facilities.facilities

Investment Oversight Committee

Investment Oversight Committee

Meetings in 2017:2018: 2 Members Mr. Rogers (Chair) Mr. Crane Dr. Joskow Mr. Shattuck

Primary Responsibilities:

Primary Responsibilities:

The purpose and responsibilities of the Investment Oversight Committee include:

✓OverseeingOversees the management and investment of the assets held in trusts established or maintained by the Company or any subsidiary for the purpose of funding the expense of decommissioning nuclear facilities;facilities ✓Monitoring theMonitors performance of the nuclear decommissioning trusts and the trustees, investment managers, and other advisors and service providers for the trusts;trusts

✓OverseeingOversees the evaluation, selection and retention of investment advisory and management, consulting, accounting, financial, clerical or other services with respect to the nuclear decommissioning trusts;trusts ✓OverseeingOversees the evaluation, selection and appointment of trustees and other fiduciaries for the nuclear decommissioning trusts;trusts

✓Overseeing the administration of the nuclear decommissioning trusts; and ✓Monitoring and receiving periodic reports concerning theMonitors investment performance of the trusts under the pension and post-retirement welfare plans and the investment options under the savings plans.plans

The Investment Oversight Committee also provides general oversight of Exelon’s investment management functions. The Committee includes members with experience in investment management, investment banking and the economics of energy and serves as a resource and advisory panel for Exelon’s investment management team and the Board.

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Board and Corporate Governance Matters

Board Processes and Policies

Board, Committee, and Individual Director Evaluations

Exelon has strong evaluation processes for its Board, six Board Committees, and individual Directors.

Board Evaluations

Committee Evaluations

Individual Director Evaluations

The Board conducts an annual assessment of its performance and effectiveness. The process is coordinated by the Board Chair and the chair of the Corporate Governance Committee, taking into account the recommendations of the Corporate Governance Committee on the process and criteria to be used for Board, Committee, and individual Director evaluations. All Directors are interviewed by the Board Chair or the chair of the Corporate Governance Committee to discuss the following topics, among others that may arise: ●overall Board performance and areas of focus including strategic and business issues, challenges, and opportunities; ●Board meeting logistics; ●CEO, senior management and Director succession planning; ●accountability to shareholder views; ●Board Committee structure and composition; ●Board culture; ●Board composition; and ●management performance, including quality of materials, provided to the Directors. Interviews also seek practical input on what the Board should continue doing, start doing, and stop doing. Following such interviews, the Board Chair and Chairchair of the Corporate Governance Committee collaborate to prepare and provide to the Board a summary of the assessment input provided and discussed with the Board.provided.

All six of the Board’s Committees conduct annual assessments of their performance and take into consideration: ●the sufficiency of their charters; ●whether Committee members possess the right skills and experiences or whether additional education or training is required; ●whether there are sufficient meetings covering the right topics; and ●whether meeting materials are effective, among other matters. Assessments also seek practical input on what Committees should continue doing, start doing, and stop doing. A summary of all Committee assessment results is provided to the Corporate Governance Committee and Board for review and discussion.

Individual Directors are assessed regularly taking into consideration experience, tenure, qualifications, and core competencies as well as contributions and performance. The process for individual Director evaluations was strengthened in 2017 to provide for individual assessments of all Directors on a biennial basis, which means that each Director is evaluated every other year. Individual Director performance assessments was recently strengthened to include peer andreview by all members of the Board as well as input from members of senior management input on the contributions and performance of sixeach Director. Directors are interviewed by the Chair of the current twelve independent Directors, withCorporate Governance Committee or by the remaining six Directors undergoing such assessment next year. The Board was divided into two groups taking into account tenure and other diversity considerations to effectively and thoughtfully execute such assessments. All Directors were interviewedChair to provide input on each of the six Directors andDirector undergoing assessment. In addition, four members of senior management also providedare interviewed to provide input based on their regular interactions with Board members. InterviewsDirectors. In 2019, all interviews were conducted by the Board Chair because the chair of the Corporate Governance Committee was in 2018, as the Board Chair volunteered to undergo assessment in 2018.group undergoing assessment. Topics covered in the interviews included: ●meeting preparedness; ●meaningful and constructive participation and contributions; ●respectful, effective and candid communication skills; ●demonstrated independence; ●Company and industry knowledge; ●strategic foresight; and ●openness to new learnings and training. Interviews also sought practical input on what Directors should continue doing, start doing, and stop doing. After discussing the process and overall results with the Corporate Governance Committee, the Board Chair collaborates with the chair of the Corporate Governance Committee collaborates with the Board Chair andto provide feedback is conveyed separately to the individual Directors assessed for developmental opportunities.

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Board and Corporate Governance Matters

Director Education

The Board has an orientation and onboarding program for new Directors and provides continuing education for all Directors that is overseen by the Corporate Governance Committee.

New Director Orientation		The orientation program is tailored to the needs of each new Director depending on his or her level of experience serving on other boards and knowledge of the Company or industry acquired before joining the Board. Materials provided to new Directors include information on the Company’s vision, strategic direction, financial matters, corporate governance practices, Code of Business Conduct, and other key policies and practices. New Directors also meet with the CEO, senior executives and members of their staff for briefings on the executives’ responsibilities, programs and challenges. New Directors are also invited for tours of various Company facilities, depending on their orientation needs. Incumbent Directors are also invited to participate in site visits.
Continuing Director Education		Continuing director education is provided during portions of Board and Committee meetings and is focused on topics necessary to enable the Board to consider effectively issues before them at that time (such as new regulatory or accounting standards). The education often takes the form of “white papers,”papers” covering timely subjects or topics whichthat a Director can review before the meeting and ask questions about during the meeting. The Audit Committee devotesplans for at least one meeting a meeting each year in which a session is devoted to educating the Committee members abouteducation on new accounting rules and standards and topics that are necessarydeemed to be helpful to having a good understanding of our accounting practices and financial statements. The Generation Oversight Committee uses site visits as a regular part of education for its members by holding each of its meetings at a different generating station (nuclear, fossil or hydro). Each Generation Oversight Committee meeting agenda includes a briefing by local plant management, a tour of the facility, and lunch with plant personnel.
Director Education Seminars		Continuing director education also involves individual Directors’ attendance at education seminars and programs sponsored by other organizations. The Company covers the cost for any Director who wishes to attend external programs and seminars on topics relevant to their service as Directors.

Corporate Governance Principles

Our Corporate Governance Principles, together with the articles of incorporation, bylaws, Committee charters, and other policies and practices, provide the framework for the effective governance of Exelon. The Corporate Governance Principles address matters including the Board’s responsibilities and role; Board structure, Director selection, evaluation, and other expectations; Board operations; Board Committees; and additional matters such as succession planning, executive stock ownership requirements, and our recoupment policy. The Corporate Governance Principles are reviewed periodically and were last amended in January 2018 to reflect evolving governance trends and to remain contemporary with the needs of the Company and its stakeholders.

Process for Communicating with the Board

Shareholders and other interested persons can communicate with any Director or the independent Directors as a group by writing to them, c/o Thomas S. O’Neill, Senior Vice President, General Counsel and Corporate Secretary, Exelon Corporation, 10 South Dearborn Street, P.O. Box 805398, Chicago, Illinois 60680-5398. The Board has instructed the Corporate Secretary to review communications initially and transmit a summary to the Directors and to exclude from transmittal any communications that are commercial advertisements, other forms of solicitation, general shareholder service matters or individual service or billing complaints. Under the Board policy, the Corporate Secretary will forward to the Directors any communication raising substantial issues. All communications are available to the Directors upon request. Shareholders may also report an ethics concern with the Exelon Ethics Hotline by calling 1-800-23-Ethic (1-800-233-8442). You may also report an ethics concern via email to EthicsOffice@ExelonCorp.com.

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Board and Corporate Governance Matters

Directors’ Compensation

Stock Ownership Requirements for Directors

Under Exelon’s Corporate Governance Principles, all Directors are required to own, within five years of joining the Board, at least 15,000 shares of Exelon common stock or deferred stock units or shares accrued in the Exelon common stock fund of the Directors’ deferred compensation plan.

Compensation of Non-Employee Directors

The Corporate Governance Committee is responsible for reviewing and making recommendations to the Board regarding its non-employee Director compensation program. The Committee is authorized to engage outside advisors and consultants in connection with its review and analysis of Director compensation.

In making Director compensation recommendations, the Corporate Governance Committeeand takes various factors into consideration, including responsibilities of Directors generally, Board leadership roles such as the Board Chair and Committee Chairs, and the form and amount of compensation paid to Directors at comparable companies.

The Board targets total Director compensation to be at the median level of compensation paid at the peer group of companies used to benchmark executive compensation.

For service rendered to the Company in 2017, Exelon’s The non-employee Directors received theDirector compensation shown in the following tableprogram comprises two components -cash fees and explained in the accompanying notes.

Name		Annual Board & Committee Retainers $			Stock Awards (Description Below) $			All Other Compensation (Note 1) $			Total Compensation $
Anderson		$	165,000		$	145,000		$	—		$	310,000
Berzin			125,000			145,000			15,000			285,000
de Balmann			145,000			145,000			15,000			305,000
DeBenedictis			145,000			145,000			15,000			305,000
Gioia			145,000			145,000			5,300			295,300
Jojo			125,000			145,000			15,000			285,000
Joskow			125,000			145,000			—			270,000
Lawless			135,000			145,000			—			280,000
Mies			165,000			145,000			19,722			329,722
Rogers			135,000			145,000			15,000			295,000
Shattuck			445,000			145,000			15,000			605,000
Steinour			145,000			145,000			15,000			305,000
Total All Directors			2,000,000			1,740,000			130,022			3,870,022

(1)

Values in this column represent gifts made by the Company or the Exelon Foundation as the matching portion of the Director’s contributions to qualified not-for-profit organizations pursuant to Exelon’s matching gift plan described below in Other Compensation. For Mr. Mies, the amount also includes $4,722, the incremental cost to the Company for travel from an Exelon Board meeting to another professional engagement.

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Board and Corporate Governance Mattersequity compensation.

Cash Fees Earned or Paid in Cash

The following table sets forth the components of the cash compensation paid in 20172018 to Exelon’s non-employee Directors.

Role		Annual Cash Retainer $
Non-Employee Director		$	125,000		Directors may elect to defer any portion of cash compensation into a non-qualified multi-fund deferred compensation plan. Under the plan, each Director has an unfunded account where the dollar balance can be invested in one or more of several mutual funds, including one fund composed entirely of Exelon common stock. Fund balances (including amounts invested in the Exelon common stock fund) are settled in cash and may be distributed in a lump sum or in annual installment payments upon a Director reaching age 65, age 72, or upon departure from the Board. These funds are identical to those that are available to Company employees who participate in the Exelon Employee Savings Plan.
Board Chair			300,000
Chairs of Audit Committee and Finance and Risk Committee			25,000
Chairs of Compensation and Leadership Development Committee, Finance and RiskCorporate Governance Committee and Generation Oversight Committee			20,000
ChairsChair of Corporate Governance Committee and Investment Oversight Committee			10,00015,000
Generation Oversight Committee Member, including the Chair			20,000

In December 2017, the Corporate Governance Committee reviewed a director compensation study prepared by Meridian at the request of the Committee. The Meridian study indicated that the compensation paid to some Committee chairs should be adjusted to reflect the work load and responsibilities associated with the position and was below the median for the peer group. The Meridian study otherwise confirmed that Exelon’s Director compensation and Director stock ownership requirements were appropriately set at about the median level of the peer group. The Committee also determined that the compensation paid to some Committee chairs should be adjusted to reflect the work load and responsibilities associated with the position. The Committee recommended that the compensation payable to the Chairs of the Audit and Finance and Risk Committee should be increased to $25,000 per year, the compensation payable to the Chair of the Corporate Governance Committee should be increased to $20,000 per year, and the compensation payable to the Chair of the Investment Oversight Committee should be increased to $15,000 per year. The Board approved the changes in Committee chair fees to be effective as of January 1, 2018.

No additional compensation is paid for meeting attendance.

DeferredEquity Compensation

Directors may elect to defer any portion of cash compensation described above into a non-qualified multi-fund deferred compensation plan. Under the plan, each Director has an unfunded account where the dollar balance can be invested in one or more of several mutual funds, including one fund composed entirely of Exelon common stock. Fund balances (including amounts invested in the Exelon common stock fund) are settled in cash and may be distributed in a lump sum or in annual installment payments upon a Director reaching age 65, age 72, or upon retirement from the Board. These funds are identical to those that are available to Company employees who participate in the Exelon Employee Savings Plan.

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Board and Corporate Governance Matters

Fees Paid in Stock Awards

A significant portion of Director compensation is paid in the form of deferred stock unitsequity to align the interests of Directors with the interests of shareholders. In 2017,2018, Exelon’s non-employee Directors received deferred stock units worthvalued at $145,000 that are paid quarterly in arrears. Deferred stock units are credited to a notional account maintained on the books of the Company at the end of each calendar quarter based upon the closing price of Exelon common stock on the day the quarterly dividend is paid. Deferred stock units earn dividend equivalents at the same level and at the same time that dividends are paid on shares of Exelon common stock. Dividend equivalents are reinvested in the deferred stock accounts as additional stock units. Deferred stock units are paid out to the Directors upon the end of Board service, when they are settled in shares of Exelon common stock leaving these amounts at risk during theand may be distributed in a lump sum or in annual installments upon reaching age 65, age 72, or upon a Director’s entire tenure ondeparture from the Board.

AsBased upon the Corporate Governance Committee’s review of peer benchmarking completed in December 31, 2017,2018, the non-employee Directors heldBoard approved an increase in the following amountsvalue of directors’ deferred Exelon common stock units.units to $155,000 per year, effective January 2019 and made no other changes.

Name		Total Deferred Stock Units (Note 1) (#)
Anderson		17,982
Berzin		49,116
de Balmann		59,745
DeBenedictis		40,929
Gioia		7,237
Jojo		8,810
Joskow		33,985
Lawless		63,967
Mies		30,945
Rogers		56,454
Shattuck		17,693
Steinour		34,367
Total All Directors		421,230

(1)

Total deferred stock units includes deferred stock units from the current Exelon deferred stock unit plan and stock units deferred from the equivalent plans for Unicom Corporation and Constellation Energy Group, Inc. for Exelon Directors who previously served as Directors of those predecessor companies.

Other CompensationBenefits Provided

From time to time, Exelon Directors mayare invited to bring spouses or guests to Exelon or industry related events where it is customary and expected.events. When such invitations are extended, Exelon payscovers the cost of spousal or guest travel, meals, lodging and related activities when invited to attend such events.activities. The value of this spousal or guest related travel is calculated according to IRS regulations and imputed to the Director as additional taxable income. Directors also receive reimbursement to cover the additional taxes owed on such imputed income. However, in most cases there is no direct incremental cost to Exelon of providing transportation and lodging for a Director’s spouse or guest when he or she accompanies the Director, and the only additional costs to Exelon are those for meals and activities and to reimburse the Director for the taxes on the imputed income. In 2017,2018, there were no incremental costs to the Company for such perquisites.benefits and reimbursements paid to cover additional taxes are detailed in footnote 1 to the 2018 Director Compensation table below.

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Board and Corporate Governance Matters

2018 Director Compensation

The following table summarizes the Exelon Foundation havecompensation paid for each of our non-employee Directors who served as a matching gift program available to Directors, officersmember of the Board and employees that matches contributions to eligible not-for-profit organizations up to $15,000 per year for Directors, $10,000 per year for executives and up to $5,000 per year for other employees.its Committees in 2018.

Name		Annual Board & Committee Retainers $		Stock Awards $		All Other Compensation (Note 1) $		Total Compensation $
Anderson		$170,000		$145,000		$3,423		$318,423
Berzin(2)		139,560		145,000		15,000		299,560
Brlas(3)		31,250		36,250		—		67,500
de Balmann		145,000		145,000		17,792		307,792
DeBenedictis		145,000		145,000		15,000		305,000
Gioia(3)		48,599		48,599		—		97,198
Jojo		125,000		145,000		15,000		285,000
Joskow		125,000		145,000		—		270,000
Lawless		145,000		145,000		—		290,000
Mies		165,000		145,000		15,000		325,000
Rogers		140,000		145,000		515,000		800,000
Shattuck		433,352		145,000		15,000		593,352
Steinour(2)		135,440		145,000		15,000		295,440
Young(3)		69,348		69,348		15,861		154,557
Total All Directors		$2,017,549		$1,749,197		$642,076		$4,408,822

(1)	Values reflect matching contributions made by Exelon or the Exelon Foundation to qualified not-for-profit organizations and represent charitable contributions made by directors to such organizations under Exelon’s matching gift program. For Mr. Rogers, the amount also includes charitable contributions approved by the Corporate Governance Committee and the Board in connection with Mr. Roger’s retirement in honor of his long-standing service to Exelon and its shareholders. Exelon’s matching gift program provides up to $15,000 per year in matched contributions made by Directors. Amounts reported for Messrs. Anderson, de Balmann, and Young also reflect $3,423, $2,792, and $861, respectively, for the reimbursement of income taxes incurred on approved spousal travel benefits.
(2)	Amounts reported for Ms. Berzin and Mr. Steinour each include pro-rated Finance and Risk Committee Chair fees. Ms. Berzin assumed the Finance and Risk Chair role from Mr. Steinour on June 1, 2018.
(3)	Prorated retainers were paid to Ms. Brlas and Mr. Young upon their elections to the Board on October 1, 2018, and July 9, 2018, respectively, and to Ms. Gioia, who retired from the Board on May 1, 2018.

40Outstanding Equity Awards as of December 31, 2018

As of December 31, 2018, the non-employee Directors held the following amounts of deferred stock units.

Name		Total Deferred Stock Units (Note 1) (#)
Anderson		22,080
Berzin		54,251
Brlas		771
de Balmann		65,235
DeBenedictis		45,792
Gioia		8,782
Jojo		12,602
Joskow		38,616
Lawless		69,597
Mies		35,475
Rogers		61,833
Shattuck		21,781
Steinour		39,010
Young		1,518
Total All Directors		477,343

(1)	Total deferred stock units reported include deferred stock units under the Exelon deferred stock unit plan and deferred stock units earned under Unicom Corporation and Constellation Energy Group, Inc. legacy plans for Directors who previously served on the boards of those predecessor companies.

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Audit Committee Matters

Audit Committee Matters

	Proposal 2: Ratification of PricewaterhouseCoopers LLP as Exelon’s Independent Auditor for 20182019
	The Audit Committee and the Board of Directors have concludeddetermined that retaining PricewaterhouseCoopers LLP (PwC) to be the independent auditor is in the best interests of the Company and its shareholders based on consideration of the factors set forth below. PwC has served as the Company’s independent auditor since the Company’s formation in 2000. During this time, PwC has become deeply familiar with the Report ofCompany’s operations and businesses, accounting policies and practices, and internal control over financial reporting. The Committee believes this experience and expertise to be valuable to the Audit Committee on pages 42-43 of this proxy statement. Company and its shareholders. Representatives of PwC will attend the annual meeting to answer questions and will have the opportunity to make a statement.
	The Board recommends a vote “FOR” the ratification of PricewaterhouseCoopers LLP as Exelon’s Independent Auditor for 2018.2019.

Auditor Fees

The following table presents fees for professional audit services rendered by PwC for the audit of Exelon’s annual financial statements for the years ended December 31, 2017 and 2016, and fees billed for other services rendered by PwC during those periods.

		Year Ended December 31,
(in thousands)		2017			2016
Audit fees(1)		$	28,483		$	24,986
Audit related fees(2)			2,207			3,656
Tax fees(3)			1,205			1,943
All other fees(4)			379			836

(1)	Audit fees include financial statement audits and reviews under statutory or regulatory requirements and services that generally only the auditor reasonably can provide, including issuance of comfort letters and consents for debt and equity issuances and other attest services required by statute or regulation.
(2)	Audit related fees consist of assurance and related services that are traditionally performed by the auditor such as accounting assistance and due diligence in connection with proposed acquisitions or sales, consultations concerning financial accounting and reporting standards and audits of stand-alone financial statements or other assurance services not required by statute or regulation.
(3)	Tax fees consist of tax compliance, tax planning and tax advice and consulting services, including assistance and representation in connection with tax audits and appeals, tax advice related to proposed acquisitions or sales, employee benefit plans and requests for rulings or technical advice from taxing authorities.
(4)	All other fees primarily reflect accounting research software license costs.

Pre-approval Policies

The Exelon Audit Committee hasconsiders the independence, qualifications, compensation and performance of the independent auditor on an ongoing basis. In 2018, as part of a policy for pre-approvalcontinued focus on its governance of audit and non-audit services. Under this policy,its assessment process, management developed a framework to assist the Audit Committee pre-approves all audit and non-audit services to be provided bywith its assessment of the independent auditor taking into accountaudit firm and to ensure the nature, scope, and projected feesappropriateness of each servicethe firm’s fees.

As part of its annual review of the retention of PwC as well any potential implications for auditor independence. The policy specifically sets forth services that the Company’s independent auditor, is prohibited from performing by applicable law or regulation. Further, the Audit Committee may prohibit other services thatconsiders both the continued independence of PwC and whether retaining PwC is in its view may compromise, or appear to compromise, the independence and objectivitybest interests of the independent auditor. PredictableCompany and recurring audit and permitted non-audit services are considered for pre-approvalits shareholders. Using the framework developed by management, the Audit Committee on an annual basis.

For any services not covered by these initial pre-approvals,assessed the Audit Committee has delegated authority to the Audit Committee Chair to pre-approve any audit or permitted non-audit service with fees in amounts less than $500,000. Services with fees exceeding $500,000 require full Committee pre-approval. The Audit Committee receives quarterly reports on the actual services provided by and fees incurred with the independent auditor. No services were provided pursuant to the de minimis exception to the pre-approval requirements contained in the SEC’s rules.following matters:

Quality of the independent audit firm and audit process	●The independent audit firm’s role in identifying restatements, material weaknesses and significant deficiencies and the quality of the Audit Committee’s ongoing discussions with PwC. ●The risk associated with the audit firm, based on their financial stability, compliance with applicable laws and professional standards, and any pending litigation or judgment against the firm. ●External information on audit quality and performance, including recent Public Company Accounting Oversight Board (PCAOB) reports on PwC and its peer firms.
Level of service provided by the independent audit firm	●Results of surveys conducted by management with personnel that have high interactions with the independent audit firm to determine the firm’s expertise and capability in handling the accounting, internal control, process and system risks and practices present in the Company’s utility and energy generation businesses. ●The quality, quantity, and geographic location of PwC staff, and PwC’s ability to provide responsive service.
Alignment with Exelon’s core values	●Whether the independent audit firm’s onsite team demonstrates a commitment to diversity that aligns with the Company’s core values. ●Survey results as it relates to the independent audit firm’s performance and commitment to transparency, integrity, and compliance.
Good faith negotiation of fees	●Assessment of the appropriateness of PwC’s fees, relative to the Company’s financial statement risk, the size and complexity of its business and related internal control environment, and as compared to fees incurred by peer companies. ●Periodic review of fees approved as compared with annually approved fees and fee estimates and fees for pre-approved non-audit services provided to the Company to ensure their compatibility with independence.

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Audit Committee Matters

Based on the results of the annual evaluation, the Audit Committee found PwC to be independent from the Company and its management, and appointed PwC as its independent auditor for 2019. If shareholders fail to ratify the appointment, the Audit Committee will reconsider the appointment, but no assurance can be given that the Audit Committee will change the appointment.

Pre-approval Policies

The Audit Committee has a policy for the pre-approval of audit and non-audit services. Under this policy, the Audit Committee pre-approves all audit and non-audit services to be provided by the independent auditor taking into account the nature, scope, and projected fees of each service as well any potential implications for auditor independence. The policy specifically sets forth services that the independent auditor is prohibited from performing by applicable law or regulation. Further, the Audit Committee may prohibit other services that in its view may compromise, or appear to compromise, the independence and objectivity of the independent auditor. Predictable and recurring audit and permitted non-audit services are considered for pre-approval by the Audit Committee on an annual basis.

For any services not covered by these initial pre-approvals, the Audit Committee has delegated authority to the Audit Committee Chair to pre-approve any audit or permitted non-audit service with fees in amounts less than $500,000. Services with fees exceeding $500,000 require full Committee pre-approval. The Audit Committee receives quarterly reports on the actual services provided by and fees incurred with the independent auditor. No services were provided pursuant to the de minimis exception to the pre-approval requirements contained in the SEC’s rules.

Auditor Fees

The table presents fees for professional audit services rendered by PwC for the audit of Exelon’s annual financial statements for the years ended December 31, 2018 and 2017, and fees billed for other services rendered by PwC during those periods.

		Year Ended December 31,
(in thousands)		2018		2017
Audit fees(1)		$27,719		$28,483
Audit related fees(2)		1,442		2,207
Tax fees(3)		1,087		1,205
All other fees(4)		380		379

(1)	Audit fees include financial statement audits and reviews under statutory or regulatory requirements and services that generally only the auditor reasonably can provide, including issuance of comfort letters and consents for debt and equity issuances and other attest services required by statute or regulation.
(2)	Audit related fees consist of assurance and related services that are traditionally performed by the auditor such as accounting assistance and due diligence in connection with proposed acquisitions or sales, consultations concerning financial accounting and reporting standards and audits of stand-alone financial statements or other assurance services not required by statute or regulation.
(3)	Tax fees consist of tax compliance, tax planning and tax advice and consulting services, including assistance and representation in connection with tax audits and appeals, tax advice related to proposed acquisitions or sales, employee benefit plans and requests for rulings or technical advice from taxing authorities.
(4)	All other fees primarily reflect accounting research software license costs.

Report of the Audit Committee

The Audit Committee’s primary responsibility is to assist the Board of Directors in fulfilling its responsibility to oversee and review the quality and integrity of the Company’s financial statements and internal controls over financial reporting, the independent auditor’s qualifications and independence, and the performance of the Company’s internal audit function and of its independent auditor.

The Audit Committee is composed entirely of independent Directors and satisfies the independence, financial experience and other qualification requirements of the New York Stock Exchange (NYSE) and applicable securities laws and regulations. The Board of Directors has determined that each of the members of the Audit Committee is an “audit committee financial expert” for purposes of the SEC’s rules and also that each of the members of the Audit Committee is independent as defined by the rules of the NYSE and Exelon’s Corporate Governance Principles.

