UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
SCHEDULE 14A
Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934
(Amendment No. )
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Preliminary Proxy Statement | ☐ | Confidential, for Use of the Commission Only (as permitted by Rule 14a-6 (e)(2)) | |
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Soliciting Material Pursuant to § 240.14a-12 |
POTLATCH CORPORATION
(Name of Registrant as Specified In Its Charter)
(Name of Person(s) Filing Proxy Statement, if other than the Registrant)
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POTLATCH CORPORATION
ANNUAL MEETING OF STOCKHOLDERS
MAY 2, 2016
NOTICE OF ANNUAL MEETING
AND
PROXY STATEMENT
April 1, 2016
NOTICE OF ANNUAL MEETING OF STOCKHOLDERS
The Annual Meeting of Stockholders of Potlatch Corporation will be held at the Potlatch Corporation Corporate Offices, 601 West First Ave., Suite 1600, Spokane, Washington 99201, on Monday, May 2, 2016,1, 2017, at 9:00 a.m. local time.
We are holding this meeting to:
elect three directors to Potlatch Corporation's Board of Directors;
ratify the appointment of KPMG LLP as our independent auditors for 2016;2017;
approve, by an advisory vote, executive compensation;
approve, by an advisory vote, the frequency of holding future advisory votes on executive compensation; and
transact any other business that properly comes before the meeting.
Your Board of Directors has selected March 16, 201615, 2017 as the record date for determining stockholders entitled to notice of the meeting and to vote at the meeting and at any adjournment or postponement.
Potlatch Corporation's proxy statement, Notice of Meeting, proxy card, and 20152016 Annual Report, are being distributed to stockholders on or about April 1, 2016.3, 2017. Your vote is important, so please vote your shares promptly.
By Order of the Board of Directors,
Lorrie D. Scott
Vice President, General Counsel & Corporate
Secretary
Important Notice Regarding the Availability of Proxy Materials for
The Potlatch Corporation Proxy Statement and 20152016 Annual Report to Stockholders
Potlatch Corporation | ||
601 West First Avenue, Suite 1600 | ||
Spokane, WA 99201-0603 | WWW.POTLATCHCORP.COM |
i
This proxy statement and the enclosed proxy card are being furnished to stockholders of Potlatch Corporation in connection with the solicitation of proxies by our Board of Directors for use at the 20162017 Annual Meeting of Stockholders, which is described below. We expect to mail this proxy statement, the Notice of Meeting, and the form of proxy enclosed, on or about April 1, 2016.
Date, time and place of the meeting
The 20162017 Annual Meeting of Stockholders (the “Annual Meeting”) will be held on Monday, May 2, 2016,1, 2017, at 9:00 a.m., local time, at the Potlatch Corporation Corporate Offices, 601 West First Ave., Suite 1600, Spokane, Washington 99201.
Purpose of the meeting
The purpose of the meeting is to vote upon threefour proposals. These proposals and the vote required for approval of each proposal are as follows:
Election of Directors
Independent Auditor
Executive Compensation
Frequency of Voting. The fourth proposal requests a non-binding, advisory vote regarding the frequency of holding future advisory votes on executive compensation. The frequency (every one, two or three years) receiving the greatest number of votes will be considered the frequency recommended by stockholders.
The inspector of election will tabulate affirmative and negative votes, abstentions and broker non-votes. Abstentions will have the same effect as negative votes. Broker non-votes (described below under the heading "Shares" held in "street" or "nominee" name) will not be counted in determining the number of votes necessary for approval.
Recommendation of the Board of Directors
Our Board unanimously recommends that you vote
FOR
each director nomineeFOR
the ratification of the appointment of KPMG LLP as our independent auditors forFOR
advisory approval of our executive compensationFOR advisory approval for holding advisory votes on executive compensation every “one year”
Who may vote
Stockholders who owned common stock at the close of business on March 16, 2016,15, 2017, the record date for the Annual Meeting, may vote at the meeting. For each share of common stock held, stockholders are entitled to one vote for as many separate nominees as there are directors to be elected and one vote on any other matter presented.
On March 16, 2016,15, 2017, the record date, we had 40,688,15840,608,457 shares of common stock outstanding. Voting can take place at the Annual Meeting only if stockholders owning a majority of the total number of shares outstanding on the record date are present either in person or by proxy. Abstentions and broker non-votes will both be treated as present for purposes of determining the existence of a quorum.
Proxy solicitation
Certain of our directors, officers and employees and our proxy solicitor, Broadridge Investor Communication Solutions, Inc. (Broadridge), also may solicit proxies on our behalf by mail, phone, fax, email or in person. We will bear the cost of the
Tabulation of votes—Inspector of Election
We will act as the inspector of election at the Annual Meeting.
Voting
You may vote your shares in one of several ways, depending upon how you own your shares.
Shares registered directly with Potlatch (in your name):
Via Internet. Go to www.proxyvote.com and follow the instructions. You will need to enter the Control Number by following the instructions provided with your proxy materials and on your proxy card or voting instruction card.
By Telephone. Call toll-free 1-800-690-6903 and follow the instructions. You will need to enter the Control Number by following the instructions provided with your proxy materials and on your proxy card or voting instruction card.
In Writing. If you received printed proxy materials in the mail and wish to vote by mail, complete, sign, date your proxy card, and return it in the postage paid envelope that was provided to you return it to Vote Processing, c/o Broadridge, 51 Mercedes Way, Edgewood, NY, 11717, or provide it or a ballot distributed at the Annual Meeting directly to the Inspector of Election at the Annual Meeting when instructed.
Shares held in a Potlatch 401(k) Savings Plan (through Empower):
Via Internet. If you are a participant in the Potlatch Hourly 401(k) Plan or the Potlatch Salaried 401(k) Plan, go to www.proxyvote.comand follow the instructions. You will need to enter the Control Number printed on the voting instruction form you received.
By Telephone. Call toll free 1-800-690-6903 and follow the instructions. You will need to enter the Control Number printed on the voting instruction form you received.
In Writing. Complete, sign, and date the proxy card that was mailed to you, and return it in the envelope that was provided to you or return it to Vote Processing, c/o Broadridge, 51 Mercedes Way, Edgewood, NY, 11717.
IMPORTANT NOTE TO 401(K) SAVINGS PLANS PARTICIPANTS: Broadridge, our proxy agent, must receive your voting instructions by 11:59 p.m., Eastern Daylight Time, on April 28, 201627, 2017 in order to tabulate the voting instructions of 401(k) Savings Plans participants who have voted and communicate those instructions to the 401(k) Savings Plans trustee, who will ultimately vote your shares.
Shares held in “street” or “nominee” name (through a bank, broker or other nominee):
electronically using the Internet or telephone. To vote in person at the Annual Meeting, you must obtain a proxy, executed in your favor, from the holder of record. |
If you are the beneficial owner of shares held in “street name” by a broker, then the broker must vote those shares in accordance with your instructions. If you do not give specific voting instructions to the broker, under Nasdaq rules your broker cannot vote your shares on “non-discretionary” items. On “non-discretionary” items for which you do not give voting instructions, the votes will be considered “broker non-votes.”
The election of directors is a “non-discretionary” item. This means that the election of directors may not be voted upon by your broker if you do not give voting instructions for the shares held on your behalf.
The advisory vote to approve executive compensation isand the frequency of holding future advisory votes on executive compensation are also a “non-discretionary” itemitems and may not be voted upon by your broker if you do not give voting instructions for the shares held on your behalf.
The ratification of the appointment of KPMG LLP as our independent auditors for 20162017 is a “discretionary” item. This means that this proposal may be voted upon by your broker if you do not give voting instructions for the shares held on your behalf.
If you return your proxy card by mail or vote via the Internet or by telephone but do not select a voting preference, the individuals named as proxies on the enclosed proxy card or voting instruction form will vote your shares
FOR the election of the three nominees for director identified in this proxy statement, FOR the ratification of the appointment of KPMG LLP as our independent auditors forRevoking your proxy
If you are a stockholder of record, you may revoke your proxy at any time before the Annual Meeting by giving our Corporate Secretary written notice of your revocation or by submitting a later-dated proxy, and you may revoke your proxy at the Annual Meeting by voting by ballot. Attendance at the meeting, by itself, will not revoke a proxy. If shares are registered in your name, you may revoke your proxy by telephone by calling 1-800-690-6903 and following the instructions or via the Internet by going to
www.proxyvote.comand following the instructions.If your shares are held in a Potlatch 401(k) Savings Plan (through Empower), you may revoke your proxy by telephone by calling 1-800-690-6903 and following the instructions or via the Internet by going to
www.proxyvote.com and following the instructions. If you are a stockholder whose shares are held in “street” or “nominee” name, you may revoke your voting instructions by informing the bank, broker or other nominee in accordance with that entity’s procedures for revoking your voting instructions.Annual Meeting attendance
We cordially invite and encourage all of our stockholders to attend the Annual Meeting. Persons who are not stockholders may attend only if invited by us. If you own shares in “street” or “nominee” name, you must bring proof of ownership (for example, a current broker’s statement or a legal proxy that can be obtained from the broker or bank) in order to be admitted to the meeting.
Other matters presented at the Annual Meeting
We do not expect any matters, other than those included in this proxy statement, to be presented at the 2016 Annual Meeting. If other matters are presented, the individuals named as proxies on the enclosed proxy card will have discretionary authority to vote your shares on such matters.
Directions to the Annual Meeting
If you need directions to the Annual Meeting, please contact Broadridge toll-free at 1-800-690-6903.
We recommend a vote FOR each nominee.
Our Board of Directors is divided into three classes serving staggered three-year terms. Each of the nominees listed below has been nominated unanimously by our Board of Directors at the recommendation of our Nominating and Corporate Governance Committee in accordance with the Committee’s Director Nomination Policy and our Corporate Governance Guidelines.
The individuals named as proxies on the enclosed proxy card will vote FOR the election of all nominees unless you direct them to vote against any nominee or abstain from voting for any nominee. Mr. Covey,Moody, Mr. GrenierPeiros and Mr. QuesnelMs. Breard are now members of the Board. If any nominee becomes unable to serve as a director before the meeting (or decides not to serve), the individuals named as proxies may vote for a substitute nominee proposed by the Board or we may reduce the number of members of the Board. We recommend a vote FOR each nominee listed below.
Nominees for Election at Thisthe Annual Meeting for a Term Expiring in 2019
John S. Moody
Age 58,68, a director since September 2006
Lawrence S. Peiros
Age 61, a director since February 2006
Linda M. Breard
Age 66,47, a director since May 2013
The affirmative vote of a majority of the shares of common stock present in person or represented by proxy and entitled to vote at the Annual Meeting is required to elect each of the nominees for director listed in Proposal 1.
Our Board of Directors is divided into three classes serving staggered three-year terms. The Board of Directors is authorized to fix the number of directors within the range of 7 to 15 members, and has fixed the number at 9.8. At the Annual Meeting, you and the other stockholders will elect three individuals to serve as directors until the 20192020 Annual Meeting. See “Proposal No. 1—Election of Directors.”Our Bylaws require our directors to be elected by a majority vote of the shares of common stock present or represented by proxy and entitled to vote at the Annual Meeting.
Below are the names and ages of our nineeight directors as of the date of this proxy statement, the year each of them became a director, their principal occupation or employment for at least the past five years, and certain of their other directorships. In addition, set forth below for each director is a description of the particular experience, qualifications, attributes or skills that led the Board to conclude that the person should serve as a director for the company. If you do not select a voting preference, the persons named as proxies in the accompanying proxy will vote for the election of the nominees listed below. We have no reason to believe that any of these nominees will be unable to serve as a director.
Nominees for Election at this Meeting for a Term Expiring in 2020 (Class III)
John S. Moody (age 68) has been a director since September 2006. Since 2010, Mr. Moody has served as President of Parkside Capital, LLC in Houston, which is the general partner and manager of Parkside Capital Land Fund, LTD, a Texas real estate private equity firm. Mr. Moody is also a director and Chairman of the Board of Four Corners Property Trust, Inc., a publicly traded REIT that owns and leases restaurant properties. He has also served as a director of Huron Consulting Group, a publicly held integrated strategic services provider since 2005, and Hines Global REIT, Inc., a commercial real estate REIT since 2009. From 2007 through 2009, he served as President of Proterra Management LLC in Houston, which is the general partner and manager of Proterra Realty Fund, LTD, a Texas real estate private equity firm.
Mr. Moody has substantial real estate and real estate services experience, including evaluating investment opportunities, advising on real estate acquisitions and dispositions, and managing and overseeing real estate development and properties. Mr. Moody also has extensive experience with publicly traded REITs, through his service in executive and board roles at REITs.
Lawrence S. Peiros (age 61) has been a director since February 2003. Mr. Peiros served as Executive Vice President and Chief Operating Officer of The Clorox Company, a publicly traded household consumer products company, from 2011 until his retirement on April 1, 2013. Previously, he served as Executive Vice President and Chief Operating Officer for North America from 2007 to 2011, and as Group Vice President of The Clorox Company, a position he held from February 1999 to 2007. Mr. Peiros serves as a director of Ross Stores, Inc., a publicly traded clothing retailer. Mr. Peiros served as a director of Annie's, Inc., a natural food company formerly traded on NYSE, from 2013 until it was acquired by General Mills, Inc. in October 2014.
Mr. Peiros has significant leadership, operational and risk oversight skills, as well as extensive sales, marketing, product supply and research and development experience. Having served as a senior executive at a major consumer products company, Mr. Peiros also has experience overseeing global operating divisions. Mr. Peiros' service on the boards of two other public companies has provided him with additional corporate governance, leadership and oversight experience.
Linda M. Breard (age 47) has been director since October 2015. On February 1, 2016, Ms. Breard became the Executive Vice President and Chief Financial Officer of Group Health Cooperative, a nonprofit corporation registered as a health maintenance organization which was acquired by Kaiser Permanente in February, 2017. Prior to that, Ms. Breard, a CPA, served as Chief Financial Officer of Quantum Corp., a publicly traded data storage company. Ms. Breard joined Quantum in 2006 when Quantum acquired Advanced Digital Information Corp., where she was Vice President of Global Accounting and Finance. Ms. Breard also served as Senior Vice President of Finance, IT and Facilities at Quantum from 2009 to 2016, and as Senior Vice President of Human Resources and Corporate Communications from 2012 to 2016.
Through her service as Chief Financial Officer of Quantum, Ms. Breard has substantial capital markets and financial reporting expertise as well as an understanding of internal controls. She also has significant oversight and executive-level management experience having been responsible for IT, facilities, human resources and communications at Quantum.
Directors Continuing in Office until 2019 (Class II)
Michael J. Covey
(ageAs our Chief Executive Officer, Mr. Covey has a deep understanding of all aspects of our business and operations. Mr. Covey has a strong background in timberlands, real estate and forest products, with extensive executive-level experience in financial and operational management of timberlands and wood products and other manufacturing facilities. In addition, Mr. Covey has experience managing a REIT, with an operational understanding of the requirements associated with maintaining REIT status. We believe Mr. Covey’s deep knowledge of our industry and his deep understanding of our business and operations enables him to facilitate the Board’s oversight role.
Charles P. Grenier
(ageHaving served for five years as a member of the board of directors, six years as Executive Vice President and eight years as Vice President, of a large, publicly traded timber REIT, Mr. Grenier has a strong background in timberlands, real estate and forest products, with extensive executive-level experience in publicly traded REITs, financial and operational management of timberlands and wood products and other manufacturing facilities. We believe Mr. Grenier's deep knowledge of our industry and his deep understanding of our business and operations contributes greatly to our Board's oversight of the company. Mr. Grenier's service on the boards of two other public companies has provided him with additional corporate governance, leadership and oversight experience.
Gregory L. Quesnel
(ageHaving served for six years as Chief Executive Officer and a member of the board of directors, and seven years as Chief Financial Officer, of a global supply chain management company, Mr. Quesnel has extensive operational and oversight experience with regard to corporate strategic planning, mergers and acquisitions, risk management, finance, accounting, administration, technology, investor relations and procurement. Mr. Quesnel’s service on the boards of two other public companies provides him additional corporate governance, leadership and oversight experience.
William L. Driscoll (age 53)54) has been a director since January 2004. He is currently a partner with Lincoln Park Partners, a private commercial real estate and management company. Mr. Driscoll was a partner with Pointe Group Management Company, a private commercial real estate and management company from 2007 until it was sold to Colliers International in 2015. Mr. Driscoll serves on the boards of Topia Technology, a data security company and as Chairman of Clearwater Management Company, a registered investment adviser. In March 2008, Mr. Driscoll was recalled to active duty in the United States Marines for service in Afghanistan through November 2008.
