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UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

SCHEDULE 14A INFORMATION

Proxy Statement Pursuant to Section 14(a) of the

Securities Exchange Act of 1934

(Amendment No.   )

Filed by the Registrant ☒
Filed by a Party other than the Registrant o

Check the appropriate box:


Preliminary Proxy Statement

 oConfidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2))
 o
Definitive Proxy Statement
 o
Definitive Additional Materials
 o
Soliciting Material under Rule 14a-12

NISOURCE INC.

(Name of registrantRegistrant as specified in its charter)

Specified In Its Charter)

(Name of person(s) filing proxy statement,Person(s) Filing Proxy Statement, if other than the registrant)

Payment of Filing Fee (Check the appropriate box):

No fee required.
 
 
 o
Fee computed on table below per Exchange Act Rules 14a-6(i)(4) and 0-11.
 
(1)
Title of each class of securities to which transaction applies:
(2)
Aggregate number of securities to which transaction applies:
(3)
Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined):
(4)
Proposed maximum aggregate value of transaction:
(5)
Total fee paid:
 o
Fee paid previously with preliminary materials.
 
 o
Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing.
 
 
(1)
Amount Previously Paid:
(2)
Form, Schedule or Registration Statement No.:
(3)
Filing Party:
Fee computed on table in exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(4)
Date Filed:
and 0-11.


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NiSource Inc.


801 E. 86th Avenue • Merrillville, Indiana 46410 • (877) 647-5990

PRELIMINARY PROXY STATEMENT - SUBJECT TO COMPLETION

NOTICE OF ANNUAL MEETING

April 1, 2019

[], 2023

To the Holders of Our Common Stock:

The 20192023 annual meeting of stockholders (the “Annual Meeting”) of NiSource Inc., a Delaware corporation, will be held at the Hyatt Rosemont, 6350 N. River Road, Rosemont, Illinois 60018conducted in a virtual format only via live audio webcast on Tuesday, May 7, 2019,23, 2023, at 10:00 a.m. Central Time at www.virtualshareholdermeeting.com/NI2023, local time, for the following purposes:

(1)To elect tentwelve directors named in the proxy statement to hold office until the next annual stockholders’ meeting and until their respective successors have been elected or appointed and qualified;qualified;
(2)To approve named executive officer compensation on an advisory basis;
To approve the frequency of future advisory votes on named executive officer compensation on an advisory basis;
(3)To ratify the appointment of Deloitte & Touche LLP as our independent registered public accounting firm for 2019;2023;
(4)To approve an amendment to our Amended and Restated Certificate of Incorporation (“Certificate of Incorporation”) to increase the number of authorized shares of common stock;
(5)To approve an amendment to our Certificate of Incorporation to eliminate the requirement of “cause” for removal of directors;
(6)To approve our Amended and Restated Employee Stock Purchase Plan to increase the number of shares available under the plan;
(7)To consider a stockholder proposal reducingrequesting that our Board of Directors adopt a policy requiring separation of the threshold stock ownership requirement for stockholders to callroles of Chairman of the Board and Chief Executive Officer;
To consider a special stockholder meeting from 25% to 10%;proposal requesting that we publish an annual lobbying report; and
(8)To transact such other business as may properly come before the Annual Meeting and any adjournment or postponement thereof.
The Annual Meeting will be conducted in a virtual format only to provide access to all of our stockholders regardless of geographic location. There is no in-person meeting for you to attend. A virtual-only meeting enables increased shareholder attendance and participation, improves efficiency, and reduces costs. We designed the format of the Annual Meeting to ensure that our stockholders who attend the Annual Meeting will be afforded similar rights and opportunities to participate as they would at an in-person meeting.

All stockholders of record as of the close of business on March 12, 2019,29, 2023, are eligible to vote at the Annual Meeting and any adjournment or postponement thereof.

This year, we are pleased to help protect the environment and save costs by using the “Notice and Access” method of delivery. Instead of receiving paper copies of our proxy materials in the mail, many shareholders will receive a Notice of Internet Availability of Proxy Materials (the “Notice”).
Your vote is very important. You may vote during the Annual Meeting by following the instructions available on the meeting website, but if you are not able to attend virtually, please submit your vote as soon as possible as instructed in the Notice, proxy card or voting instruction form. You can vote via mail, telephone or the Internet. Whether or not you plan to attendon attending the Annual Meeting, pleasewe urge you to vote atand submit your earliest convenience. You may vote your shares by marking, signing, dating and mailing the enclosed proxy card. You may also vote by telephone or through the Internet by following the instructions set forth on the proxy card. If you attendin advance of the Annual Meeting you may be able to vote your shares in person, even if you have previously submitted a proxy. See the section “Voting in Person” for specific instructions on voting your shares.