Under its charter, the Audit Committee’s principal duties include:

●	Having sole authority to appoint, retain, or replace the independent auditor, subject to shareholder ratification, and to oversee the independence, compensation and performance of the independent auditor;
●	Reviewing financial reporting and accounting policies and practices;
●	Overseeing the work of the internal auditor and reviewing internal controls;
●	With the advice and assistance of the Finance and Risk Committee, reviewing in a general manner the processes by which Exelon assesses and manages enterprise risk; and
●	Reviewing policies and procedures with respect to internal audits of officers’ and Directors’ expenses, compliance with Exelon’s Code of Business Conduct, and the receipt and response to complaints regarding accounting, internal controls or auditing matters.

Each member of the Audit Committee also serves on the Finance and Risk Committee. On occasion, the Audit and Finance and Risk Committees meet jointly to review areas of mutual interest between the two Committees.

The Audit Committee meets outside the presence of management for portions of its meetings to hold separate discussions with the independent auditor, the internal auditors, and the General Counsel.

The Audit Committee met six times in 2017, fulfilling its duties and responsibilities as outlined in its charter, as well as receiving periodic updates on the Company’s financial performance and strategic initiatives, as well as other matters germane to its responsibilities.

Management has primary responsibility for preparing the Company’s financial statements and establishing effective internal controls over financial reporting. PricewaterhouseCoopers LLP (PwC), the Company’s independent auditor for the year ended December 31, 2018, is responsible for auditing those financial statements and expressing an opinion on the conformity of the Company’s audited financial statements with generally accepted accounting principles and on the effectiveness of the Company’s internal controls over financial reporting based on criteria established in 2013 by the Committee of Sponsoring Organizations of the Treadway Commission.

In this context, theThe Audit Committee has reviewed and discussed with management and PwC the Company’s audited financial statements contained infor the 2017 Annual Report on SEC Form 10-K,year ended December 31, 2018, including the critical accounting policies applied by the Company in the preparation of these financial statements.statements and PwC’s evaluation of the Company’s internal control over financial reporting. The Audit Committee has also discussed with PwC the requirements of the Public Company Accounting Oversight Board (PCAOB),matters required to be discussed pursuant to PCAOB standards and had the opportunity to ask PwC questions relating to such matters. These discussions included the quality, and not just the acceptability, of the accounting principles utilized, the reasonableness of significant accounting judgments, and the clarity of disclosures in the financial statements.

At each of its meetings in 2017,PwC has provided to the Audit Committee met with the Company’s Chief Financial Officer and other senior members of the Company’s financial management. The Audit Committee reviewed with PwC and the Company’s internal auditor the overall scope and plans for their respective audits in 2017. The Audit Committee also received regular updates from the Company’s internal auditor on internal controls and business risks and from the Company’s General Counsel on compliance and ethics issues.

The Audit Committee met with the internal auditor and PwC, with and without management present, to discuss their evaluations of the Company’s internal controls and the overall quality of the Company’s financial reporting. The Audit Committee also met with the Company’s General Counsel and Chief Compliance and Ethics Officer, with and without management present, to review and discuss compliance and ethics matters, including compliance with the Company’s Code of Business Conduct.

On an ongoing basis, the Audit Committee considers the independence, qualifications, compensation and performance of PwC. Such consideration includes reviewing the written disclosures and thePCAOB-required letter provided by PwC in accordance with applicable requirements of the PCAOB regarding PwC’sits communications with the Audit Committee concerning independence, and discussing with PwC their independence.

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Audit Committee Matters

The Audit Committee is responsible for the approval of audit fees, and the Committee reviewed and pre-approved all fees paid to PwC in 2017. The Audit Committee has adopted a policy for pre-approval of services to be performed bydiscussed with PwC the independent auditor. Further informationfirm’s independence.

In reliance on this policy and on the fees paid to PwC in 2017 and 2016 can be found in the section of this proxy statement titled “Ratification of PricewaterhouseCoopers LLP as Exelon’s Independent Auditor for 2018.” The Audit Committee periodically reviews the level of fees approved for payment to PwC and the pre-approved non-audit services PwC has provided to the Company to ensure their compatibility with independence. The Audit Committee also monitors the Company’s hiring of former employees of PwC.

The Audit Committee monitors the performance of PwC’s lead partner responsible for the audit, oversees the required rotation of PwC’s lead audit partner and, through the Audit Committee Chair,these reviews and approves the selection of the lead audit partner. In addition, to help ensure auditor independence, the Audit Committee periodically considers whether there should be a rotation of the independent auditor.

PwC has served as the Company’s independent auditor since the Company’s formation in 2000. As in prior years, the Audit Committeediscussions and management engaged in a review of PwC in connection with the Audit Committee’s consideration of whether to recommend that shareholders ratify the selection of PwC as the Company’s independent auditor for 2018. In that review, the Audit Committee considered both the continued independence of PwC and whether retaining PwC is in the best interests of the Company and its shareholders. In addition to independence, other factorsinformation considered by the Audit Committee included:

●	PwC’s historical and recent overall performance on the audit, including the quality of the Audit Committee’s ongoing discussions with PwC;
●	PwC’s expertise and capability in handling the accounting, internal control, process and system risks and practices present in the Company’s utility and energy generation businesses, including relative to the corresponding expertise and capabilities of other audit firms; the quality, quantity and geographic location of PwC staff, and PwC’s ability to provide responsive service;
●	PwC’s tenure as the Company’s independent auditor and its familiarity with its operations and businesses, accounting policies and practices, and internal control over financial reporting;
●	the significant time commitment required to onboard and educate a new audit firm that could distract management’s focus on financial reporting and internal control;
●	the appropriateness of PwC’s fees, relative to the Company’s financial statement risk and the size and complexity of its business and related internal control environment, and compared to fees incurred by peer companies;
●	an assessment of PwC’s identification of its known significant legal risks and proceedings that may impair PwC’s ability to perform the audit; and
●	external information on audit quality and performance, including recent PCAOB reports on PwC and its peer firms.

The Audit Committee concluded that PwC is independent from the Company and its management, and has retained PwC as the Company’s independent auditor for 2018. The Audit Committee and the Board believe that the continued retention of PwC is in the best interests of the Company and its shareholders and have recommended that shareholders ratify the appointment of PwC as the Company’s independent auditor for 2018.

In addition, in reliance on the reviews and discussions referred to above,judgment, the Audit Committee recommended to the Board, and the Board approved, that the audited financial statements be included in Exelon Corporation’s Annual Report on Form 10-K for the year ended December 31, 2017,2018, for filing with the SEC.

THE AUDIT COMMITTEE

Anthony K. Anderson,Chair

Ann C. Berzin

Laurie Brlas

Paul L. Joskow

Richard W. Mies

Anthony K. Anderson,28     Chair
Exelon 2019 Proxy StatementAnn C. Berzin
Paul L. Joskow
Richard W. Mies
Stephen D. Steinour

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Executive Compensation

Executive Compensation

	Proposal 3: Say-on-Pay: Advisory Vote on Executive Compensation
	We provide shareholders with a say-on-pay vote every year at the annual meeting of shareholders. While the vote is non-binding, the Board and Compensation and Leadership Development Committee (referred to as the “Compensation Committee” in the Executive Compensation and Compensation Discussion and Analysis sections) take the results of the vote into consideration when evaluating the executive compensation program. Accordingly, you may vote to approve or not approve the following advisory resolution on the executive compensation of the named executive officers at the 20182019 annual meeting: RESOLVED, that the Company’s shareholders approve, on an advisory basis, the compensation of the named executive officers, as disclosed in the Company’s proxy statement for the 20182019 Annual Meeting of Shareholders pursuant to the rules of the SEC, including the Compensation Discussion and Analysis, the 20172019 Summary Compensation Table and the other related tables and disclosure. The Board of Directors recommends a vote FOR this proposal for the following reasons: ●Most of compensation is performance-based and contingentbased on performance driven by rigorous goals that are tied to achieving financial and operational results that align the interests of executives with those of the Company’s shareholders based on rigorous goals,shareholders. ●Exelon had strong financial and operational performance in 2017,2018, achieving total shareholder return (TSR) of 15.1% that continued18.33%, adding to build on the positive TSR results of 2016 and 2017, leading to a three-year TSR from 2016-2018 of 32.8%80.80%. ●The Company achieved the adoption of Zero Emission Credits (ZEC) policies in the states of New York and Illinois, thereby helping to safeguard the fair valuation of resilient and emissions-free nuclear power production in those states. ●The Company’s compensation framework provides market-aligned pay opportunities that foster the attraction, motivation, engagement, and retention of key talent, to drive outstanding Company performance and long-term shareholder value. ●We continued to engage with shareholders in 2017.over the course of the year, building on prior dialogues to deepen our understanding of investor sentiments about our compensation program. The feedbackinput received was positive and highly supportive ofcontinued to support the changes we implemented in 2016 to strengthen our executive compensation program over the past two years. In particular, manyprogram’s design and components. Many investors commented favorably on the demonstrated linkage between pay and performance and the alignment of our incentive compensation goals with the Company’s overall business strategies.
	The Board of Directors unanimously recommends a vote “FOR” the approval of the compensation paid to the Company’s named executives, as disclosed in this proxy statement.

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Compensation Discussion & Analysis

“Our Committee strives to design and implement an executive compensation framework that motivates and rewards Exelon executives to achieve superior performance for the benefit of our shareholders and other key stakeholders.”

Yves C. de Balmann, Chair, Compensation and Leadership Development Committee

Compensation Discussion & Analysis

“Our Committee strives to design and implement an executive compensation framework that motivates and rewards Exelon executives to achieve superior performance for the benefit of our shareholders and other key stakeholders.” Yves de Balmann Chair, Compensation and Leadership Development Committee

This Compensation Discussion and Analysis (CD&A) discusses Exelon’s 20172018 executive compensation program. The program covers compensation for our named executive officers (NEOs) listed below:

Exelon’s Named Executive Officers

CHRISTOPHER M. CRANE	JOSEPH NIGRO	JONATHAN W. THAYER *	ANNE PRAMAGGIORE	WILLIAM A. VON HOENE, JR.	KENNETH W. CORNEW	DENIS P. O’BRIEN
President and Chief Executive Officer Exelon	Senior EVP and Chief Financial Officer, as of May 8, 2018	Senior EVP and Chief Transformation Officer	Senior EVP, CEO Exelon Utilities	Senior EVP and Chief Strategy Officer Exelon	Senior EVP and Chief Commercial Officer, Exelon; President and Chief Executive Officer, CEO Exelon Generation	Senior EVP, Exelon; Chief Executive Officer, Exelon Utilities

Executive Summary

Business and Strategy Overview, Value Proposition and Performance Highlights*    Chief Financial Officer through May 8, 2018

Business Overview2018 Leadership Changes

In May 2018, Exelon is composedannounced several leadership changes to further strengthen and position the Company for future growth. As a result, this year’s proxy includes six NEOs that include two new NEOs, and a new role for an existing NEO.

●Joseph Nigro, former CEO of two primary businesses:

1	2
Regulated Utilities	Electric Generation
We have regulated operations that consist of six utility subsidiaries, serving approximately 10 million electricity and gas customers, more than any other company in the industry. Our operational performance is top quartile or better across numerous metrics such as the frequency and duration of outages. We have significantly improved the operational performance of PHI since the 2016 acquisition consistent with our long-term strategy to increase investment in regulated assets for the benefit of our customers.	We also operate a competitive generation business that comprises one of the largest and cleanest electric generation businesses in the country and the largest competitive retail supply business serving wholesale, commercial, and industrial customers. We are the largest producer of emissions-free energy in the U.S. and are a best-in-class operator in terms of outage days and operating costs for our nuclear fleet.

Exelon’s Constellation business, was promoted to the role of Exelon’s Chief Financial Officer.

●Jonathan Thayer, former Chief Financial Officer, transitioned to the role of Chief Transformation Officer in May 2018 until his departure from Exelon in January 2019 to pursue another opportunity.

●Anne Pramaggiore, former ComEd President and CEO, was promoted to the role of CEO of Exelon Utilities, succeeding Denis O’Brien.

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Compensation Discussion & Analysis

Business and Strategy Overview, Value Proposition and Performance Highlights

Exelon is composed of two primary businesses – regulated utilities and electric generation.

1	2
Regulated Utilities	Electric Generation
We have regulated operations that consist of six utility subsidiaries, serving approximately 10 million electricity and natural gas customers, more than any other company in the industry.Our operational performance is generally top quartile or better across numerous metrics such as the frequency and duration of outages. We have significantly improved the operational performance of PHI since the 2016 acquisition consistent with our long-term strategy to increase investment in regulated assets for the benefit of our customers.	We also operate a competitive generation business that comprises one of the largest and cleanest electric generation businesses in the country and the largest competitive retail supply business serving wholesale, commercial, and industrial customers. We are the largest producer of emissions-free energy in the U.S. and are a best-in-class operator in terms of outage days and operating costs for our nuclear fleet.

Exelon’s Value Proposition and Overview of 2018 Key Achievements on Objectives

The value proposition articulated below provides more granular insights into our long-term strategic goals and the path to achieving these goals. Our continued focus on the following five key strategic initiatives is expected to drive strong operational and financial performance. The table below demonstrates the strong link between Exelon’s value proposition and the compensation components or metrics used in our executive compensation program.

STRONG FINANCIAL AND OPERATIONAL PERFORMANCE

Strategic Business Objective			Compensation Component or Metric	2018 Results
1.	Regulated utility growth with utility EPS rising 6-8% and rate base growth of 7.4% annually through 2021		Adjusted (non-GAAP) Operating EPSEPS* ● Performance measure for annual incentive Utility Net Income ● Performance share award measure	●Operating EPS of $3.12 exceeded the mid-point of 2018 guidance and our targets with utilities contributing $1.93 ●Completed eight distribution rate cases with regulatory authorities, reaching six constructive settlements
2.	Strong free cash generation and maintaining a strong balance sheet to support utility growth while also reducing debt by $3 billion over the next 4 years		Exelon FFO/DebtDebt* ● Performance share award measure	●Investment in advanced technology and infrastructure continued to drive improved customer satisfaction across our utilities, and allowed ComEd to complete its $920 million smart meter installation program three years ahead of its original schedule and more than $20 million under budget
3.	Invest in utilities where we canwecan earn an appropriate return		Utility Earned Return on EquityEquity* ● Performance share award measure
4.	Superior operational performance to support achievement of financial objectives		Operational Metrics ● Outage duration, outage frequency, netnuclear fleetwide capacity factor and dispatch match are performance measures for the annual incentive	●All Exelon Utilities generally achieved top quartile reliability performance in outage frequency and outage duration
5.	Create sustainable value for shareholders by executing business strategy		Relative TSR ● Modifier for performance share award

Overview of 2017 Key Achievements on Objectives

Reported below are the achievements attained on our long-term strategic goals.

Strong Financial and Operational Performance

Strategic Business Objective			2017 Results
1.	Regulated utility growth with utility EPS rising 6-8% and rate base growth of 7.4% annually through 2021		●Completed 11 distribution and 6 transmission rate cases with regulatory authorities, increasing annual revenue and rate base by an expected combined $396 million
2.	Strong free cash generation and maintaining a strong balance sheet to support utility growth while also reducing debt by $3 billion over the next 4 years		●Deployed targeted level of capital of $5.3 billion into our utilities to improve reliability, replace aging infrastructure, and enhance customer experience
3.	Invest in utilities where we can earn an appropriate return
4.	Superior operational performance to support achievement of financial objectives		●Utilities performed largely at first quartile levels with especially strong results across key metrics: ●BGE, ComEd and PECO achieved 1stdecile performance in the System Average Interruption Frequency Index (SAIFI) ●BGE and ComEd achieved 1stdecile performance in the Customer Average Interruption Duration Index (CAIDI) ●PHI achieved best ever performance on SAIFI and CAIDI
5.	Create sustainable value for shareholders by executing business strategy		●Achieved 2017 adjusted (non-GAAP) operating EPS of $2.60 ●Results would have been $2.73 absent the deferral of 9 cents in Illinois zero emissions credits (ZEC) revenues given the Illinois Power Agency’s decision to delay the ZEC procurement by one month, into 2018, and a 4 cent impairment due to an unexpected FERC decision regarding utility transmission formula rate mechanisms ●Achieved significant judicial success in defending ZEC programs in New York and Illinois ●Announced commitmentadditional annual cost savings of $200 million gross, and $150 million net, reflecting ongoing initiatives leveraging process efficiency and technology; full run-rate savings scheduled to lower costs by $250be achieved in 2021 ●Together with previously announced cost savings, Exelon has identified total savings of over $900 million on an annual run-rate basis by 2020since 2015.

*	See Definitions of Non-GAAP measures in Appendix at page 69.

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Compensation Discussion & Analysis

Sustainable Business Practices

Exelon’s sustainability practices – including our environmental and social initiatives – are a fundamental component of our strategy and operations. We achieved significant progress against our objectives in 2017, including:

●	Expanded paid leave policy to allow both women and men to meet the dual demands of work and family;
●	Signed the White House Equal Pay Pledge affirming our commitment to uphold fair treatment for all of our employees and aligning with our values;
●	Increased diversity spending with suppliers by $432 million (a 29% increase from the prior year) demonstrating our strong commitment to diversity and inclusion initiatives;
●	2017 awards and recognitions include: Billion Dollar Roundtable, Civic 50, Top 50 Companies for Diversity, Best Places to Work in 2017, CEO Action for Diversity & Inclusion, and UN’s HeForShe;
●	Exelon and our employees set a new record in corporate philanthropy and volunteerism, committing over $52 million in giving and volunteering 210,000 hours;
●	Recognized as having the lowest carbon dioxide emissions of the top 20 investor owned utilities; and
●	Named to the Dow Jones Sustainability Index North America for the 12thconsecutive year and by Newsweek Green rankings for 9thconsecutive year.

Executive Compensation Program Highlights

What We Do		What We Don’t Do
✓Pay for performance – 90% of CEO pay and an average of 81% of NEO pay is at risk ✓Significant stock ownership requirements forRequire Directors and executive officers to maintain significant stock ownership – 6X base salary for CEO and 3X for other NEOs ✓Mitigate undue risk in compensation programs (e.g., incentive awards are capped) and conduct an annual risk assessment of the compensation programs ✓Require double-trigger for change-in-control benefits – change-in-control plus termination ✓Retain an independent compensation consultant to advise the Compensation Committee ✓Evaluate management succession and leadership development efforts annually ✓Provide limited perquisites based on sound business rationale	✓Seek shareholder feedback on executive compensation programs, engaged with holders of approximately 45%40% of our shares in 20172018 ✓Prohibit hedging transactions, short sales, derivative transactions or pledging of Company stock ✓Require executive officers to trade through 10b5-1 trading plans orand obtain pre-approval before trading Exelon stock ✓Annually assess our programs against peer companies and best practices ✓Set appropriate levels of “stretch” in incentive targets, based on industry performance and/or Exelon’s business plan ✓Provide for discretionary clawbacks of incentive compensation paid or payable to current and former executives under certain circumstances ✓Conduct annual review by an independent third party of pay equity to maintain no systemic pay disparity		✕No guaranteed minimum payout of AIP or LTIP programs ✕No employment agreements ✕No excise tax gross-ups for change-in-control agreements ✕No dividend-equivalents on PShares ✕No inclusion of the value of LTIP awards in pension or severance calculations ✕No additional credited service under supplemental pension plans since 2004 ✕No option re-pricing or buyouts

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Compensation Discussion & Analysis

20172018 CEO Pay Outcomes

Strong CEO Pay for Performance Alignment Closely Aligned to Total Shareholder Return (TSR)

●	Chart depicts Exelon’s TSR of 52.9%annual stock price for the period January 1, 2016 through December 29, 2017 outperformed the PHLX Utility Sector Index (UTY) by 20.7 percentage points.
●	Chart provides a comparison of thelast three years and CEO total compensation as shownit appears in the Summary Compensation Tables of Exelon’s annual proxy statements to Exelon’s stock price over a five-year period beginning December 31, 2012.
Table. ●	Over the last three years, CEO pay decreasedincreased at an annualized rate of 2.9%0.8%, from $17.2$15.0 million to $14.9$15.6 million, while Exelon’s stock price increased from $29.74$27.77 to $39.41$45.10, resulting in an annualized rate of increase for TSR of 10.6%21.82%.

Continued TSR Outperformance Relative to UTY in 2017

EXELON STOCK PRICE AND CEO PAY

●	Building on Exelon’s 2016 TSR of 32.8%, we continued to deliver strong TSR performance of 15.1% in 2017, outperforming the UTY by 2.3 percentage points.
●	For the three-year period beginning in 2015, Exelon trailed the UTY index, dragged down by a negative 22.1% TSR for 2015.

ONE- AND THREE-YEAR TSR GROWTH

CEO

NEOs

Almost 78% of our CEO’s target total direct compensation is in the form of LTIP, which is nearly 6 percentage points higher than the average CEO in our peer group.

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Compensation Discussion & Analysis

Goal Rigor

The 2017 EPS “Target” goal was set at $2.75, 7 cents above the 2016 actual results and 10 cents above the midpoint of our publicly disclosed 2017 earnings guidance range. 2017 operational metrics were set at challenging levels that correspondedContinued TSR Outperformance Compared to top quartile performance compared to industry standards.UTY in 2018

●Building on Exelon’s 2017 TSR of 15.11%, we continued to deliver strong TSR performance of 18.33% in 2018, outperforming the PHLX Utility Sector Index (UTY) by 14.81 percentage points. ●For the three-year period beginning in 2016, Exelon outperformed the UTY index by 43.70 percentage points.

ONE- AND THREE-YEAR TSR GROWTH

Building on the 2017 goal rigor, theCEO
The Compensation Committee setand Board approved the adjusted (non-GAAP) operating EPS AIP targetfollowing compensation for 2018 at a level significantly higher than the Company’s actual performance in 2017, which is generally aligned with the midpoint of our publicly disclosed 2018 financial guidance. For 2018, maximum targets were set at levels that outperform Company historical metrics for three of the four operational metrics:CEO:

●	best-ever77% of the CEO’s total target direct compensation for Dispatch Match
●	best-ever2018 was in the form of long-term incentives, which is nearly five percentage points higher than the average used by our peer group for Nuclear FleetwideCapacity Factor
●	best-ever for outage frequency results (best-in-class)
●	first decile of industry standards for outage duration goalsCEO compensation.

2018 NEO Pay

NEOs
The majority of target compensation paid to our NEOs is tied to the achievement of short- and long-term financial and operational goals. A significant portion is paid in the form of equity with all components except for salary being “at-risk.”

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Compensation Discussion & Analysis

Compensation Philosophy and Practices

Exelon’s Executive Compensation Program Philosophy and Objectives

The goal of our executive compensation program is to retain and reward leaders who create long-term value for our shareholders by delivering on objectives that support the Company’s long-term strategic plan. plan, as shown below.

The design of our executive compensation program is constructed to attract, motivate, engage and retainbased on aligning the high qualityincentives of our high-quality leaders, who can effectively manage a company of Exelon’s size and complexity.

In designing the Company’s executive compensation program, the Compensation Committee strives to align the incentives of our NEOscomplexity, with the interests of our shareholders. This is accomplished by using metrics and adopting goals that are directly linked to the Company’s strategy. strategy and performance.

We believe that the consistent execution of our strategy over multi-year periods will drivedrives long-term shareholder value creation. Moreover, our program is structured to motivate measured, but sustainable and appropriate, risk-taking.

Objectives
Manage for the Long-term The Board manages for the long-term and makes pay decisions that are in the best long-term interests of the Company and shareholders.	Alignment with Shareholders Compensation is directly linked to performance and is aligned with shareholders by having approximately 80% of NEO pay at risk in both short-and long-term incentives.	Extensive Shareholder Engagement We engage directly with shareholders and take responsive actions to improve our compensation programs based on year-round feedback.
Market Competitive Our NEOs’ pay levels are set by taking into consideration multiple factors including peer group market data, internal equity comparisons, experience, succession planning, performance and retention.	Stock Ownership Guidelines Executives are required to meet and maintain significant stock ownership requirements. Since 2016, our CEO’s requirement is 6X base salary, while other NEOs are 3X base salary. See page 43 for current ownership details.	Balance The portion of NEO pay at risk rewards the appropriate balance of short- and long-term financial and strategic business results.

RobustAIP Goal SettingRigor and Process Used to Set Goals

The 2018 EPS “Target” goal was set at $3.07, which was 47 cents above actual results for 2017, and 2 cents above the midpoint of our publicly disclosed 2018 earnings guidance range set at the beginning of the year. Operational “Target” metrics for 2018 were set at challenging levels that corresponded to top quartile performance compared to industry standards.

Building on the 2018 goal rigor, the Compensation Committee set an adjusted (non-GAAP) operating EPS* AIP target for 2019 at a level higher than the Company’s actual performance in 2018, which is generally aligned with the midpoint of our publicly disclosed 2019 financial guidance. For the 2019 operational goals, “Distinguished” targets were set at levels that outperform the historical achievement of Company metrics for three of the four operational metrics:

●	Best-ever for Dispatch Match
●	Best-ever for Nuclear Fleetwide Capacity Factor
●	Best-ever for outage frequency results (best-in-class)
●	First decile of industry standards for outage duration goals

Exelon’s goal-setting process employs a multi-layer approach and analysis that incorporates a blend of objective and subjective business considerations and other analytical methods to ensure that the goals are sufficiently rigorous. Such considerations include:

●	Recent History -Goals generally reflect a logical progression of results from the recent past
●	Relative Performance -Performance is evaluated against a relevant group of the Company’s peers
●	Strategic Aspirations -Near- and intermediate-term goals follow a trend line consistent with long-term aspirations
●	Shareholder Expectations -Goals are aligned with externally communicated financial guidance and shareholder expectations
●	Sustainable Sharing -Earned awards reflect a balanced degree of shared benefits between shareholders and participants

*	See Definitions of Non-GAAP measures in Appendix at page 69.

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Compensation Discussion & Analysis

Goal-setting process is competitive and well-defined		●The Compensation Committee annually reviews components, targets and payouts to ensure that they are challenging, contain appropriate stretch, and are designed to mitigate excessive risk ●The Committee considers short- and long-term financial and operational results relative to our internal goals ●Goals for the AIP, including Adjusted Operatingadjusted (non-GAAP) operating EPS, are set in January ● around the same time that Exelon provides full-year guidance for EPS and other key financial metrics around the same time
Target levels are challenging to achieve and drive long-term growth and success		●EPS metric is aligned generally with external financial guidance ●Target goals are generally set near the mid-point of Exelon’s full-year EPS guidance ●Distinguished goals are generally set above the upper end of Exelon’s full-year EPS guidance ●Operational metrics are set at challenging levels (i.e., target typically corresponds to top quartile performance) compared to industry standards ●Return and cash flow metrics are set based on internal business plan

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Compensation Discussion & Analysis

Guiding Principles

The following principles guide and inform the Compensation Committee’s efforts to deliver a highly effective executive compensation program that drives shareholder value, operational performance, and fosters the attraction, motivation, of key talent.