Mr. Driscoll has extensive experience with evaluating, establishing and managing major commercial relationships such as joint ventures, with particular skills in real estate and commercial property management. In addition, Mr. Driscoll has strong strategic planning and financial analysis skills, including global purchase and supply chain management skills. He also has experience operating in the domestic and international forest and wood products industries.
Eric J. Cremers
(ageMr. Cremers has strong strategic planning and financial analysis skills, including evaluating investment opportunities and mergers and acquisitions. He also has experience operating in the domestic forest and wood products industries. As our President and Chief Operating Officer, and former Chief Financial Officer, Mr. Cremers has a deep understanding of all
Potlatch Corporation is committed to sound principles of corporate governance and high ethical standards. Our Board reevaluates our policies on an ongoing basis to ensure they address our company’s needs. Information is provided below regarding certain key corporate governance and ethics policies and practices which we believe enable us to manage our business in accordance with sound principles of corporate governance and high ethical standards and in the best interests of our stockholders. Copies of our corporate governance documents and policies are available for downloading or printing by going to our public web site at www.potlatchcorp.com, and selecting “Investor Resources,” then “Corporate Governance,” and then selecting the appropriate link. You may also obtain a printed copy of any of the materials referred to below by contacting us at the following address:
Potlatch Corporation
Attention: Corporate Secretary
601 West First Ave., Suite 1600
Spokane, Washington 99201
Telephone: (509) 835-1500
Corporate Governance Guidelines; Corporate Conduct and Ethics Code
Our Board of Directors and management operate within our comprehensive plan of corporate governance that defines our Board’s and executives’ responsibilities, sets high standards for their professional and personal conduct and provides for monitoring of their compliance with those responsibilities and other legal standards. Our Board has adopted Corporate Governance Guidelines, or Governance Guidelines, which provide standards and practices of corporate governance that we have designed to help contribute to our success and to assure public confidence in our company. In addition, all committees of the Board operate under charters that describe the responsibilities and practices of each committee.
We have adopted a Corporate Conduct and Ethics Code, or Ethics Code, which provides ethical standards and policies that apply to all of our directors, officers and employees. Our Ethics Code requires that our directors, officers and employees avoid conflicts of interest, comply with laws and other legal requirements, conduct business honestly and ethically, provide full and accurate reporting to us and otherwise act with integrity and in our best interests. We have also established procedures so that complaints regarding our accounting and auditing matters, conflicts of interests, securities violations and other matters can be submitted confidentially and anonymously. See
“Copies of the Ethics Code and the Governance Guidelines are available for downloading or printing by going to our public web site at
www.potlatchcorp.com, and selecting “Investor Resources,” then “Corporate Governance,” and then selecting the appropriate link.Majority Voting in Director Elections
We have adopted majority voting procedures for the election of directors in uncontested elections. In an uncontested election, each nominee is elected by the vote of a majority of the voting power of the capital stock issued and outstanding, present in person or by proxy and entitled to vote for the election of directors. As provided in our Bylaws, an “uncontested election” is one in which the number of nominees equals the number of directors to be elected in such election. The Board may nominate or elect as a director only persons who agree to tender, promptly following his or her election or re-election to the Board, an irrevocable resignation that will be effective upon (i) the failure of the candidate to receive the required vote at the next annual meeting at which he or she faces re-election and (ii) the acceptance by the Board of such resignation. If an incumbent director fails to receive the required vote for re-election in an uncontested election, the Nominating and Corporate Governance Committee determines whether such director’s resignation should be accepted and makes a recommendation to the Board, which makes the final determination whether to accept the resignation. The Board must publicly disclose its decision within 90 days from the date of certification of the election results. If a director’s resignation is accepted by the Board, then the Board may fill the resulting vacancy or may decrease the size of the Board.
Our Nominating and Corporate Governance Committee, or Nominating Committee, is responsible for identifying, evaluating, recruiting and recommending qualified candidates to our Board for nomination or election. The Board nominates directors for election at each annual meeting of stockholders, and elects new directors to fill vacancies if they occur. Our Board strives to find directors who are experienced and dedicated individuals with diverse backgrounds, perspectives and skills. Our Governance Guidelines contain membership criteria that call for candidates to be selected for their ability to act on behalf of
The Nominating Committee periodically consults with the Board to establish, modify and affirm a specific set of skills, professional or business experience and attributes that should be represented on the Board of Directors and recommends to the Board any changes deemed appropriate by the Committee. Annually, in connection with the Board and Committee performance evaluation, and when retirements or other changes are expected to occur, the Nominating Committee reviews a written matrix that illustrates these desired qualities and matches them with individual members of the Board to assess how well these qualities are currently represented on the Board or if there are any gaps. From time to time when the Nominating Committee concludes that one or more gaps exist, it will seek to find a director candidate who would bring the desired trait to the Board. This process led to the appointmentelection of two new board members during the past threefour years.
Currently the Committee's director skill matrix sets forth the following desired backgrounds that should be represented on the Board by at least one director:
active or retired publicly traded company chief executive officer;
member of boards of directors of other public companies;
forest products industry experience;
real estate investment and development experience;
management and business strategy expertise;
capital markets experience;
human resource, compensation and benefits experience; and
financial reporting and audit experience.
While our Board has no formal policy regarding racial, ethnic or gender diversity, our Board values diversity and seeks to have a diverse group of directors after giving primary consideration to the selection criteria discussed above.
Prior to each annual meeting of stockholders, our Nominating Committee identifies director nominees first by evaluating the current directors whose terms will expire at the annual meeting and who are willing to continue in service. These candidates are evaluated based on the criteria described above, the candidate’s prior service as a director, and the needs of the Board for any particular talents and experience. If a director no longer wants to continue in service, the Nominating Committee decides not to re-nominate the director, or if a vacancy is created on the Board because of a resignation or an increase in the size of the Board or other event, then the Nominating Committee considers various candidates for Board membership, including those suggested by the Nominating Committee members, by other Board members, by any director search firm engaged by the Nominating Committee and by our stockholders.
The Director Nomination Policy adopted by the Nominating Committee and our Bylaws set forth the process for nomination of directors by stockholders. A stockholder who wishes to recommend a prospective nominee to the Board for consideration by the Nominating Committee should notify our Corporate Secretary in writing at our principal office. Such notice must be delivered to our office by the deadline set forth in our Bylaws. Each notice must include the information about the stockholder and the prospective nominee, which must be updated as necessary, as would be required if the stockholder were nominating a person to the Board under our Bylaws, including the following information:
the name and address of the stockholder;
the shares of Potlatch common stock owned by the stockholder or the prospective nominee, and a description of any derivative or short positions or similar hedging transactions with respect to Potlatch’s common stock held by the stockholder or the prospective nominee;
a description of any arrangements to which the stockholder is a party with respect to the nomination of the prospective nominee;
the name, age, business address and residence address of the prospective nominee;
the principal occupation of the prospective nominee;
a statement whether the prospective nominee, if elected, intends to tender an irrevocable resignation effective upon (i) his or her failure to receive the required vote for re-election and (ii) acceptance of such resignation by the Board;
a description of all compensation and other relationships during the past three years between the stockholder and the prospective nominee;
any other information relating to the prospective nominee or stockholder required to be disclosed pursuant to Section 14 of the Securities and Exchange Act of 1934, as amended, or Exchange Act; and
the prospective nominee’s written consent to serve as a director if elected.
The company may require any prospective nominee recommended by a stockholder to furnish such other information as may reasonably be required by the company to determine the eligibility of such person to serve as an independent director or that could be material to a reasonable stockholder’s understanding of the independence, or lack thereof, of such person.
The foregoing is only a summary of the detailed requirements set forth in our Director Nomination Policy and Bylaws regarding director nominations by stockholders. Copies of our Director Nomination Policy and Bylaws are available for downloading or printing by going to our public web site at
www.potlatchcorp.com, and selecting “Investor Resources,” and then “Corporate Governance.”Director Independence
The role of our Board is to oversee and provide policy guidance on our business and affairs. The Board believes that it will best serve our stockholders if the majority of its members are independent. As of March 16, 2016,15, 2017, all but two of our Board members are outside (non-employee) directors. Our remaining members are Michael J. Covey, who serves as our Chairman and Chief Executive Officer, and Eric J. Cremers, who serves as our President and Chief Operating Officer.
With the exception of Mr. Covey and Mr. Cremers, the Board has determined that all of our directors are independent within the meaning of applicable Nasdaq corporate governance listing rules and our Director Independence Policy, a copy of which can be found on our public web site by going to
www.potlatchcorp.com, and selecting “Investor Resources,” and then “Corporate Governance.” Each of the following committees is composed entirely of independent directors: the Audit Committee, the Nominating and Corporate Governance Committee, and the Executive Compensation and Personnel Policies Committee.Mr. Covey is our Chief Executive Officer, and also serves as Chairman of our Board. John S. Moody is the Lead Director and Vice Chair of our Board and acts as lead independent director of the independent Board members. The Board has structured the role of our lead independent director to strike an appropriate balance to the combined chairman and chief executive officer role and to fulfill the important requirements of independent leadership on the Board. The lead independent director’s principal responsibility is to contribute to the independence of the Board in the discharge of its responsibilities including risk oversight. As lead independent director, Mr. Moody:
presides at all meetings of the Board at which the Chairman is not present;
presides at executive sessions of the independent directors;
may call special meetings of the Board;
consults with the Chairman in the development of meeting agendas;
acts as a facilitator in effectively communicating director concerns, agenda items and issues to management;
coordinates communications between the independent directors and stockholders and other interested parties;
works with the Chairman of the Board and the Committee Chairs in developing and monitoring the Board’s overall approach to governance issues; and
coordinates the annual performance evaluation of the Board.
Our Board has determined that the leadership structure of the Board, in particular having Mr. Covey serve as the Chairman and Mr. Moody serve as the lead independent director, is appropriate and in the best interests of the company because it allows the Board’s meeting agendas to be established, in consultation with a lead independent director, by an individual with a deep understanding of our business and operations. Given the size of the Board and the scope of our business, Mr. Covey’s insight into our business relative to his role as Chairman enables him to facilitate the Board’s oversight role, while Mr. Moody’s participation in the agenda setting process, together with his presiding over executive sessions, contributes to the independence of the Board in the discharge of its responsibilities.
At each of its in-person meetings and, as necessary, telephonic meetings, the Board meets in executive session without members of management present. Each committee of the Board, except for the Finance Committee, also schedules an executive session without members of management present for every in-person meeting and, as necessary, at telephonic meetings.
Risk Oversight
Our company has an enterprise risk management program overseen by senior management. The Board oversees the company’s business, the risks associated with its business and the steps that senior management is taking to manage and mitigate those risks. This oversight is supported by the Board’s leadership structure which provides for oversight of strategic risks by the full Board under the leadership of the Chairman and the lead independent director, and oversight and evaluation of discrete risks in committees.
Each year, the Board of Directors receives a report on risk management, including management’s assessment of risk exposures (including risks related to liquidity, credit, operations and regulatory compliance, among others), and the processes in place to monitor and control such exposures. The Board may also receive updates between meetings from the Chief Executive Officer relating to risk oversight matters. The Audit Committee, composed entirely of independent directors, also reports periodically to the Board on risk management matters related to financial reporting, and legal and regulatory compliance. In accordance with Nasdaq requirements and pursuant to its charter, the Audit Committee provides oversight on matters relating to accounting, financial reporting, internal controls, auditing, and legal and regulatory compliance activities, including monitoring our compliance with the tax and other rules pertaining to REITs, and other matters as the Board deems appropriate. In carrying out its responsibilities, the Audit Committee oversees the appointment or replacement and compensation of personnel involved in the internal audit function to provide ongoing assessments of the company’s risk management processes and system of internal controls. The Internal Audit Director reports to the Audit Committee. The Audit Committee reviews with the Internal Audit Director the scope and plan of the work to be done by the internal audit function and the results of such work.
establishes procedures for the receipt, retention and treatment of complaints received by the company regarding accounting, internal accounting controls, or auditing matters;
establishes procedures for the confidential, anonymous submission by employees of concerns regarding questionable accounting or auditing matters;
discusses with the company’s General Counsel any significant legal, compliance or regulatory matters that may have a material effect on the company's financial statements or the company’s business or compliance policies, including material notices to, or inquiries received from, governmental agencies;
discusses the company’s major financial risk exposures and the steps management has taken to monitor and control such exposures, including discussing the guidelines and policies to govern the process by which management assesses and manages the company’s exposure to financial risk; and
reviews with the Board any issues that arise with respect to the quality or integrity of the company’s financial statements, the company’s compliance with legal or regulatory requirements, the performance and independence of the company’s independent auditors, or the performance of the internal audit function.
The Audit Committee meets at least quarterly with the Internal Audit Director and other members of management.
The Executive Compensation and Personnel Policies Committee periodically reviews risks associated with our executive compensation program. See
“Compensation Discussion and Analysis – Risk Assessment.”Based upon a comprehensive review of the company’s executive compensation program by the Executive Compensation and Personnel Policies Committee's independent compensation consultant, seeTransactions with Related Persons
Securities laws require us to disclose certain business transactions that are considered related person transactions. In order to comply with these requirements, our Audit Committee has adopted a Related Person Transactions Policy that applies to any director or executive officer of the company, any nominee for director, any beneficial owner of more than 5% of our voting stock, any immediate family member of any of the foregoing persons, and any entity that employs any of the foregoing persons, or in which any of the foregoing persons is a general partner, principal or 10% or greater beneficial owner. Transactions covered by this policy are those in which (a) we or any of our subsidiaries participate, (b) the amount involved exceeds $120,000, and (c) any related person had, has or will have a direct or indirect material interest, as defined in the policy.
Any proposed related person transaction is reviewed by our Audit Committee at its next regularly scheduled meeting, unless our Corporate Secretary determines that it is not practicable or desirable to wait until the next scheduled meeting for review of a particular transaction, in which case the Chair of the Audit Committee has the authority to review and consider the proposed
There were no transactions with related persons in 20152016 that required disclosure in this proxy statement or that required approval by the Audit Committee pursuant to the policy described above.
Board Meetings
During 2015,2016, our Board met sixfive times. None of our directors attended less than 75% of all meetings of the Board and Committees on which such director served that were held while the director was a member of the Board. The Board does not have a policy requiring director attendance at annual meetings of the stockholders. Two of our directors attended the 20152016 Annual Meeting of Stockholders.
Our Board currently has four standing committees, as described below. The current charters of each of these committees are available on our public web site at www.potlatchcorp.com, by selecting “Investor Resources,” and then “Corporate Governance.”
The following table shows the membership of each Committee as of March 16, 2016:
Name | Audit Committee | Executive Compensation and Personnel Policies Committee | Finance Committee | Nominating and Corporate Governance Committee |
Linda M. Breard | X (Chair) | |||
Michael J. Covey | X | |||
Eric J. Cremers | X | |||
William L. Driscoll | X | X (Chair) | ||
Charles S. Grenier | X | X | X | |
John S. Moody | X | X | X | |
Lawrence S. Peiros | X | X (Chair) | X | |
Gregory L. Quesnel | X | X | X(Chair) | X |
Audit Committee
Our Audit Committee is responsible for assisting the Board in its oversight of our accounting, financial reporting, internal controls, auditing, legal and regulatory compliance activities, including monitoring our compliance with the tax and other rules pertaining to REITs, and other matters as the Board deems appropriate. In accordance with Nasdaq requirements and pursuant to its charter, the Audit Committee also provides risk oversight as described above under the heading
“Risk Oversight.” The Audit Committee has sole authority to retain, compensate and terminate our independent registered public accounting firm and our Internal Audit Director. In addition, the Audit Committee oversees and administers our Related Person Transactions Policy described above under the heading “Transactions with Related Persons.” The Committee has appointed KPMG LLP as our independent registered public accounting firm and pre-approves its audit fees and non-audit services and fees in accordance with criteria adopted by the Committee.Our Board has determined that all members of our Audit Committee are independent within the meaning of applicable Nasdaq listing rules and our Director Independence Policy, and that all members are “financially literate.” The Board also has determined that Committee Chair Boh A. DickeyLinda M. Breard is an “audit committee financial expert” as defined by Securities and Exchange Commission (SEC) rules.
Our Audit Committee met eight times in 2015.2016. See
Executive Compensation and Personnel Policies Committee
Our Executive Compensation and Personnel Policies Committee, or Compensation Committee, oversees our executive compensation and benefits programs and general personnel policies and practices for our executives. See "Compensation Discussion and AnalysisAnalysis"" for a discussion of the Committee's role in setting executive compensation and the role of compensation consultants. The Compensation Committee also helps determine our management succession planning and annually reviews the performance of our Chief Executive Officer. In addition, the Compensation Committee reviews the “Compensation Discussion and Analysis” contained in this proxy statement and recommends its inclusion in the proxy statement to the full Board for approval. Our Board has determined that all members of our Compensation Committee are independent within the meaning of applicable Nasdaq listing rules and our Director Independence Policy. Our Executive Compensation and Personnel Policies Committee met four times in 2015.