Manage for the Long-term The Board manages for the long-term and makes pay decisions that are in the best long-term interests of the Company and shareholders.		Alignment with Shareholders Compensation is directly linked to performance and is aligned with shareholders by having a majority of NEO pay at risk in both short- and long-term incentives.		Extensive Shareholder Engagement We engage directly with shareholders and take responsive actions to improve our compensation programs based on year-round feedback from shareholders.
Market Competitive Our NEOs’ pay levels are set by taking into consideration multiple factors, including peer group market data, internal equity comparisons, experience, succession planning, performance and retention.		Stock Ownership Guidelines Executives are required to meet and maintain significant stock ownership requirements. Since 2016, our CEO’s requirement is 6X base salary, while other NEOs are 3X base salary.		Balance The portion of NEO pay at risk rewards the appropriate balance of short- and long-term financial and strategic business results.

Compensation Decisions - Roles of Board, Compensation Committee, CEO and CEOIndependent Compensation Consultant

●	CEO compensation decisions are made by the independent members of the Board, based on recommendation of the Compensation Committee.
●	Other NEO compensation decisions are made by the Compensation Committee, based on several factors including input from the CEO and thean independent compensation consultant. consultant retained to provide services described below.

Setting Target Total Direct Compensation (TDC) for the CEO…

One of the Compensation Committee’s most important responsibilities is to recommend the CEO’s target total direct compensation to the independent Directors of the Board. The Compensation Committee fulfills this responsibility by analyzing peer group compensation and performance data with its independent compensation consultant. The Committee also reviews the various elements of the CEO’s compensation in the context of the target TDC which includes base salary, annual and long-term incentive target opportunities.

…and for Our NEOs

The Compensation Committee usesalso approves target TDC for our other NEOs. In doing so, the Compensation Committee considers input from the CEO and analyzes a variety of data to gauge market competitiveness, including peer group compensation and performance data and regression analysis.with its independent compensation consultant. TDC can vary by named executive officer based on competencies and skills, scope of responsibilities, the executive’s experience and performance, retention, succession planning and the organizational structure of the businesses (e.g., internal alignment and reporting relationships).

Role of the Compensation Consultant

The Compensation Committee retains the services of Meridian Compensation Partners, LLC (Meridian), an independent compensation consultant to support its duties and responsibilities. Meridian provides advice and counsel on executive and director compensation matters and provides information and advice regarding market trends, competitive compensation programs, and strategies including as described below.

✓Market data for each senior executive position, including evaluating Exelon’s compensation strategy and reviewing and confirming the peer group used to prepare the market data ✓An independent assessment of management recommendations for changes in the compensation structure

✓Assisting management to ensure the Company’s executive compensation programs are designed and administered consistent with the Compensation Committee’s requirements

✓Ad hoc support on executive compensation matters and related governance trends

The Compensation Committee annually reviews the independence of Meridian, and approves its fees and other retention terms. In 2018, Meridian provided no other services for Exelon or its affiliates. Fees paid to Meridian were less than 1% of its gross annual revenues.

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Compensation Discussion & Analysis

Peer Groups Used for Benchmarking Executive Compensation

We use a blended peer group for assessing our executive compensation program that consists of two sub-groups: energy services peers and general industry peers. We use a blended peer group because (1) there are not enough energy services peers with size, scale and complexity comparable to Exelon to create a robust energy services-only peer group, and (2) Exelon’s market for attracting talent includes general industry peers, with recent key executives hired from companies such as Johnson & Johnson and Proctor & Gamble. When selecting general industry peers, we look for capital asset-intensive companies with size, scale and complexity similar to Exelon, and we also consider the extent to which they may be subject to the effects of volatile commodity prices similar to Exelon’s sensitivity to commodity price volatility. Exelon evaluates its peer group on an annual basis in July and adjusts for changes with our energy and general industry peers when needed. For 2019, Exelon will take into account the bankruptcy filing of PG&E and the expected spin-off of DowDuPont.

Exelon’s revenues are at the 8580^thpercentile of the following blended peer group comprising 20 companies.

●	Energy Services					– EXELON VS. PEER GROUP
Beginning in 2017, we included the following 11 energy services companies in our peer group even though seven of these companies had 20162017 revenues that were less than half of Exelon'sExelon’s revenues:

		American Electric Power Power Company, Inc.	Dominion Energy, Inc.	Duke Energy Corporation	Edison International	Entergy Corporation
Edison International		Entergy Corporation	FirstEnergy Corporation
NextEra Energy, Inc.		PG&E Corporation	Public Service Enterprise Group Inc.
Sempra Energy
	The Southern Company

●	General Industry– Beginning in
There have been no changes since 2017 we includedto the following general industry peers in our peer group:

		3M Company	Deere & Company	DowDuPont
General Dynamics Corporation		Honeywell International Inc.
	International Paper Company		*	Based on the four fiscal quarters prior to and publicly available as of June 30, 2018
Marathon Petroleum Company		Northrop Grumman Corporation			Valero Energy Corporation

In 2017,Because there is a change was made to our general industry peer sub-group. Alcoa, Hess, and Johnson Controls were removed due to corporate transactions that significantly altered their comparability to Exelon. These companies were replaced with Marathon Petroleum and Valero Energy Corporation in the general industry peer group and Sempra Energy in the energy services peer group, which the Compensation Committee deemed to better reflect the overall composition and profile of the peer group.

To account for differences incorrelation between the size of thean organization and its compensation peer group companies,levels, market data is statistically adjusted using a regression analysis by the Committee’s independent consultant allowinganalysis. This commonly applied technique allows for a comparisonmore precise estimate of the compensation levels to similarly-sized companies.market value of Exelon given the size/scope of responsibility for Exelon’s executive roles. Each element of our NEOs’NEO compensation is then targetedcompared to the medianthese size-adjusted medians of the peer group. To the extent an NEO’s total compensation exceeds the peer group median, it is due to outstanding performance, critical skills, experience and tenure. If an NEO’s compensation is below the median, it is generally due to underperformance against relevant metrics or reflective of an individual who is newer in his or her role.

How the Peer Group is used

●	As an input in developing compensation targets and pay mix
●	To assess the competitiveness of compensation and benefit programs
●	Benchmarks for incentive program design
●	Benchmarks for stock ownership guidelines

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Compensation Discussion & Analysis

20172018 Say-on-Pay Vote Outcome and Shareholder Engagement

The Compensation Committee regularly reviews executive compensation, taking into consideration the input received through Exelon’s robust engagement programregular and ongoing practice to engage with its investors. Feedback is typically solicited throughout the year in connection with the annual meeting of shareholders and the Compensation Committee’s review of the executive compensation program.

During 2017,2018, Exelon contacted the holders of nearly 50%40% of our outstanding shares, representing almost two-thirds of the Company’s institutional investors. We engaged with portfolioshares. Portfolio managers and governance professionals fromthat accepted our offer to engage included a significant cross-section of our shareholder base, representing approximately 45%one-third of Exelon’s outstanding shares. Mr. Yves de Balmann,The Chair of theExelon’s Compensation Committee participated in mostmany of the discussions held with shareholders in 2018, and feedback received was shared with the Compensation Committee, the Corporate Governance Committee, and the Board.

No substantive changes to our executive compensation program were requested through our engagement discussions. Feedback received in 2017 indicated that investors remain supportive of the extensive changes made to theExelon’s executive compensation program in 2016. This support was reflected inand design as demonstrated by our 20172018 say-on-pay vote results. At the Company’s annual meeting of shareholders held in April 2017, approximately 86% of the votes cast on the Company’s say-on-pay proposal voted in favor of the proposal (up from approximately 38% in 2016). No additional substantive changes were made to the executive compensation program as a result of this feedback.93%.

Actions Implemented in 2016 Demonstrate Responsiveness to Shareholders

Annual Incentive Plan (AIP)		Long-Term Incentive Plan (LTIP)
✓Capped future payouts at target if absolute TSR is negative for 12 months ✓Moved operational metrics to AIP from PShare metrics to eliminate duplicate metrics used in LTIP ✓Eliminated the individual performance multiplier component		✓Changed PShare performance periods from annual to three-year periods to align with long-term strategic goals and initiatives and shareholder interests ✓Moved EPS and operational metrics from LTIP to AIP to parallel market practices and eliminate duplicate metrics used in annual and long-term plans; adopted new PShare financial and credit metrics connected with goal to support and drive utility performance ✓Amended TSR modifier to compare to UTY market index to more closely correspond with shareholder return experience, and capped payouts at target where TSR is negative for the final 12 months of the measurement period

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Compensation Decisions and Rationale

20172018 Compensation Program Structure

The Compensation Committee designedIn keeping with Exelon’s 2017executive compensation programphilosophy to motivate and reward leaders whothat create long-term value for our shareholders. The primaryshareholders, the Compensation Committee designed Exelon’s 2018 compensation program, which is summarized below. Primary compensation elements include fixed and variable components that include:components:

Pay Element		Form		Performance				Purpose
Salary		Cash		Merit Based				●Provides portion of income stability at competitive, market-based levels
Annual Incentive Plan		Cash		●1 Year ●Adjusted (non-GAAP) Operating EPSEPS*(70%) Operational Goals(30%) Outage Duration, Outage Frequency, NetNuclear Fleetwide Capacity Factor, Dispatch Match ●TSR Cap if negative 1-year absolute TSR				●Motivates executives to achieve key annual financial and operational objectives using adjusted (non-GAAP) operating EPS and operational goals that reflect commitment to become the leading diversified energy provider ●Aligns with shareholder interests by capping payouts at target if 1-year absolutefor any annual period with negative TSR is negativeresults
Long-Term Incentive Plan		Performance Shares (67%of LTIP)	Cumulative Performance	2017-2019 Cumulative Performance	2018-2020 Scorecard	●Utility Earned ROE ROE*(33.3%(33.3%) ●Utility Net Income(33.3%(33.3%) ●Exelon FFO/Debt Debt*(33.4%(33.4%)		●Drives executive focus on long-term goals supporting utility growth, financial results, and capital stewardship to drive behavior and align with shareholder interests ●Includes relative comparison of TSR to market index and caps payout at targetcap if absolute TSR is negative over the last 12 months of the performance cycle to further align with shareholder interests ●Shareholder friendly feature which provides a double-layer of shareholder protection over both a 1- and 3-year basis ●Provides executive with market competitive time-based restricted stock, diversifying the LTI portfolio
	2017-2019				2018-2020 Modifier	●Point- for-point relativeRelative TSR Modifier (3-year period) ●TSR Cap if negative 1-year absolute TSR
		Restricted Stock (33%of LTIP)		Vest One-Third Per Year Over 3 Years

*	See Definitions of Non-GAAP measures in Appendix at page 69.

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Compensation Discussion & Analysis

20172018 Target Compensation for Named Executive Officers

The table below lists the target value of the compensation elements for each NEO as of December 31, 2017.

		Cash Compensation						Long-Term Incentives						Target Total Direct Compensation
Name		Base		AIP Target		Target Total Cash		RSUs 33% of LTIP		PShares 67% of LTIP		Target Total LTIP
Crane		$1,261,000		130%		$2,900,300		$3,332,901		$6,766,799		$10,099,700		$13,000,000
Thayer		807,900		95%		1,575,405		891,526		1,810,069		2,701,595		4,277,000
Von Hoene, Jr.		886,600		100%		1,773,200		963,864		1,956,936		2,920,800		4,694,000
Cornew		883,600		100%		1,767,200		963,204		1,955,596		2,918,800		4,686,000
O’Brien		824,700		95%		1,608,165		815,376		1,655,459		2,470,835		4,079,000

Total Cash Compensation (Base Salary2018. An explanation of the promotion-related adjustments provided to Mr. Nigro and Annual Incentive Program)Ms. Pramaggiore is disclosed below this table.

		Cash Compensation						Long-Term Incentives						Target Total Direct Compensation
Name		Base		AIP Target		Target Total Cash		RSUs 33%		PShares 67%		Target Total LTIP
Crane		$1,261,000		140%		$3,026,400		$3,332,901		$6,766,799		$10,099,700		$13,126,100
Nigro		775,000		95%		1,511,250		788,287		1,600,463		2,388,750		3,900,000
Thayer		828,098		95%		1,614,791		891,526		1,810,069		2,701,595		4,316,386
Pramaggiore		775,000		95%		1,511,250		788,287		1,600,463		2,388,750		3,900,000
Von Hoene, Jr.		908,765		100%		1,817,530		963,864		1,956,936		2,920,800		4,738,330
Cornew		905,690		100%		1,811,380		963,204		1,955,596		2,918,800		4,730,180

2017 Base Salary Review andPromotion-Based Compensation Adjustments

Mr. Nigro and Ms. Pramaggiore each received adjustments to their compensation components including base salary and annual and long-term incentive target awards based on market data for their new positions.

●	Base salaries were adjusted to $775,000, representing an increase of 12% for Mr. Nigro and 18% for Ms. Pramaggiore.
●	Annual incentive targets were increased to 95% of base salary, from 85% for Mr. Nigro, and 70% for Ms. Pramaggiore.
●	Long-term incentive targets were increased to a value of $2,388,750, from $1,786,130 for Mr. Nigro, and $973,640 for Ms. Pramaggiore, with 33% of the total value awarded in the form of RSUs and 67% in the form of performance shares.
	●	Incremental RSUs were granted to align to a target value of $788,287 for each of Mr. Nigro and Ms. Pramaggiore on May 8, 2018, and June 1, 2018, respectively.
	●	The target value for the 2018-2020 cycle of the performance share awards was set at $1,600,463.

Performance share cycles: Consistent with 2018 promotion-based award methodology, Mr. Nigro and Ms. Pramaggiore also received incremental awards to bring their target values to $1,600,463 for the two outstanding performance share cycles of 2016-2018 and 2017-2019.

Beginning in 2019, executives who are promoted during the first six months of the year will receive an adjustment to only that year’s current performance share award to reflect the increased scope and responsibilities for the new role.

The accounting impacts of the promotion-related awards are reflected in the Summary Compensation table on page 46, as well as the Grants of Plan-Based Awards table on page 49.

2018 Retention RSU award: Mr. Nigro also received a retention-related award granted in January 2018 with a grant date fair market value at $1,533,200.

Cash Compensation

The Compensation Committee sets base salaries for our NEOs are set by the Compensation Committee andeach NEO, which salaries may be adjusted following an annual market assessment of peer group compensation. Base salaries mayWhen evaluating whether a NEO’s base salary should be adjusted, (1) as partthe Compensation Committee considers a number of factors, including the outcome of the annual merit review, or (2) based on a promotion or significant change in job scope. The Compensation Committee considers the results of the annual market assessment in addition to the following factors when contemplating a merit review:of NEO compensation, job promotion, individual performance, scope of responsibility, leadership skills and values, current compensation, internal equity, and legacy matters.

In January 2017,2018 as part of its annual merit review, the Compensation Committee approved a 2.5% increase in base salary, in line with prior years, for each NEO (excluding the CEO)in his/her role as of that date, effective March 1, 2017, as part of its annual merit review.2018.

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Compensation Discussion & Analysis

Annual Incentive Program

How 2018 Annual Incentive Program (AIP) Award DeterminationsAwards Are Determined

In prior years, the AIP process included the application of an individual performance multiplier to the final award determination. Some shareholders voiced concern about the use of the discretionary individual performance multiplier, so this multiplier was removed in 2016 for AIP payout determinations made in 2017.

Accordingly, for 2017 theThe Compensation Committee used the following process to determine 20172018 AIP awards for each NEO:

Step 1			Step 2			Step 3			Step 4
Set AIP Target			Determine Performance Factor			Determine Negative TSR Cap			Apply Final Multiplier
●Expressed as percentage of base salary, as of 12/31/1718 ●CEO annual incentive target of 130%140% ●Other NEO annual incentive targets range from 95% to 100%			●Based on 70% adjusted (non-GAAP) operating EPS and 30% operational metrics			●If Exelon’s absolute TSR for the year is negative, AIP payout will be capped at target (100%)			●Multiply the target award by the lesser of (i) the performance factor or (ii) the negative TSR cap if applicable ●Award can range from 0% to 200% of target (target of 100%)

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Compensation Discussion & Analysis

20172018 AIP Performance.The following table includesdetails the 2018 threshold, target, and distinguished or maximum performance goals, and the results achieved underachieved. The Compensation Committee selected the 2017 annual incentive plan (AIP).performance metrics below as they align with the long-term business strategy.

Goals		Threshold		Target		Distinguished		Weighting		Weighted Payout as a % of Target
Financial (70%)
Adjusted (non-GAAP) Operating Earnings Per Share (EPS)*								70%		42.37%
Operational (30%)
Outage Duration (CAIDI) Calculated as the total number of customer interruption minutes divided by the total number of customer interruptions								7.5%		12.86%
Outage Frequency (SAIFI) Calculated as the total number of customer interruptions divided by the total number of customers served								7.5%		15.00%
Net Fleetwide Capacity Factor The weighted average of the capacity factor of all Exelon nuclear units, calculated as the sum of net generation in megawatt hours divided by the sum of the hourly annual mean net megawatt rating, multiplied by the number of hours in a period**								7.5%		11.49%
Dispatch Match Measure the responsiveness of a fossil generating unit to the market								7.5%		15.00%
Formulaic Performance Calculation										96.72%

Goals		Threshold		Target		Distinguished		Weighting		Weighted Payout as a % of Target
Financial
Adjusted (non-GAAP) Operating Earnings Per Share (EPS)								70.0%		79.72%
Operational
Outage Duration (CAIDI) Calculated as the total number of customer interruption minutes divided by the total number of customers served								7.5%		8.57%
Outage Frequency (SAIFI) Calculated as the total number of customer interruptions divided by the total number of customers served								7.5%		8.18%
Nuclear Fleetwide Capacity Factor* The weighted average of the capacity factor of all Exelon nuclear units, calculated as the sum of net generation in megawatt hours divided by the sum of the hourly annual mean net megawatt rating, multiplied by the number of hours in a period								7.5%		13.66%
Dispatch Match Measures the responsiveness of a fossil generating unit to the market								7.5%		10.13%
						Formulaic Performance Calculation				120.26%

*	Refer to Appendix at A-1 for our rationale for using a reconciliation of adjusted (non-GAAP) operating earnings per share to GAAP earnings per share.
**	Starting inIn 2017, we introduced a capping feature on NetNuclear Fleetwide Capacity Factor metric to accountadjust for the lower spot pricing for energy, and to ensure that this metric iswas self-funding. For every incremental dollar the Company makes after achieving target performance, participants receive half.

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AIP Performance Considerations.ThePayouts for 2018 AIP payout wasawards were calculated at 96.72%to be 120.26% of target, based on the following performance outcomes:

●	achievedAchieved outstanding operational performance on the four metrics, including best-in-class performance for Nuclear Fleetwide Capacity Factor and best-ever SAIFI performance;performance
●	had an absolute TSR of 15.1%, outperforming the UTY; and
●	deliveredDelivered solid financial performance on our adjusted (non-GAAP) operating EPS, at $2.60, which would have been $2.69 if the 2017 ZEC credits revenue recognition$3.12
●	The TSR cap was not postponed toinvoked based on a positive 18.33% TSR for 2018 as explained on page 46.that significantly outperformed the UTY

The following table shows actual payout amounts awarded to Exelon’s NEOs:

NEO		AIP Target		Formulaic Performance Factor		Actual Award
Crane		$1,765,400		120.26%		$2,123,070
Nigro		736,250		120.26%		885,414
Thayer		786,693		120.26%		946,077
Pramaggiore		736,250		120.26%		885,414
Von Hoene, Jr.		908,765		120.26%		1,092,880
Cornew		905,690		120.26%		1,089,182

Other Compensation

As discussed on page 30 under 2018 Leadership Changes, Mr. Thayer assumed the role of Chief Transformation Officer in May 2018 before he left the Company in January 2019 to pursue another opportunity. In determiningthis role, Mr. Thayer was focused on leading the final payout for all NEOs (includingcritical work of optimizing Exelon’s costs, efficiencies and effectiveness in overall operations. These efforts resulted in a total cost savings of more than $900 million achieved since 2015, as reported by the CEO),Company in the third quarter of 2018. In November 2018, Exelon announced its commitment to drive another $200 million of gross annual cost savings by 2021. Mr. Thayer led the effort that identified these additional future cost savings in a manner that the Compensation Committee determined had exceeded the expectations and Board concludedresponsibilities of his position and that this wassuch accomplishments were not reflected in his AIP award for 2018. The Committee therefore awarded Mr. Thayer a $275,000 bonus in recognition of his leadership to transform Exelon’s businesses and the appropriate payout to reflect overall financial and operational performance. Furthermore,results achieved. See Bonus column of the Summary Compensation Table on page 46.

2018 Long-Term Incentive Program (LTIP)

The Compensation Committee grants equity incentive awards annually at its meeting in January. On January 29, 2018, the Committee approved awards of RSUs and Board decidedperformance shares shown in detail in the Grants of Plan-Based Awards table on page 49. As discussed on page 36 each element of total direct compensation, including the annual equity incentive awards, is determined for each NEO based on market data, and the executive’s competencies and skills, scope of responsibilities, experience and performance, retention, succession planning and the organizational structure of the businesses. When the total target equity incentive award is determined, the value is split between RSUs (33%) and performance shares (67%).

Restricted Stock Units (33% of total award).RSUs granted to not adjust 2017NEOs vest ratably over three years. Dividend equivalents with respect to RSUs are reinvested as additional RSUs and are subject to the same vesting conditions as the underlying RSUs.

Performance Shares (67% of total award). A target number of PShares was granted in January 2018 to each NEO, the earning of which is contingent on performance for the lossthree-year period ending on December 31, 2020. The following equally-weighted performance measures underlying these awards include Utility Net Income, Utility Earned ROE, and Exelon FFO/Debt, which are the same performance metrics underlying the 2016-2018 and 2017-2019 performance cycles. The 2016-2018 performance cycle was the last cycle that reflected a transition to the use of 9 cents attributableone three-year performance cycle that began in 2016. In addition to ZEC creditsthe financial measures shown below, any awards earned are then subject to a total shareholder return modifier that were carried forward to 2018, even though those credits were includedfactors in the 2017 targetrelative performance of $2.75. This 2017 target was 7 cents aboveExelon compared to the performance of the UTY index. See page 42 for the rationale behind the selection of the performance goals used for PShares.

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Compensation Discussion & Analysis

How Performance Share (PShare) Awards Are Determined

The Compensation Committee used the following process to determine PShare targets and awards:

Step

Step

Step

Step

Step

1

2

3

4

5

Establish PShare Target Target set in January of the first year of the performance cycle

Determine Performance Multiplier Based on performance achieved over the cycle Performance can range from 0% to 150% of target (target of 100%)

Determine TSR Modifier Subtract the performance of the UTY from Exelon’s absolute TSR performance over the three-year performance period (e.g., 2018-2020)

Calculate Final Multiplier Multiply the performance multiplier by (1 + the TSR modifier) If Exelon’s absolute TSR for the final 12 months of the measurement period is negative, PShare payout will be capped at target

Apply Final Multiplier Apply the final multiplier to determine the number of shares issued Award can range from 0% to 200% of target (target of 100%) after application of the TSR modifier

Payout Determinations for the 2016-2018 PShare Cycle

The Compensation Committee approved a payout of 169.82%, based on the weighted average performance of the one-year scorecard measuring 2016 actual operating EPS.performance and the two-year scorecard for 2017-2018 and the application of a positive TSR modifier of 43.70% based on 2016-2018 TSR performance.

Year		Scorecard Performance		Weighted Average Performance		TSR Modifier		Overall Award Payout
2016		125.00%		118.18%		43.70%		169.82%
2017-2018		114.77%

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The following table shows how the payout formula was appliedcalculated and the actual PShare amounts awarded. The Compensation Committee made no changes

NEO		Target Shares				Performance Factor				Actual Award
Crane		249,146		x		169.82%		=		423,100
Nigro		50,502		x		169.82%		=		85,762
Thayer		66,631		x		169.82%		=		113,153
Pramaggiore		37,578		x		169.82%		=		63,815
Von Hoene, Jr.		68,564		x		169.82%		=		116,435
Cornew		71,984		x		169.82%		=		122,243

Pursuant to the NEOs targets for AIP.

NEO		AIP Target		Formulaic Performance Factor		Actual Award
Crane		$1,639,300		96.72%		$1,585,531
Thayer		767,505		96.72%		742,331
Von Hoene, Jr.		886,600		96.72%		857,520
Cornew		883,600		96.72%		854,618
O’Brien		783,465		96.72%		757,767

2017 Long-Term Incentive Program (LTIP)

The Compensation Committee annually grants equity incentive awards at its meeting in January. On January 30, 2017, the Compensation Committee approved awards of restricted stock units (RSUs) and performance shares (PShares) shown in detail in the Grants of Plan-Based Awards table on page 65.

Restricted Stock Units.RSUs vest ratably over three years. Dividend equivalents with respect to RSUs are reinvested as additional RSUs, subject to the same vesting conditions as the underlying RSUs.

Performance Share Units.A target number of PShares is granted, the earning of which is contingent on performance for the subsequent three-years. Performance measures for the currently open cycles are summarized in the tables below. In addition to these financial measures, any earned award is subject to a total shareholder return modifier to compensate for relative performance achieved against the performanceterms of the UTY index. See page 53 for the rationale behind the selection of the performance goals used for PShares.

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Performance Share (PShare) Award Determinations

In prior years, the PShare determination process included the application of an individual performance multiplier to the final award determination. Some shareholders voiced concern about the use of the discretionary individual performance multiplier, so this multiplier was not applied to PShare payout determinations made in 2017.

Accordingly, the Compensation Committee uses the following process to determine PShare targets and awards:

Step

Step

Step

Step

Step

1

2

3

4

5

Establish PShare Target Target set in January of the first year of the performance cycle

Determine Performance Multiplier Based on performance achieved over the cycle Performance can range from 0% to 150% of target (target of 100%)

Determine TSR Modifier Subtract the performance of the UTY from Exelon’s absolute TSR performance over the three-year performance period (e.g., 2017-2019)

Calculate Final Multiplier Multiply the performance multiplier by (1 + the TSR multiplier) If Exelon’s absolute TSR for the final 12 months of the measurement period is negative, PShare payout will be capped at target

Apply Final Multiplier Apply the final multiplier to determine the number of shares issued Award can range from 0% to 200% of target (target of 100%) after application of the TSR modifier

2015-2017 PShare Program Payout Determination

The Compensation Committee approved a payout of 111.25%, based on the average performance of 117.03% for the 2015, 2016 and 2017 scorecards and a TSR modifier of negative 4.94% based on 2015-2017 TSR performance. The 2015, 2016 and 2017 scorecards are presented in the Appendix at A-2; the 2017 award payout calculation is presented below:

Year		Scorecard Performance		Average Performance		TSR Modifier		Overall Award Payout
2015		122.48%
2016		125.00%		117.03%		-4.94%		111.25%*
2017		103.61%

*	117.03% X (100%-4.94%)

2015-2017 TSR Modifier and Cap Determination

To address shareholder concerns received in 2016, the following modifications were made to the TSR modifier and a TSR cap was added: ●Changed TSR modifier peer group from the competitive integrated companies (Entergy, FirstEnergy, NextEra Energy, and PSEG) to the UTY ●Changed to a point-for-point approach, where the UTY’s absolute TSR performance is subtracted from Exelon’s absolute TSR over the three-year period ●The modifier is no longer capped (positive or negative) ●Cap payout at target if TSR is negative for the final 12 months of the measurement period For the 2015-2017 performance period, the TSR modifier was 18.98% for Exelon minus 23.92% for the UTY, resulting in a TSR modifier of negative 4.94%. Exelon’s 2017 one-year absolute TSR was 15.11% so the TSR cap was not applicable.

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The following table shows how the formula was applied and the actual amounts awarded.

NEO		Target Shares				Performance Factor				Actual Award
Crane		176,221		x		111.25%		=		196,046
Thayer		48,455		x		111.25%		=		53,906
Von Hoene, Jr.		53,112		x		111.25%		=		59,087
Cornew		52,359		x		111.25%		=		58,249
O’Brien		44,307		x		111.25%		=		49,292

Becauselong-term incentive program, all of the NEOs that have achieved 200% or more of their stock ownership targets (as described on page 59), all43) receive PShare award payouts in cash. All NEOs except for Mr. Thayer achieved 200% of their stock ownership target. Other PShare awards were settled in cash. For participants who have not achieved 200% of their stock ownership target,targets receive PShare awards areaward payouts settled half50% in shares of Exelon common stock and half50% in cash.

RobustLong-Term Incentive Program Goal-Setting Process and Rigorous Targets

The Compensation Committee strives to set challenging operational and financial performance targets that drive and motivate executives to achieve short- and long-term success, shareholder value, and to help ensure key talent is retained. TheFor the LTIP program, the Compensation Committee selects metrics that are directly tied to the Company’s operational and financial strategies and are proven measures of long-term value creation. Operational targets are benchmarked and set at the top quartile or higher as compared to industry standards. Financial targets are based on our internal business plans and external market factors.

Goal-Setting for 20182019-2021 Performance Share Award Cycle

Exelon’s goal-setting process employs a multi-layer approach and analysis that incorporates a blend of objective and subjective business considerations and other analytical methods to ensure that the goals are sufficiently rigorous. Such considerations include:

●Recent History:Goals generally reflect a logical progression of results from the recent past

●Relative Performance:Performance is evaluated against a relevant group of the Company’s peers

●Strategic Aspirations:Near- and intermediate-term goals follow a trend line consistent with long-term aspirations

●Shareholder Expectations:Goals are aligned with externally communicated financial guidance and shareholder expectations

●Sustainable Sharing:Earned awards reflect a balanced degree of shared benefits between shareholders and participants

To ensure adequate rigor for the financial targets applicable to the PShares,2019-2021 PShare performance cycle, we conducted statistical simulations to understand the level of difficulty of our payout range. We also conducted a sensitivity analysis of reasonable value ranges for several internal and external variables that are significant drivers of performance. Weperformance, and we also examined historical levels of deviation of Company performance compared to plan.

Example: AIP Goal Rigor The Compensation Committee set the adjusted (non-GAAP) operating EPS AIP target for 2018 at a level significantly higher than the Company’s actual performance in 2017, which is generally aligned with the midpoint of our publicly disclosed 2018 financial guidance. For 2018, maximum targets were set at levels that outperform Company historical performance for three of the four operational metrics: ●best-ever for Dispatch Match ●best-ever for Nuclear Fleetwide Capacity Factor ●best-ever for outage frequency results (best-in-class) ●first decile of industry standards for outage duration goals

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Compensation Discussion & Analysis

PShare Goal Setting

The three-performance metrics underlying the 2018-20202019-2021 PShare awards include the following:

Utility Earned ROE (33.3%)

Utility Net Income (33.3%)

Exelon FFO/Debt (33.4%)

Average utility ROE weighted by year-end rate base

Aggregate utility adjusted (non-GAAP) operating earnings, including Corporate

Funds from operations to total debt ratio

The Utility Earned Return on Equity (ROE) and Utility Net Income use interpolation between threshold, target, and distinguished levels of performance whereas the Funds From Operations (FFO)/Debt metric uses a “stair-step” approach with no interpolation between the performance levels. Performance will be evaluated at the end of 20202021 after the completion of the three-year performance period. This isdesign aspect was implemented as part of the Company’s transition to the use of three-year performance period.periods.

PShare targets were set based on external commitments and/or probabilistic modeling. The performance scale range for the Utility Net IncomeROE and Utility ROENet Income metrics was based on the following probability levels of achievement: 95% for threshold and 5% for distinguished and the target is aligned with projected performance. The target for the Exelon FFO/Debt metric is aligned with the expectations of credit rating agencies.

To safeguard the confidentiality of our long-term outlook on projected performance outcomes in light of changes in our industry and with our peer companies, as well as the overall utility and power generation markets, we do not disclose actual targets applied to the performance share unit cycles until the cycles have been completed. This maintains the propriety of our policy to only issue annual performance guidance externally.

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Compensation Discussion & Analysis

Governance Features of Our Executive Compensation Programs

Stock Ownership and Trading Requirements

To strengthen the alignment of executive interests with those of shareholders, officersVPs and above of the Company are required to own certain amountsmultiples of base salary of Exelon common stock by the later of (1) five years following (1) an adjustment made to the guidelines (last adjustments made in 2012) or (2) his or her employmenthire date or promotion to a new position. As of the annual measurement date of September 30, 2017,2018, all NEOs except for Mr. Thayer had exceeded 200% of their stock ownership guidelines, as shown in the following chart:chart.

Crane	Nigro	Thayer	Pramaggiore	Von Hoene, Jr.	Cornew	O’Brien

The following types of ownership count towards meeting the stock ownership guidelines: restricted shares and restricted stock units, shares held in the Exelon Deferral Plan, dividend reinvestment plan, 401(k) Employee Savings Plan, and common shares beneficially owned directly or indirectly. For additional details about NEO stock ownership, please see the Beneficial Ownership Table on page 77.62.

Exelon requires executive vice presidents and above who wish to sell Exelon common stock to do so only through the adoption of a stock trading plan meeting the requirements of SEC Rule 10b5-1(c). This requirement is designed to enable officers to diversify a portion of their holdings in excess of the applicable stock ownership requirements in an orderly manner as part of their personal financial plans. The use of Rule 10b5-1 stock trading plans serves to reduce the risks that such transactions will be viewed negatively or as commentary with respect to the future value of Exelon’s stock. In addition, the use of Rule 10b5-1 stock trading plans are believed to reduce the potential for accusations of trading on the basis of material, non-public information, which could damage the reputation of the Company. Exelon’s stock trading policyInsider Trading Policy does not permit short sales, derivative transactions involving Exelon stock, hedging or pledging.

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Compensation Discussion & Analysis

Recoupment (Clawback) Policy

Consistent with developing best practices, theThe Board of Directors recently revised its recoupment policy in 2018 to broaden the discretionary ability to clawback incentive compensation when deemed appropriate. Under the policy, the Board has sole discretion to recoup incentive compensation if it determines that:

●the incentive compensation was based on the achievement of financial or other results that were subsequently restated or corrected;

●the incentive plan participant engaged in fraud or intentional misconduct that caused or contributed to the need for restatement or correction;

●a lower incentive plan award would have been made to the participant based on the restated or corrected results; and

●recoupment is not precluded by applicable law or employment agreements.

●	the incentive compensation was based on the achievement of financial or other results that were subsequently restated or corrected;
●	the incentive plan participant engaged in fraud or intentional misconduct that caused or contributed to the need for restatement or correction;
●	a lower incentive plan award would have been made to the participant based on the restated or corrected results; and
●	recoupment is not precluded by applicable law or employment agreements.

The Board or Compensation Committee may also seek to recoup incentive compensation paid or payable to current or former incentive plan participants if, in its sole discretion, the Board or Compensation Committee determine that:

●

●

the current or former incentive plan participant breached a restrictive covenant or engaged or participated in misconduct or intentional or reckless acts or omissions or serious neglect of responsibilities that caused or contributed to a significant financial loss or serious reputational harm to Exelon or its subsidiaries regardless of whether a financial statement restatement or correction of incentive plan results was required; and

●

recoupment is not precluded by applicable law or employment agreements.

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Table of responsibilities that caused or contributed to a significant financial loss or serious reputational harm to Exelon or its subsidiaries regardless of whether a financial statement restatement or correction of incentive plan results was required; andContents

●recoupment is not precluded by applicable law or employment agreements.

Compensation Discussion & Analysis

In addition, the terms of the annual incentive plan provide that the Compensation Committee and management may curtail awards if there is a “significant event,” which is defined as a single, high-profile event caused by a failure of Exelon that is determined to have been directly or indirectly caused by a human error or poor management attention. Significant events may include a single high-profile outage or another event that may result in negative customer and media impact or a significant adverse governmental or regulatory action.

The Compensation Committee may also apply negative discretion to unvested equity incentive awards if a significant event or other occurrence is determined to have a similar impact on the Company. Similarly, the terms of the long-term incentive plan provide that the Compensation Committee may amend or adjust the performance measures or other terms and conditions of outstanding awards in the event of unusual or nonrecurring events affecting the Company or its financial statements or changes in law or accounting principles.

Risk Management Assessment of Compensation Policies and Practices

The Compensation Committee reviews Exelon’s compensation policies and practices as they relate to the Company’s risk management practices and risk-taking incentives. In 2017,2018, the Compensation Committee partnered with Exelon’s Enterprise Risk Management group to apply the enterprise risk management policy and framework to the compensation risk assessment process to assess and validate that the controls in place continued to mitigate incentive compensation risks.

Following this assessment, the Committee believes that itsthe risks arising from the Company’s compensation policies and practices are not reasonably likely to have a material adverse effect on Exelon. In this regard, the Compensation Committee considered the following compensation program features, in place towhich balance the degree of risk taking:taking.

●the annual incentive plan includes multiple incentive performance measures with a balance of financial and non-financial metrics;

●long-term incentives include multiple vehicles and performance metrics and three-year overlapping performance periods that are aligned with long-term stock ownership requirements;

●incentive metrics, performance goals, and capital allocation require multiple approval levels and oversight;

●total compensation pay mix includes effective and market aligned balance of short- and long-term incentive compensation elements;

●incentive compensation is balanced by formulaic and discretionary funding;

●short- and long-term incentive awards contain award caps or modifiers;

●reasonable change-in-control and severance benefits are within common norms;

●clawback provisions exceed regulatory mandates; and

●consistent and meaningful stock ownership requirements create sustained and consistent ownership stakes.

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Compensation Discussion & Analysis

●	The annual incentive plan includes multiple incentive performance measures with a balance of financial and non-financial metrics.
●	Long-term incentives include multiple vehicles and performance metrics and three-year overlapping performance periods that are aligned with long-term stock ownership requirements.
●	Incentive metrics, performance goals, and capital allocation require multiple approval levels and oversight.
●	Total compensation pay mix includes effective and market aligned balance of short- and long-term incentive compensation elements.
●	Incentive compensation is balanced by formulaic and discretionary funding.
●	Short- and long-term incentive awards contain award caps or modifiers.
●	Reasonable change-in-control and severance benefits are within common market norms.
●	Clawback provisions exceed regulatory mandates.
●	Consistent and meaningful stock ownership requirements create sustained and consistent ownership stakes.

Tax Consequences

Under Section 162(m) of the Internal Revenue Code (Code) applicable for tax years beginning before December 31, 2017, executive compensation in excess of $1 million paid to a CEO or other person among the three other highest compensated officers (excluding the CFO) is generally not deductible for purposes of corporate federal income taxes. However, qualified performance-based compensation, within the meaning of Section 162(m) and applicable regulations, remains deductible. Historically, the Compensation Committee’s policy has been to seek to cause executive incentive compensation to qualify as “performance-based” in order to preserve its deductibility for federal income tax purposes to the extent possible.

Because it is not “qualified performance-based compensation” within the meaning of Section 162(m) applicable for tax years beginning before December 31, 2017, base salary is not eligible for a federal income tax deduction to the extent that it exceeds $1 million. Accordingly, Exelon is unable to deduct that portion of Mr. Crane’s 2017 base salary in excess of $1 million. AIP awards and PShares payable to NEOs are intended to be qualified performance-based compensation under Section 162(m), and to be deductible for federal income tax purposes. Restricted stock and RSUs are not deductible by the Company for federal income tax purposes under the provisions of Section 162(m) to the extent an NEO’s compensation that is not “qualified performance-based compensation” is in excess of $1 million.

In order to qualify payments under the AIP and performance share program as performance-based for Section 162(m) of the Code, the Compensation Committee uses a “plan-within-plan” two-step approach to determine the amount of the bonus payment. The first step is to fund the overall bonus pool. The pool is funded if the Company meets the pre-established performance metrics. The second step is accomplished when the Compensation Committee exercises “negative discretion” by making adjustments to the formula award funded by the overall pool. Negative discretion is used to reduce the amount funded by the pool to an amount equal to the target bonus (for AIP) or target equity (for the performance share program) adjusted for final Company performance and individual performance.

Under Section 4999 of the Code, there is an excise tax if change-in-control or severance benefits are greater than 2.99 times the five-year average amount of income reported on an individual’s W-2. In April 2009, the Compensation Committee adopted a policy that no future employment or severance agreements that provide for benefits for NEOs on account of termination will include an excise tax gross-up. In 2016, the NEOs consented to the removal of the remaining legacy excise tax gross-up provisions for transactions resulting in a change-in-control, with no recompense for said removal.

On December 22, 2017, the Tax Cuts and Jobs Act (Tax Act) was signed into law and includesincluded significant changes to expand the scope of the executive compensation deduction rules in Section 162(m) of the Code. The changes include:

●	expanding the covered employees as described in Section 162(m) to include the CFO, which had previously been excluded from the limitation;
●	sustaining classification as a “covered employee” in perpetuity even after death through severance and post-death payments for all applicable “covered employees” identified for tax years beginning after December 31, 2016;
●	removing the exception for performance-based compensation thereby making a larger portion of the executives’ pay non-deductible for federal tax purposes; and
●	expanding Section 162(m) to include corporations that have publicly traded equity and publicly traded debt, foreign private issuers that meet the new definition of a publicly held corporation and possibly large private C or S corporations.

Internal Revenue Code that limit deductible compensation to $1 million for covered employees. Pursuant to the Tax Act, the types of compensation subject to the $1 million limitation has been expanded beyond salary, restricted stock and RSUs to include performance-based compensation such as AIP and PShare awards. The Tax Act will have expansive impactsalso expanded the definition of covered employee to Exeloninclude the CFO and sustains the classification as our executive compensation is 60%a covered employee in perpetuity even after death through severance and post-death payments. Finally, the application of the $1 million limitation has been expanded to 65% performance-based, which may not be deductible for tax purposes beginninginclude covered employees at Exelon’s corporate registrants with publicly traded debt in addition to those with publicly traded equity as required prior to the 2018 tax year. Also,Tax Act. Under the new law, Exelon has nineeight registrants with the SEC that could potentiallynow fall within the scope of Section 162(m). Without furtherThe IRS guidance clarifyingand Treasury have issued a preliminary notice to assist with interpreting the technical aspects of the Tax Act, new law and expect to issue regulations in 2019 to provide further guidance.

44    Exelon is unable to fully quantify the tax consequences of the legislation. Given the uncertainty, the SEC issued Staff Accounting Bulletin 118 which provides for a measurement period, not to extend beyond one year of the enactment date, for registrants to assess the financial impacts and report in their financial statements.

The Compensation Committee will review current executive compensation programs considering the expansive tax consequences, however the Committee will continue to focus on designing executive compensation programs that motivate executives to drive long-term performance and that align the interest of Exelon’s executives with shareholders.

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Compensation Discussion & Analysis

Report of the Compensation and Leadership Development Committee

The Compensation and Leadership Development Committee is accountable for ensuring that the decisions made about executive compensation are in the best long-term interests of our shareholders. We accomplish this objectiveshareholders consistent with our compensation philosophy. To achieve the objectives of our program, rigorous but balanced metrics directly linked to the Company’s business and strategic goals as informed by having robust executive compensation principles in place and considering feedback received from shareholders help us to continuously improve and strengthen our executive compensation programs. InputInvestor input received from investors representing over 45% of Exelon’s outstanding shareson our executive compensation program in 20172018 was positive and resulted in no significant changes to our executive compensation program. Shareholders indicated continued satisfaction with the modifications implemented in 2016 that addressed concerns and better aligned the program with the Company’s strategy.

The Compensation and Leadership Development Committee has reviewed and discussed with management the Compensation Discussion and Analysis contained on pages 45-6130-44 of this proxy statement. Based on such review and discussion, the Committee recommended to the Board that the Compensation Discussion and Analysis be included in the 20182019 Proxy Statement.

THE COMPENSATION AND LEADERSHIP
DEVELOPMENT COMMITTEE

Yves C. de Balmann,Chair

Robert J. Lawless

Linda P. Jojo

Stephen D. Steinour

www.exeloncorp.com     Yves C. de Balmann,45Chair
Robert J. Lawless
Linda P. Jojo

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Executive Compensation Data

Executive Compensation Data

Summary Compensation Table

Year		Salary ($)			Stock Awards ($) (Note 1)			Non-Equity Incentive Plan Compensation ($) (Note 2)			Change in Pension Value and Nonqualified Deferred Compensation Earnings ($) (Note 3)			All Other Compensation ($) (Note 4)			Total ($)
Christopher M. Crane
President and Chief Executive Officer, Exelon
2017		$	1,261,000		$	10,099,755		$	1,585,531		$	1,524,765		$	386,808		$	14,857,859
2016			1,255,515			10,099,718			1,639,300			1,836,211			400,958			15,231,702
2015			1,224,808			9,821,055			2,072,777			2,462,551			380,054			15,961,245
Jonathan W. Thayer
Senior Executive Vice President and Chief Financial Officer, Exelon
2017			804,339			2,701,654			742,331			144,688			119,146			4,512,158
2016			784,802			2,701,035			1,071,368			225,160			60,504			4,842,869
2015			794,556			2,700,466			947,006			229,066			90,194			4,761,288
William A. Von Hoene Jr.
Senior Executive Vice President and Chief Strategy Officer, Exelon
2017			882,696			2,920,829			857,520			202,125			374,057			5,237,227
2016			831,350			3,700,342			1,237,642			216,271			198,770			6,184,375
2015			755,296			2,296,821			835,753			163,284			111,890			4,163,044
Kenneth W. Cornew
Senior Executive Vice President and Chief Commercial Officer, Exelon; President and Chief Executive Officer, Exelon Generation
2017			878,865			2,918,832			854,618			235,324			87,667			4,975,306
2016			857,477			2,918,043			1,233,350			231,669			93,848			5,334,387
2015			836,558			2,918,046			1,090,185			191,460			93,485			5,129,734
Denis P. O’Brien
Senior Executive Vice President, Exelon; Chief Executive Officer, Exelon Utilities
2017			820,293			2,470,846			757,767			295,787			134,243			4,478,936
2016			800,378			2,470,066			1,093,660			325,832			95,567			4,785,503
2015			780,874			2,469,294			994,688			239,970			86,431			4,571,257

Notes to the Summary Compensation Table

Year		Salary ($)	Bonus ($) (Note 1)	Stock Awards ($) (Note 2)	Non-Equity Incentive Plan Compensation ($) (Note 3)	Change in Pension Value and Nonqualified Deferred Compensation Earnings ($) (Note 4)	All Other Compensation ($) (Note 5)	Total ($)
Christopher M. Crane
President and Chief Executive Officer, Exelon
	2018	$1,261,000	—	$10,099,725	$2,123,070	$1,734,587	$424,696	$15,643,078
	2017	1,261,000	—	10,099,755	1,585,531	1,524,765	386,808	14,857,859
	2016	1,255,515	—	10,099,718	1,639,300	1,836,211	400,958	15,231,702
Joseph Nigro
Senior Executive Vice President and Chief Financial Officer, Exelon
	2018	767,496	—	4,589,122	885,414	188,680	99,509	6,530,221
Jonathan W. Thayer
Senior Executive Vice President and Chief Financial Officer and Chief Transformation Officer, Exelon
	2018	824,839	275,000	2,701,652	946,077	172,860	3,699,854	8,620,282
	2017	804,339	—	2,701,654	742,331	144,688	119,146	4,512,158
	2016	784,802	—	2,701,035	1,071,368	225,160	60,504	4,842,869
Anne Pramaggiore
Senior Executive Vice President and Chief Executive Officer, Exelon Utilities
	2018	720,225	—	3,892,882	885,414	194,694	220,915	5,914,130
William A. Von Hoene Jr.
Senior Executive Vice President and Chief Strategy Officer, Exelon
	2018	904,673	—	2,920,823	1,092,880	242,061	534,420	5,694,857
	2017	882,696	—	2,920,829	857,520	202,125	374,057	5,237,227
	2016	831,350	—	3,700,342	1,237,642	216,271	198,770	6,184,375
Kenneth W. Cornew
Senior Executive Vice President and Chief Commercial Officer, Exelon; President and Chief Executive Officer, Exelon Generation
	2018	935,596	—	2,918,830	1,089,182	281,793	89,336	5,314,737
	2017	878,865	—	2,918,832	854,618	235,324	87,667	4,975,306
	2016	857,477	—	2,918,043	1,233,350	231,669	93,848	5,334,387

Notes to the Summary Compensation Table
(1)	Amount shown in this column reflects bonus awarded in recognition of Mr. Thayer’s business transformation efforts and resulting cost-saving initiatives.
(2)	The amounts shown in this column include the aggregate grant date fair value of restricted stock unit and performance share unit awards for the 2017-20192018-2020 performance period granted on January 30, 2017.29, 2018 as well as the promotion-related awards for Mr. Nigro and Ms. Pramaggiore made on May 8, 2018 and June 1, 2018, respectively. Mr. Nigro’s balance also includes a retention RSU award granted on January 29, 2018. The grant date fair values of the stock awards have been computed in accordance with FASB ASC Topic 718 using the assumptions described in Note 20 of the Combined Notes to Consolidated Financial Statements included in Exelon’s 2017 Annual Report on Form 10-K. The performance share unit awards are subject to performance conditions. For the 2017-2019 performance share unit award, the grant date fair value and the value assuming the highest level of performance, including the maximum total shareholder return multiplier, is as follows:

			Performance Share Unit Value
			At Target			At Maximum
	Crane		$	6,766,820		$	13,533,640
	Thayer			1,810,096			3,620,192
	Von Hoene Jr.			1,956,949			3,913,898
	Cornew			1,955,617			3,911,234
	O’Brien			1,655,465			3,310,930

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Executive Compensation Data

Exelon’s 2017 Annual Report on Form 10-K. The performance share awards are subject to performance conditions. For the 2018-2020 performance share award, the grant date fair value and the value assuming the highest level of performance, including the maximum total shareholder return multiplier, is as follows:

		Performance Share Unit Value
		At Target			At Maximum
Crane		$	6,766,817		$	13,533,634
Nigro			1,600,513			3,201,026
Thayer			1,810,096			3,620,192
Pramaggiore			1,600,516			3,201,032
Von Hoene Jr.			1,956,938			3,913,876
Cornew			1,955,597			3,911,194

(2)(3)	The amounts shown in this column for 20172018 represent payments made pursuant to the Annual Incentive Plan.
(3)(4)	The amounts shown in this column represent the change in the accumulated pension benefit for the NEOs from December 31, 20162017 to December 31, 2017.2018. None of the NEOs had above market earnings in a non-qualified deferred compensation account in 2017.2018.
(4)(5)	All Other Compensation: The following table describes the incremental cost of other benefits provided in 20172018 that are shown in this column.

ALL OTHER COMPENSATION

Name		Perquisites ($) (Note 1)			Reimbursement for Income Taxes ($) (Note 2)			Company Contributions to Savings Plans ($) (Note 3)			Company Paid Term Life Insurance Premiums ($) (Note 4)			Total ($)			Perquisites ($) (Note 1)		Reimbursement for Income Taxes ($) (Note 2)		Company Contributions to Savings Plans ($) (Note 3)		Company Paid Term Life Insurance Premiums ($) (Note 4)		Other ($) (Note 5)		Total ($)
Crane		$	152,380		$	115,639		$	75,495		$	43,294		$	386,808		$178,608		$134,661		$75,660		$35,767		—		$424,696
Nigro																	44,289		6,395		44,492		4,333		—		99,509
Thayer			95,636			5,959			13,990			3,561			119,146		445,247		7,348		14,116		3,561		3,229,582		3,699,854
Pramaggiore																	133,824		45,368		36,731		4,992		—		220,915
Von Hoene Jr.			201,182			115,578			51,337			5,960			374,057		342,371		132,246		53,843		5,960		—		534,420
Cornew			32,759			—			51,156			3,752			87,667		31,337		—		54,247		3,752		—		89,336
O’Brien			52,543			18,409			42,164			21,127			134,243

Notes to All Other Compensation Table

(1)	Amounts reported for personal benefits provided to NEOs include: (1) transportation related benefits (including personal use of corporate aircraft, fleet services, rail passenger services, parking, spousal and family travel); (2) relocation/housing and living benefits related to changes in NEOs’ principal place of work as a result of regulatory commitments in connection with the 2016 acquisition of Pepco Holdings, Inc.; (3) other benefits (including personal financial planning, Company gifts, and matching charitable contributions, physical examinations, and event tickets).
	●	Amounts reported for the personal use of corporate aircraft are based on the aggregate incremental cost to Exelon and are calculated using the hourly incremental cost for flight services, including federal excise taxes, fuel charges, and domestic segment fees. Exelon’s Board-approved policy on corporate aircraft usage includes spousal/domestic partner and other family member usage when appropriate. Associated costs for meals and other related amenities for spouse/domestic partners are covered when attendance at Company or industry-related events is customary. Exelon also provides fleet services of Company cars and driver services for NEOs and other officers enabling the performance of duties among the Company’s various offices and facilities. Certain NEOs are also entitled to limited personal use of the Company’s cars and drivers including commuting to work locations. Costs reported represent estimated incremental costs based upon driver wages multiplied by the average overtime rate for drivers plus an additional amount for fuel. Costs related to NEO personal use is typically imputed as additional taxable income. Amounts reported in this column for Mr. Crane include $62,389$84,554 for personal use of corporate aircraft, $50,089$44,645 for spousal travel and $13,067$19,762 for other transportation related benefits. Amounts reported for Mr. Von Hoene include $48,164$180,543 for personal use of corporate aircraft, $8,518$10,199 for spousal travel and $13,367$17,911 for other transportation benefits largely related benefits.to commuting in compliance with regulatory commitments as described below. Amounts reported for Ms. Pramaggiore include $66,608 for personal use of corporate aircraft and $3,142 for other transportation benefits largely related to commuting in compliance with regulatory commitments as described below. Amounts reported for Messrs. Nigro, Thayer and Cornew include $12,407, $4,546, and O’Brien include $7,943, $8,212, and $2,400$1,497 respectively, for all other transportation benefits.