Our Nominating and Corporate Governance Committee, or Nominating Committee, is responsible for identifying, evaluating, recruiting and recommending to the Board nominees for election as directors, as described under the heading "Nominees for Director," and for developing and recommending to the Board a set of corporate governance principles and related policies. It also oversees our compensation and benefits paid to our directors. The Board has determined that all members of our Nominating Committee are independent within the meaning of applicable Nasdaq listing rules and our Director Independence Policy. Our Nominating Committee met four times in 2015.
Finance Committee
Our Finance Committee reviews and makes recommendations to the Board with respect to financings and other financial matters, reviews and approves the company's use of uncleared interest rate and commodity swaps and acts based on the Board’s delegation of authority with respect to specific financing transactions. The Committee consists of seven directors—fivesix directors-four independent directors and our Chairman, Michael J. Covey, who is the Chief Executive Officer of the company and Eric J. Cremers, President and Chief Operating Officer of the company. Our Finance Committee met twicethree times in 2015.
Compensation Committee Interlocks and Insider Participation
Lawrence S. Peiros, Gregory L. Quesnel, John S. Moody and Charles P. Grenier served as members of our Compensation Committee during 2015.2016. None of the members of the Compensation Committee is or has ever been an officer or employee of the company or its subsidiaries. During 2015,2016, none of the members of the Compensation Committee was an executive officer of a business entity for which an executive officer of the company served as a member of the compensation committee or as a director.
Communications with Directors
Stockholders may contact our non-management directors by email or by regular mail, as follows:
Email: | non-managementdirectors@potlatchcorp.com |
Mail: | |
Lead Director or Non-Management Directors | |
c/o Corporate Secretary | |
Potlatch Corporation | |
601 West First Ave., Suite 1600 | |
Spokane, WA 99201 |
All communications received will be processed by theour Corporate Secretary. We forward all communications to the intended non-management director or directors. The lead independent director of the Board of Directors is responsible for facilitating an appropriate response. These procedures can also be viewed by going to our public web site at
Our Audit Committee has established procedures to address complaints and concerns about our accounting, internal controls and auditing matters for two different groups: (a) employees, who receive confidential and anonymous treatment, and (b) third parties (such as competitors, vendors and consumers)customers), who are not entitled to confidential and anonymous treatment. All complaints and concerns are directed through an independent, third-party hotline provider and are routed directly to the Chair
Our Nominating Committee reviews and makes recommendations to our Board regarding non-employee director compensation. Our philosophy regarding directors' compensation is to provide our directors a fair compensation package that is tied to the services they perform and is comparable to director compensation levels of companies of our size. Our key objectives are to recruit and retain the best directors that we can and to align our directors' interests with those of our stockholders.
In 2014, the Nominating Committee retained Semler Brossy Consulting Group, LLC (Semler Brossy) to advise the Committee on director compensation. At the direction of the Nominating Committee, Semler Brossy analyzed the competitive position of the company's director compensation program against companies of comparable size to our company, using data from a 2013/2014 study by the National Association of Corporate Directors and a 2013 Conference Board study. The consultant's analysis concluded that our company's director pay levels were generally on a par with companies of similar size. The consultant recommended the elimination of meeting fees, offset by increases in retainer fees, and an increase in the retainer fees paid to the Chair and members of the Executive Compensation and Personnel Policies Committee to reflect additional workload resulting from new SEC and Nasdaq compensation rules and regulations. The Board approved the recommendations of the Nominating Committee's consultant. As is the case with executive compensation, the Nominating Committee has asked its compensation consultant to provide it with a market assessment of company director pay every two years.
The following table sets forth certain information with respect to 20152016 compensation for each of the company's non-employee directors.
Name | Fees Earned or Paid in Cash ($)(1) | Stock Awards ($)(2)(4) | All Other Compensation ($)(3) | Total ($) |
Linda M. Breard | 52,000 | 65,000 | 158 | 117,158 |
Boh A Dickey (4) | 69,500 | — | 158 | 69,658 |
William L. Driscoll | 52,500(5) | 65,000 | 158 | 117,658 |
Charles P. Grenier | 62,000 | 65,000 | 158 | 127,158 |
John S. Moody | 75,000 | 65,000 | 158 | 140,158 |
Lawrence S. Peiros | 74,500 | 65,000 | 158 | 139,658 |
Gregory L. Quesnel | 72,000 | 65,000 | 158 | 137,158 |
(1) | Represents annual retainer fees, as well as any amounts earned for service as Lead Director or Committee Chair. |
(2) | This column shows the aggregate grant date fair value, computed in accordance with FASB Topic 718 of stock units granted in 2016. In accordance with FASB Topic 718, the grant date fair value reported for all stock units was computed by multiplying the number of stock units by the closing price of our stock on the grant date. As of December 31, 2016, Ms. Breard had 3,690 stock units, Mr. Dickey had 27,875 stock units, Mr. Driscoll had 31,089 stock units, Mr. Grenier had 7,237 stock units, Mr. Moody had 26,201 stock units, Mr. Peiros had 29,202 and Mr. Quesnel had 29,465 stock units. The aggregate number for each director includes stock units that have been credited to the director over the years for service as a director and stock units credited as a result of reinvestment of dividend equivalents. |
(3) | Consists of premiums paid for accidental death and dismemberment insurance. |
Name | Fees Earned or Paid in Cash ($)(1) | Stock Awards ($)(2) | All Other Compensation($)(3) | Total ($) | ||||
Linda M. Breard | 13,000 | 65,000 | 40 | 78,040 | ||||
Boh A. Dickey | 69,500 | 65,000 | 158 | 134,658 | ||||
William L. Driscoll | 52,500(4) | 65,000 | 158 | 117,658 | ||||
Charles P. Grenier | 62,000 | 65,000 | 158 | 127,158 | ||||
John S. Moody | 75,000 | 65,000 | 158 | 140,158 | ||||
Lawrence S. Peiros | 68,500(4) | 65,000 | 158 | 133,658 | ||||
Gregory L. Quesnel | 72,000 | 65,000 | 158 | 137,158 |
(4) | Mr. Dickey retired from our Board of Directors on December 31, 2016 and pursuant to our Directors Plan, Mr. Dickey received shares of company stock in January, 2017 equal to the number of stock units he had as of December 31, 2016 in settlement of his stock awards under the Director Plan. |
(5) | The amounts shown include fees deferred in 2016 pursuant to our Deferred Compensation Plan for Directors II, or Directors Plan. Mr. Driscoll elected to defer his fees into stock units and we credited 1,619 stock units to Mr. Driscoll's account for fees deferred in 2016. Such amounts were determined separately for each fee payment and quarterly pro-rata payments of the director's annual retainer fee and supplemental retainer fees, by dividing the fee amount due by the appropriate per share closing stock price pursuant to the plan. |
Retainer and Fees.
Our non-employee directors were paid at the following rates:Annual Retainer Fee | $40,000 |
Supplemental annual retainer fee for Lead Director | $20,000 |
Supplemental annual retainer fee for Audit Committee Member | $12,000 |
Supplemental annual retainer fee for Audit Committee Chair | $15,000 |
Supplemental annual retainer fee for Exec. Comp. & Personnel Policies Committee Member | $7,500 |
Supplemental annual retainer fee for Exec. Comp. & Personnel Policies Committee Chair | $10,000 |
Supplemental annual retainer fee for Nominating and Corp. Governance Committee Member | $5,000 |
Supplemental annual retainer fee for Nominating and Corp. Governance Committee Chair | $5,000 |
Supplemental annual retainer fee for Finance Committee Member | $2,500 |
Supplemental annual retainer fee for Finance Committee Chair | $5,000 |
During 2015,2016, we paid our non-employee directors, or deferred on their behalf, an aggregate total of $412,500$457,500 in fees. Directors may defer receiving all or any portion of their fees under the terms of our Deferred Compensation Plan for Directors.Directors Plan. When a director elects to defer fees, he or she elects to have those fees converted into common stock units or, if not converted, then credited with annual interest at 120% of the applicable long-term federal rate, with quarterly compounding. The common stock units are credited with amounts in common stock units equal in value to the distributions that are paid on the same amount of common stock. During 2015,2016, we also reimbursed directors for their reasonable out-of-pocket expenses for attending Board and committee meetings and educational seminars and conferences in accordance with our Director Education Program.
Long-Term Incentive Awards.
Other Benefits.
Director Stock Ownership Guidelines.
Security Ownership of More than 5% Stockholders
This table shows the number of shares beneficially owned as of December 31, 2015,2016, by each owner of more than 5% of our common stock. The number of shares reported is based on data provided to us by the beneficial owners of the shares. The percentage ownership data is based on 40,680,71340,519,351 shares of our common stock outstanding as of December 31, 2015.2016. Under SEC rules, beneficial ownership includes shares over which the indicated beneficial owner exercises voting or investment power. Except as noted, each owner has sole voting and investment power over the shares shown in this table.
| Number of Shares Beneficially Owned (#) | Right to Acquire (#) | Total Shares Beneficially Owned (#) | Percent of Class (%) |
Stockholders Owning More than 5% |
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BlackRock, Inc. |
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55 East 52nd Street New York, NY 10055 | 4,582,909(1) | n/a | 4,582,909 | 11.3 |
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The Vanguard Group |
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100 Vanguard Blvd. Malvern, PA 19355 | 3,217,022(2) | n/a | 3,217,022 | 7.9 |
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FMR LLC |
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245 Summer Street Boston, MA 02210 | 3,781,095(3) | n/a | 3,781,095 | 9.3 |
Amount and Nature of Common Stock Beneficially Owned | ||||||
Number of Shares Beneficially Owned | Right to Acquire | Total Shares Beneficially Owned | Percent of Class | |||
Stockholders Owning More than 5% | ||||||
BlackRock, Inc. 40 East 52nd Street New York, NY 10022 | 4,070,396(1) | n/a | 4,070,396 | 10.0 | % | |
CI Investments Inc. 2 Queen Street East Twentieth Floor Toronto, ON M5C 3G7 Canada | 2,591,564(2) | n/a | 2,591,564 | 6.37 | % | |
Janus Capital Management LLC 151 Detroit Street Denver, CO 80206 | 2,740,637(3) | n/a | 2,740,637 | 6.73 | % | |
The Vanguard Group 100 Vanguard Blvd. Malvern, PA 19355 | 2,785,518(4) | n/a | 2,785,518 | 6.84 | % |
(1) | |
Based upon the Schedule 13G/A filed with the SEC on January |
(2) | |
Based upon the Schedule 13G/A filed with the SEC on February |
(3) | Based upon the Schedule 13G/A filed with the SEC on February 14, 2017 by FMR LLC. FMR LLC has sole voting power over 486,627 shares and sole dispositive power over 3,781,095 shares. |
This table shows the number of shares beneficially owned as of March 2, 2016,3, 2017, by each of our directors, each executive officer for whom compensation is reported in this proxy statement, and all directors and executive officers as a group. The number of shares reported is based on data provided to us by the beneficial owners of the shares. The percentage ownership data is based on 40,687,79340,608,457 shares of our common stock outstanding as of March 2, 2015.3, 2017. Under SEC rules, beneficial ownership includes shares over which the indicated beneficial owner exercises voting or investment power. Except as noted, and subject to applicable community property laws, each owner has sole voting and investment power over the shares shown in this table.
Directors and Named Executive Officers | Number of Shares Beneficially Owned (#) | Right to Acquire (1) | Total Shares Beneficially Owned (#) | Percent of Class (%) | Common Stock Units (#)(2) |
Linda M. Breard | — | — | — | * | 3,690 |
Michael J. Covey | 123,214(3) | 65,297 | 188,511 | * | 30,030 |
Eric J. Cremers | 64,699 | — | 64,699 | * | — |
William L. Driscoll | 234,590(4) | — | 234,590 | * | 35,760 |
Charles P. Grenier | 2,000 | — | 2,000 | * | 7,237 |
John S. Moody | 15,000 | — | 15,000 | * | 26,201 |
Lawrence S. Peiros | 8,750(5) | — | 8,750 | * | 31,068 |
Gregory L. Quesnel | 2,888(6) | — | 2,888 | * | 29,465 |
Jerald W. Richards | 17,569(7) | — | 17,569 | * | — |
Lorrie D. Scott | 23,550(8) | — | 23,550 | * | — |
Thomas J. Temple | 34,437(9) | — | 34,437 | * | — |
Directors and Executive Officers as a group (15 persons) | 553,811(10) | 65,297 | 619,108 | * | 163,451 |
* | Less than 1% |
(1) | Amounts for Mr. Covey represent shares of common stock issuable under restricted stock units that are currently vested, have been deferred and will be paid out to Mr. Covey upon his separation from the company. |
(2) | Represents common stock units as of March 3, 2017. These stock units are not actual shares of common stock and have no voting power. In the case of our directors, these stock units are credited, along with accrued dividend equivalents, on a one-for-one basis with our common stock pursuant to our Director Plan (see “Compensation of Non-Employee Directors”). The units represent deferred director's fees for Mr. Driscoll and Mr. Peiros, and annual stock unit awards granted in December 2004-2016 to all outside directors. For Mr. Covey the units represent deferred annual incentive plan award payments. Mr. Covey's units are converted into cash and paid according to an election Mr. Covey made prior to deferring fees or incentives. Mr. Driscoll's and Mr. Peiros’ units representing deferred director fees will be paid in shares of company stock according to the elections made by Mr. Driscoll and Mr. Peiros, respectively, prior to deferring fees. The annual deferred awards granted to the outside directors are paid in shares of company stock upon separation from service as a director. |
(3) | Comprised of the following: (i) 24,100 shares held directly by Mr. Covey; (ii) 98,939 shares of common stock held in a trust, of which Mr. Covey has sole voting and investment power; and (iii) 175 shares of common stock held for Mr. Covey's individual account under our 401(k) employee savings plan. |
(4) | Includes 45,740 shares held directly by Mr. Driscoll, 127,878 shares held by trusts of which Mr. Driscoll is a trustee and shares voting power, 30,097 shares held by trusts of which Mr. Driscoll is a trustee and shares voting and investment power. Also includes 4,900 shares held by a limited liability company of which Mr. Driscoll is manager with both voting and dispositive powers. Mr. Driscoll disclaims beneficial ownership of all shares except those held directly by him. Mr. Driscoll has the power to substitute other assets for 25,975 Potlatch Corporation shares in a trust that he has created over which he currently has no voting or investment power. |
(5) | These shares are held in a trust under which Mr. Peiros shares voting and investment power with his spouse. |
(6) | These shares are held in a trust under which Mr. Quesnel shares voting and investment power with his spouse. |
(7) | Includes 4,041 shares of common stock held for Mr. Richard's individual account under our 401(k) employee savings plan. |
(8) | Includes 6,781 shares of common stock held for Ms. Scott's individual account under our 401(k) employee savings plan. |
Directors and Named Executive Officers | Number of Shares Beneficially Owned | Right to Acquire (1) | Total Shares Beneficially Owned | Percent of Class | Common Stock Units (2) | ||||
Linda M. Breard | — | — | — | * | 2,016 | ||||
Michael J. Covey | 99,107(3) | 62,653 | 161,760 | * | 30,030 | ||||
Eric J. Cremers | 55,124 | — | 55,124 | * | — | ||||
Boh A. Dickey | 20,000(4) | — | 20,000 | * | 26,746 | ||||
William L. Driscoll | 208,554(5) | __ | 208,554 | * | 31,233 | ||||
Charles P. Grenier | 2,000 | — | 2,000 | * | 5,418 | ||||
John S. Moody | 15,000 | — | 15,000 | * | 23,615 | ||||
Lawrence S. Peiros | 8,750(6) | — | 8,750 | * | 28,284 | ||||
Gregory L. Quesnel | 2,888(7) | — | 2,888 | * | 26,746 | ||||
Jerald W. Richards | 7,297(8) | 1,762(9) | 9,059 | * | __ | ||||
Lorrie D. Scott | 20,592(10) | — | 20,592 | * | — | ||||
Thomas J. Temple | 30,576(11) | — | 30,576 | * | — | ||||
Directors and Executive Officers as a group (16 persons) | 528,377(12) | 64,415 | 592,792 | 174,088 |
(9) | Includes 3,514 shares of common stock held for Mr. Temple's individual account under our 401(k) employee savings plan. |
(10) | Includes an aggregate of 32,521 shares of common stock held for the executive officers' benefit under our 401(k) employee savings plan. |
Section 16(a) Beneficial Ownership Reporting Compliance
Under U.S. securities laws, directors, certain executive officers and any person holding more than 10% of our common stock must report their initial ownership of the common stock and any changes in that ownership to the SEC. The SEC has designated specific due dates for these reports and we must identify in this proxy statement those persons who did not file these reports when due. Based solely on our review of copies of the reports filed with the SEC and written representations of our directors and executive officers, we believe all persons subject to reporting filed the required reports on time in 2015, except that two reports on Form 4 relating to three transactions were inadvertently filed late in May 2015 for Mr. Grenier in connection with his acquisition of an aggregate of 2,000 shares of company stock. One report was filed seven days late and one report was filed four days late.