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Executive Compensation Data

	●	Benefits are provided to Ms. Pramaggiore and Messrs. Von Hoene O’Brien, and Thayer, each of whom is subject to state public service commission requirements to maintain principal workplaces in the District of Columbia pursuant to a regulatory order issued in 2016 related to obtaining approval of the acquisition of Pepco Holdings Inc. Pursuant to these legacy obligations, Exelon provides transportation and relocation/housing and living benefits. Amounts reported for Messrs. Thayer,Mr. Von Hoene and O’BrienMs. Pramaggiore include $64,793, $114,042$104,345 and $23,303$42,582, respectively, for such benefits. Amounts reported for Mr. Thayer’s expense was paidThayer include $407,345 for relocation benefit commitments made in 2018, however was incurredconnection with his relocation from Illinois to Maryland to conform with the requirement to maintain his principal workplace in 2017.
	the District of Columbia. ●	Limited personal financial planning benefits are provided with usage values imputed as additional taxable income. Executive officers may request Company matching gifts to qualified charitable organizations in amounts up to $10,000, and up to $15,000 for Messrs. ThayerCornew and CornewThayer under the Constellation legacy policy. Executive officers may use Company-provided vendors for comprehensive physical examinations and related medical testing. Tickets to sporting or other events may be provided with values imputed as additional taxable income.
(2)	Exelon provides reimbursements of tax obligations incurred when: employees are required to work outside their state of home residence and encounter double taxation in states and localities where tax credits are not permitted in home state tax filings; required business-related spousal travel involves personal benefits and income is imputed to the employeeemployee; and for required relocation and housing/living expenses incurred in compliance with regulatory requirements. Pursuant to our obligations under the 2016 regulatory order set forth in Note 1 above, amounts reported for Messrs.Ms. Pramaggiore and Mr. Von Hoene include $33,640, and O’Brien include $89,633 and $18,409$82,216, respectively related to such benefits.
(3)	Each of the NEOs participated in the Company’s 401(k) and Deferred Compensation Plans. The amountsAmounts reported represent the Company matching contributions to the NEOs’ accounts.
(4)	Exelon provides basic term life insurance, accidental death and disability insurance, and long-term disability insurance to all employees, including NEOs. The values shown in this column include the premiums paid during 20172018 for additional term life insurance policies for the NEOs and for additional long-term disability insurance over and above the basic coverage provided to all employees.
(5)	For Mr. Thayer, the aggregate amount includes severance payments of $3,229,582 distributed pursuant to the terms of the Senior Management Severance Plan, representing two times the sum of Mr. Thayer’s then current base salary and target annual incentive for the year of termination.

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Executive Compensation Data

Grants of Plan-Based Awards

				Estimated Possible Payouts Under Non-Equity Incentive Plan Awards (Note 1)									Estimated Possible Payouts Under Equity Incentive Plan Awards (Note 2)						All Other Stock Awards: Number of Shares or Units (#) (Note 3)		Grant Date Fair Value of Stock and Option Awards ($) (Note 4)
Name		Grant Date		Threshold ($)			Plan ($)			Maximum ($)			Threshold (#)		Target (#)		Maximum (#)
Crane		1/30/2017		$	61,474		$	1,639,300		$	3,278,600
		1/30/2017											32,186		193,117		386,234				$	6,766,820
		1/30/2017																	95,118			3,332,935
Thayer		1/30/2017			28,781			767,505			1,535,010
		1/30/2017											8,610		51,658		103,316					1,810,096
		1/30/2017																	25,444			891,558
Von Hoene Jr.		1/30/2017			33,248			886,600			1,773,200
		1/30/2017											9,308		55,849		111,698					1,956,949
		1/30/2017																	27,508			963,880
Cornew		1/30/2017			33,135			883,600			1,767,200
		1/30/2017											9,302		55,811		111,622					1,955,617
		1/30/2017																	27,489			963,215
O’Brien		1/30/2017			29,380			783,465			1,566,930
		1/30/2017											7,874		47,245		94,490					1,655,465
		1/30/2017																	23,270			815,381

Notes to Grants of Plan-Based Awards Table

Name		Grant Date		Estimated Possible Payouts Under Non-Equity Incentive Plan Awards (Note 1)									Estimated Possible Payouts Under Equity Incentive Plan Awards (Note 2)						All Other Stock Awards: Number of Shares or Units (#) (Note 3)		Grant Date Fair Value of Stock and Option Awards ($) (Note 4)
				Threshold ($)			Plan ($)			Maximum ($)			Threshold (#)		Target (#)		Maximum (#)
Crane		1/29/2018		$	66,203		$	1,765,400		$	3,530,800
		1/29/2018											29,429		176,541		353,082				$	6,766,817
		1/29/2018																	86,953			3,332,908
Nigro		1/29/2018											5,205		31,222		62,444					1,196,739
		1/29/2018																	15,378			589,439
		1/29/2018																	40,000			1,533,200
		5/8/2018			27,609			736,250			1,472,500
		5/8/2018											4,382		26,285		52,570					1,070,851
		5/8/2018																	4,822			198,893
Thayer		1/29/2018			29,501			786,693			1,573,385
		1/29/2018											7,872		47,224		94,448					1,810,096
		1/29/2018																	23,260			891,556
Pramaggiore		1/29/2018											2,837		17,020		34,040					652,377
		1/29/2018																	8,383			321,320
		6/1/2018			27,609			736,250			1,472,500
		6/1/2018											9,973		59,824		119,648					2,452,186
		6/1/2018																	11,393			466,999
Von Hoene Jr.		1/29/2018			34,079			908,765			1,817,530
		1/29/2018											8,511		51,055		102,110					1,956,938
		1/29/2018																	25,147			963,885
Cornew		1/29/2018			33,963			905,690			1,811,380
		1/29/2018											8,505		51,020		102,040					1,955,597
		1/29/2018																	25,130			963,233

(1)	All NEOs have annual incentive plan target opportunities based on a fixed percentage of their base salary. Under the terms of the AIP, threshold performance earns 50% of the respective target, while performance at plan earns 100% of the respective target and the maximum payout is capped at 200% of target. The possible payout at threshold for AIP was calculated at 3.75% of target, which is 50% performance on the lowest weighted AIP performance metric. For additional information about the terms of these programs, see Compensation Discussion and Analysis above.Analysis.
(2)	NEOs have a long-term performance share unit target opportunity that is a fixed number of performance share unitsshares commensurate with the officer’s position. The possible payout at threshold for performance share unit awards was calculated at 16.67% of target. The possible maximum payout for performance share unitsshares was calculated at 150% of target, with an uncapped total shareholder return multiplier, capped at 200% of target. For additional information about the terms of this program, see discussion starting on page 56.40.
(3)	This column shows restricted stock unit awards made during the year. The vesting dates of the awards are provided in footnote 2 to the Outstanding Equity Table below.Table.
(4)	This column shows the grant date fair value, calculated in accordance with FASB ASC Topic 718, of the performance share unit awards and restricted stock units granted to each NEO during 2017.2018. Fair value of performance share unit awards granted on January 30, 201729, 2018 are based on an estimated payout of 100% of target.

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Outstanding Equity Awards at Year End

		Option Awards (Note 1)									Stock Awards										Option Awards (Note 1)								Stock Awards
Name		Number of Securities Underlying Unexercised Options That Are Exercisable (#)		Number of Securities Underlying Unexercised Options That Are Not Exercisable (#)		Option Exercise or Base Price ($)			Option Expiration Date		Number of Shares or Units of Stock That Have Not Yet Vested (#) (Note 2)		Market Value of Shares or Units of Stock That Have Not Yet Vested Based on 12/31 Closing Price $39.41 ($) (Note 2)			Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Yet Vested (#) (Note 3)		Equity Incentive Plan Awards: Market or Payout Value or Unearned Shares, Units or Other Rights That Have Not Yet Vested ($) (Note 3)			Number of Securities Underlying Unexercised Options That Are Exercisable (#)		Number of Securities Underlying Unexercised Options That Are Not Exercisable (#)		Option Exercise or Base Price ($)		Option Expiration Date		Number of Shares or Units of Stock That Have Not Yet Vested (#) (Note 2)		Market Value of Shares or Units of Stock That Have Not Yet Vested Based on 12/31 Closing Price $45.10 ($) (Note 2)		Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Yet Vested (#) (Note 3)		Equity Incentive Plan Awards: Market or Payout Value or Unearned Shares, Units or Other Rights That Have Not Yet Vested ($) (Note 3)
Crane		285,000		—		$	39.21		2-Apr-2022		414,685		$	16,342,736		884,526		$	34,859,170		285,000		—		$39.21		2-Apr-2022		626,154		$28,239,545		739,316		$33,343,152
		94,000		—			43.40		24-Jan-2021												94,000		—		43.40		24-Jan-2021
		53,000		—			46.09		24-Jan-2020												53,000		—		46.09		24-Jan-2020
		49,000		—			56.51		26-Jan-2019												49,000		—		56.51		26-Jan-2019
		28,000		—			73.29		27-Jan-2018
Thayer		97,000		—			39.81		12-Mar-2022		142,633			5,621,167		236,578			9,323,539
Nigro																					13,000		—		39.81		12-Mar-2022		166,671		7,516,847		170,394		7,684,769
		175,946		—			39.24		24-Feb-2022												13,400		—		43.40		24-Jan-2021
		125,429		—			32.46		25-Feb-2021												3,800		—		46.09		24-Jan-2020
		67,304		—			37.71		26-Feb-2020												4,300		—		56.51		26-Jan-2019
		8,676		—			101.05		21-Feb-2018
Thayer																					—		—		—		—		167,471		7,552,942		197,764		8,919,156
Pramaggiore																					37,000		—		39.81		12-Mar-2022		104,960		4,733,679		163,798		7,387,290
Von Hoene Jr.		88,000		—			39.81		12-Mar-2022		138,225			5,447,447		248,826			9,806,233		88,000		—		39.81		12-Mar-2022		173,972		7,846,128		213,808		9,642,741
		67,000		—			43.40		24-Jan-2021
		33,000		—			46.09		24-Jan-2020												67,000		—		43.40		24-Jan-2021
		25,200		—			56.51		26-Jan-2019												33,000		—		46.09		24-Jan-2020
		19,000		—			73.29		27-Jan-2018												25,200		—		56.51		26-Jan-2019
Cornew		70,000		—			39.81		12-Mar-2022		151,697			5,978,379		255,590			10,072,802		70,000		—		39.81		12-Mar-2022		180,924		8,159,672		213,662		9,636,156
		26,000		—			43.40		24-Jan-2021												26,000		—		43.40		24-Jan-2021
		13,300		—			46.09		24-Jan-2020												13,300		—		46.09		24-Jan-2020
		14,900		—			56.51		26-Jan-2019												14,900		—		56.51		26-Jan-2019
		11,000		—			73.29		27-Jan-2018
O’Brien		102,000		—			39.81		12-Mar-2022		102,998			4,059,151		216,356			8,526,590
		49,000		—			43.40		24-Jan-2021
		27,000		—			46.09		24-Jan-2020
		30,700		—			56.51		26-Jan-2019
		22,000		—			73.29		27-Jan-2018

Notes to Outstanding Equity Table

(1)

Non-qualified stock options were granted to NEOs pursuant to the Company’s long-term incentive plans. Awards vest in four equal increments, beginning on the first anniversary of the grant date. All awards expire on the tenth anniversary of the grant date. For Mr. Thayer,Non-qualified stock optionsoption awards have not been granted prior to March 12, 2012 were granted under the Constellation Energy Group Inc. Long Term Incentive Plan and were converted into the equivalent right to receive Exelon common stock. The number of stock options received upon conversion is equal to the original number of Constellation stock options multiplied by the merger exchange ratio (0.93) and rounded down to the nearest whole share. The exercise price for each converted share is equal to the original Constellation exercise price divided by the exchange ratio (0.93), rounded up to the nearest whole cent.since 2012.

(2)

The amount shown includes unvested restricted stock unit (RSU) awards and the performance share unit (PShare) award earned for the performance period beginning January 1, 20152016 and ending December 31, 2017,2018, which vested on January 29, 2018.February 4, 2019. The unvested restricted stock unit awards are composed of the final third of the award made in January 2015,2016, which vested on January 29, 2018;February 4, 2019; two-thirds of the award made in January 2016,2017, half of which vested on January 29, 2018February 4, 2019 and half of which will vest on the date of the Compensation Committee’s first regular meeting in 2019;2020; and the full award granted on January 30, 2017,29, 2018, one-third of which vested on January 29, 2018February 4, 2019 and one-third of which will vest on the date of each of the Compensation Committee’s first regular meetings in

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2019 2020 and 2020,2021, respectively. All RSU awards accrue additional shares through automatic dividend reinvestment. For Mr. Thayer and Mr. Cornew,Ms. Pramaggiore, the amount shown also includes an award of 30,000a 10,000 retention stock unitsunit award granted on January 28, 2013 which vested on January 28, 2018. For Mr. Von Hoene, the amount shown also includes an award of 20,000 retention stock units granted on October 21, 2013April 25, 2016 that will vest on October 21, 2018.April 25, 2020. For Mr. Nigro, the amount also includes a 40,000 retention stock unit award granted on January 29, 2018 that will vest on January 29, 2022. All shares are valued at $39.41,$45.10, the closing price on December 29, 2017.31, 2018.

(3)

The amount shown includes the target PShare awards granted on January 26, 2016 for the performance period ending December 31, 2018 and the target PShare awards granted on January 30, 2017 for the performance period ending December 31, 2019.2019 and the target PShare awards granted on January 29, 2018 for the performance period ending December 31, 2020. These awards have been increased to reflect the highest level of performance for the period, 200%. All shares are valued at $39.41,$45.10, the closing price on December 29, 2017.31, 2018.

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Option Exercises and Stock Vested

		Option Awards					Stock Awards (Note 1)				Option Awards					Stock Awards (Note 1)
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 ($)			Number of Shares Acquired on Vesting (#)		Value Realized on Vesting ($)
Crane		—		$	—		378,031		$	13,246,197	—		$	—		305,129		$11,695,590
Nigro											—			—		55,079		2,111,168
Thayer		167,669			2,809,042		104,613			3,665,638	465,679			3,188,614		113,327		4,359,714
Pramaggiore											—			—		30,031		1,151,087
Von Hoene Jr.		—			—		99,549			3,488,202	—			—		107,690		4,243,774
Cornew		—			—		113,013			3,959,985	—			—		120,036		4,616,898
O’Brien		—			—		95,686			3,352,831

Notes to Option Exercises and Stock Vested Table

(1)

Share amounts are composed of the following tranches of prior awards that vested on January 30, 2017:29, 2018: the PShare awards granted for the period January 1, 20142015 through December 31, 2016;2017; the final third of the RSU awards granted in January 2014,2015, the second third of the RSU awards granted in January 2015 (including a supplemental grant made to Mr. Thayer in July 2014)2016 and the first third of the RSU awards granted in January 2016.2017. All of these awards were valued at $35.04$38.33 upon vesting.

Pension Benefits

Exelon sponsors the Exelon Corporation Retirement Program, a traditional defined benefit pension plan that covers certain management and unionized employees. The Program includes the Service Annuity System (SAS), a traditional pension plan covering certain employees who commenced employment prior to January 1, 2001, and a cash balance pension plan (CBPP) covering management and certain collective bargaining unit employees. The Exelon Corporation Retirement Program includes the Service Annuity System (SAS), which is the legacy ComEd pension plan. Effectiveunionized employees hired after January 1, 2001, Exelon also established two cash balance defined benefit pension plans to reduce future retirement benefit costs and provide an option that is portable as the Company anticipated a workforce that was more mobile than the traditional utility workforce. The cash balance defined benefit pension plans cover management employees and certain collective bargaining unit employees hired on or after such date, as well as certain other management employees hired prior to such date who elected to participate in a cash balance plan. Legacy Constellation employees participate inparticipate.

Exelon also sponsors the Pension Plan of Constellation Energy Group, Inc. (Constellation Pension Plan). The, which covers certain legacy Constellation Pension Planemployees. It includes a traditional pension formula referred to as the Enhanced Traditional Plan (ETP) and a Pension Equity Plan (PEP). Employeesfor employees hired before January 1, 2000, and a pension equity formula (PEP) for employees hired thereafter or who elected to participate in that formula.

In furtherance of Exelon’s efforts to align to the ETP. Employeesmarket and control pension costs and liabilities, the CBPP was closed to non-represented, non-craft employees hired on or after JanuaryFebruary 1, 2000 and2018, at Exelon Generation (including Constellation) or BSC. In lieu of pension benefits, these employees hired before that date who electedwill receive an additional non-discretionary contribution to do so participate in the PEP.Exelon Savings Plan. Each of these plans is intended to be tax-qualified under Section 401(a) of the Code. An employee can participate in only one of the qualified pensionthese plans.

For NEOs participating in the SAS, the annuity benefit payable at normal retirement age is equal to the sum of 1.25% of the participant’s earnings as of December 25, 1994, reduced by a portion of the participant’s Social Security benefit as of that date, plus 1.6% of the participant’s highest average annual pay, multiplied by the participant’s years of credited service (up to a maximum of 40 years). Pension-eligible compensation for the SAS’s Final Average Pay Formula includes base pay and annual incentive awards. Benefits under the SAS are vested after five years of service.

The “normal retirement age” under the SAS is 65. The plan also offers an early retirement benefit prior to age 65, which is payable if a participant retires after attainment of age 50 and completion of 10 years of service. The annual pension payable under the plan is determined as of the early retirement date, reduced by 2% for each year of payment before age 60 to age 58, then 3% for each year before age 58 to age 50. In addition, under the SAS, the early retirement benefit is supplemented prior to age 65 by a temporary payment equal to 80% of the participant’s estimated monthly Social Security benefit. The supplemental benefit is partially offset by a reduction in the regular annuity benefit.

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Under the cash balance pension, plan, a notional account is established for each participant, and the account balance grows as a result of annual benefit credits and annual investment credits. (Employees who participated in the SAS prior to January 1, 2001 and elected to participate in the cash balance plan also have a frozen transferred benefit from the former plan and received a “transition” credit based on their age, service and compensation at the time of transfer.) Beginning January 1, 2008, the annual benefit credit under the plan is 7% of base pay and annual incentive award and beginning January 1, 2013 for employees hired on or after such date, the annual benefit credit is equal to a percentage of base pay and annual incentive award which varies between 3% and 8%, based upon age. Beginning in 2017, the annual investment credit is the third segment spot rate of interest on long-term investment grade corporate bonds. The segment rate will be determined as of November of the year for which the cash

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balance account receives the investment credit. Cash balance participants with pre-2008 balances receive an additional benefit credit ranging from 0.5% to 3.5% based on their pre-2008 service. Also, beginning in 2017, account balances for employees hired prior to January 1, 2013 will be subject to a minimum investment credit of 4%. For employees hired on or after January 1, 2013, the annual investment credit is the second segment spot rate of interest on long-term corporate bonds, determined as of November of the year for which the cash balance account receives the investment credit, subject to a minimum annual investment credit rate of 3.8% and a maximum annual investment credit rate of 7%. Benefits are vested after three years of service and are payable in an annuity or a lump sum at any time following termination of employment. Apart from the benefit credits and the vesting requirement, and as described above, years of service are not relevant to a determination of accrued benefits under the cash balance pension plans.

For NEOs who participate in the PEP, a lump sum benefit amount is computed based on covered earnings multiplied by a total credit percentage. Covered earnings are equal to the average of the highest three of the last five twelve-month periods’ base pay plus annual incentive awards. The total service credit percentage is equal to the sum of the credit percentages based on the following formula: 5% per year of service through age 39, 10% per year of service from age 40 to age 49, and 15% per year of service after age 49. No benefits are available under the PEP until a participant has at least three years of vesting service. Benefits payable under the PEP are paid as an annuity unless a participant elects a lump sum within 60 days after separation.

The Code limits to $270,000$275,000 the individual 20172018 annual compensation that may be taken into account under the tax-qualified retirement plan. As permitted by Employee Retirement Income Security Act, Exelon sponsors three supplemental executive retirement plans (or SERPs) that allow the payment to a select group of management or highly-compensated individuals out of its general assets of any benefits calculated under provisions of the applicable qualified pension plan which may be above these limits. The SERPs offer a lump sum as an optional form of payment, which includes the value of the marital annuity, death benefits and other early retirement subsidies at a designated interest rate. The interest rate applicable for distributions to participants in the SAS in 20172018 is 3.11%2.77%. For participants in the cash balance pension plan and the PEP, the lump sum is the value of the non-qualified account balance. The values of the lump sum amounts do not include the value of any pension benefits covered under the qualified pension plans, and the methods and assumptions used to determine the non-qualified lump sum amount are different from the assumptions used to generate the present values shown in the tables of benefits to be received upon retirement, termination due to death or disability, involuntary separation not related to a change in control, or upon a qualifying termination following a change in control which appear later in this proxy statement.

Under the terms of the SERPs, participants are provided the amount of benefits they would have received under the SAS, cash balance plan, ETP or PEP, as applicable, but for the application of the Code limits. In addition, certain executives previously received grants of additional credited service under a SERP. In particular, in 1998, Mr. Crane received an additional 10 years of credited service through September 28, 2008, the date of his tenth anniversary, as part of his employment offer that provided one additional year of service credit for each year of employment to a maximum of 10 additional years.

As of January 1, 2004, Exelon does not grant additional years of credited service to executives under the SERP for any period in which services are not actually performed, except that up to two years of service credits may be provided upon a qualifying termination of employment under severance or change in control agreements first entered into after such date, and performance-based grants or grants which make up for lost pension benefits from another employer may be (but have not been) provided. Service credits previously available under employment, change in control or severance agreements or arrangements (or any successor arrangements) are not affected by this policy.

The amount of the change in the pension value for each of the NEOs is the amount included in the Summary Compensation Table above. The present value of each NEO’s accumulated pension benefit is shown in the following tables. The present value for cash balance and PEP participants is the account balance. The assumptions used in estimating the present values for SAS participants include the following: pension benefits are assumed to begin at each participant’s earliest unreduced retirement age; the SERP lump sum amounts are determined using the rate of 5% for SAS participants at the assumed retirement age; the lump sum amounts are discounted from the assumed retirement date at the applicable discount rates of 4.04% as of December 31, 2016 and 3.62% as of December 31, 2017;2017 and 4.31% as of December 31, 2018; and the applicable mortality tables. The applicable mortality table is the RP 2000-based table projected generationally using Exelon’s best estimate of long-term mortality improvements. The December 31, 20172018 mortality table is consistent with the mortality used in the Exelon December 31, 20172018 pension disclosure.

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Name		Plan Name		Number of Years Credited Service (#)		Present Value of Accumulated Benefit ($)			Payments During Last Fiscal Year ($)			Plan Name		Number of Years Credited Service (#)		Present Value of Accumulated Benefit ($)			Payments During Last Fiscal Year ($)
Crane(1)		SAS		19.26		$	1,312,415		$	—		SAS		20.26			$1,334,886			$—
		SERP		29.26			16,757,102			—		SMRP	(2)	30.26			18,469,218			—
Nigro												CBPP		22.42			387,062			—
												SMRP		22.42			841,621			—
Thayer		PEP		15.00			293,333			—		PEP		16.00			324,000			—
												CEG BRP		16.00			1,750,324			—
Pramaggiore												CBPP		20.93			725,336			—
		SERP		15.00			1,608,131			—		SMRP		20.93			831,458			—
Von Hoene Jr.		Cash Balance		15.93			418,264			—		CBPP		16.93			460,675			—
		SERP		15.93			1,267,201			—		SMRP		16.93			1,466,851			—
Cornew		Cash Balance		23.59			706,119			—		CBPP		24.59			766,702			—
		SERP		23.59			1,194,380			—		SMRP		24.59			1,415,590			—
O’Brien		Cash Balance		35.51			1,514,210			—
		SERP		35.51			2,034,833			—

(1)

Plan names include: Service Annuity System (SAS); Supplemental Management Retirement Plan (SMRP); Cash Balance Pension Plan (CBPP); Pension Equity Plan (PEP); and the CEG Benefits Restoration Plan (CEG BRP).

(2)

Based on discount rates prescribed by the SEC proxy disclosure guidelines, Mr. Crane’s non-qualified SERP present value is $16,757,102.$18,469,218. Based on lump sum plan rates for immediate distributions under the non-qualified plan, the comparable lump sum amount applicable for service through December 31, 20172018 is $22,976,599.$25,794,628. Note that, in any event, payments made upon termination may be delayed by six months in accordance with U.S. Treasury Department guidance.

Deferred Compensation Programs

Exelon offers deferred compensation plans to permit the deferral of certain cash compensation to facilitate tax and retirement planning and satisfaction of stock ownership requirements for executives and key managers. Exelon maintains non-qualified deferred compensation plans that are open to certain highly-compensated employees, including the NEOs.

The Exelon Deferred Compensation Plan is aand the Constellation Deferred Compensation Plan are non-qualified planplans that permitspermit their respective legacy Exelon executives and key managers to defer receipt of base compensation and the Company to credit related matching contributions that would have been contributed to the Exelon Corporation Employee Savings Plan (the Company’s tax-qualified 401(k) plan) but for the applicable limits under the Code. The Constellation Deferred Compensation Plan is a non-qualified plan that permits legacy Constellation executives to defer receipt of base compensation and the Company to credit related matching contributions that would have been contributed to the Exelon Corporation Employee Savings Plan. The Deferred Compensation Plans permit participants to defer taxation of a portion of their income. The Exelon Deferred Compensation Plan benefitsincome and benefit the Company by deferring the payment of a portion of its compensation expense, thus preserving cash.

The Exelon Employee Savings Plan is intended to be tax-qualified under Sections 401(a) and 401(k) of the Code. The Constellation Energy Group Employee Savings Plan was merged into Exelon’s Employee Savings Plan as of July 1, 2014. Exelon maintains the Employee Savings Plan to attract and retain qualified employees, including the NEOs, and to encourage employees to save some percentage of their cash compensation for their eventual retirement. The Employee Savings Plan permits employees to do so and allows the Company to make matching contributions in a relatively tax-efficient manner. The Company maintains the excess matching feature of the Deferred Compensation Plans to enable key management employees to save for their eventual retirement to the extent they otherwise would have were it not for the limits established by the IRS.

The Stock Deferral Plan is a non-qualified plan that permitted legacy Exelon executives to defer performance share unitsshares prior to 2007.

The following table shows the amounts that NEOs have accumulated under both the Deferred Compensation Plans and the Stock Deferral Plan. The Exelon Deferred Compensation and Stock Deferral Plans were closed to new deferrals of base pay (otherother than excess Employee Savings Plan deferrals), annual incentive payments or performance share unit awardsdeferrals in 2007, and participants were granted a one-time election to receive a distribution of their accumulated balance in each plan during 2007. Existing balances will continue to accrue dividends or other earnings until payout upon termination. Balances in the Deferred Compensation PlanPlans will be settled in cash upon the termination event selected by the officer and will be distributed either in a lump sum, or in annual installments. Share balances in the Stock Deferral Plan continue to earn the same dividends that aredividend equivalents to those available to all shareholders, which are reinvested as additional notional shares in the plan. Balances in the plan are distributed in shares of Exelon stock in a lump sum or installments upon termination of employment.

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The Deferred Compensation Plans continue in effect for thoseOnce officers who participate in the Employee Savings Plan and who reach their statutory contribution limit during the year. After this limit is reached,year, their elected payroll contributions and Company matching contribution will be credited to their accounts in the Deferred Compensation Plans. The investment options under the Deferred Compensation Plans consist of a basket of investment fund benchmarks substantially the same as those funds available through the Employee Savings Plan. Deferred amounts represent unfunded, unsecured obligations of the Company.

Name		Executive Contributions in 2017 ($) (Note 1)			Registrant Contributions in 2017 ($) (Note 2)			Aggregate Earnings in 2017 ($) (Note 3)			Aggregate Withdrawals/ Distributions ($) (Note 4)			Aggregate Balance at 12/31/17 ($) (Note 4)			Executive Contributions in 2018 ($) (Note 1)		Registrant Contributions in 2018 ($) (Note 2)		Aggregate Earnings in 2018 ($) (Note 3)			Aggregate Withdrawals/ Distributions ($) (Note 4)		Aggregate Balance at 12/31/18 ($) (Note 4)
Crane		$	106,700		$	63,999		$	195,133		$	—		$	1,681,456		$106,700		$32,010		$(62,364	)		$—		$1,757,802
Nigro																	23,846		14,308		(6,608	)		—		64,803
Thayer			—			—			—			—			—		—		—		—			—		—
Von Hoene Jr.			42,966			35,405			74,397			—			608,232		44,040		18,874		(22,013	)		—		649,134
Cornew			28,887			35,107			68,855			—			479,474		33,092		19,856		(38,195	)		—		494,227
O’Brien(5)			37,746			28,390			421,661			—			3,136,200
Pramaggiore																	29,844		22,495		(760	)		—		81,025

(1)	The full amount shown for executive contributions is included in the base salary figures for each NEO shown above in the Summary Compensation Table.
(2)	The full amount shown under registrant contributions is included in the Company contributions to savings plans for each NEO shown above in the All Other Compensation Table.
(3)	The amount shown under aggregate earnings reflects the NEO’s gain or loss based upon the individual allocation of his notional account balance into the basket of mutual fund benchmarks. These gains or losses do not represent current income to the NEO and have not been included in any of the compensation tables shown above.
(4)	For all NEOs the aggregate balance shown includes those amounts, both executive contributions and registrant contributions, that have been disclosed either as base salary as described in Note 1 or as Company contributions under all other compensation as described in Note 2 for the current fiscal year ending December 31, 2017.2018. For Mr. Crane, all executive and registrant contributions included in the aggregate balance have previously been disclosed in Summary Compensation Tables. Mr. Thayer did not participate in the plan during 2017.
(5)	For Mr. O’Brien the amounts shown for aggregate earnings in 2017 and aggregate balance at December 31, 2017 also include the aggregate earnings and aggregate balance respectively of his Stock Deferral Plan account. 2018.

Potential Payments upon Termination or Change in Control

Change in control employment agreements and severance plan covering named executive officersNEOs

Background

The Compensation Committee reviews Exelon’s change in control and severance benefits policies to ensure that they are reasonable and consistent with competitive practice and reasonable.practice. In reviewing the policies, the Compensation Committee considers the advice of its compensation consultant. The Exelon benefits currently include multiples of change in control benefits ranging from two times base salary and annual bonus for corporate and subsidiary vice presidents to 2.99 times base salary and annual bonus for the CEO executive vice presidents, presidents of certain business units and select senior vice presidents.other NEOs. In April 2009, the Compensation Committee adopted a policy that Exelon would not includeeliminated excise tax gross-up payment provisions in any senior executive employment, change in control, or severance plans, programs or agreements that arefirst entered into, adopted or materially amended on or after April 2, 2009 (other than renewals of existing arrangements that are not materially amended or arrangements assumed pursuant to a corporate transaction). In October 2016, theany NEOs covered by change in control agreements, entered into prior to April 2, 2009, which provided for potentialpreviously included excise tax gross-up payments,provisions, agreed to waive those payments and the agreements were later amended to remove such gross-up payments. Therefore, no NEO is currently entitled to an excise tax gross-up payment upon any termination of employment from Exelon.

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NEOs have entered into individual change in control employment agreements, which generally protect such executives’ position and compensation levels for two years after a change in control of Exelon. The agreements are initially effective for a period of two years, and provide for a one-year extension each year thereafter until cancellation or termination of employment.

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Quantification of Payments upon a Change in Control

During the 24-month period following a change in control, or, during the 18-month period following another significanta “significant corporate transaction affecting thetransaction”, meaning one that affects an executive’s business unit in which Exelon shareholders retain between 60% and 66⅔66 % control, (a significant acquisition), if a NEO resigns for good reason or if thean executive’s employment is terminated by Exelon other than for cause or disability, the executive is entitled to the following:

●	the executive’s annual incentive and PShare awards for the year in which termination occurs;
●	severance payments equal to 2.99 times the sum of (1) the executive’s base salary plus (2) the higher of the executive’s target annual incentive for the year of termination or the executive’s average annual incentive award payments for the two years preceding the termination, but not more than the annual incentive for the year of termination based on actual performancebeforeperformance before the application of negative discretion;
●	a benefit equal to the amount payable under the SERP determined as if (1) the SERP benefit were fully vested, (2) the executive had 2.99 additional years of age and years of service (2.0 years for executives who first entered into such agreements after 2003 or do not have such agreements) and (3) the severance pay constituted covered compensation for purposes of the SERP;
●	abenefit equal to the actuarial equivalent present value of any non-vested accrued benefit under Exelon’s qualified defined benefit retirement plan;
●	allall previously-awarded stock options, PShares, RSUs, or restricted shares become fully vested, and the stock options remain exercisable until the earlier of the fifth anniversary of the executive’s termination date or the option’s expiration date;
●	life,life, disability, accident, health and other welfare benefit coverage continues during the severance pay period on the same terms and conditions applicable to active employees, followed by retiree health coverage if the executive has attained at least age 50 and completed at least 10 years of service (or any lesser eligibility requirement then in effect for regular employees); and
●	outplacement and financial planning services for at least 12 months.

The changeChange in control benefits are also provided if thean executive is terminated other than for cause or disability, or terminates for good reason (1) after a tender offer or proxy contest commences, or after Exelon enters into an agreement which, if consummated, would cause a change in control, and within one year after such termination a change in control does occur, or (2) within two years after a sale or spin-off of the executive’s business unit in contemplation of a change in control that actually occurs within 60 days after such sale or spin-off (a disaggregation).

A change in control under the individual change in control employment agreements generally occurs:

●	when any person acquires 20% of Exelon’s voting securities;
●	whenwhen the incumbent members of the Exelon Board (or new members nominated by a majority of incumbent Directors) ceasetocease to constitute at least a majority of the members of the Exelon Board;
●	uponupon consummation of a reorganization, merger or consolidation, or sale or other disposition of at least 50% of Exelon’soperatingExelon’s operating assets (excluding a transaction where Exelon shareholders retain at least 60% of the voting power); or
●	upon shareholder approval of a plan of complete liquidation or dissolution.

The term good reason“Good reason” under the individual change in control employment agreements generally includes any of the following occurring within two years after a change in control or disaggregation or within 18 months after a significant acquisition:corporate transaction:

●	amaterial reduction in salary, incentive compensation opportunity or aggregate benefits, unless such reduction is part of apolicy,a policy, program or arrangement applicable to peer executives;
●	failure of a successor to assume the agreement;
●	a material breach of the agreement by Exelon; or
●	anyany of the following, but only after a change in control or disaggregation: (1) a material adverse reduction in the executive’sposition,executive’s position, duties or responsibilities (other than a change in the position or level of officer to whom the executive reports or a change that is part of a policy, program or arrangement applicable to peer executives) or (2) a required relocation by more than 50 miles.

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The term cause“Cause” under the change in control employment agreements generally includes any of the following:

●	refusalrefusal to perform or habitual neglect in the performance of duties or responsibilities or of specific directives of the officertoofficer to whom the executive reports which are not materially inconsistent with the scope and nature of the executive’s duties and responsibilities;
●	willfulwillful or reckless commission of acts or omissions which have resulted in or are likely to result in a material loss or material damage to the reputation of Exelon or any of its affiliates, or that compromise the safety of any employee;
●	commission of a felony or any crime involving dishonesty or moral turpitude;
●	material violation of the code of business conduct, or of any statutory or common-law duty of loyalty; or
●	any breach of the executive’s restrictive covenants.

If the amount payable to a NEO under a change in control agreement, inclusive of other parachute payments, would cause an excise tax to be imposed under Section 4999 of the Code, the payments to such executive shall be reduced to the maximum amount below which no such tax is imposed or, if the payment without such reduction would leave the executive with a greater amount after payment of such excise taxes, then no such reduction shall be applied.

If a NEO resigns for good reason or is terminated by Exelon other than for cause or disability, in each case under circumstances not involving a change in control or similar provision described above, the NEO may be eligible for the following non-change in control benefits under the Exelon Corporation Senior Management Severance Plan:

●	proratedpreviously awarded Pshare awards and regular-cycle RSUs and restricted shares vest, and prorated payment of the executive’s annual incentive and performance share unit awards for the year in whichterminationwhich termination occurs;
●	for a 24 month severance period, continued payment of an amount representing base salary and target annual incentive;
●	a benefit equal to the amount payable under the SERP determined as if the severance payments were paid as ordinary base salary and annual incentive;
●	duringduring the severance period, continuation of health, basic life and other welfare benefits the executive was receivingimmediatelyreceiving immediately prior to the severance period on the same terms and conditions applicable to active employees, followed by retiree health coverage if the executive has attained at least age 50 and completed at least 10 years of service (or any lessereligibilitylesser eligibility requirement then in effect for non-executive employees); and
●	outplacement and financial planning services for twelve months.

Payments under the Senior Management Severance Plan are subject to reduction by Exelon to the extent necessary to avoid imposition of excise taxes imposed by Section 4999 of the Internal Revenue Code on excess parachute payments or under similar state or local law.

The term good reason“Good reason” under the Senior Management Severance Plan means either of the following:

●

amaterial reduction of the executive’s salary (or, with respect to a change in control, incentive compensation opportunity oraggregateor aggregate benefits) unless such reduction is part of a policy, program or arrangement applicable to peer executives of ExelonorExelon or of the business unit that employs the executive; or

●

amaterial adverse reduction in the executive’s position or duties (other than a change in the position or level of officer to whom the executive reports) that is not applicable to peer executives of Exelon or of the executive’s business unit, but excluding under the non-change in control provisions of the plan any change (1) resulting from a reorganization or realignmentofrealignment of all or a significant portion of the business, operations or senior management of Exelon or of the executive’s business unit or(2)or (2) that generally places the executive in substantially the same level of responsibility.

The term cause“Cause” under the Senior Management Severance Plan generally has the same meaning as the definition of such term under the individual change in control employment agreements.

Benefits under the change in control employment agreements and the Senior Management Severance Plan are subject to termination upon an executive’s violation of his or her restrictive covenants, and incentive payments under the agreements and the plan may be subject to the recoupment policy adopted by the Board of Directors.

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Estimated Value of Benefits to be Received Upon Retirement

The following table shows the estimated value of payments and other benefits to be conferred upon the NEOs assuming they retired as of December 31, 2017.2018. These payments and benefits are in addition to the present value of the accumulated benefits from each NEO’s qualified and non-qualified pension plans shown in the tables within the Pension Benefit section and the aggregate balance due to each NEO that is shown in the tables within the Deferred Compensation section.

Name		Cash Payment ($) (Note 1)			Value of Unvested Equity Awards ($) (Note 2)			Total Value of All Payments and Benefits ($) (Note 3)			Cash Payment ($) (Note 1)			Value of Unvested Equity Awards ($) (Note 2)			Total Value of All Payments and Benefits ($) (Note 3)
Crane		$	1,586,000		$	32,992,000		$	34,578,000		$	2,123,000		$	36,966,000		$	39,089,000
Nigro												885,000			—			885,000
Thayer			—			—			—			—			—			—
Pramaggiore												885,000			6,784,000			7,669,000
Von Hoene Jr.			858,000			9,327,000			10,185,000			1,093,000			10,482,000			11,575,000
Cornew			855,000			—			855,000			1,089,000			—			1,089,000
O’Brien			758,000			8,127,000			8,885,000

Notes to Benefits to be Received Upon Retirement Table

(1)	Under the terms of the 20172018 AIP, a pro-rated actual incentive award is payable upon retirement based on the number of days worked during the year of retirement. The amount above represents the executive’s 20172018 annual incentive payout (afterafter Company/business unit performance was determined). determined.
(2)	Includes the value of the executives’ unvested PShare awards granted in 2015, 2016, 2017, and 20172018 assuming target performance and the accelerated portion of the executives’ RSU awards that, per applicable awards agreements, would vest upon retirement. The value of the shares is based on Exelon’s closing stock price on December 29, 201731, 2018 of $39.41. $45.10.
(3)	The estimate of total payments and benefits is based on a December 31, 20172018 retirement date.

Estimated Value of Benefits to be Received Upon Termination due to Death or Disability

The following table shows the estimated value of payments and other benefits to be conferred upon the NEOseach NEO assuming their employment is terminated due to death or disability as of December 31, 2017.2018. These payments and benefits are in addition to the present value of the accumulated benefits from the NEO’s qualified and non-qualified pension plans shown in the tablestable within the Pension Benefit section and the aggregate balance due to each NEO that is shown in tablesthe table within the Deferred Compensation section.

Name		Cash Payment ($) (Note 1)			Value of Unvested Equity Awards ($) (Note 2)			Total Value of All Payments and Benefits ($) (Note 3)			Cash Payment ($) (Note 1)			Value of Unvested Equity Awards ($) (Note 2)			Total Value of All Payments and Benefits ($) (Note 3)
Crane		$	1,586,000		$	32,992,000		$	34,578,000		$	2,123,000		$	36,966,000		$	39,089,000
Nigro												885,000			9,751,000			10,636,000
Thayer			742,000			10,068,000			10,810,000			946,000			9,772,000			10,718,000
Pramaggiore												885,000			7,235,000			8,120,000
Cornew												1,089,000			10,683,000			11,772,000
Von Hoene Jr.			858,000			10,115,000			10,973,000			1,093,000			10,482,000			11,575,000
Cornew			855,000			10,782,000			11,637,000
O’Brien			758,000			8,127,000			8,885,000

Notes to Benefits to be Received Upon Termination due to Death or Disability Table

(1)	Under the terms of the 20172018 AIP, a pro-rated actual incentive award is payable upon death or disability based on the number of days worked during the year of termination. The amount above represents the executives’ 20172018 annual incentive payout (afterafter Company/business unit performance was determined). determined.
(2)	Includes the value of the executives’ unvested PShare awards granted in 2015, 2016, 2017, and 20172018 assuming target performance and the accelerated portion of the executives’ RSU awards that, per applicable awards agreements, would vest upon death or disability. The value of the shares is based on Exelon’s closing stock price on December 29, 201731, 2018 of $39.41. $45.10.
(3)	The estimate of total payments and benefits is based on a December 31, 20172018 termination due to death or disability.

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Estimated Value of Benefits to be Received Upon Involuntary Separation Not Related to a Change in Control

The following table shows the estimated value of payments and other benefits to be conferred upon the NEOseach NEO assuming they were terminated as of December 31, 20172018 under the terms of the Amended and Restated Senior Management Severance Plan. These payments and benefits are in addition to the present value of the accumulated benefits from the NEO’s qualified and non-qualified pension plans shown in the tablestable within the Pension Benefit section and the aggregate balance due to each NEO that is shown in the tablestable within the Deferred Compensation section.

Name		Cash Payment ($) (Note 1)			Retirement Benefit Enhancement ($) (Note 2)			Value of Unvested Equity Awards ($) (Note 3)			Health and Welfare Benefit Continuation ($) (Note 4)			Perquisites And Other Benefits ($) (Note 5)			Total Value of All Payments and Benefits ($) (Note 6)			Cash Payment ($) (Note 1)			Retirement Benefit Enhancement ($) (Note 2)			Value of Unvested Equity Awards ($) (Note 3)			Health and Welfare Benefit Continuation ($) (Note 4)			Perquisites and Other Benefits ($) (Note 5)			Total Value of All Payments and Benefits ($) (Note 6)
Crane		$	7,387,000		$	2,043,000		$	32,992,000		$	118,000		$	40,000		$	42,580,000		$	8,176,000		$	1,638,000		$	36,966,000		$	105,000		$	40,000		$	46,925,000
Nigro																					3,908,000			257,000			8,363,000			33,000			40,000			12,601,000
Thayer			3,893,000			346,000			10,050,000			32,000			40,000			14,361,000			4,176,000			363,000			9,772,000			34,000			40,000			14,385,000
Von Hoene Jr.			4,404,000			284,000			9,988,000			35,000			40,000			14,751,000
Pramaggiore																					3,908,000			242,000			7,087,000			41,000			40,000			11,318,000
Cornew			4,389,000			336,000			10,764,000			39,000			40,000			15,568,000			4,712,000			344,000			10,683,000			41,000			40,000			15,820,000
O’Brien			3,974,000			322,000			8,127,000			74,000			40,000			12,537,000
Von Hoene																					4,728,000			291,000			10,482,000			37,000			40,000			15,578,000

Notes to Benefits to be Received Upon Involuntary Separation Not Related to a CIC Table

(1)	Represents the estimated severance benefit equal to 2 times the sum of the executive’s (i) current base salary and (ii) the target annual incentive for the year of termination. In addition, under Section 4.2 of the Senior Management Severance Plan, a pro-rated annual incentive award is payable upon involuntary separation or qualifying voluntary separation based on the days worked during the year of termination pursuant to the terms in the 20172018 AIP. The amount above represents the executives’ 20172018 annual incentive payout (afterafter Company/business unit performance was determined and negative discretion was applied). determined.
(2)	Represents the estimated retirement benefit enhancement that consists of a one-time lump sum payment based on the actuarial present value of a benefit under the non-qualified pension plan assuming that the severance pay period was taken into account for purposes of vesting, and the severance pay constituted covered compensation for purposes of the non-qualified pension plan.
(3)	Includes the value of the executives’ unvested PShare awards granted in 2015, 2016, 2017, and 20172018 assuming target performance and the accelerated portion of the executives’ RSU awards that, per applicable awards agreements, would vest upon an involuntary separation not related to a change of control. The value of the shares is based on Exelon’s closing stock price on December 29, 201731, 2018 of $39.41. $45.10.
(4)	Estimated costs of healthcare, life insurance, and long-term disability coverage which continue during the severance period.
(5)	Estimated costs of outplacement and financial planning services for up to 12 months for all NEOs.
(6)	The estimate of total payments and benefits is based on a December 31, 20172018 termination date. The executives are participants in the Senior Management Severance Plan and severance benefits are determined pursuant to Section 4 of the Severance Plan.

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Estimated Value of Benefits to be Received Upon a Qualifying Termination following a Change in Control

The following table shows the estimated value of payments and other benefits to be conferred upon the NEOseach NEO assuming they were terminatedtermination upon a qualifying change in control as of December 31, 2017.2018. The Company has entered into Change in Control agreements with each NEO. These payments and benefits are in addition to the present value of accumulated benefits from the NEO’s qualified and non-qualified pension plans shown in the tablestable within the Pension Benefit section and the aggregate balance due to each NEO that is shown in tablesthe table within the Deferred Compensation section.

Name		Cash Payment ($) (Note 1)			Retirement Benefit Enhancement ($) (Note 2)			Value of Unvested Equity Awards ($) (Note 3)			Health and Welfare Benefit Continuation ($) (Note 4)			Perquisites and Other Benefits ($) (Note 5)			Potential Scaleback ($) (Note 6)		Total Value of All Payments and Benefits ($) (Note 7)			Cash Payment ($) (Note 1)			Retirement Benefit Enhancement ($) (Note 2)			Value of Unvested Equity Awards ($) (Note 3)			Health and Welfare Benefit Continuation ($) (Note 4)			Perquisites and Other Benefits ($) (Note 5)			Potential Scaleback ($) (Note 6)				Total Value of All Payments and Benefits ($) (Note 7)
Crane		$	10,959,000		$	3,297,000		$	32,992,000		$	177,000		$	40,000		Not required		$	47,465,000		$	10,814,000		$	2,465,000		$	36,966,000		$	158,000		$	40,000		$	Not required			$	50,443,000
Nigro																							5,255,000			384,000			9,751,000			49,000			40,000			(2,633,000	)			12,846,000
Thayer			6,201,000			486,000			10,068,000			48,000			40,000		Not required			16,843,000			5,974,000			421,000			9,772,000			51,000			40,000			(362,000	)			15,896,000
Pramaggiore																							5,255,000			361,000			7,235,000			62,000			40,000			Not required				12,953,000
Cornew																							6,736,000			554,000			10,683,000			61,000			40,000			(2,699,000	)			15,375,000
Von Hoene Jr.			6,638,000			460,000			10,115,000			52,000			40,000		Not required			17,305,000			6,758,000			468,000			10,482,000			55,000			40,000			Not required				17,803,000
Cornew			7,000,000			581,000			10,782,000			58,000			40,000		Not required			18,461,000
O’Brien			6,406,000			376,000			8,127,000			111,000			40,000		Not required			15,060,000

Notes to Benefits to be Received Upon a Qualifying Termination following a CIC Table

(1)

Represents the estimated cash severance benefit equal to 2.99 times the sum of the executive’s (i) current base salary and (ii) Severance Incentive. Also, this amount includes an additional payment for Mr. O’Brien of $35,000. Under Section 4.1(a)(ii) of the CIC Employment Agreement, the executive’s target incentive award is payable upon termination (butbut capped at actual performance).performance. The amounts above represent the executives’ 20172018 target annual incentive.

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(2)	Represents the estimated retirement benefit enhancement that consists of a one-time lump sum payment based on the actuarial present value of a benefit under the non-qualified pension plan assuming that the severance pay period was taken into account for purposes of vesting, and the severance pay constituted covered compensation for purposes of the non-qualified pension plan.
(3)	Includes the value of the executives’ unvested PShares, all of which will vest upon termination at the actual level earned and awarded (it is assumed the 2015, 2016, 2017, and 20172018 PShares are earned at target) and the accelerated portion of the executives’ RSUs that would vest upon a qualifying termination following a change in control. The value of the shares is based on Exelon’s closing stock price on December 29, 201731, 2018 of $39.41. $45.10.
(4)	Estimated costs of healthcare, life insurance and long-term disability coverage which continue during the severance period.
(5)	Estimated costs of outplacement and financial planning services for up to 12 months for all NEOs.
(6)	In 2009, the Compensation Committee adopted a policy that noeliminated excise tax gross-up payments in any future employment or severance agreements, will provide for anand in 2016, also removed excise tax gross-up payment. In 2016, the Compensation Committee also removed the excise tax gross-up paymentpayments from all existing agreements.
(7)	The estimate of total payments and benefits is based on a December 31, 20172018 termination date. The Company has entered into change in control employment agreement with all of the executives.

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CEO Pay Ratio

As required by the Dodd-Frank Wall Street Reform and Consumer Protection Act and SEC rules, we are providing the following information about the relationship of annual total compensation, calculated pursuant to SEC rules, of our median employee and our CEO, Christopher M. Crane. For 2017,2018, the ratio of annual total compensation of our CEO and the median of the annual total compensation of all employees was 127:126:1, demonstrating Exelon’s commitment to balance equitable compensation stewardship with competitively based compensation that drives and rewards performance. The total annual compensation for Mr. Crane and the median employee is $14,857,859$15,600,000 and $117,176,$124,000, respectively.

The rules governing the CEO Pay Ratio allow for utilization of the same individual for a 3-year period, provided that employee is actively employed at the company. As such, Exelon used the same individual identified in 2017 that was included in the compilation of our CEO pay ratio as reported in the 2018 proxy. The methodology utilized to identify that person is described below.