The Audit Committee of the Board of Directors is composed of fivefour outside (non-employee) directors, all of whom meet Nasdaq listing standards for audit committee independence. The Audit Committee is an “audit committee” for purposes of Section 3(a)(58) of the Securities Exchange Act of 1934. The Committee’s charter is reviewed periodically by the Audit Committee, which recommends appropriate changes to the Board of Directors.
The Committee is responsible for providing oversight on matters relating to Potlatch’s accounting, financial reporting, internal controls, auditing, legal and regulatory compliance and financial risk management. In performing its functions, the Committee acts only in an oversight capacity and necessarily relies on the work and assurances of management, which has the primary responsibility for financial statements and reports, and the reports of the independent registered public accounting firm, who, in its reports, expresses an opinion on the conformity of the company’s annual financial statements to generally accepted accounting principles in the United States and an opinion on the effectiveness of internal control over financial reporting. During fiscal year 2015,2016, the Committee met eight times.
In connection with the audit process, the Committee has received from our independent registered public accounting firm, KPMG LLP, or KPMG, the written disclosures and the letter required by the Public Company Accounting Oversight Board (PCAOB) regarding KPMG’s communications with the Audit Committee concerning independence, and has discussed with KPMG its independence. The Committee also discussed the quality and adequacy of Potlatch’sthe company’s internal controls with management, the Internal Audit Director and the independent registered public accounting firm. The Committee reviewed with KPMG and the Internal Audit Director their respective audit plans, audit scope and identification of audit risks, and reviewed and discussed the results of the internal audit examinations with the Internal Audit Director.
The Committee reviewed and discussed the audited consolidated financial statements for the fiscal year ended December 31, 2015,2016, with management and with KPMG outside the presence of management. The Committee also discussed with KPMG the matters required to be discussed by PCAOB Auditing Standard No. 16,
Based on these reviews and discussions with management, KPMG and the Internal Audit Director, the Committee recommended to the Board that the company’s audited consolidated financial statements be included in its Annual Report on Form 10-K for the fiscal year ended December 31, 2015,2016, for filing with the Securities and Exchange Commission.
The Audit Committee Members | |
Linda M. Breard (Chair) | |
Charles P. Grenier | |
Lawrence S. Peiros | |
Gregory L. Quesnel |
Boh A. Dickey served as the Chair of the Audit Committee until his retirement on December 31, 2016.
Fees Paid to Independent Registered Public Accounting Firm in 20152016 and 2014
The Audit Committee has considered and determined that the services provided by KPMG in fiscal year 20152016 are compatible with the auditor independence requirements. The following table shows fees for professional services rendered by KPMG for audit services for the years ended December 31, 20152016 and 2014,2015, and fees billed for other services rendered by KPMG during each of these years.
Year | Audit Fees ($)(1) | Audit-Related Fees ($)(2) | Tax Fees ($)(3) | All Other Fees ($) |
2016 | 694,600 | 46,150 | 106,461 | — |
2015 | 687,650 | — | — | — |
Year | Audit Fees (1) | Audit-Related Fees (2) | Tax Fees | All Other Fees |
2015 | $687,650 | — | — | — |
2014 | $600,250 | $128,000 | — | — |
(1) | Audit Fees represent fees for the audit of our annual financial statements, the audit of our internal control over financial reporting and reviews of the quarterly financial statements. |
(2) | Audit related fees were for services rendered in connection with the refinancing of $65.7 million of revenue bonds. |
(3) | Tax fees relate to assisting management with performing a study for research and development tax credits. |
The Audit Committee is required to pre-approve the audit, of our annual financial statements including incremental work associated with our adoption of the COSO 2013 framework, the audit of internal control over financial reportingrelated, tax and reviews of the quarterly financial statements.
We recommend a vote FOR this proposal.
KPMG LLP, a registered public accounting firm, currently serves as our independent registered public accounting firm and has conducted the audit of our consolidated financial statements and internal control over financial reporting for fiscal year 2015.2016. A summary of the fees paid by us to KPMG in connection with its audits for 20152016 and 20142015 can be found in the section titled,
Based upon its review of KPMG’s qualifications, independence and performance, the Audit Committee of the Board of Directors has appointed KPMG to serve as our independent registered public accounting firm for 2016.
The appointment of our independent registered public accounting firm is not required to be submitted for ratification by the stockholders. The listing standards of the Nasdaq Global Select Market provide that the Audit Committee is solely responsible for the appointment, compensation, evaluation and oversight of our independent registered public accounting firm. However, as a matter of good corporate governance, the Audit Committee is submitting its appointment of KPMG as independent registered public accounting firm for 20162017 for ratification by the stockholders.
If the stockholders fail to ratify the appointment of KPMG, the Audit Committee may reconsider whether to retain KPMG, and may continue to retain that firm or appoint another firm without resubmitting the matter to the stockholders. Even if the stockholders ratify the appointment of KPMG, the Audit Committee may, in its discretion, appoint a different independent registered public accounting firm if it determines that such a change would be in the best interests of our company and our stockholders.
The affirmative vote of a majority of the common stock present in person or represented by proxy and entitled to vote at the Annual Meeting is required to ratify the appointment of KPMG LLP as our independent auditors for 2016.
Representatives of KPMG are expected to attend the Annual Meeting, will have the opportunity to make a statement if they desire to do so and are expected to be available to respond to appropriate questions.
This Compensation Discussion and Analysis describes the compensation policies and decisions of the Executive Compensation and Personnel Policies Committee with respect to our senior executives, including the officers named in the Summary Compensation Table for 20152016 (the "named executive officers"). For 20152016 our named executive officers and the offices they held were:
Michael J. Covey, Chairman and Chief Executive Officer
Eric J. Cremers, President and Chief Operating Officer
Jerald W. Richards, Vice President and Chief Financial Officer
Lorrie D. Scott, Vice President, General Counsel and Corporate Secretary
Thomas J. Temple, Vice President, Wood Products and Southern Resource
Executive Summary
Summary of 20152016 Results
During 2015,2016, the company's resourcebusiness segments exhibited strong performance and, wood products segment results were affectedbolstered by loweran increase in lumber prices, resulting from excess supplythe company had improved financial and operating results. The Resource segment successfully managed through challenging weather conditions to achieve its planned harvest volume for the year. Recent capital projects at each of the company’s lumber mills resulted in improved lumber recovery, better grade yield and increased production. The Real Estate segment sold approximately 172,000 acres of non-strategic timberlands located in central Idaho for $114 million and closed on three large conservation sales during the year. The company also reduced net debt by $125 million in 2016, and returned $67 million to shareholders in the lumber markets dueform of dividends and share repurchases. Excluding the after-tax loss of $36.7 million on the sale of 172,000 acres in central Idaho, 2016 net income was $47.6 million compared to several factors. In early 2015, adverse weather in the eastern part of the United States slowed housing starts, while a mild winter in the western part of the United States allowed strong log and lumber production volumes. A decrease in lumber exported by Canada to China, coupled with a weak Canadian dollar relative to the U.S. dollar, resulted in higher Canadian lumber sales into the United States. The company generated $31.7 million of net income in 2015 compared to $89.9 million in 2014. 2015.
A summary of the company's 20152016 performance compared to the company’s financial performance targets is set forth below:
Performance Metric(1) | 2015 Actual (in millions) | 2015 Target (in millions) | % of Target | ||||
Company | FFO | $76.8 | $116.9 | 66 | |||
Real Estate | EBITDDA | 24.3 | 22.6 | 108 | |||
Resource | EBITDDA | 105.1 | 115.2 | 91 | |||
Wood Products | EBITDDA | 2.5 | 62.1 | 4 |
| Performance Metric | 2016 Actual ($ in millions) | 2016 Target ($ in millions) | % of Target |
Company | FFO | 213.2 | 93.3 | 229 |
Real Estate | EBITDDA | 139.0 | 29.0 | 208 |
Resource | EBITDDA | 106.0 | 103.3 | 103 |
Wood Products | EBITDDA | 31.9 | 31.0 | 103 |
In determining the audited consolidated statements2016 Annual Incentive pool, and based upon recommendations of cash flowscompany management, the Committee exercised its discretion to reduce the result to what it would have been had the Central Idaho timberland sale been included in our 2015 the original 2016 FFO and EBITDDA targets. See “Annual Report on Form 10-K. Each of our operating division's actual 2015 Earnings Before Interest, Taxes, Depreciation, Depletion and Amortization or EBITDDA can be calculated from the amounts shown in Note 15 to the audited consolidated financial statements included in our 2015 Annual Report on Form 10-K. Actual 2015 EBITDDA for each of the Resource and Wood Products divisions can be calculated by taking the division's operating income and adding depreciation, depletion and amortization and, in the case of Wood Products, adding non-cash eliminations of $0.9 million. Actual 2015 EBITDDA for the Real Estate division can be calculated by taking the division's operating income and adding the basis of real estate sold before eliminations and adjustments plus depreciation.
The company's total shareholder return (“TRS”) during the three-year period from 20132014 to 2015 failed2016 exceeded the median of the group of six forest products companies that we refer to meetas our “peer group,” by over 1.5% but was below the threshold for payoutmedian performance of performance shares for the 2013-2015 performance period,Standard and as a result no performance shares for such period were awarded.
Summary of Key 20152016 Compensation Decisions
20152016 Base Salary After considering company performance and competitive pay practices, the Committee approved base salary increases of 3.23%2.50% for Mr. Covey and 3%3.0% for Mr. Cremers, Mr. Richards, Ms. Scott and 2.0% for Mr. Temple.
20152016 Annual Incentive Award The company's FFO for 20152016 was $76.8$213.2 million or 66%229% of the budgeted target of $116.9$93.3 million which failedresulted in a calculated multiplier of 2.0 in accordance with the company’s Annual Incentive Plan. The Committee exercised its discretion to reachadjust the minimum funding level required for annual incentive award payouts underresults to take into consideration the company's annual incentive plan,Central Idaho timberland sale and accordingly, no cash incentive awards were madereduced the multiplier to the company's named executive officers for 2015.1.03. See "20152016 Annual Cash Incentive Awards" below.
Summary of Executive Compensation Program and Practices
The Compensation Committee, working with company management, has adopted compensation policies and procedures that represent strong corporate governance, including the following:
Independent Compensation Committee.Committee. The Compensation Committee is composed solely of independent directors within the meaning of Nasdaq listing rules relating to compensation committees.
Independent Compensation Consultant.Consultant. In 20152016 the Compensation Committee was advised by Semler Brossy, an independent compensation consultant that provides no other services to the company and has no prior relationship with any of the named executive officers.
Competitive Market Assessments.Assessments. The Compensation Committee requests that its independent consultant conduct a review of the company's executive compensation program at least every two years to evaluate whether it is comparable to compensation programs of companies of similar size.
Peer Group Review.Review. The competitive market and the peer group of companies used to benchmarkfor benchmarking company TSR is carefully reviewed annually by the Compensation Committee with input from its independent consultant. Changes to the peer group require Compensation Committee approval.
Annual Stockholder Advisory Vote.Vote. The company seeks an annual stockholder advisory vote to approve executive compensation, the results of which are considered by the Compensation Committee in determining executive compensation.
Compensation Risk Assessment. Assessment. Company management completes a risk assessment of the company's executive compensation programs annually to evaluate whether they are designed and administered in a manner that discourages undue risk-taking by employees. The company's assessment is reviewed by the Compensation Committee.
Double-Trigger Acceleration. Acceleration. A “double trigger” is required before severance benefits are paid and equity awards vest in connection with a change in control event.
Limited Perquisites. Perquisites. The company does not provide perquisites or other personal benefits to officers or senior employees, such as aircraft for personal use, paid parking spaces, or company cars, with the exception of payment of premiums for accidental death and dismemberment insurance. The company's health care and other medical insurance programs and its salaried employee 401(k) Plan and its limited relocation program are the same for all salaried employees, including officers.
Executive Stock Ownership Guidelines. Guidelines. The company has a robust stock ownership policy. The company's Chief Executive Officer and President and Chief Operating Officer are required to achieve minimum stock ownership that is five times their respective base salaries and the other named executive officers are required to achieve minimum stock ownership that is two times their respective base salaries.
Clawback Policy. Policy. The company has an incentive compensation recovery policy to recover compensation earned as a result of fraudulent or illegal conduct. We expect to modify the policy upon the issuance of final regulations by the SEC under the applicable provisions of the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 (Dodd-Frank Act).
Hedging Policy.Policy. Under the company's insider trading policy, directors, officers and employees are prohibited from speculating in company securities or engaging in transactions designed to hedge their ownership interests.
Pledging Policy.Policy. Under the company's insider trading policy, directors and executive officers are prohibited from pledging company securities as collateral except under limited circumstances and with approval by the Compensation Committee.
At our annual meeting of stockholders in May 2015,2016, we held our annual stockholder advisory vote to approve the compensation of our named executive officers (say-on-pay). Our stockholders approved the compensation of our named executive officers as described in our 20152016 proxy statement with an approval rate of approximately 97%98% (calculated based on the number of shares voted "For" this proposal divided by the number of shares voted "For" and "Against" this proposal). As
Compensation Consultants
Pursuant to its charter, the Compensation Committee has the sole authority to retain, terminate and approve the fees and other retention terms of compensation consultants and other advisers to assist it in its ongoing development and evaluation of company compensation policies and practices and the Committee's determination of compensation awards. For 2015,2016, the Committee engaged Semler Brossy as its independent compensation consultant. The Compensation Committee's independent compensation consultant reports directly to the Committee and not to management. Semler Brossy is independent from our company, has not provided any services to our company other than to the Compensation Committee and Nominating Committee and receives compensation from our company only for services provided to the Committee.Committees. The Compensation Committee has assessed the independence of Semler Brossy pursuant to SEC rules and has concluded that Semler Brossy's work has not raised any conflict of interest. The Compensation Committee's independent compensation consultant:
attends Committee meetings upon request;
meets with the Committee without management present;
provides third-party data, advice and expertise on proposed executive compensation and executive compensation plan designs;
reviews briefing materials prepared by management and outside advisers to management and advises the Committee on the matters included in these materials, including the consistency of proposals with the Committee's compensation philosophy, risks inherent in proposals and comparisons to programs at other companies;
prepares for the Committee at least every two years an assessment of the company's compensation programs, including positioning of the programs in the competitive market, to assist the Committee in its analysis of each component of each of our executive officers' compensation packages to assess the proper balance and competitiveness of the tools used to accomplish the objective of each compensation component;
reviews drafts of the Compensation Discussion and Analysis; and
advises the Nominating Committee on director compensation.
All of the decisions with respect to determining the amount and form of executive compensation under our compensation programs are ultimately made by the Compensation Committee and may reflect factors and considerations other than the information and advice provided by the Committee's independent compensation consultant.
The company has retained Mercer (U.S.) Inc. (Mercer) to advise company management on compensation plan design and performance measures for incentive compensation. In addition to advising company management on Health and Welfare benefits and compensation matters, Mercer provides investment advice to the company's investment committee that oversees pension investments. Mercer recommendations related to executive compensation are reviewed for the Committee by the Committee's independent compensation consultant.
As part of determining compensation levels for named executive officers, the Committee reviews information regarding the median compensation paid by other companies of comparable size both in our industry and generally. EveryAt least every two years the Committee asks its independent compensation consultant to provide it with a market assessment that utilizes blended market data from the most relevant compensation surveys available. In ourits most recent review in December 2016, the consultant referenced the Forest Products Industry Compensation Association Survey for industry-specific market data and surveys from Mercer for general industry market data representing similarly-sized companies. The Committee also reviews compensation data from companies within our performance peer group (see "20152016 Long-Term Equity Awards - Peer Group") and similar-sized companies outside our peer group.
Competitive compensation survey data is gathered by the Committee's compensation consultant and analyzed to most closely reflect competitive pay levels for companies of comparable size and, where possible, similar business focus to our company.
Management Input
Each year, the company's Chief Executive Officer, President and Chief Operating Officer, and Vice President, Human Resources, recommend to the Compensation Committee changes to base salaries and target amounts for annual cash incentive awards and long-term equity incentive awards for each named executive officer, except the Chief Executive Officer. These
The Compensation Committee determines any change to the base salary, annual cash bonus and equity awards for the Chief Executive Officer based upon its evaluation of the Chief Executive Officer's performance and advice from the Committee's independent compensation consultant.
Risk Assessment
Company management provides ongoing information to the Compensation Committee regarding aspects of our executive compensation program that could mitigate or encourage excessive risk-taking by company executives. In addition, the Committee periodically requests that its independent compensation consultant provide an assessment of the company's executive compensation program along with recommended modifications, if any. Among the attributes of our executive compensation program that management and the Committee take into consideration in assessing the risks arising from our compensation policies and procedures are:
the balance between annual and long-term incentives;
the existence of caps on annual and long-term incentive awards;
the use of different metrics for annual and long-term incentive awards;
the use of rolling performance periods and laddered equity vesting to reduce pressure on any one performance period or vesting date;
the ability of company management and the Committee to consider non-financial and other qualitative performance factors such as safety and environmental performance in determining actual compensation packages;
stock ownership guidelines that are reasonable and align our executives' interests with those of our stockholders;
the company's insider trading policy that prohibits employees from speculating in company securities or engaging in transactions designed to hedge their ownership interests; and
the company's Incentive Compensation Recovery Policy.
Compensation Philosophy and Objectives. Objectives. Our compensation philosophy is to provide all of our executives a fair and competitive incentive-based compensation package that is tied to the performance of both the individual and the company. We also believe that a significant portion of total compensation for our senior executives should be at risk and dependent on the achievement of target levels of performance. In addition, we believe that in order to maintain fiscal discipline, incentive compensation should be subject to thresholds and caps. The key objectives of our compensation program are aimed at helping us to recruit, motivate and retain talented and experienced executives, ensure our incentive compensation is aligned with short-term and long-term company performance and to align our employees' interests with those of our stockholders.
Compensation Components.
base salary;
annual cash incentives; and
long-term equity incentives.
Salaries are provided to employees as compensation for basic services to the company and to meet the objective of attracting and retaining the talent needed to run our business. Our annual cash incentives reward employees for helping us achieve annual financial targets, and our long-term equity incentives reward employees for helping us to perform at a level of total stockholder return that exceeds that of our peers and to achieve the company's overall long-term business objectives. We compensate executives with higher levels of responsibility with a higher proportion of at-risk incentive compensation and equity compensation, so their interests are closely aligned with those of our stockholders. Depending upon an executive officer's pay grade, approximately 45%47% to 63%62% of the officer's compensation is composed of a combination of annual cash incentive awards
To ensure fiscal discipline, we set threshold performance levels so that no incentive awards are made if performance results fall below threshold levels, and we set caps on the aggregate amount of incentive compensation that we pay, regardless of actual performance results. In 2015 the company failed to meet the thresholds for payout under the Annual Incentive Plan and for vesting of 2013-2015 performance shares, therefore no annual incentive awards were made and no 2013-2015 performance shares vested.
2016 Base Salary
As part of determining executive base salaries, the Compensation Committee reviews information regarding median base salaries for companies of comparable size, both in our industry and generally, and also considers the individual executive's job performance, long-term potential and tenure. Base salary ranges are established for each pay grade of salaried employees, including our Chief Executive Officer. We determine an executive's rate of pay within the salary range for his or her position based upon the executive's level of experience and performance relative to his or her individual written performance plan. Each executive's individual performance plan contains operational and financial objectives determined by the executive together with his or her supervisor. Our Chief Executive Officer's base salary is set by the Committee in its sole discretion after consultation with its independent compensation consultant and the Committee approves the base salaries of the other named executive officers after discussions with the Chief Executive Officer and President and Chief Operating Officer.
In 2015,2016, the Compensation Committee approved base salary increases of 3.23%2.5% for Mr. Covey, and 3.00%3.0% for Mr. Cremers, Mr. Richards, Ms. Scott, and 2.0% for Mr. Temple based in part upon its review of competitive market data.
Name | Base Salary Increase (% Increase) | Base Salary 2016 ($) | Base Salary 2015 ($) |
Michael J. Covey | 2.50 | 820,000 | 800,000 |
Eric J. Cremers | 3.00 | 546,370 | 530,450 |
Jerald W. Richards | 3.00 | 355,140 | 344,790 |
Lorrie D. Scott | 3.00 | 300,610 | 291,850 |
Thomas J. Temple | 2.00 | 308,820 | 302,760 |
Name | Base Salary Increase (% Increase) | Base Salary 2015 ($) | Base Salary 2014 ($) | |||
Michael J. Covey | 3.23 | 800,000 | 775,000 | |||
Eric J. Cremers | 3.00 | 530,450 | 515,000 | |||
Jerald W. Richards | 3.00 | 344,790 | 334,750 | |||
Lorrie D. Scott | 3.00 | 291,850 | 283,350 | |||
Thomas J. Temple | 3.00 | 302,760 | 293,940 |
Pursuant to the terms of the company's Annual Incentive Plan, each year the Compensation Committee establishes target annual bonuses for our executive officers as a percentage of base salary, corresponding to the pay grade of each officer's position, based in part on the recommendations of management and the Committee's independent compensation consultant after a review of the compensation practices of companies of comparable size both in our industry and generally. These targets are set forth below under “Summary Comparison of 20152016 Target and Actual Compensation.”
Annual bonuses are subject to adjustment based on corporate and operating division financial performance. At the beginning of each year the Committee, with input from our Chief Executive Officer and our President and Chief Operating Officer, approves a scale of modifiers for our executive officers based on a range of possible financial performance outcomes. At the end of the year, actual financial performance is compared to the Committee's pre-approved performance scale to determine the modifiers to apply to the target awards. Awards may be further adjusted based on the results of the individual employee's annual performance review, the operating division's performance, the company's overall performance or unusual, extraordinary or infrequently occurring items. The Committee also considers safety performance, environmental performance and other factors when approving awards. Under the Annual Incentive Plan, the Committee also has discretionary authority to reduce awards to executive officers to zero or increase awards to executive officers up to 200%.
In order to reflect both our REIT structure and our wood products operations, we used the following performance measures for purposes of the 20152016 annual cash incentive awards:
Funds from operations, or FFO, measured at the corporate level against a pre-defined target; and
Earnings before interest, taxes, depreciation, depletion and amortization, or EBITDDA, measured at each operating division against pre-defined targets.
We define FFO as net income, plus depletion, depreciation and amortization, basis of real estate sold, and net, non-cash asset impairment and eliminations. The use of this measure is intended to focus eligible employees on generating profits by both increasing revenues and controlling costs. In addition, FFO is the primary measure used by the investment community to measure REIT performance. We believe that profitable growth reflected in our FFO and EBITDDA measures will drive stockholder value over time. Furthermore, the Committee believes that at the division level, measuring EBITDDA rather than
Pursuant to our Annual Incentive Plan, at the beginning of 2015,2016, a target incentive pool value was calculated based on the sum of the target annual incentive amounts for each participant in the plan. Based upon the company's 20152016 budget approved by our Board and on the input and recommendations of management, the Committee approved the following FFO performance scale and the corresponding incentive pool modifiers for 2015:
Performance Level | 2016 FFO (Versus | Incentive Pool Multiplier (Multiple of Target Pool) |
Threshold | 80% of $74.4 million FFO | 0.25 x Target Pool |
Target | 100% of | 1.00 x Target Pool |
Maximum | 126.7% of or | 2.00 x Target Pool |
The incentive pool multiplier for FFO performance proportionately increases or decreases between threshold and target levels and between target and maximum levels. The incentive pool is not funded for FFO performance below threshold level. The funding scale is designed to contribute a fixed percentage of every dollar of FFO above threshold to the incentive pool up to the maximum.
The company's actual 20152016 FFO can be calculated from the audited consolidated statements of cash flows included in our 20152016 Annual Report Form 10-K. At the end of 2015,2016, the company's actual FFO was $76.8$213.2 million, or 66%229% of the budgeted target of $116.9$93.3 million, which failed to meet the threshold forresulted in a calculated incentive awards established underpool multiplier of 2.00 in accordance with our Annual Incentive Plan. Accordingly,Based upon recommendations by company management, the Committee chose to exercise its discretion to adjust 2016 FFO calculations to address the Central Idaho timberland sale which was not contemplated when the initial FFO targets were set, and reduced the calculated incentive pool modifier from 2.0 to 1.03 which reflected what company performance against targets would have been if the Central Idaho timberland sale had been included in the original FFO targets.
The overall funded incentive pool was allocated to create incentive pools for corporate and operating divisions based on the following:
Corporate: corporate FFO performance, modified based on the achievement of measurable strategic objectives; and
Operating Divisions: operating division EBITDDA performance (weighted 75%) and corporate FFO performance (weighted 25%).
The operating division allocation is based in part on corporate FFO performance to motivate a division to maximize its contribution to company FFO in the event that for reasons beyond the division’s control (e.g., a market downturn) division EBITDDA goals cannot be met. The Committee has discretion to adjust FFO and EBITDDA calculations for extraordinary items, as appropriate, and to reduce or increase awards.
The actual 2016 EBITDDA performance for each operating division relative to the target 2016 EBITDDA performance was as follows:
Operating Division | Actual 2016 EBITDDA ($ in millions)(1) | Target 2016 EBITDDA ($ in millions) | Percent of Target Achieved (%) |
Real Estate | 139.0 | 29.0 | 208 |
Resource | 106.0 | 103.3 | 103 |
Wood Products | 31.9 | 31.0 | 103 |
(1) Each of our operating division’s actual 2016 EBITDDA can be calculated from the amounts shown in Note 15 to the audited consolidated financial statements included in our 2016 Annual report on Form 10-K. Actual 2016 EBITDDA for each of the Resource and Wood Products divisions can be calculated by taking the division’s operating income and adding depreciation, depletion and amortization. Actual 2016 EBITDDA for the Real Estate division can be calculated by taking the division’s operating income and adding the basis of real estate sold before eliminations and adjustments plus depreciation.
The Committee exercised its discretion to adjust 2016 EBITDDA calculations for Real Estate and Resource to address the Central Idaho timberland sale, which resulted in Real Estate and Resource achieving 100% and 129% of target, respectively.
Executive officer annual bonuses are also subjected to further limits on allowable bonus amounts. For the executive officers, the maximum annual bonus allowable is calculated based upon a bonus pool equal to 65.37% of annual net income for the year which is defined as net income for external financial reporting purposes as reflected in the company’s 2016 Annual Report on Form 10-K. The maximum annual bonus amount for each executive officer equals the lesser of an assigned percentage of this bonus pool and a maximum dollar amount. The executive officers will not receive any annual bonus payments unless the company didhas positive annual net income, and may not pay outreceive any annual bonus payments that exceed specified individual maximums.
Determination of 2016 Annual Incentive Award Payment. The Compensation Committee made awards from the applicable funded incentive pool to our named executive officers based on recommendations from the Chief Executive Officer and President and Chief Operating Officer, competitive data provided by independent compensation consultant and the results of individual performance reviews.
In determining the Chief Executive Officer’s award, the Committee considered its evaluation of Mr. Covey’s performance against his financial, operational and strategic goals of 2016. The Committee discussed this evaluation in executive session without Mr. Covey being present. The Committee noted that under Mr. Covey’s leadership, the company business segments exhibited strong performance in 2016 resulting in net income (excluding the Central Idaho timberland sale) of $47.6 million compared to $31.7 million in 2015. The company sold 172,000 acres of nonstrategic timberland in Central Idaho which allowed it to reduce net debt by $125 million and returned $67 million to stockholders in the form of dividends and share repurchases.
The recommendations of the Chief Executive Officer and the President and Chief Operating Officer to the Committee concerning the payment of awards for 2015.
In determining Mr. Cremers’ annual incentive award, the Committee noted the strong performance of the Idaho Resource Division in 2016 despite challenging weather conditions, the outstanding performance of the Wood Products and Real Estate Divisions and the sale of Central Idaho timberlands.
In determining Ms. Scott’s annual incentive award, the Committee noted her skill and leadership in executing the sale of the Central Idaho timberlands, refinancing and repayment of outstanding debt resulting in an annualized savings of $5 million per year and the repurchase of 169,625 shares.
Mr. Richards’ annual incentive award reflected his skill and leadership in executing the refinancing and repayment of outstanding debt resulting in an annualized savings of $5 million per year, and the repurchase of 169,625 shares.
Mr. Temple’s annual incentive award reflected the excellent performance of our Wood Product Division in 2016 which set a new record for lumber production, and the strong performance of Southern Resource in 2016 despite challenging weather conditions.
2016 Long-Term Equity Incentive Awards
Our long-term incentive program is intended to link compensation to long-term company performance. Under our long-term incentive program we grant two types of equity awards:
performance shares, which reward employees for company performance over a three-year period that exceeds the applicable peer group, encourage employees to focus on the creation of long-term stockholder value and align the interests of employees with those of our stockholders; and
restricted stock units, which vest on December 31 immediately preceding the third anniversary of the grant date, and aid in the recruitment and retention of key employees.
The effective grant date for equity awards is the day of the Compensation Committee meeting at which the awards are approved, typically in February of each year. These meetings are scheduled well in advance of the actual meeting date and are not coordinated with the release of any material, non-public information. Equity grants to executive officers who are hired during the year are generally effective upon the executive's start date.
Long-Term Equity Incentive Award Guidelines.
Restricted Stock Units. Units. Restricted stock units vest on December 31 immediately preceding the third anniversary of the grant date unless the officer's employment with the company is terminated for any reason other than death, disability or retirement. See "Potential Payments upon Termination or Termination Following a Change in Control." We have also granted restricted stock units to newly hired executives to replace the value of equity awards that were forfeited when they left their prior employer and to align the interests of new executives to those of our stockholders.
Performance Shares.
Threshold, Target and Maximum.
performance measures should be subject to thresholds so that an executive officer's compensation should be at risk if minimal performance is not achieved;
performance measures at which 100% of target amounts are earned should be established at median levels, consistent with our philosophy of compensating executives at or near the median compensation paid by companies of comparable size; and
performance-based compensation should be capped at 200% of target amounts in order to maintain fiscal discipline and reduce risk-taking.
2016 Long-Term Equity Incentive Awards.
The performance shares granted to the Chief Executive Officer, the President and Chief Operating Officer and other employees are earned based upon company performance over a three-year period ending December 31, 2017.2018. For the 2015-20172016-2018 performance period the Compensation Committee determined to continue to measure company performance based on two factors, each of which is weighted 50%: (i) company TSR, relative to the median TSR of sevensix forest product companies and (ii) the company's TSR percentile ranking relative to all companies within the NAREIT All Equity REITs Index. The following table sets forth the relative TSR performance scale and the corresponding number of shares earned as a percentage of the weighted targets that were set by the Committee. The percentage of performance shares earned is the sum of the percentage multiple in each column divided by two.
POTLATCH CORPORATION TSR COMPARISON
Median TSR of Six Forest Products Companies | Percent of Shares Issued (%) | TSR Percentile Ranking NAREIT All Equity REITS Index | Percent of Shares Issued (%) |
(weighted 50%) |
| (weighted 50%) |
|
Below Threshold | — | Below Threshold | — |
Threshold (Median - 5%) | 25 | Threshold (33rd percentile) | 25 |
Target (Median) | 100 | Target (50th percentile) | 100 |
Maximum (Median + 10%) | 200 | Maximum (85th percentile) | 200 |
Median TSR of Seven Forest Products Companies | Percent of Shares Issued | TSR Percentile Ranking NAREIT All Equity REITS Index | Percent of Shares Issued | |||
(weighted 50%) | (weighted 50%) | |||||
Below Threshold | — | % | Below Threshold | — | % | |
Threshold (Median - 5%) | 25 | % | Threshold (33rd percentile) | 25 | % | |
Target (Median) | 100 | % | Target (50th percentile) | 100 | % | |
Maximum (Median + 10%) | 200 | % | Maximum (85th percentile) | 200 | % |
The number of performance shares earned for each factor proportionately increases or decreases between threshold and target levels for the factor and between target and maximum levels for the factor. The Committee continues to believe that no performance shares should be earned with respect to a performance factor for performance below the applicable threshold performance level.
Adjustments to Performance Share Awards.