On December 8, 2017,31, 2018, our employee population consisted of approximately 34,972 individuals (excluding the CEO), which includes two employees based in the United Kingdom and eight employees based in Canada. We have chosen to exclude these ten employees as permitted under SEC rules from our determination of the “median employee,” given the small number of our non-US based employees. The consistently applied compensation measure we used to identify the median employee was W-2 Box 1 wages for employees as of December 8, 2017.31, 2018. After identifying the median employee, the annual total compensation for the median employee was calculated using the same methodology used in compiling the Summary Compensation Table found on page 6346 in this proxy statement for our NEOs. This ratio is a reasonable estimate calculated in a manner consistent with Item 402(u) of Regulation S-K. We believe the methodology, assumptions, and estimates used in determining the ratio are reasonable given our specific employee population.

Because SEC rules provide flexibility in determining the methodology, assumptions, and estimates used to determine pay ratios and the fact that workforce composition issues differ significantly between companies, comparability of pay ratios amongst companies may be limited.

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Stockholder Proposal

	Proposal 4: Shareholder Proposal from Burn More Coal
	The proponent represents Burn More Coal, a special interest group supportive of the coal industry, a business that Exelon departed years ago as it was uneconomic and not aligned with our strategic interests. The Board is confident that this proposal and the views of Burn More Coal do NOT represent the views of Exelon or its stakeholders.
	The Board of Directors recommends a vote “AGAINST” this proposal from Burn More Coal.

Resolved:

Shareholders request that, beginning in 2019, Exelon publish an annual report of actually incurred company costs and associated actual/significant benefits accruing to shareholders, public health and the environment from the company’s environment-related activities that are voluntary and exceed federal/state regulatory requirements. The report should be prepared at reasonable cost and omit proprietary information.

Supporting Statement:

Exelon’s purpose is to generate profits from generating affordable and reliable electricity for ratepayers while obeying applicable laws and regulations.

Electricity from existing coal plants costs less than any new source of power generation per the U.S. Department of Energy’s National Coal Council 2018 report, “Power Reset” (www.BurnMoreCoal.com/wp-content/uploads/2018/10/NCC-Power-Reset-2018.pdf).

Yet Exelon has divested from coal and, according to its web site, is investing in a “cleaner energy future,” apparently in hopes of altering global climate change. No law or regulation requires that Exelon take this action.

This resolution is intended to help shareholders, going forward, monitor whether Exelon’s voluntary activities and expenditures touted as protecting the public health and environment are actually producing meaningful benefits to shareholders, public health and the environment.

Corporate managements sometimes engage in “greenwashing” — i.e., spending shareholder money on schemes ostensibly environment-related, but really undertaken merely for the purpose of improving the public image of management.

Such insincere “green” posturing and associated touting of alleged, but actually imaginary benefits to public health and the environment may harm shareholders by distracting management, wasting corporate assets, ripping off ratepayers and deceiving shareholders and the public.

For example, Exelon boasts on its web site that it plans to reduce carbon dioxide (CO2) emissions by 15 million tons per year by 2020. To attain this goal, Exelon states it divested from coal and invested in nuclear, wind, solar and hydro-generating capacity. Shareholders should have an honest accounting of this action’s cost and the action’s actual and current (vs. hypothetical or imagined) benefits. After all, Exelon’s reduction in CO2 emissions is not an obvious benefit to anyone or anything.

Global CO2 emissions are higher now than ever and increasing. Coal will remain the dominant fuel globally for electricity through at least 2040, according to the International Energy Agency. China is reportedly now adding coal plant capacity equal to the entire US coal fleet. There are reportedly 1,600 coal plants under construction around the world. So what are the actual benefits to ratepayers, shareholders and the environment of achieving Exelon’s goal? By how much, in what way, and when will any of Exelon’s activities actually reduce or alter climate change?

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Stockholder Proposal

The information requested by this proposal is not already contained in any Exelon report.

Exelon should report to shareholders what are the specific actual benefits produced by its voluntary, highly touted and costly environmental activities. Are the touted benefits real and worthwhile? Or are they just greenwashing? Shareholders want to know.

OwnershipBoard of Directors’ Statement in Opposition to Proposal from Burn More Coal

The Board of Directors recommends a voteAGAINSTthis proposal from Burn More Coal.

The Exelon Board considered the proposal and concluded that the preparation of an annual report on the “costs and actual benefits related to the Company’s environmental activities” as described in the proposal would have no value to Exelon’s shareholders.In the first instance, Exelon divested its coal generation over the last two decades because running the divested plants was not in our economic or strategic interest. Our value proposition has long reflected this reality. Second, the proposal asks Exelon to undertake the technically impossible task of measuring and reporting on the impact of a single company’s actions to address global climate change. Further, the proposal’s supporting statement suggests that Exelon’s strategy to embrace technology and innovation to create value for our customers, communities, and shareholders by providing safe, clean, reliable, and affordable power and energy services is not based on economic and scientific fact. We disagree.

Worldwide scientific consensus is overwhelming that global climate change is real and that increasing concentrations of greenhouse gases (GHG) from human activities are the cause.Environmental sustainability has been a core value and business driver for Exelon since our company’s beginning, and global climate change is a key sustainability issue for our business, our stakeholders and society at large. As the largest producer of clean and reliable energy in the United States, accounting for one-ninth of all clean energy produced, we have a responsibility to manage our environmental impacts. Given the potential impacts of climate change on the electric sector, Exelon must consider not only how to respond to the need to reduce GHG emissions, but also how our business may be affected by the physical impacts of climate change.

Climate change implications for the electric sector range from changes in demand for energy and grid disruptions to supply shortages and market disturbances from new policy or legislation.The adoption of the Paris Agreement in December 2015 by the United Nations Intergovernmental Panel on Climate Change strengthened momentum to hold the increase in global average annual temperature to less than 2°Celsius above pre-industrial levels by 2050. Based on best available scientific estimates, this increase represents the maximum acceptable change in global average temperatures that can occur if the world is to have a chance of limiting potentially catastrophic climatic effects on the earth’s environment.

Nations and companies have been evaluating potential strategies to reduce GHG emissions in support of meeting the 2° Celsius limit recommended by the Paris Agreement and other organizations such as the Task Force on Climate-related Disclosures. Experts have developed recommendations for specific sector contributions to this reduction, based on current emissions trajectories and potential for reductions.

In this vein, Exelon previously set and achieved two corporate-wide GHG emission reduction goals over the past decade.Through these two programs — Climate Leaders and Exelon 2020 — we reduced more than 9 million metric tons of GHG emissions from 2001 to 2008, improved our building energy efficiency level by 25 percent by 2012, and avoided another 1.5 billion metric tons of GHG emissions through our customer energy efficiency programs and nuclear generation during that same time. In 2018, we announced a third corporate GHG emission reduction goal that is focused on reducing GHG emissions related to our internal operations by another 15 percent by 2022, compared to a 2015 baseline. Our new goal is focused on GHG emissions associated with our buildings, fleet vehicles, processes and equipment that emit GHGs.

Through our focus on operational excellence, we work to maximize the performance of our low-carbon generation fleet to meet customer demands.We strive to enhance our customer energy efficiency programs and modernize our infrastructure to reduce both emissions associated with power generation and line losses and to ensure that our infrastructure remains resilient in the face of changing weather conditions. And we are continuously engaged in exploring new and emerging technologies to further drive emissions reductions in these areas, in addition to advocating for regulatory and market policies that support the clean evolution of the electric supply.

We regularly engage with our customers, investors, employees and other stakeholders on a variety of issues, including climate change and other sustainability topics, and it is clear that the vast majority of our stakeholders believe that it is important for Exelon to play a role in addressing climate change. Therefore, we are confident that this proposal and the views of Burn More Coal do NOT represent the views of Exelon Stockor our stakeholders.

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Ownership of Exelon Stock

Beneficial Ownership Table

The following table shows the ownership of Exelon common stock as of January 31, 2018February 20, 2019 by each Director, each NEO in the Summary Compensation Table, and for all Directors and executive officers as a group.

Name of Beneficial Owner		Beneficial Ownership of Exelon Common Stock (Note 1)		Common Shares Underlying Vested Stock Options and Options that Vest Within 60 Days		Total Share Interest (Note 2)		Beneficial Ownership of Exelon Common Stock (Note 1)		Common Shares Underlying Vested Stock Options and Options that Vest Within 60 Days		Total Share Interest (Note 2)
Anthony K. Anderson		17,982		—		17,982		22,080		—		22,080
Ann C. Berzin		70,654		—		70,654		80,015		—		80,015
Yves, C. de Balmann		61,656		—		61,656
Laurie Brlas								771		—		771
Yves C. de Balmann								67,145		—		67,145
Nicholas DeBenedictis		50,929		—		50,929		55,792		—		55,792
Nancy L. Gioia		7,237		—		7,237
Linda P. Jojo		8,810		—		8,810		12,602		—		12,602
Paul L. Joskow		42,673		—		42,673		47,526		—		47,526
Robert J. Lawless		87,715		—		87,715		97,489		—		97,489
Richard W. Mies		30,945		—		30,945		35,475		—		35,475
John W. Rogers, Jr.		86,072		—		86,072		91,958		—		91,958
Mayo A. Shattuck III		297,447		—		297,447		301,605		—		301,605
Stephen D. Steinour		79,265		—		79,265		88,614		—		88,614
John F. Young								1,518		—		1,581
Christopher M. Crane		580,478		509,000		1,089,478		617,743		432,000		1,049,743
Joseph Nigro								172,354		30,200		202,554
Jonathan W. Thayer		122,635		474,355		596,990		88,814		—		88,814
Kenneth W. Cornew		122,048		135,200		257,248		133,736		109,300		243,036
William A. Von Hoene, Jr.		212,280		232,200		444,480		219,653		188,000		407,653
Denis P. O’Brien		151,168		230,700		381,868
Anne Pramaggiore								130,929		37,000		167,929
Total								2,585,947		893,100		3,479,047
Directors & Executive Officers
as a group (23 people)
(Note 3)		2,465,444		2,002,046		4,467,490
Directors & Executive Officers as a group (26 people) (Note 3)

(1)	Includes any shares as to which the individual has sole or shared voting power or investment power, Directors’ deferred stock units, officers’ RSUs and deferred shares held in the Stock Deferral Plan, and Directors’ and officers’ phantom shares held in a non-qualified deferred compensation plan which will be settled in cash on a 1 for 1 basis upon retirement or termination.
(2)	Total share interest of Directors and executive officers, both individually and as a group, represents less than 1% of the outstanding shares of Exelon common stock.
(3)	Total includes shares held by all Directors and NEOs as well as those executive officers listed in Item 1, Executive Officers of the Registrants in Exelon’s 20172018 Annual Report on Form 10-K filed on February 9, 2018,8, 2019, who are not NEOs for purposes of compensation disclosure.

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Ownership of Exelon Stock

Other Significant Owners of Exelon Stock

Shown in the table below are those owners who are known to Exelon to hold more than 5% of the outstanding common stock. This information is based on the most recent Schedule 13Gs filed with the SEC by The Vanguard Group on February 7, 2018,11, 2019, BlackRock, Inc. on January 24, 2018, FMR LLC on February 13, 2018,4, 2019 and State Street Corporation on February 14, 2018.11, 2019.

Name and address of beneficial owner		Amount and nature of beneficial ownership		Percent of class
The Vanguard Group(1)
100 Vanguard Blvd.
Malvern, PA 19355		71,031,537		7.4%
BlackRock, Inc.(2)
55 East 52ndStreet
New York, NY 10055		70,837,596		7.4%
FMR LLC(3)
245 Summer Street
Boston, MA 02210		60,345,047		6.3%
State Street Corporation(4)
State Street Financial Center
One Lincoln Street
Boston, MA 02111		57,252,056		6.0%

Name and address of beneficial owner		Amount and nature of beneficial ownership		Percent of class
The Vanguard Group(1) 100 Vanguard Blvd. Malvern, PA 19355		79,749,630		8.25%
BlackRock, Inc.(2) 55 East 52nd Street New York, NY 10055		75,231,069		7.80%
State Street Corporation(4) State Street Financial Center One Lincoln Street Boston, MA 02111		58,992,473		6.10%

(1)	The Vanguard Group disclosed in its Schedule 13G/A that it has sole power to vote or direct the vote of 1,352,6931,115,344 shares, shared voting power over 217,759242,029 shares, sole power to dispose or direct the disposition of 69,506,98278,400,432 shares, and shared dispositive power over 1,524,5551,349,198 shares.
(2)	BlackRock, Inc. disclosed in its Schedule 13G/A that it has sole power to vote or to direct the vote of 61,565,34164,557,088 shares and sole power to dispose or direct the disposition of 70,837,59775,231,069 shares.
(3)	FMR LLC disclosed in its Schedule 13G/A that it has sole power to vote or direct the vote of 7,478,149 shares and sole power to dispose or direct the disposal of 60,345,047 shares.
(4)	State Street Corporation disclosed in its Schedule 13G that it has shared voting power over 48,517,01045,298,089 shares and shared dispositive power over 57,252,05658,992,473 shares.

Section 16(a) Beneficial Ownership Reporting Compliance

Based solely upon signeda review of reports filed for fiscal year 2018 and written affirmations received from Directors and officers, as well as administrative review of Company plans and accounts administered by private brokers on behalf of Directors and officers,officers. Exelon believes that its Directors and officers made all required Section 16 filings on a timely basis during 2017.2018.

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Additional Information

Additional Information

Shareholder Proposals

If you wish to submit a proposal for possible inclusion in next year’s proxy statement, you must submit it in writing to the Corporate Secretary, Exelon Corporation, 10 South Dearborn Street, P.O. Box 805398, Chicago, Illinois 60680-5398. Exelon must receive your proposal onno earlier than October 22, 2019 or beforelater than November 21, 2018.2019. Exelon will consider only proposals meeting the requirements of the applicable rules of the Securities and Exchange Commission. Under our bylaws, the proposal must also disclose fully all ownership interests the proponent has in Exelon and contain a representation as to whether the shareholder has any intention of delivering a proxy statement to the other shareholders of Exelon.

We strongly encourage any shareholder interested in submitting a proposal to contact our Corporate Secretary in advance of this deadline to discuss the proposal, and shareholders may want to consult knowledgeable counsel with regard to the detailed requirements of applicable securities laws. Submitting a shareholder proposal does not guarantee that we will include it in our proxy statement. Our Corporate Governance Committee reviews all shareholder proposals and makes recommendations to the Board for action on such proposals.

Additionally, under our bylaws, for a shareholder to bring any matter before the 20192020 annual meeting that is not included in the 20182020 proxy statement, the shareholder’s written notice must be received by the Corporate Secretary not lessno earlier than 120 days prior to the first anniversary of the mailing date of this proxy statement, which will beOctober 22, 2019 or later than November 21, 2018.2019.

Director Nominations

A shareholder who wishes to recommend a candidate (including a self-nomination) to be considered by the Corporate Governance Committee for nomination as a Director must submit the recommendation in writing to the Chair of the Corporate Governance Committee, c/o Thomas S. O’Neill, Senior Vice President, General Counsel and Corporate Secretary, Exelon Corporation, 10 South Dearborn Street, P.O. Box 805398, Chicago, Illinois 60680-5398. The Corporate Governance Committee will consider all recommended candidates and self-nominees when making its recommendation to the full Board of Directors to nominate a slate of Directors for election.

●	Nominations for 2018.2019.Under the Exelon’s bylaws, the deadline has passed for a shareholder to nominate a candidate (or nominate himself or herself) for election to the Board at the 20182019 annual meeting.
●	Nominations for 2019.2020.There are several ways a shareholder may nominate a candidate for election as a Director or to stand for election at the 20192020 annual meeting. As noted above, a shareholder may submit a recommendation to the Corporate Governance Committee, which will consider the nomination when making recommendations to the Board for nominations for Director.

A shareholder may also use one of two alternative provisions of Exelon’s bylaws to nominate a candidate for election as a Director. Under one provision of the bylaws currently in effect, a shareholder must comply with the following: (1) notice of the proposed nomination must be received by Exelon no earlier than October 22, 2019 or later than November 21, 2018;2019; (2) the notice must include information required under the bylaws, including: (a) information about the nominating shareholder, (b) information about the candidate that would be required to be included in a proxy statement under the rules of the SEC, (c) a representation as to whether the shareholder intends to deliver a proxy statement to the other shareholders of Exelon, and (d) the signed consent of the candidate to serve as a Director of Exelon, if elected. Under this procedure, any shareholder can nominate any number of candidates for director for election at the annual meeting, but the shareholder’s nominees will not be included in Exelon’s proxy statement or form of proxy for the meeting.

A shareholder who meets criteria in the Exelon bylaws may also nominate a limited number of candidates for election as Directors through provisions commonly referred to as “proxy access.” Subject to the requirements set forth in the bylaws, any shareholder or group of up to 20 shareholders holding both investment and voting rights with respect to at least 3% of Exelon’s outstanding common stock continuously for at least 3 years may nominate up to 20% of the Exelon Directors to be elected (2(two Directors on Exelon’s current Board of 13 Directors). The nominating shareholder(s) must comply with the following, among other detailed requirements specified in the bylaws: (1) notice of the proposed nomination and other required information must be received by

64     Exelon no earlier than October 22, 2018 and no later than November 21, 2018; (2) the notice must include information required under the Bylaws, including: (a) information about the nominating shareholder(s), (b) information about the candidate(s) including information that would be required to be included in a proxy statement under the rules of the SEC, and (c) the signed consent of each candidate to serve as a Director of Exelon, if elected. Under this procedure, the shareholder’s nominees will be included in the Exelon proxy statement and the form of proxy for the meeting.

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Additional Information

Exelon no earlier than October 22, 2019 or later than November 21, 2019; (2) the notice must include information required under the Bylaws, including: (a) information about the nominating shareholder(s), (b) information about the candidate(s) including information that would be required to be included in a proxy statement under the rules of the SEC, and (c) the signed consent of each candidate to serve as a Director of Exelon, if elected. Under this procedure, the shareholder’s nominees will be included in the Exelon proxy statement and the form of proxy for the meeting.

A shareholder who wishes to submit a nomination is encouraged to seek the advice of legal counsel regarding the requirements of the SEC and Exelon’s bylaws. Exelon will not consider any proposal or nomination that does not comply with the requirements of the SEC and Exelon’s bylaws.

Exelon’s bylaws are amended from time to time. Please review the bylaws posted on our website to determine if any changes to the nomination process or requirements have been made.

Availability of Corporate Documents

The Exelon Corporate Governance Principles, the Exelon Code of Business Conduct, the Exelon Amended and Restated bylaws,Bylaws, and the charters for the Audit, Corporate Governance, Compensation and Leadership Development and other Committees of the Board of Directors are available on the Exelon website atwww.exeloncorp.com, on the Governance page under the Investors tab. Copies may be printed from the Exelon website and copies are available without charge to any shareholder who requests them by writing to Thomas S. O’Neill, Senior Vice President, General Counsel and Corporate Secretary, Exelon Corporation, 10 South Dearborn Street, P.O. Box 805398, Chicago, Illinois 60680-5398. In addition, our Articles of Incorporation, Compensation Consultant Independence Policy, Political Contributions Guidelines, biographical information concerning each Director, and all of our filings submitted to the SEC are available on our website. Access to this information is free of charge to any user with internet access. Information contained on our website is not part of this proxy statement.

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Frequently Asked Questions

Frequently Asked Questions

Can I access the Notice of Annual Meeting and Proxy Statement and the 20172018 Financial Report on the Internet?

As permitted by SEC rules, we are making this proxy statement and our annual report available to shareholders electronically via the internet atwww.proxyvote.com. On March 21, 2018,20, 2019, we began mailing to our shareholders a notice containing instructions on how to access this proxy statement and our annual report and how to vote online. If you received that notice, you will not receive a printed copy of the proxy materials unless you request it by following the instructions for requesting such materials contained on the notice.

In addition, shareholders may request to receive proxy materials in printed form or electronically by email on an ongoing basis. Exelon encourages shareholders to take advantage of the availability of the proxy materials on the internet in order to save Exelon the cost of producing and mailing documents to you, reduce the amount of mail you receive and help preserve resources.

Shareholders of record: If you vote on the internet atwww.proxyvote.com, simply follow the prompts for enrolling in the electronic delivery service.

Beneficial owners: You also may be able to receive copies of these documents electronically. Please check the information provided in the proxy materials sent to you by your bank, broker or other holder of record regarding the availability of this service.

Do I need a ticket to attend the Annual Meeting?

You will need an admission ticket or proof of ownership to enter the annual meeting.

If you are a shareholder of record, the bottom half of your proxy card will serve as your admission ticket.

If your shares are held in the name of a bank, broker, or other holder of record and you plan to attend the meeting, you must present proof of your ownership of Exelon stock as you enter the meeting, such as a bank or brokerage account statement. If you would rather have an admission ticket, you can obtain one in advance by mailing a written request, along with proof of your ownership of Exelon stock, to:

Annual Meeting Admission Tickets c/o Thomas S. O’Neill, Senior Vice President, General Counsel and Corporate Secretary, Exelon Corporation, 10 South Dearborn Street, P.O. Box 805398 Chicago, Illinois 60680-5398.

Shareholders also must present a form of personal photo identification in order to be admitted into the meeting.

No cameras, audio or video recording equipment, similar electronic devices, large bags, briefcases or packages will be permitted into the meeting or adjacent areas. Cell phones and similar wireless communication devices will be permitted in the meeting only if turned off. All items brought into the meeting will be subject to search.

Who is entitled to vote at the Annual Meeting?

Holders of Exelon common stock as of 5:00 p.m. New York Time on March 2, 20184, 2019 are entitled to receive notice of the annual meeting and to vote their shares at the meeting. As of that date, there were 964,986,919 shares of common stock outstanding and entitled to vote. Each share of common stock is entitled to one vote on each matter properly brought before the meeting.

What is the difference between holding shares as a shareholder of record and as a beneficial owner?

If your shares are registered directly in your name with Exelon’s transfer agent, EQ (formerly Wells Fargo Shareowner Services), you are the “shareholder of record” of those shares. This Notice of Annual Meeting and Proxy Statement and accompanying documents have been provided directly to you by Exelon.

If your shares are held in a stock brokerage account or by a bank or other holder of record, you are considered the “beneficial owner” of those shares. This Notice of Annual Meeting and Proxy Statement and the accompanying documents have been forwarded to you by your broker, bank or other holder of record. As the beneficial owner, you have the right to direct your broker, bank or other holder of record how to vote your shares by using the voting instruction card or by following their instructions for voting by telephone or on the internet.

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Frequently Asked Questions

How do I vote?

Your vote is important. We encourage you to vote promptly. Internet and telephone voting are available through 11:59 p.m.Eastern Time on April 30, 2018. You may vote in the following ways:

By Internet	By Telephone	By Mail	At the Annual Meeting
If you have internet access, you may vote by internet. You will need the control number included on your proxy card or voting instruction form (VIF), as applicable. You may vote in a secure manner atwww.proxyvote.com24 hours a day. You will be able to confirm that the system has properly recorded your votes, and you do not need to return your proxy card or VIF.	If you are located in the United States or Canada, you can vote by calling the toll-free telephone number (1-800-690-6903) and following the recorded instructions. You will need the control number included on your Notice Regarding the Availability of Proxy Materials, proxy card or VIF, as applicable. You may vote by telephone 24 hours a day. The telephone voting system has easy-to-follow instructions and allows you to confirm that the system has properly recorded your votes. If you vote by telephone, you do not need to return your proxy card or your VIF.	If you are a holder of record and received a full paper set of materials, you can vote by marking, dating and signing your proxy card and returning it by mail in the postage-paid envelope provided. If you are a beneficial holder of shares held of record by a bank or broker or other street name, please complete and mail the VIF provided by the holder of record.	If you are a shareholder of record and attend the annual meeting in person, you may use a ballot provided at the meeting to cast your vote. If you are a beneficial owner, you will need to have a legal proxy from your broker, bank or other holder of record in order to vote by ballot at the meeting.

May I revoke a proxy?

Yes. You may revoke a proxy at any time before the proxy is exercised by filing with the Corporate Secretary a notice of revocation, or by submitting a later-dated proxy by mail, telephone or electronically through the Internet. You may also revoke your proxy by attending the annual meeting and voting in person.

What is householding and how does it affect me?

Exelon has adopted a procedure approved by the SEC called “householding.” Under this procedure, shareholders of record who have the same address and last name and do not participate in electronic delivery of proxy materials will receive only one copy of this Notice of Annual Meeting and Proxy Statement and the 2017 Annual Report, unless we are notified that one or more of these shareholders wishes to continue receiving individual copies. This procedure will reduce our printing costs and postage fees. Shareholders who receive proxy materials in paper form will continue to receive separate proxy cards/voting instruction forms to vote their shares. Shareholders who receive the Notice of Internet Availability of Proxy Materials will receive instructions on submitting their proxy cards/voting instruction form via the internet.

If you would like to change your householding election, request that a single copy of the proxy materials be sent to your address, or request a separate copy of the proxy materials, please contact our distribution agent, Broadridge Financial Solutions, by calling (800) 542-1061 or by writing to Broadridge Householding Department, 51 Mercedes Way, Edgewood, NY 11717. We will promptly deliver the proxy materials to you upon receipt of your request. If you hold your shares in street name, please contact your bank, broker, or other record holder to request information about householding.

If you receive more than one proxy card/voting instruction form, your shares probably are registered in more than one account or you may hold shares both as a registered shareholder and through the Exelon 401(k) Savings Plan. You should vote each proxy card/voting instruction form you receive.

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Frequently Asked Questions

How do I vote?

Your vote is important. We encourage you to vote promptly. Internet and telephone voting are available through 11:59 p.m. Eastern Time on April 29, 2019. You may vote in the following ways:

By Internet		By Telephone		By Mail		At the Annual Meeting
If you have internet access, you may vote by internet. You will need the control number included on your Notice Regarding the Availability of Proxy Materials, proxy card or voting instruction form (VIF), as applicable. You may vote in a secure manner atwww.proxyvote.com24 hours a day. You will be able to confirm that the system has properly recorded your votes, and you do not need to return your proxy card or VIF.		If you are located in the United States or Canada, you can vote by calling the toll-free telephone number (1-800-690-6903) and following the recorded instructions. You will need the control number included on your Notice Regarding the Availability of Proxy Materials, proxy card or VIF, as applicable. You may vote by telephone 24 hours a day. The telephone voting system has easy-to-follow instructions and allows you to confirm that the system has properly recorded your votes. If you vote by telephone, you do not need to return your proxy card or your VIF.		If you are a holder of record and received a full paper set of materials, you can vote by marking, dating and signing your proxy card and returning it by mail in the postage-paid envelope provided. If you are a beneficial holder of shares held of record by a bank or broker or other street name, please complete and mail the VIF provided by the holder of record.		If you are a shareholder of record and attend the annual meeting in person, you may use a ballot provided at the meeting to cast your vote. If you are a beneficial owner, you will need to have a legal proxy from your broker, bank or other holder of record in order to vote by ballot at the meeting.

May I revoke a proxy?

Yes. You may revoke a proxy at any time before the proxy is exercised by filing with the Corporate Secretary a notice of revocation, or by submitting a later-dated proxy by mail, telephone or electronically through the Internet. You may also revoke your proxy by attending the annual meeting and voting in person.

What is householding and how does it affect me?

Exelon has adopted a procedure approved by the SEC called “householding.” Under this procedure, shareholders of record who have the same address and last name and do not participate in electronic delivery of proxy materials will receive only one copy of this Notice of Annual Meeting and Proxy Statement and the 2017 Annual Report, unless we are notified that one or more of these shareholders wishes to continue receiving individual copies. This procedure will reduce our printing costs and postage fees. Shareholders who receive proxy materials in paper form will continue to receive separate proxy cards/voting instruction forms to vote their shares. Shareholders who receive the Notice of Internet Availability of Proxy Materials will receive instructions on submitting their proxy cards/voting instruction form via the internet.

If you would like to change your householding election, request that a single copy of the proxy materials be sent to your address, or request a separate copy of the proxy materials, please contact our distribution agent, Broadridge Financial Solutions, by calling (800) 542-1061 or by writing to Broadridge Householding Department, 51 Mercedes Way, Edgewood, NY 11717. We will promptly deliver the proxy materials to you upon receipt of your request. If you hold your shares in street name, please contact your bank, broker, or other record holder to request information about householding.

If you receive more than one proxy card/voting instruction form, your shares probably are registered in more than one account or you may hold shares both as a registered shareholder and through the Exelon 401(k) Savings Plan. You should vote each proxy card/voting instruction form you receive.

What are the voting requirements to elect the Directors and to approve each of the proposals discussed in the Proxy Statement?

The presence of the holders of a majority of the outstanding shares of common stock entitled to vote at the annual meeting, in person or represented by proxy, is necessary to constitute a quorum.

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Frequently Asked Questions

Election of Directors: Majority Vote Policy

Under our bylaws, Directors must be elected by a majority of votes cast in uncontested elections. This means that the number of votes cast “for” a Director nominee must exceed the number of votes cast “against” the nominee. An abstention will have no effect on the outcome of the vote because an abstention does not count as a vote cast. In contested elections, the vote standard would be a plurality of votes cast, in which case a withhold vote would have no effect on the vote’s outcome. In either case, broker non-votes will have no effect on the outcome of the vote because they are not considered votes cast.

Our bylaws provide that, in an uncontested election, each Director nominee must submit to the Board before the annual meeting a letter of resignation that becomes effective only if the Director fails to receive a majority of the votes cast at the annual meeting. The resignation of a Director nominee who is not an incumbent Director is automatically accepted by the Board. The resignation of an incumbent Director is tendered to the independent Directors of the Board for a determination of whether or not to accept the resignation. The Board’s decision and the basis for the decision would be disclosed within 90 days following the certification of the final vote results.

Ratification of PricewaterhouseCoopers as Independent Auditor

The appointment of PricewaterhouseCoopers LLP (PwC) as Exelon Corporation’s independent auditor requires an affirmative vote of a majority of shares of common stock represented at the annual meeting and entitled to vote thereon in order to be adopted. An abstention will have the effect of a vote “against” the ratification of the independent auditor. If shareholders do not ratify the appointment of PwC, the Audit Committee will reconsider the appointment.

Executive Compensation

Under our bylaws, whenever any corporate action is to be taken by vote of the shareholders, it shall be authorized upon receiving an affirmative vote of a majority of the votes cast by all shareholders entitled to vote thereon, and abstentions will have the effect of a vote “against” the action. However, the vote on executive compensation is advisory and is not binding on the Company, the Board of Directors, or the Compensation and Leadership Development Committee in any way, as provided by law. Our Board and the Compensation and Leadership Development Committee will review the results of the vote and input from shareholders and will take them into account in making a determination concerning executive compensation consistent with our record of shareowner engagement.

Shareholder Proposal from Burn More Coal

The adoption of the shareholder proposal requires an affirmative vote by a majority of the shares represented at the annual meeting and entitled to vote thereon. Abstentions will have the same effect as a vote against the proposal.

Could other matters be decided at the Annual Meeting?

As of the date this proxy statement went to press, we knew of no matters to be raised at the annual meeting other than those referred to in this proxy statement.

Who will count the votes?

Representatives of Broadridge Financial Communications and Exelon’s Office of Corporate Governance will tabulate the votes and act as inspectors of the election.

Where can I find the voting results?

We will report the voting results in a Form 8-K to be filed with the SEC within four business days following the end of our annual meeting.

Who will pay for the cost of this proxy solicitation?

Exelon will pay the cost of soliciting proxies. Proxies may be solicited on our behalf by Directors, officers or employees in person or by telephone, electronic transmission and facsimile transmission. We have hired Alliance AdvisorsMorrow Sodali to distribute and solicit proxies. We will pay Alliance AdvisorsMorrow Sodali a fee of $15,000$20,000 plus reasonable expenses for these services.

www.exeloncorp.com     8368    Exelon 2019 Proxy Statement

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Appendix

AppendixDefinitions of Non-GAAP Measures

2017 Adjusted (non-GAAP) Operating Earnings

Exelon reports its financial results in accordance with accounting principles generally accepted in the United States (GAAP). Exelon and supplements theits reporting of financial information determined in accordance with GAAP with certain non-GAAP financial measures, including adjusted (non-GAAP) operating earnings per share. share, earned ROE, and FFO/Debt to enhance investors’ understanding of Exelon’s performance. Our method of calculating adjusted (non-GAAP) operating earnings and operating ROE may not be comparable to other companies’ presentations.

Adjusted (non-GAAP) operating earningsper share exclude certain costs, expenses, gains and losses and other specified items, including mark-to-market adjustments from economic hedging activities, unrealized gains and losses from nuclear decommissioning trust fund investments, merger and integration costs, certain costs associated with the PHI acquisition, merger commitments related to the settlement of the PHI acquisition, the impairment of certain long-lived assets, plant retirements and divestitures, costs related to thea cost management program, the non-controlling interest in Constellation Energy Nuclear Group, LLC, and other items as set forth in the reconciliation below.

The presentation oftable below reconciling adjusted (non-GAAP) operating earnings per sharefrom GAAP earnings, which is intendedthe most directly comparable GAAP measure. Management uses adjusted (non-GAAP) operating earnings as one of the primary indicators to enhanceevaluate performance, allocate resources, set incentive compensation targets and plan and forecast future periods. We believe the measure enhances an investor’s overall understanding of period over period financial results and provideprovides an indication of Exelon’s baseline operating performance by excluding items that are considered by management to not be not directly related to the ongoing operations of the business. In addition, this information is among the primary indicators management uses as a basis for evaluating performance, allocating resources, setting incentive compensation targets and planning and forecasting of future periods. Accordingly, management uses adjusted (non-GAAP) operating earnings per share as a goal in its annual incentive plan. Adjusted (non-GAAP) operating earnings per share is not a presentation defined under GAAP and may not be comparable to other companies’ presentations. Exelon reports adjusted (non-GAAP) operating earnings per share as supplemental information and in addition to earnings per share that are calculated and presented in accordance with GAAP. Adjusted (non-GAAP) operating earnings per share should not be deemed more useful than, a substitute for, or an alternative to earnings per share calculated and presented in accordance with GAAP.

A reconciliation ofThe table below reconciles reported GAAP earningsEarnings per share to adjusted (non-GAAP) operating earnings per share for 2017 is presented below2018 (amounts may not add due to rounding):.

2017 GAAP Earnings (Loss) Per Share 2017		$	3.97
Adjustments:
Mark-to-market impact of economic hedging activities			0.11
Unrealized gains related to NDT fund investments			(0.34	)
Amortization of commodity contract intangibles			0.04
Merger and integration costs			0.04
Merger commitments			(0.14	)
Long-lived asset impairments			0.34
Plant retirements and divestitures			0.22
Reassessment of state deferred income taxes			(1.37	)
Cost management program			0.04
Like-kind exchange tax position			(0.03	)
Tax settlements			(0.01	)
Bargain purchase gain			(0.25	)
Gain on deconsolidation of business			(0.14	)
Vacation policy change			(0.03	)
Change in Environmental Remediation Liabilities			0.03
Noncontrolling interests			0.12
Adjusted (non-GAAP) Operating Earnings (Loss) Per Share		$	2.60

2018 GAAP Earnings (Loss) Per Share		$	2.07
Adjustments:
Mark-to-market impact of economic hedging activities			0.26
Unrealized gains related to NDT fund investments			0.35
Gain on Contract Settlement			(0.06	)
Asset Retirement Obligation			0.02
Long-lived asset impairments			0.04
Plant retirements and divestitures			0.53
Reassessment of deferred income taxes			(0.02	)
Cost management program			0.05
Noncontrolling interests			(0.12	)
Adjusted (non-GAAP) Operating Earnings (Loss) Per Share		$	3.12

Earned ROEis calculated using adjusted (non-GAAP) operating earnings, reflecting all lines of business for the utility businesses (electric distribution, gas distribution, transmission), divided by average shareholder’s equity over the year. Management uses operating ROE as a measurement of the actual performance of the company’s utility business.

FFO/Debtis a coverage ratio that compares funds from operations to total debt and is a key ratio analyzed by the credit rating agencies in determining Exelon’s credit rating. An investment grade rating is critical as it increases the ability to participate in commercial business opportunities, lowers collateral requirements, creates reliable and cost-efficient access to capital markets and increases business and financial flexibility. The ratio is calculated following S&P’s current methodology. The most directly comparable GAAP measure to FFO is GAAP Cash Flow from Operations and the most directly comparable GAAP measure to Debt is Long-Term Debt plus Short-Term Borrowings. Management uses FFO/Debt to evaluate financial risk by measuring the company’s ability to service debt using cash from operations. We believe the measure enhances an investor’s overall understanding of the creditworthiness of Exelon’s operating companies.

Due to the forward-looking nature of some forecasted non-GAAP measures, information to reconcile the forecasted adjusted (non-GAAP) measures to the most directly comparable GAAP measure may not be currently available; therefore, management is unable to reconcile these measures.

www.exeloncorp.com    A-169

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Appendix

2015 PShare ScorecardPerformance Share Scorecards

The table below reflects the 2015 PShare Scorecard, which uses a “stair-step” approach with no interpolation between data performance levels. Applies to the second year of the 2014-2016 PShare program and the first year of the 2015-2017 PShare program.

2015 PShare Scorecard
Goals		Metrics		Metric Weighting		Operating Company		Threshold		Target		Target Calibrated to		Distinguished		Final Score		Actual Award vs. Metric Weighting
Financial Management		ROE		30.0%		Exelon Corp		7.25%		7.75%		Budget		8.50%		8.23%		37.5%
		FFO/Debt		30.0%		ExGen HoldCo		27.0%		30.0%		Budget		42.7%		33.1%		30.0%
Operational Excellence		Outage		6.7%		BGE		100.0		88.0		1st Quartile		85.0		91.0		1.68%
		Duration				ComEd		93.0		83.0		1st Quartile		82.0		82.0		3.35%
		(Average)				PECO		93.0		87.0		1st Quartile		85.0		84.0		3.35%
		Outage Frequency (Average)		6.7%		BGE		1.00		0.80		1st Decile		0.76		0.82		1.68%
						ComEd		0.87		0.77		1st Decile		0.74		0.78		1.68%
						PECO		0.87		0.77		1st Decile		0.74		0.70		3.35%
		Net Fleetwide Capacity Factor		13.3%		Nuclear		91.1%		93.1%		1st Quartile		93.6%		93.9%		19.95%
		Dispatch Match		13.3%		Power		94.3%		96.6%		Internal		97.8%		98.6%		19.95%
												Measure
														Committee Approved Performance				122.48%

2016 PShare Scorecard

The table below reflects the 2016 PShare Scorecard, which uses a “stair-step” approach with no interpolation between data performance levels. Performance was evaluated at the end of 2016. The 2016 scorecard applies to the first year of the 2016-2018 PShare program, the second year of the 2015-2017program.

2016 PShare Scorecard
Metrics		Metric Weighting		Threshold		Target		Distinguished		Final Score		Actual Award vs. Metric Weighting
Exelon ROE		50.0%		6.60%		7.05%		7.50%		8.08%		75.0%
ExGen FFO/Debt		50.0%		27.0%		30.0%		38.01%		33.7%		50.0%
								Committee-Approved				125.00%
								Performance

2017- 2018 PShare program and the final year of the 2014-2016 PShare program.

2016 PShare Scorecard
Metrics		Metric Weighting		Threshold		Target		Distinguished		Final Score		Actual Award vs. Metric Weighting
Exelon ROE		50.0%		6.60%		7.05%		7.50%		8.08%		75.0%
ExGen FFO/Debt		50.0%		27.0%		30.0%		38.01%		33.7%		50.0%
								Committee-Approved Performance				125.00%

A-2     Exelon 2018 Proxy Statement

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Appendix

2017 PShare Scorecard

The table below reflects the 20172017- 2018 PShare Scorecard, which uses a “stair-step” approach with no interpolation between data performance levels for FFO/Debt. Utility Return on Equity and Utility Net Income use interpolation. Performance was evaluated at the end of 2017.2018. The 20172018 scorecard applies to the final yeartwo years of the 2015-20172016-2018 PShare program.

2017 PShare Scorecard
Metrics		Metric Weighting		Threshold 50%		Target 100%		Distinguished 150%		Final Score		Actual Award vs. Metric Weighting
Utility ROE		33.3%		$1,459.00		$1,707.00		$1,979.00		$1,498.00		35.06%
Utility Net Income		33.3%		8.3%		9.5%		10.9%		9.4%		35.15%

Metric

Metric Weighting

Threshold 50%

75%

Target 100%

125%

Distinguished 150%

Final Score

Actual Award vs. Metric Weighting

Exelon FFO/

33.4%

>=16.0%

>=17.0%

>=18.0%

>=22.0%

>=24.0%

18.9%

33.4%

Debt

Committee Approved Performance

103.61%

2017-2018 PShare Scorecard
Metrics						Metric Weighting		Threshold 50%		Target		Distinguished		Final Score		Actual Award vs. Metric Weighting
Utility ROE						33.3%		$1,362		$1,571		$1,785		$1,683		42.01%
Utility Net Income						33.3%		8.3%		9.3%		10.4%		9.7%		39.35%
Metric		Metric Weighting		Threshold 50%		75%		Target 100%		125%		Distinguished 150%		Final Score		Actual Award vs. Metric Weighting
Exelon FFO/Debt		33.4%		>=16.0%		>=17.0%		>=18.0%		>=22.0%		>=24.0%		20.6%		33.41%
												Committee Approved				114.77%
												Performance

www.exeloncorp.com     A-370    Exelon 2019 Proxy Statement

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Appendix

Exelon Corporation
Categorical Standards of Independence

In accordance with The Exelon Corporation Independence Standards for Directors, the Board has determined that the following categories of relationships do not affect an Exelon director’s independence unless determined to affect a director’s independence by reason of the independence standards set forth in Exelon’s Corporate Governance Principles. The categorical standards are intended to assist the directors with independence determinations in connection with relationships not specifically covered by the independence standards set forth in the Corporate Governance Principles. The Board may determine that other relationships do not affect independence.

Immaterial position and ownership interest:The relationship arises solely from (1) such director’s (or an immediate family member’s) position as a director, trustee, advisory board member, or similar position with another company or organization; (2) such director’s (or an immediate family member’s) direct or indirect ownership of a 10% or less equity interest in another company or organization; or (3) a combination of the relationships described in clauses (1) and (2).

Immaterial business relationships:A director’s (or an immediate family member’s) relationship with another company that participates in a transaction with the Company or its consolidated subsidiaries where: the rates or charges involved are determined by competitive bid or are competitive with current prices generally available to the public for similar goods and services; the transaction involves the rendering of services as a common or contract carrier, or public utility, at rates or charges fixed in conformity with law or governmental authority; the transaction involves services as a bank depository of funds, transfer agent, registrar, trustee under a trust indenture, or similar services, or commercial banking services provided on arm’s length terms and in the ordinary course of business; the provider of goods or services in a transaction is determined by the purchaser to be the only practical source to obtain the goods or services; or the interest arises solely from direct or indirect ownership of debt or equity securities of the Company or its subsidiaries where all holders of the same class of securities have the same rights and receive the same benefits on a pro rata basis.

Immaterial transactions:A director’s(ordirector’s (or an immediate family member’s) relationship with another company that has made payments to, or received payments from, the Company for property or services in an amount which, in the last fiscal year, does not exceed the greater of $1 million or 2% of such other company’s consolidated gross revenues for such year.

Immaterial indebtedness:A director’s relationship as an executive officer, or where any member of his or her immediate family is an executive officer, of any other company which is indebted to the Company, or to which the Company is indebted, in each case excluding normal trade debt, and the total principal amount of such indebtedness is less than the greater of $1 million or 2% of the total consolidated assets of such other company.

Immaterial investment:A director’s (or an immediate family member’s) relationship with another company (1) in which Exelon or any of its consolidated subsidiaries (including any benefit plan or arrangement sponsored by Exelon or its consolidated subsidiaries), or any nuclear decommissioning trust or other segregated investment fund maintained by Exelon or its subsidiaries makes investments or places funds for investment management or (2) which underwrites or invests in securities issued by Exelon or any of its consolidated subsidiaries, all in the ordinary course of such other company’s business on terms and under circumstances similar to those available to or from entities unaffiliated with such director.

Immaterial non-profit relationships:A director’s relationship as a current employee or where any member of his or her immediate family serves as executive officer of a charitable or educational organization which receives contributions from the Company or any of its consolidated subsidiaries in its most recent fiscal year of less than the greater of $1 million or 2% of that organization’s consolidated gross revenues in that year. In any other circumstances, a director’s relationship with a charity or educational organization to which the Company or any of its consolidated subsidiaries makes contributions where the aggregate contributions made by the Company or any of its consolidated subsidiaries to that organization in its most recent fiscal year were less than the greater of $1 million or 5% of that organization’s consolidated gross receipts for that year.

www.exeloncorp.com     A-4     71Exelon 2018 Proxy Statement

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2017 Exelon Recognition and PartnershipsAcronyms Used

Corporate & Foundation GivingAIP
				Annual Incentive Plan
$52.1 million BGELast year, Exelon and its employees set all-time records, committing more than $52.1 million to non-profit organizations and volunteering more than 210,000 hours		Civic 50 Exelon was named for the first time to the Civic 50, recognizing the most community-minded companies by Points of Light, the world’s largest organization dedicated to volunteer service
Corporate Recognition				Diversity & InclusionBaltimore Gas and Electric Company,an Exelon company
CAIDI								Customer Average Interruption Duration Index
ComEd		Commonwealth Edison Company,an Exelon company
2017 Laurie D. Zelon Pro Bono AwardEPS		Earnings Per Share
FERC		Federal Energy Regulatory Commission
FFO		Funds From Operations
GHG		Greenhouse Gases
LTIP		Long-Term Incentive Plan
NYSE		New York Stock Exchange
PCAOB		Public Company Accounting Oversight Board
PECO		PECO Energy Company,an Exelon company
PHI		Pepco Holdings, LLC,an Exelon company
PShares		Performance Shares
PwC		PricewaterhouseCoopers LLP
ROE		Return on Equity
RSUs		Restricted Stock Units
RTOs		Regional Transmission Organizations
SAIFI		System Average Interruption Frequency Index
SEC		Securities and Exchange Commission
TDC		Total Direct Compensation
TSR		Total Shareholder Return
UTY		PHLX Utility Sector Index
ZEC		Zero Emission Credits

www.exeloncorp.com     73

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2018 Exelon Awards and Recognition

Community Engagement Record-setting commitment of more than$51.3 millionAwarded by the Pro Bono Institute for exemplary pro bono legal service in 42 states, benefitting 3.7 million people Exelon employees volunteered more than240,000 hoursand leadershipdonated nearly $9M		Kids in Need of Defense Innovation Award Exelon’s legal department and the Baltimore chapter of Organization of Latinos at Exelon (OLE) for their work with unaccompanied minors from Central America		Corporate Excellence “Most Just” company in the utilities industry (“JUST 100” List) 2016-2018 One of 25HeForShe Fortune 150Exelon joined U.N. Women’s HeForShe campaign, which is focused on gender equality. Pledge includes acompanies making largest capital investments in U.S., helping to boost productivity, wages and job creation by Progressive Joined the UN’sHeforShe initiative, pledging $3 million commitment to develop new STEM programs for girls and young women and improvingimprove the retention of women at Exelon by 2020		Diversity and Inclusion Forbes America’sBillion Dollar Roundtable Exelon became the first energy company to join the Billion Dollar Roundtable, an organization that promotes supplier diversity for corporations achieving $1 billion or more in annual direct spending with minority and women-owned businesses		CEO ActionBest Employers for Diversity & Inclusion 2018 Black Enterprise’s50 Best Companies for DiversityExelon joined 150 leading companies for the CEO Action for Diversity & Inclusion™, the largest CEO-driven commitment aimed at taking action to cultivate a workplace where diverse perspectives and experiences are welcomed and respected
Sustainability
Dow Jones Sustainability Index Exelon named to Dow Jones Sustainability Index for 12th consecutive year		Newsweek Magazine’s Green Rankings Newsweek Magazine’s Green Rankings recognized our leadership in sustainability, where we ranked third among utilities, No. 12 in the U.S. 500 and 24th among the Global 500		Land for People Award Received the Trust for Public Land’s national “Land for People Award” in recognition of Exelon’s Exelon’s deep support of environmental stewardship, creating new parks and promoting conservation		Carbon Reduction A recent M.J. Bradley and Associates report noted Exelon’s generation fleet had the lowest rate of emissions among the 20 largest public or privately held energy producers. Fortune also recognized Exelon as the second-lowest carbon emitter of all Fortune 100 companies2007-2009, 2011-2012, 2014-2015, 2018
Workforce
DiversityInc Top 50 Companies 2018DiversityInc. named Exelon as one of the Top 50 companies for excellence in diversity and hiring for veterans		Workplace G.I. Jobs Military Friendly EmployerIndeed.com “50 GOLD Award Recipient (2008-2018) Military TimesBest for Vets 2013-2018 Human Rights CampaignBest Places to Work” Work 2011-2018 Vault’s list ofTop Internship ProgramsIndeed.com ranked Exelon No. 18 on its “50 Best Places to Work”		Human Rights Campaign “Best Places to Work” Forfor the thirdfifth consecutive year HRC’s Corporate Equality Index gave in 2018 Environmental Exelon a perfect ratingscored A- on its best places to work for LGBTQboth the		2017 U.S. Veterans Magazine’s “Best of the Best” 2018 CDP Water SurveyMost veteran-friendly companiesand the		Historically Black Engineering Schools 2018 CDP Climate SurveyTop Supporter recognition for five consecutive years.

Exelon Corporation P.O. Box 805398 Chicago, IL 60680-5398 exeloncorp.com ©Exelon Corporation, 2018	This proxy statement was printed in a facility that uses exclusively vegetable based inks, 100% renewable wind energy and releases zero VOCs into the environment.

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EXELON CORPORATION
10 SOUTH DEARBORN STREET
P.O. BOX 805398
CHICAGO, IL 60680-5398

VOTE BY INTERNET -www.proxyvote.com
Use the Internet to transmit your voting instructions and for electronic delivery of information up until 11:59 P.M. Eastern Time on April 30, 2018.29, 2019. Have your proxy card in hand when you access the web site and follow the instructions to obtain your records and to create an electronic voting instruction form.

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VOTE BY PHONE - 1-800-690-6903
Use any touch-tone telephone to transmit your voting instructions up until 11:59 P.M. Eastern Time on April 30, 2018.29, 2019. Have your proxy card in hand when you call and then follow the instructions.

VOTE BY MAIL
Mark, sign and date your proxy card and return it in the postage-paid envelope we have provided or return it to Vote Processing, c/o Broadridge, 51 Mercedes Way, Edgewood, NY 11717.

TO VOTE, MARK BLOCKS BELOW IN BLUE OR BLACK INK AS FOLLOWS:
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		DETACH AND RETURN THIS PORTION ONLY
THIS PROXY CARD IS VALID ONLY WHEN SIGNED AND DATED.

 

EXELON CORPORATION
The Board of Directors recommends you vote FOR the following:

1.

Election of Directors

For

Against

Abstain

Nominees:

1a.

Anthony K. Anderson

☐

☐

☐

1b.

Ann C. Berzin

☐

☐

☐

1c.

Laurie Brlas

☐

☐

☐

1d.

Christopher M. Crane

☐

☐

☐

1d.1e.

Yves C. de Balmann

☐

☐

☐

1e.1f.

Nicholas DeBenedictis

☐

☐

☐

1f.1g.

Linda P. Jojo

☐

☐

☐

1g.1h.

Paul L. Joskow

☐

☐

☐

1h.1i.

Robert J. Lawless

☐

☐

☐

1i.1j.

Richard W. Mies

☐

☐

☐

For address changes and/or comments, please check this box and write them on the back where indicated.

☐

Please indicate if you plan to attend this meeting.

☐

☐

Yes

No

						For		Against		Abstain
		1j.		John W. Rogers, Jr.		☐		☐		☐
		1k.		Mayo A. Shattuck III		☐		☐		☐
		1l.		Stephen D. Steinour		☐		☐		☐
		1m.		John F. Young		☐		☐		☐

The Board of Directors recommends you vote FOR proposals 2 and 3.3 and AGAINST proposal 4.						For		Against		Abstain
2.		Ratification of PricewaterhouseCoopers LLP as Exelon’s Independent Auditor for 2018.2019.				☐		☐		☐
3.		Advisory approval of executive compensation.				☐		☐		☐
4.		A shareholder proposal from Burn More Coal.				☐		☐		☐
NOTE:Authority is also given to vote on all other matters that may properly come before the meeting or any adjournment thereof.
For address changes and/or comments, please check this box and write them on the back where indicated.										☐
Please indicate if you plan to attend this meeting.						☐		☐
						Yes		No

Please sign exactly as your name(s) appear(s) hereon. When signing as attorney, executor, administrator, or other fiduciary, please give full title as such. Joint owners should each sign personally. All holders must sign. If a corporation or partnership, please sign in full corporate or partnership name by authorized officer.

Signature [PLEASE SIGN WITHIN BOX]	Date		Signature (Joint Owners)	Date