The Compensation Committee reserves the right to reduce or eliminate any performance share award to an executive, or to all executives as a group for any reason. The Committee did not exercise this authority forPeer Group.As a specialized REIT, we consider our peer companies for purposes of TSR comparisons to consist of “pure play” timber REITs and other forest product companies. SevenSix forest product companies are used for benchmarking our TSR when determining performance share outcomes. The sevensix forest product companies used for benchmarking in 20152016 are as follows:
Company | Annual Revenue ($)(1) | Market Capitalization ($)(2) | GICS Sub Industry |
Weyerhaeuser | 6,365 | 25,350 | Specialized REITs |
Universal Forest Products | 860 | 1,970 | Building Products |
Rayonier | 788 | 3,590 | Specialized REITs |
Deltic Timber | 59 | 930 | Forest Products |
St. Joe | 96 | 1,260 | Real Estate Mgmt. & Dev. |
Catchmark Timber Trust | 82 | 423 | Specialized REITs |
Potlatch Corporation | 599 | 1,780 | Specialized REITs |
Company | Annual Revenue ($)(1) | Market Capitalization ($)(2) | GICS Sub Industry | ||
Weyerhaeuser | 7,082 | 28,914 | Specialized REITs | ||
Universal Forest Products | 2,887 | 1,570 | Building Products | ||
Rayonier | 545 | 2,810 | Specialized REITs | ||
Plum Creek Timber | 1,445 | 6,369(3) | Specialized REITs | ||
Deltic Timber | 194 | 719 | Forest Products | ||
St. Joe | 104 | 1,200 | Real Estate Mgmt. & Dev. | ||
Catchmark Timber Trust | 69 | 415 | Specialized REITs | ||
Potlatch Corporation | 575 | 1,090 | Specialized REITs |
(1) | In millions, for the 2016 fiscal year, based on publicly available information. |
(2) | In millions as of |
As the number of publicly-traded forest products companies has declined, we supplemented our peer group with the S&P Midcap 400 Index in 20132015 and 2014 (weighted 50-502016 with the forest product companies) in order to provide a broader measure of performance for comparison purposes and to offset any volatility in the stock prices of the seven forest product companies. In 2015, based upon a review conducted by Mercer, management's compensation consultant, we determined that the NAREIT All Equity REITs Index provided a more comparable measure of performance and we therefore substituted the NAREIT All Equity REITs Index for the S&P Midcap 400 Index.
Summary Comparison of 20152016 Target and Actual Compensation
The following table shows the target and the actual amounts for salary and annual and long-term incentive awards for our named executive officers, along with the 20152016 percentage of total direct compensation represented by the amount of each component (i.e., the mix of pay).
| TARGET 2016 TOTAL DIRECT COMPENSATION(1) | ACTUAL 2016 TOTAL DIRECT COMPENSATION(1) | ||||
Name | Salary ($) (% of Total) | Target short-term incentive award ($)(cash) (% of Total) | Guideline long-term incentive grant value ($)(equity)(2) (% of Total) | Salary ($)(3) (% of Total) | Actual short-term incentive award ($)(cash) (% of Total) | Actual long-term incentive grant value ($)(equity) (% of Total) |
Michael J. Covey | 820,000 | 820,000 | 1,557,200 | 816,923 | 1,013,520 | 1,640,000 |
| 25.7 | 25.7 | 48.7 | 23.5 | 29.2 | 47.3 |
Eric J. Cremers | 546,370 | 382,459 | 576,800 | 543,921 | 472,700 | 576,800 |
| 36.3 | 25.4 | 38.3 | 34.1 | 29.7 | 36.2 |
Jerald W. Richards | 355,140 | 177,570 | 332,700 | 353,548 | 201,200 | 332,700 |
| 41.0 | 20.5 | 38.4 | 39.8 | 22.7 | 37.5 |
Lorrie D. Scott | 300,610 | 135,275 | 217,300 | 299,262 | 174,200 | 217,300 |
| 46.0 | 20.7 | 33.2 | 43.3 | 25.2 | 31.5 |
Thomas J. Temple | 308,820 | 138,969 | 266,300 | 307,888 | 181,800 | 266,300 |
| 43.2 | 19.5 | 37.3 | 40.7 | 24.0 | 35.2 |
TARGET 2015 TOTAL DIRECT COMPENSATION(1) | ACTUAL 2015 TOTAL DIRECT COMPENSATION(1) | |||||||||||
Name | Salary ($)(% of Total) | Target short-term incentive award ($)(cash)(% of Total) | Guideline long-term incentive grant value (equity) ($)(2) (% of Total) | Salary ($)(3) (% of Total) | Actual short-term incentive award ($)(cash) (% of Total) | Actual long-term incentive grant value(equity) ($) (% of Total) | ||||||
Michael J. Covey | 800,000 | 800,000 | 1,557,200 | 825,962 | — | 1,600,000 | ||||||
25.3 | % | 25.3 | % | 49.3 | % | 34.0 | % | — | % | 66.0 | % | |
Eric J. Cremers | 530,450 | 371,315 | 576,800 | 547,881 | — | 692,160 | ||||||
35.9 | % | 25.1 | % | 39.0 | % | 44.2 | % | — | % | 55.8 | % | |
Jerald W. Richards | 344,790 | 172,395 | 332,700 | 356,120 | — | 332,700 | ||||||
40.6 | % | 20.3 | % | 39.1 | % | 51.7 | % | — | % | 48.3 | % | |
Lorrie D. Scott | 291,850 | 131,333 | 217,300 | 301,440 | — | 217,300 | ||||||
45.6 | % | 20.5 | % | 33.9 | % | 58.1 | % | — | % | 41.9 | % | |
Thomas J. Temple | 302,760 | 136,242 | 266,300 | 312,708 | — | 266,300 | ||||||
42.9 | % | 19.3 | % | 37.8 | % | 54.0 | % | — | % | 46.0 | % |
(1) | Total direct compensation is the sum of base salary, annual cash incentives and long-term equity incentives. |
(3) | This column includes salary paid for the full or partial year the employee worked. Actual salaries differ from target due to timing of merit increase fulfillment. |
Other Elements of the Executive Compensation Program
We do not provide perquisites or other personal benefits to our named executive officers, such as aircraft for personal use, paid parking spaces, or company cars, with the exception of payment of insurance premiums for accidental death and dismemberment insurance. The company reimburses named executive officers for certain relocation expenses pursuant to a relocation program that is the same for all salaried employees.program. Pursuant to the company's relocation program, reimbursement of the employee's loss on sale of his or her home is capped and the relocating employee's home is only purchased if not sold within 90 days and then only at a purchase price equal to the average of two independent appraisals of fair market value. Our health care and other medical insurance programs, as well as our 401(k) Plan, are the same for all salaried employees, including officers.
Salaried Retirement Plan.
Our Salaried Retirement Plan provides a pension to our salaried and certain other eligible employees who were participants in the plan before January 1, 2011, including certain of our named executive officers. We believe this plan is competitive with our peers and is intended to provide a source of income for our salaried and certain other eligible employees following retirement. This plan is discussed in detail on pageSupplemental Plan II.
Our Salaried Supplemental Benefit Plan II (Supplemental Plan) provides retirement benefits to our eligible salaried employees including our named executive officers, based upon the benefit formula of our Salaried Retirement Plan and our Salaried 401(k) Plan but without regard to the IRS compensation and benefit limitations applicable to these tax-qualified plans. We believe this plan is competitive with our peers and companies of comparable size, and is intended to provide a retirement benefit commensurate with participant compensation, as we do for other employees. This plan is discussed in detail on pages401(k) Plans.
Our Salaried 401(k) Plan permits our salaried and certain other eligible employees, including our named executive officers, to make voluntary pre-tax and after-tax contributions to the plan, subject to applicable tax limitations. We match $0.70 for every $1.00 that a participant contributes to our Salaried 401(k) Plan, up to the first 6% of his or her eligible compensation, subject to applicable tax limitations. Eligible employees who elect to participate in the plan are 100% vested in the matching contributions upon completion of two years of service. In connection with the closure of our Salaried Retirement Plan to new employees in 2011, we amended our Salaried 401(k) Plan to provide for annual company contributions equal to 3% of eligible compensation for employees hired between January 1, 2011 and June 1, 2015, in addition to the company match. Employees hired after June 1, 2015 only receive the company match.Health and Welfare Benefits.
All full-time employees, including our named executive officers, may participate in our health and welfare benefit programs, including medical, dental and vision care coverage, disability insurance and life insurance.Post-Termination Severance Benefits.
The company maintains a severance program that provides severance benefits to our named executive officers and certain other officers and executive employees. Benefits are payable under the severance program both in connection with a termination of the executive officer's employment with us and in connection with a separation of employment following a change in control. The Committee believes the severance program is competitive with those of our peer companies and serves our recruitment and retention efforts. The section entitled "Potential Payments Upon Termination or Termination Following a Change in Control" provides additional information regarding the severance program and the estimated potential incremental benefits under the program for the named executive officers.In the interest of promoting and increasing equity ownership by our senior executives and to further align our executives' long-term interests with those of our stockholders, we have adopted the following stock ownership guidelines:
Chief Executive Officer | Value of Shares = 5 x Base Salary |
President and Chief Operating Officer | Value of Shares = 5 x Base Salary |
Chief Financial Officer | Value of Shares = 2 x Base Salary |
Vice President | Value of Shares = 2 x Base Salary |
Each executive must acquire by December 31, 2012, or within five years of his or her becoming an executive officer subject to the stock ownership guidelines, a minimum number of shares based on the applicable value shown above. To meet the requirements, an executive must increase his or her stock holdings each year by at least 20% of the required amount until the minimum number is acquired. Shares held in a brokerage account, an account with our transfer agent or in our 401(k) Plan, common stock units owned as a result of deferred awards paid under our annual incentive program and any vested restricted stock units all count towards the ownership requirement. Shares subject to unvested restricted stock units or unearned performance shares, however, do not count toward the ownership guidelines. If an executive does not meet the incremental stock ownership requirement in any of the five years, or the ownership requirement is not maintained after it is initially met, incentive awards made to the executive under our annual incentive program will be paid 50% in cash and 50% in stock, and any shares issued upon settlement of performance share awards must be retained to the extent necessary to meet the stock ownership guidelines.
As of December 31, 20152016 all of our named executive officers met their incremental stock ownership requirements except for one officer whose holdings fell below the incremental target for the year due to the decline in the company's stock price at year-end. We expect such officer to be in compliance within five years of his becoming an executive officer.requirements. See
A copy of our officers' stock ownership guidelines is available by going to our public web site at
www.potlatchcorp.com, and selecting “Investor Resources,” then “Corporate Governance,” and “Officer Stock Ownership Guidelines."Prohibition on Hedging and Pledging
The company's insider trading policy prohibits directors, officers and employees from speculating in company securities or engaging in transactions designed to hedge their ownership interests. The policy also prohibits directors and executive officers from pledging company securities except under limited circumstances and with the approval of the Compensation Committee.
A copy of our insider trading policy is available by going to our public web site at
www.potlatchcorp.com, and selecting “Investor Resources,” then “Corporate Governance,” and “Securities Law Compliance and Insider Trading Policy.”Recovery of Incentive Compensation
In 2009, the Compensation Committee approved a “clawback” policy, which was amended and restated on February 13, 2014. The policy provides that all incentive awards granted to executive officers after December 31, 2009 will provide our Board of Directors the discretion to require that the executive officer reimburse the company if:
payment was predicated upon the achievement of specific financial results that were subsequently the subject of a material financial restatement;
in the Board's view, a company employee engaged in fraud or misconduct that caused or partially caused the need for such material financial restatement by the company;
andlower payment, settlement, grant or vesting would have occurred based upon the restated financial results.
The amount to be reimbursed is the amount by which any incentive awards previously paid, settled, granted or vested on the basis of previously stated financial results within the two year period preceding the date of disclosure of the material financial restatement, exceeded the lower amounts that would have been paid, settled, granted or vested based on the restated financial results. We expect to modify the policy upon the issuance of final regulations by the SEC under the applicable provisions of the Dodd-Frank Act.
A copy of our Incentive Compensation Recovery Policy is available by going to our public web site at www.potlatchcorp.com, and selecting “Investor Resources,” then “Corporate Governance,” and “Incentive Compensation Recovery Policy.”
Tax Considerations
Section 162(m) of the Internal Revenue Code of 1986, as amended, (the “Code”) generally disallows an income tax deduction to public companies for annual compensation in excess of $1 million paid to our principal executive officer and the three other most highly compensated named executive officers (excluding the principal financial officer). Compensation that qualifies as “performance-based” is excluded for purposes of calculating the amount of compensation subject to the $1 million limit. While the Compensation Committee considers the effect of this rule in developing and implementing our compensation program, in order to preserve the Committee's flexibility, we have not adopted a policy that all compensation must qualify as “performance-based” under Section 162(m).
The Executive Compensation and Personnel Policies Committee of the Board of Directors has reviewed and discussed the Compensation Discussion and Analysis required by Item 402(b) of Regulation S-K with management and, based on such review and discussions, the Committee recommended to the Board that the Compensation Discussion and Analysis be included in this Proxy Statement and incorporated by reference into our 20152016 Annual Report on Form 10-K.
The Committee Members | |
Lawrence S. Peiros, Chair | |
Charles P. Grenier | |
Gregory L. Quesnel | |
John S. Moody |
2016 Compensation
2016 Summary Compensation Table
The table below sets forth information regarding the compensation for each of our named executive officers for the years 2016, 2015 2014 and 2013.2014. The information contained in the Summary Compensation Table should be viewed together with the “
Name and Principal Position | Year | Salary ($)(1) | Stock Awards ($)(2) | Non-Equity Incentive Plan Compensation ($)(3) | Change in Pension Value and Nonqualified Deferred Compensation Earnings ($)(4) | All Other Compensation ($)(5)(6) | Total ($) |
Michael J. Covey | 2016 | 816,923 | 1,834,572 | 1,013,520 | 176,778 | 34,472 | 3,876,264 |
Chairman and | 2015 | 825,962 | 1,501,300 | — | — | 67,399 | 2,394,661 |
Chief Executive Officer | 2014 | 770,577 | 1,724,460 | 775,000 | 359,481 | 74,535 | 3,704,053 |
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|
|
|
|
|
|
|
Eric J. Cremers | 2016 | 543,921 | 645,227 | 472,700 | 294,774 | 51,080 | 2,007,702 |
President and | 2015 | 547,881 | 649,462 | — | 113,893 | 38,991 | 1,350,227 |
Chief Operating Officer | 2014 | 512,115 | 638,755 | 376,700 | 409,483 | 51,080 | 1,988,133 |
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|
|
|
|
|
|
|
Jerald W. Richards | 2016 | 353,548 | 372,180 | 201,200 | — | 17,666 | 944,594 |
Vice President and | 2015 | 356,120 | 312,194 | — | — | 29,703 | 698,017 |
Chief Financial Officer | 2014 | 332,875 | 356,737 | 159,000 | — | 42,005 | 890,617 |
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|
|
|
|
|
|
Lorrie D. Scott | 2016 | 299,262 | 243,064 | 174,200 | 153,365 | 12,730 | 882,621 |
Vice President, | 2015 | 301,440 | 203,913 | — | 99,463 | 18,413 | 623,229 |
General Counsel and Corporate Secretary | 2014 | 281,763 | 233,032 | 133,200 | 157,634 | 22,404 | 828,033 |
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|
|
|
|
|
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Thomas J. Temple | 2016 | 307,888 | 297,897 | 181,800 | 162,031 | 13,065 | 962,681 |
Vice President, | 2015 | 312,708 | 249,890 | — | 77,308 | 15,820 | 655,726 |
Wood Products and Southern Resource | 2014 | 292,294 | 233,032 | 60,200 | 197,395 | 24,136 | 807,057 |
Name and Principal Position | Year | Salary($)(1) | Bonus($)(2) | Stock Awards ($)(3) | Non-Equity Incentive Plan Compensation($)(4) | Change in Pension Value and Nonqualified Deferred Compensation Earnings ($)(5) | All Other Compensation($)(6) | Total ($) | |||||||
Michael J. Covey | 2015 | 825,962 | — | 1,501,300 | — | — | 67,399 | 2,394,661 | |||||||
Chairman and | 2014 | 770,577 | — | 1,724,460 | 775,000 | 359,481 | 74,535 | 3,704,053 | |||||||
Chief Executive Officer | 2013 | 744,889 | — | 2,338,555 | 1,000,000 | — | 73,479 | 4,156,923 | |||||||
Eric J. Cremers | 2015 | 547,881 | — | 649,462 | — | 113,893 | 38,991 | 1,350,227 | |||||||
President and | 2014 | 512,115 | — | 638,755 | 376,700 | 409,483 | 51,080 | 1,988,133 | |||||||
Chief Operating Officer | 2013 | 490,577 | — | 866,364 | 700,000 | 54,506 | 39,656 | 2,151,103 | |||||||
Jerald W. Richards | 2015 | 356,120 | — | 312,194 | — | — | 29,703 | 698,017 | |||||||
Vice President and | 2014 | 332,875 | 356,737 | 159,000 | — | 42,005 | 890,617 | ||||||||
Chief Financial Officer | 2013 | 96,250 | 26,940 | — | 108,300 | — | 128,734 | 360,224 | |||||||
Lorrie D. Scott | 2015 | 301,440 | — | 203,913 | — | 99,463 | 18,413 | 623,229 | |||||||
Vice President, | 2014 | 281,763 | — | 233,032 | 133,200 | 157,634 | 22,404 | 828,033 | |||||||
General Counsel and Corporate Secretary | 2013 | 272,677 | — | 303,745 | 247,600 | 69,458 | 21,529 | 915,009 | |||||||
Thomas J. Temple | 2015 | 312,708 | — | 249,890 | — | 77,308 | 15,820 | 655,726 | |||||||
Vice President, | 2014 | 292,294 | — | 233,032 | 60,200 | 197,395 | 24,136 | 807,057 | |||||||
Wood Products and Southern Resource | 2013 | 283,783 | — | 303,745 | 250,100 | 59,000 | 23,787 | 920,415 |
(1) | Salary numbers reflect 27 bi-weekly pay periods in 2015. |
(2) | This column shows the aggregate grant date fair value, computed in accordance with FASB Topic 718, but excluding the effect of any estimated forfeitures, of performance shares (at target) and restricted stock units granted in 2014, 2015 and 2016. In accordance with FASB Topic 718, the grant date fair value reported for all restricted stock units was computed by multiplying the number of shares subject to the restricted stock unit award by the closing price of our stock on the grant date. The grant date fair values reported for performance shares were based upon the probable outcome of the TSR condition, which amounts were determined consistent with the estimate of the aggregate compensation cost to be recognized over the performance period determined as of the grant date under FASB Topic 718, excluding the effect of estimated forfeitures. The estimate of the aggregate compensation cost to be recognized over the performance period was determined by using a Monte Carlo simulation model, yielding a value of $30.02 per share for the 2016 grant, $36.71 per share for the 2015 grant and $45.57 per share for the 2014 grant. The assumptions made in connection with this estimate are discussed in Note 12 to our Financial Statements included in our 2016 Form 10-K. |
(3) | This column includes the cash awards under our annual incentive plan. |
(5) | 2016 amounts shown include 401(k) company match of $11,130 for Mr. Covey, $11,130 for Mr. Cremers, $11,130 for Mr. Richards, |
(6) | 2014 amount shown for Mr. Richards includes relocation expense reimbursement of $17,854. |
2016 Grants of Plan-Based Awards
The table below provides information regarding 20152016 grants of annual and long-term incentive awards for the named executive officers, including the range of estimated possible payouts under our annual incentive plan and estimated future payouts under our performance share program and the grant date fair value of restricted stock units. The following table excludes any dividend equivalents that may become payable with respect to the awards.
| Grant Date | Estimated Future Payouts Under Non-Equity Incentive Plan Awards (1) | Estimated Future Payouts Under Equity Incentive Plan Awards (2) | All Other Stock Awards: Number of Shares of Stock or Units (#)(3) | Grant Date Fair Value ($)(4) | ||||
|
| Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) |
|
|
Michael J. Covey | 02/11/2016 |
|
|
| 11,864 | 47,454 | 94,908 |
| 1,424,569 |
| 02/11/2016 |
|
|
|
|
|
| 15,818 | 410,003 |
|
| 102,500 | 820,000 | 3,280,000 |
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|
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|
Eric J. Cremers | 02/11/2016 |
|
|
| 4,173 | 16,690 | 33,380 |
| 501,034 |
| 02/11/2016 |
|
|
|
|
|
| 5,563 | 144,193 |
|
| 47,807 | 382,459 | 1,529,836 |
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Jerald W. Richards | 02/11/2016 |
|
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| 2,407 | 9,627 | 19,254 |
| 289,003 |
| 02/11/2016 |
|
|
|
|
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| 3,209 | 83,177 |
|
| 22,196 | 177,570 | 710,280 |
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Lorrie D. Scott | 02/11/2016 |
|
|
| 1,572 | 6,287 | 12,574 |
| 188,736 |
| 02/11/2016 |
|
|
|
|
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| 2,096 | 54,328 |
|
| 16,909 | 135,275 | 541,098 |
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Thomas J. Temple | 02/11/2016 |
|
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| 1,927 | 7,706 | 15,412 |
| 231,334 |
| 02/11/2016 |
|
|
|
|
|
| 2,568 | 66,563 |
|
| 17,371 | 138,969 | 555,876 |
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(1) | Actual amounts paid under our annual incentive plan for performance in 2016 were paid in February 2017 (unless deferred under our Management Deferred Compensation Plan), and are reflected in the 2016 Summary Compensation Table in the column titled “Non-Equity Incentive Plan Compensation.” Awards granted under our annual incentive plan range from zero to 2.0 times target, based on company performance for the year multiplied by individual modifiers ranging from zero to 2.0. The amounts shown are for target performance. To show the lowest and highest awards available, the amounts shown for threshold assume .25 times target and those for maximum assume 2.0 times target. See the column titled “Non-Equity Incentive Plan Compensation” in the 2016 Summary Compensation Table. The annual incentive plan is described in "Compensation Discussion and Analysis" on page 23. |
Name | Grant Date | Estimated Future Payouts Under Non-Equity Incentive Plan Awards (1) | Estimated Future Payouts Under Equity Incentive Plan Awards (2) | All Other Stock Awards: Number of Shares of Stock or Units (#)(3) | Grant Date Fair Value ($)(4) | ||||||||||||
Threshold($) | Target($) | Maximum($) | Threshold(#) | Target(#) | Maximum(#) | ||||||||||||
Michael J. Covey | 2/12/2015 | 7,500 | 30,000 | 60,000 | 1,101,300 | ||||||||||||
2/12/2015 | 10,000 | 400,000 | |||||||||||||||
100,000 | 800,000 | 3,200,000 | |||||||||||||||
Eric J. Cremers | 2/12/2015 | 3,245 | 12,978 | 25,956 | 476,422 | ||||||||||||
2/12/2015 | 4,326 | 173,040 | |||||||||||||||
46,414 | 371,315 | 1,485,260 | |||||||||||||||
Jerald W. Richards | 2/12/2015 | 1,560 | 6,239 | 12,478 | 229,034 | ||||||||||||
2/12/2015 | 2,079 | 83,160 | |||||||||||||||
21,549 | 172,395 | 689,580 | |||||||||||||||
Lorrie D. Scott | 2/12/2015 | 1,019 | 4,075 | 8,150 | 149,593 | ||||||||||||
2/12/2015 | 1,358 | 54,320 | |||||||||||||||
16,417 | 131,333 | 525,330 | |||||||||||||||
Thomas J. Temple | 2/12/2015 | 1,249 | 4,994 | 9,988 | 183,330 | ||||||||||||
2/12/2015 | 1,664 | 66,560 | |||||||||||||||
17,030 | 136,242 | 544,968 |
(2) | Amounts shown represent the threshold, target and maximum performance shares for the 2016-2018 performance period. Performance shares are granted at target performance level. The performance share program is described in "Compensation Discussion and Analysis" on page 23. |
(4) | The grant fair value of the restricted stock units has been calculated using the closing price of our common stock on the grant date (February 11, 2016) of $25.92. The grant date fair value of the performance shares awards has been calculated based on the probable outcomes of the TSR condition as of the grant date, consistent with FASB topic 718, compensation-stock compensation, yielding a value of $30.02 per performance share. |
Current Equity Holdings
2016 Outstanding Equity Awards at Fiscal Year-End
The table below sets forth information regarding the outstanding unvested or unearned stock awards held by the named executive officers as of December 31, 2015.2016. The market value of unvested stock awards is based on the closing stock price of company common stock of $30.24$41.65 on December 31, 2015,30, 2016, the last trading day of the year.
Stock Awards | ||||||||
Name | Number of Shares or Units of Stock That Have Not Vested(#)(1) | Market Value of Shares or Units of Stock That Have Not Vested($)(2) | Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)(3) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($)(4) | ||||
Michael J. Covey | ||||||||
Performance Share Grant (2014-2016) | 82,002 | 2,479,740 | ||||||
Performance Share Grant (2015-2017) | 62,762 | 1,897,923 | ||||||
RSU Grant (2015-2017) (7) | 10,325 | 312,228 | ||||||
Eric J. Cremers | ||||||||
Performance Share Grant (2014-2016) | 30,374 | 918,510 | ||||||
Performance Share Grant (2015-2017) | 27,152 | 821,076 | ||||||
RSU Grant (2015-2017) (7) | 4,525 | 136,836 | ||||||
Jerald W. Richards | ||||||||
Restricted Stock Units (2013) (5) | 2,643 | 79,924 | ||||||
Performance Share Grant (2014-2016) | 13,142 | 397,414 | ||||||
Performance Share Grant (2015-2017) | 13,052 | 394,692 | ||||||
RSU Grant (2014-2016) (6) | 2,190 | 66,226 | ||||||
RSU Grant (2015-2017) (7) | 2,175 | 65,772 | ||||||
Lorrie D. Scott | ||||||||
Performance Share Grant (2014-2016) | 8,586 | 259,641 | ||||||
Performance Share Grant (2015-2017) | 8,526 | 257,826 | ||||||
RSU Grant (2014-2016) (6) | 1,400 | 42,336 | ||||||
RSU Grant (2015-2017) (7) | 1,406 | 42,517 | ||||||
Thomas J. Temple | ||||||||
Performance Share Grant (2014-2016) | 8,586 | 259,641 | ||||||
Performance Share Grant (2015-2017) | 10,448 | 315,948 | ||||||
RSU Grant (2014-2016) (6) | 1,430 | 43,243 | ||||||
RSU Grant (2015-2017) (7) | 1,740 | 52,618 |
| Stock Awards |
| ||
Name | Number of Shares or Units of Stock That Have Not Vested (#)(1) | Market Value of Shares or Units of Stock That Have Not Vested ($)(2) | Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#)(3) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested ($)(4) |
Michael J. Covey |
|
|
|
|
Performance Share Grant (2015-2017) |
|
| 32,706 | 1,362,199 |
Performance Share Grant (2016-2018) |
|
| 98,913 | 4,119,720 |
RSU Grant (2015-2017) (5) | 10,644 | 443,335 |
|
|
RSU Grant (2016-2018) (6) | 16,313 | 679,449 |
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|
Eric J. Cremers |
|
|
|
|
Performance Share Grant (2015-2017) |
|
| 14,149 | 589,287 |
Performance Share Grant (2016-2018) |
|
| 34,789 | 1,448,943 |
RSU Grant (2015-2017) (5) | 4,716 | 196,429 |
|
|
RSU Grant (2016-2018) (6) | 5,798 | 241,476 |
|
|
Jerald W. Richards |
|
|
|
|
Performance Share Grant (2015-2017) |
|
| 6,802 | 283,292 |
Performance Share Grant (2016-2018) |
|
| 20,066 | 835,768 |
RSU Grant (2015-2017) (5) | 2,267 | 94,400 |
|
|
RSU Grant (2016-2018) (6) | 3,344 | 139,295 |
|
|
Lorrie D. Scott |
|
|
|
|
Performance Share Grant (2015-2017) |
|
| 4,443 | 185,032 |
Performance Share Grant (2016-2018) |
|
| 13,105 | 545,806 |
RSU Grant (2015-2017) (5) | 1,449 | 60,361 |
|
|
RSU Grant (2016-2018) (6) | 2,162 | 90,032 |
|
|
Thomas J. Temple |
|
|
|
|
Performance Share Grant (2015-2017) |
|
| 5,444 | 226,761 |
Performance Share Grant (2016-2018) |
|
| 16,062 | 668,997 |
RSU Grant (2015-2017) (5) | 1,814 | 75,557 |
|
|
RSU Grant (2016-2018) (6) | 2,676 | 111,470 |
|
|
(2) | Value of restricted stock units calculated using the $41.65 per share closing price of our common stock on December 30, 2016. |
(3) | This column shows performance shares granted, plus dividend equivalents accrued through December 30, 2016. Dividend equivalents were calculated using the closing price of our common stock on the dividend payment date. The award grants for the 2015-2017 performance period are shown at 100% of the target grant based on actual company performance at or below target from the start of the performance period that ends on December 31, 2017. The award grants for the 2016-2018 performance period are shown at 200% of the target grant based on actual company performance above target performance from the start of the performance period that ends on December 31, 2018. The actual number of shares that could be issued upon settlement of these awards may be more or less than the amounts shown in the table. |
(4) | Value of performance shares calculated using the $41.65 per share closing price of our common stock on December 30, 2016. |
(5) | 100% of the shares listed will vest on December 31, 2017. |
(6) | 100% of the shares listed will vest on December 31, 2018. |
2016 Stock Vested Table
For the year 2015,2016, the table below provides, for each of our named executive officers, the number of stock awards vested and the value realized due to the vesting.
| Stock Awards | |
Name | Number of Shares Acquired on Vesting (#)(1) | Value Realized on Vesting ($)(2) |
Michael J. Covey | 35,723 | 1,557,539 |
Eric J. Cremers | 13,232 | 576,926 |
Jerald W. Richards | 8,008 | 349,130 |
Lorrie D. Scott | 5,229 | 227,982 |
Thomas J. Temple | 5,231 | 228,060 |
Stock Awards | ||||
Name | Number of Shares Acquired on Vesting (#)(1) | Value Realized on Vesting ($)(2) | ||
Michael J. Covey | — | — | ||
Eric J. Cremers | — | — | ||
Jerald W. Richards | 881 | 29,589 | ||
Lorrie D. Scott | 1,452 | 37,637 | ||
Thomas J. Temple | 1,452 | 37,637 |
(1) This column shows the gross number of performance shares earned for the performance period 2014-2016, plus dividends accrued during the performance period. During the performance period, the company’s annualized TSR was 5%, which ranked the company 1.5% above the median performance of the company’s forest products industry peers during the performance period, and the company’s aggregate TSR for the 2014-2016 performance period was 15.8%, which ranked the company at 39.2% compared to the S&P Midcap 400 Index Companies, resulting in a multiplier of 83.6% being applied to the target grant pf performance shares. The Compensation Committee approved settlement of the performance shares in February 2017 and actual settlement occurred in the same month, which included withholding for tax purposes and the resulting receipt of fewer shares by each named executive officer than shown in the table. Additionally, this column includes restricted stock units that vested in 20152016 plus dividends accrued during the vesting period.
(2) | The value of the performance shares was calculated using the $43.60 per share closing price of company stock on February 16, 2017 (the date Compensation Committee approved payment of the awards). The dividend equivalents were calculated using the closing stock price on the dividend payment dates. Restricted stock units are calculated using the market value of the underlying shares on the vesting date, including the market value of any dividend equivalents that have accrued on the underlying shares as of the vesting date. Dividend equivalents for restricted stock units are calculated using the closing price of our common stock on the dividend payment dates. |
2016 Pension Benefits Table
The table below shows the actuarial present value of each named executive officer's accumulated benefit payable on retirement under our tax-qualified Salaried Retirement Plan, or Retirement Plan, and under the Retirement Plan Supplemental Benefit portion of our non-qualified Salaried Supplemental Benefit Plan II, or Supplemental Plan. Effective January 1, 2011, the company closed the Retirement Plan and the Supplemental Plan to employees hired on or after that date.
Name | Plan Name | Number of years credited service (#) | Present value of accumulated benefit ($)(2) | Payments during last fiscal year ($) |
Michael J. Covey | Supplemental Plan II | 10.90 | 3,076,234 | — |
| Salaried Plan | 10.90 | 490,726 | — |
Eric J. Cremers | Supplemental Plan II | 9.46 | 1,018,070 | — |
| Salaried Plan | 9.46 | 334,728 | — |
Jerald W. Richards (1) | Supplemental Plan II | — | — | — |
| Salaried Plan | — | — | — |
Lorrie D. Scott | Supplemental Plan II | 6.49 | 363,360 | — |
| Salaried Plan | 6.49 | 282,169 | — |
Thomas J. Temple | Supplemental Plan II | 8.16 | 346,837 | — |
| Salaried Plan | 8.16 | 384,287 | — |
(1) | Mr. Richards joined the company in August 2013 and therefore does not participate in the Salaried Retirement Plan. |
(2) | The present value of accumulated benefits was computed by Milliman, Inc., the company's pension actuary, utilizing the following assumptions: |
Name | Plan Name | Number of years credited service (#) | Present value of accumulated benefit ($) | Payments during last fiscal year ($) | |||
Michael J. Covey | Supplemental Plan II | 9.90 | 3,001,133 | — | |||
Salaried Plan | 9.90 | 389,049 | — | ||||
Eric J. Cremers | Supplemental Plan II | 8.46 | 799,491 | — | |||
Salaried Plan | 8.46 | 258,533 | — | ||||
Jerald W. Richards (1) | Supplemental Plan II | — | — | — | |||
Salaried Plan | — | — | — | ||||
Lorrie D. Scott | Supplemental Plan II | 5.49 | 279,693 | — | |||
Salaried Plan | 5.49 | 212,471 | — | ||||
Thomas J. Temple | Supplemental Plan II | 7.16 | 274,167 | — | |||
Salaried Plan | 7.16 | 294,926 | — |
Discount rate of 4.25%4.40%;
Zero percent future salary growth;
Normal retirement age of 62 or current age, if greater (age 55 is assumed for Mr. Covey under the Supplemental Plan);
Service as of the fiscal year-end;
RP-2014 Annuitant Mortality and MP 2014 Annuitant Mortality Tables updated to reflect MP 20152016 mortality improvement projections; and
IRS limitations and Social Security covered compensation as of the measurement date.
Salaried and other eligible employees (including the named executive officers) generally are eligible to receive retirement benefits under the Retirement Plan. For purposes of calculating the Retirement Plan benefit, earnings generally include base salary and annual cash bonus awards or annual cash incentive awards, whichever is higher. Benefits paid under the Retirement Plan are calculated as follows:
Benefit | ||
Benefit Available If: | Benefit Amount | |
Normal Retirement | Employment with company terminates after eligible employee attains age 65 | Normal monthly benefit calculation |
Early Retirement | Employment with company terminates after eligible employee turns 55 and has ten or more years of vesting service | Calculate the monthly normal retirement benefit (as described above), then reduce that amount by 1/12 of 5% (5% per year) for each month the retirement age is less than age 62 |
Required survivor benefits are paid under the Retirement Plan. Benefits generally are paid in the form of a life annuity. Alternate annuity forms of payment are available subject to the actuarial equivalence factors used for all salaried employees in the Retirement Plan.
The benefits payable under the Retirement Plan and our Salaried 401(k) Plan, or the 401(k) Plan, are supplemented by benefits paid under the Supplemental Plan for certain salaried and other eligible employees (including the named executive officers). Benefits paid under the Supplemental Plan are calculated in accordance with the normal retirement benefit formula or early retirement formula described in the table above with respect to the Retirement Plan, taking into account the benefit that would have been paid under the Retirement Plan if:
the limitations imposed by the Internal Revenue Code on maximum eligible annual earnings ($265,000 in 2015)2016) and maximum annual retirement benefits ($210,000 in 2015)2016) did not apply; and
any deferred bonus awards were paid to the eligible employee in the year deferred.
From this sum, the benefit paid under the Retirement Plan is subtracted to determine the benefit paid under the Supplemental Plan.
For example, in 2015,2016, the maximum compensation allowed under the Retirement Plan was $265,000. For an executive earning $300,000 in 2015,2016, the Retirement Plan uses compensation of $265,000 in the benefit formula, while the Supplemental Plan uses the full $300,000, producing a higher total benefit value.
Eligible employees become vested in this Supplemental Plan on the completion of five years of vesting service. Benefits paid under the Supplemental Plan are paid beginning no later than 90 days after the date the eligible employee turns 55 or terminates employment, whichever is later and, at the eligible employee's election, in one of the annuity forms available under the Retirement Plan, except benefits with total actuarial present value of $50,000 or less are paid in a lump sum.
Ms. Scott is currently eligible for early retirement under the Retirement Plan and the Supplemental Plan. In connection with the hiring of Ms. Scott, a special provision under the Supplemental Plan provides for full vesting and full eligibility for benefits that would normally require her to have a minimum number of years under the Supplemental Plan, Retirement Plan and 401(k) Plan. Pursuant to this provision, Ms. Scott began accruing nonforfeitable benefits as if she were fully vested under company plans immediately upon joining us and was placed in a similar vesting position to what she would have been in had she remained with her previous employer. No other benefit enhancement is provided to Ms. Scott under the Supplemental Plan, the Retirement Plan and
The table below shows the fiscal year contributions made by and on behalf of each of the named executive officers under the 401(k) Plan Supplemental Benefit portion of the Supplemental Plan, as well as amounts deferred during the fiscal year under our Management Deferred Compensation Plan. The amounts shown for aggregate earnings, aggregate withdrawals/distributions and aggregate balance include all such amounts for these plans as well as the Supplemental Plan and certain other predecessor deferred compensation plans in which the named executive officer participates.
Name | Executive Contributions in Last FY ($) | Registrant Contributions in Last FY ($)(1) | Aggregate Earnings in Last FY ($)(2) | Aggregate Withdrawals/ Distributions ($) | Aggregate Balance at Last FYE (12/31/16) ($)(3) |
Michael J. Covey | — | 24,505 | 1,250,238 | — | 5,069,424 |
Eric J. Cremers | — | 12,597 | 7,691 | — | 272,385 |
Jerald W. Richards | — | 6,375 | 2,412 | — | 39,956 |
Lorrie D. Scott | — | 1,439 | 779 | — | 47,796 |
Thomas J. Temple | — | 1,801 | 7,413 | — | 74,320 |
(1) | Amounts shown in the Registrant Contributions column above are also included in the “All Other Compensation” column in the 2016 Summary Compensation Table. |
Name | Executive Contributions in Last FY ($) | Registrant Contributions in Last FY ($)(1) | Aggregate Earnings in Last FY ($)(2) | Aggregate Withdrawals/Distributions($) | Aggregate Balance at Last FYE (12/31/15) ($)(3) | |||||
Michael J. Covey | — | 56,110 | (939,291 | ) | — | 3,794,681 | ||||
Eric J. Cremers | — | 27,702 | (9,875 | ) | — | 252,096 | ||||
Jerald W. Richards | — | 18,415 | (311 | ) | — | 31,169 | ||||
Lorrie D. Scott | — | 7,125 | 655 | — | 45,577 | |||||
Thomas J. Temple | — | 4,532 | (1,033 | ) | — | 65,106 |
(2) | None of the Aggregate Earnings reported in this table are included in the 2016 Summary Compensation Table for the 2016 fiscal year because they do not represent above-market or preferential earnings. |
(3) | The following amounts of registrant contributions in 2016, 2015 and 2014 included in the Aggregate Balance column above have been reported as compensation to the named executive officers in the Summary Compensation Tables for 2016, 2015 and 2014: |
Name | 2016 ($) | 2015 ($) | 2014 ($) |
Michael J. Covey | 24,505 | 56,110 | 63,444 |
Eric J. Cremers | 12,597 | 27,702 | 39,989 |
Jerald W. Richards | 6,375 | 18,415 | 13,045 |
Lorrie D. Scott | 1,439 | 7,125 | 11,313 |
Thomas J. Temple | 1,801 | 4,532 | 12,883 |
Name | 2015 | 2014 | 2013 |
Michael J. Covey | $56,110 | $63,444 | $62,617 |
Eric J. Cremers | $27,702 | $39,989 | $28,794 |
Jerald W. Richards | $18,415 | $13,045 | $0 |
Lorrie D. Scott | $7,125 | $11,313 | $10,667 |
Thomas J. Temple | $4,532 | $12,883 | $12,925 |
In addition to the retirement benefits described above, the Supplemental Plan also provides supplemental benefits under the 401(k) Plan to the extent that an eligible employee has made the maximum contributions permitted under the 401(k) Plan and the eligible employee's allocations of “company contributions” are reduced under the 401(k) Plan due to Internal Revenue Code limits or because the eligible employee has deferred an award under our annual incentive plan. For years after 2004, eligible employees are credited with contributions under the Supplemental Plan equal to the difference between the amount of company contributions and allocable forfeitures actually allocated to the eligible employee under the 401(k) Plan for the year and the amount of company contributions and allocable forfeitures that would have been allocated to the eligible employee under the 401(k) Plan if the eligible employee had made “participating contributions” equal to 6% percent of his or her earnings determined without regard to the Internal Revenue
Eligible employees become vested in this supplemental benefit upon the earliest of completion of two years of service, attainment of age 65 while an employee, or total and permanent disability. The supplemental benefits are paid in 10 or fewer annual installments or in a lump sum, at the eligible employee's election, following separation from service. Benefit payments made under the Supplemental Plan to “key employees,” as defined under the Internal Revenue Code, will be delayed for a minimum of six months following their separation date. Account balances that are equal to less than the annual 401(k) contribution limit ($18,000 in 2015)2016) on the date the eligible employee separates from service are paid in a lump sum without regard to the employee's election.
Certain eligible employees, including the named executive officers, who earn awards under our annual incentive plan are permitted to defer receipt of those awards. These employees may defer receipt of a minimum of 50% and a maximum of 100% of the award pursuant to rules established under our Management Deferred Compensation Plan. Eligible employees, including the named executive officers, may also defer up to 50% of their base salary under the Management Deferred Compensation Plan. At the employee's election, deferrals may be deemed invested in a stock unit account, a directed investment account with certain deemed investments available under the 401(k) Plan or a combination of these investment vehicles. If stock units are elected, dividend equivalents are credited to the units.
At the time of his hiring, Mr. Covey received a grant of restricted stock units to replace the value of certain earned incentives that would have been available to him from his former employer. Pursuant to the terms of this grant, which vested in 2009, Mr. Covey elected to defer receipt of 44,818 shares. He was allocated 44,818 stock units in a deferral account maintained by us. The stock units are credited with dividend equivalents and will be settled in shares of company common stock upon his termination of employment.
Potential Payments Upon Termination or Termination Following a Change in Control
Severance Program for Executive Employees.
Termination Other Than in Connection with Change in Control, Retirement, Death or Disability.
Name | Cash Severance Benefit ($)(1) | Pro-Rata Annual Bonus ($)(2) | Value of Equity Acceleration ($)(3) | Benefit Continuation ($)(4) | Total ($) |
Michael J. Covey | 820,000 | — | — | 18,180 | 838,180 |
Eric J. Cremers | 546,370 | — | — | 18,180 | 564,550 |
Jerald W. Richards | 355,140 | — | — | 18,180 | 373,320 |
Lorrie D. Scott | 300,610 | — | — | 12,120 | 312,730 |
Thomas J. Temple | 308,820 | — | — | 18,180 | 327,000 |
(1) | The executive officers receive severance benefits pursuant to the Severance Program. |
(2) | Under the Annual Incentive Plan, if the executive is not employed by the company on the date of the award payout (February 2017), for reasons other than death, disability or retirement the annual incentive plan award payout is forfeited. |
Name | Cash Severance Benefit ($)(1) | Pro-Rata Annual Bonus($)(2) | Value of Equity Acceleration ($)(3) | Benefit Continuation ($)(4) | Total ($) | |||||
Michael J. Covey | 800,000 | — | — | 18,168 | 818,168 | |||||
Eric J. Cremers | 530,450 | — | — | 18,168 | 548,618 | |||||
Jerald W. Richards | 344,790 | — | — | 18,168 | 362,958 | |||||
Lorrie D. Scott | 291,850 | — | — | 12,096 | 303,946 | |||||
Thomas J. Temple | 302,760 | — | — | 18,168 | 320,928 |
(3) | Unvested performance shares and restricted stock units will be forfeited outside of a change in control, death, disability or retirement termination. |
(4) | The executive officers receive a lump sum cash benefit in consideration of future health needs pursuant to the Severance Program. |
Under the Severance Program, basic severance benefits generally are payable to each eligible employee when his or her employment terminates in the following circumstances:
involuntary termination of the employee's employment for any reason other than death, disability or misconduct;
the subsidiary employing the employee ceases to be a participating company in the Severance Program due to a sale to a third party or a spin-off of the subsidiary, in a transaction that is also a change in ownership or effective control of Potlatch Corporation or a change in ownership of a substantial portion of Potlatch Corporation's assets (but no benefits are payable if the employee continues employment with or is offered the same or better employment terms by the purchaser or spun-off company, and the purchaser or spun-off company maintains a severance plan that is equivalent in all material respects to the Severance Program); or
separation from service by the employee within 24 months
▪ | of a material reduction in his or her authority or responsibility, |
▪ | of a material reduction in his or her base salary, |
▪ | of being required to relocate his or her principal place of business to a place that is 50 miles or more from the prior principal place of business, or |
▪ | of a material reduction in his or her benefits under cash or equity-based incentive plans, as compared to all other similarly situated employees unless the reduction applies to all similarly situated employees. |
Upon the occurrence of any of the events described above, (which expressly excludes a termination by the employee outside of the reasons noted above) the following basic severance benefits are payable to the named executive officers:
Cash Severance Payment A cash payment equal to three weeks of the executive officer's base compensation for each full year of service. The minimum cash benefit is twelve months of base compensation.
Unused and Accrued Vacation Payment of the executive officer's unused and accrued vacation.
Benefits Payment A cash benefit in consideration of future health care needs (i.e., medical and dental) in an amount equal to the total monthly premium for such coverage times 12.
Outplacement Services Reimbursement for up to 12 months of expenses incurred for outplacement services.
Termination of an employee's employment (for reasons other than in connection with a change in control or upon death, disability or retirement) will result in the automatic termination of any unvested performance shares and restricted stock units.
No basic severance benefits are payable under the Severance Program in connection with an eligible employee's termination generally if (1) the employee separates from service on or after his or her normal retirement date, (2) during the two-year period immediately before retirement, the employee is an eligible employee under the Severance Program, and (3) the employee is entitled to benefits under the Retirement Plan, the 401(k) Plan (excluding benefits representing employee contributions) and the Supplemental Plan which, when converted into a straight life annuity, equal to at least $44,000 in the aggregate. The Severance Program document also states that no severance benefits will be payable if the eligible employee is receiving long-term or permanent disability benefits under the company's disability income plan.
Termination Following a Change in Control. Control. The following table sets forth the severance benefits payable to each of our named executive officers under the Severance Program upon a termination of employment in connection with a change in control. The following table assumes the termination of employment and a change in control each occurred on December 31, 2015.2016.
Name | Cash Severance Benefit ($)(1) | Pro-Rata Annual Bonus ($)(2) | Value of Equity Acceleration ($)(3) | Benefit Continuation ($)(4) | Enhancement of Retirement Benefits ($) | Total ($) |
Michael J. Covey | 4,920,000 | 820,000 | 4,544,843 | 18,180 | — | 10,303,023 |
Eric J. Cremers | 2,322,073 | 382,459 | 1,751,664 | 18,180 | — | 4,474,376 |
Jerald W. Richards | 1,331,775 | 177,570 | 902,133 | 18,180 | — | 2,429,658 |
Lorrie D. Scott | 1,089,711 | 135,275 | 582,619 | 12,120 | — | 1,819,725 |
Thomas J. Temple | 1,119,473 | 138,969 | 690,726 | 18,180 | — | 1,967,348 |
(1) | Mr. Covey receives a severance benefit equal to three times the sum of his base salary and target annual cash incentive award. The other executive officers receive severance benefits equal to 2.5 times the sum of their respective base salaries and target annual cash incentive awards. |
(2) | All executive officers would be entitled to a payment of the pro-rata portion of their annual cash incentive awards, based on the company's actual performance. As the termination event would occur on December 31, 2016, we have shown the full year target annual cash incentive award. |
Name | Cash Severance Benefit ($)(1) | Pro-Rata Annual Bonus ($)(2) | Value of Equity Acceleration ($)(3) | Benefit Continuation($)(3) | Enhancement of Retirement Benefits ($)(4) | Total ($) | ||||||
Michael J. Covey | 4,800,000 | 800,000 | 2,593,076 | 18,168 | — | 8,211,244 | ||||||
Eric J. Cremers | 2,254,413 | 371,315 | 1,006,633 | 18,168 | — | 3,650,529 | ||||||
Jerald W. Richards | 1,292,963 | 172,395 | 661,244 | 18,168 | — | 2,144,770 | ||||||
Lorrie D. Scott | 1,057,956 | 131,333 | 343,571 | 12,096 | — | 1,544,956 | ||||||
Thomas J. Temple | 1,097,505 | 136,242 | 383,673 | 18,168 | — | 1,635,588 |
(3) | The Equity Acceleration column is comprised of the realizable value upon acceleration of vesting of unearned performance share awards for the 2015-2017 and 2016-2018 performance periods and acceleration of vesting of restricted stock unit awards, which require a "double trigger," or a change in control coupled with an involuntary loss of employment or voluntary termination of employment for Good Reason (as defined in the Plan document) within one month prior to or two years after the change in control for settlement to be due. All equity awards have been calculated using the company's closing stock price on December 30, 2016 of $41.65. |
(4) | The executive officers receive a lump sum cash benefit in consideration of future health needs pursuant to the severance program. |
Under the Severance Program, benefits are payable to each of our named executive officers upon termination following a change in control. Unless the Committee determines otherwise with respect to an award at the time it is granted or unless otherwise defined for purposes of an award in a written employment, services or other agreement between a participant and us, a change in control of the company generally means the occurrence of any of the following events:
Consummation of a merger or consolidation involving the company (excluding any transaction where following such transaction,