If you plan to attend the Annual Meeting, please so indicate in the space provided on the proxy card or respond when prompted on the telephone or through the Internet.

PLEASE VOTE YOUR SHARES BY TELEPHONE, THROUGH THE INTERNET OR BY PROMPTLY MARKING, DATING, SIGNING AND RETURNING THE ENCLOSED PROXY CARD.

using one of these methods.
graphic
John G. NassosKimberly S. Cuccia
Senior Vice President, General Counsel and Corporate Secretary

Important Notice Regarding the Availability of Proxy Materials
For for the Annual Meeting

of Stockholders to be Held on May 7, 2019

23, 2023


The Proxy Statement, Notice of Annual Meeting and 20182022 Annual Report to Stockholders

are available athttps://www.nisource.com/filings


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EXHIBITAppendix A
EXHIBITAppendix B
EXHIBIT C


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PROXY STATEMENT SUMMARY

This summary highlights information that may be expanded upon elsewhere in this proxy statement (“Proxy Statement”). This summary does not contain all of the information that you should consider, and you should read the entire Proxy Statement before voting. The accompanying proxy is solicited on behalf of the Board of Directors of NiSource Inc. (the “Board”) for the 20192023 annual meeting of the stockholders (the “Annual Meeting”).

2023 ANNUAL MEETING OF STOCKHOLDERS

2019 ANNUAL MEETING OF STOCKHOLDERS
Time and Date: Date:
10:00 a.m., local time Central Time
on Tuesday, May 7, 2019
Place: Hyatt Rosemont, 6350 N. River Road, Rosemont, Illinois 60018
23, 2023
Website:
www.virtualshareholdermeeting.com/NI2023
Record Date: Date:
March 12, 2019
29, 2023
Shares of Common Stock Outstanding on Record Date: [•Date:
[]
Voting:
Voting:
Each share is entitled to one vote for each director to be elected and on each matter to be voted upon at the Annual Meeting.
This Proxy Statement and the accompanying proxy card are first being sent to stockholders on April [], 2023.
VOTING MATTERS AND BOARD RECOMMENDATIONS
Item
Board
Recommendations
Page
Reference
This proxy statement and the accompanying proxy card are first being sent to stockholders on April 1, 2019.

VOTING MATTERS AND BOARD RECOMMENDATIONS
Item
Board
Recommendations
Page
Reference
Proposal 1
Election of tenTo elect twelve directors named in this proxy statement;Proxy Statement.
For All Nominees
Proposal 2
Advisory approval ofTo approve the compensation of our named executive officers (the “Named Executive Officers” or “NEOs”) on an advisory basis;basis.
For
Proposal 3
RatificationTo approve the frequency of future advisory votes on NEO compensation on an advisory basis.
One Year
Proposal 4
To ratify Deloitte & Touche LLP (“Deloitte”) as our independent registered public accounting firm for 2019;2023.
For
Proposal 45
Approval ofTo approve an amendment to our Amended and Restated Certificate of Incorporation (“Certificate of Incorporation”) to increase the number of authorized shares of common stock;stock.
For
Proposal 5
Approval of an amendment to our Certificate of Incorporation to eliminate the requirement of “cause” for removal of directors;
For
Proposal 6
Approval of an Amended and Restated Employee Stock Purchase Plan to increase the number of shares available under the plan; and
For
Proposal 7
To consider a stockholder proposal reducingrequesting that our Board adopt a policy requiring separation of the threshold stock ownership requirement for stockholders to call a special stockholder meeting from 25% to 10%roles of Chairman of the Board and Chief Executive Officer (“CEO”).
Against
Proposal 7
To consider a stockholder proposal requesting that we publish an annual lobbying report.
Against

In addition, a stockholder has notified us of his intent to propose a resolution at the Annual Meeting requesting that the Board issue an annual report, beginning in 2019, of actually incurred corporate costs and associated actual and significant benefits accruing to shareholders and the climate from our subsidiary NIPSCO’s climate-related activities that are voluntary and exceed government regulatory requirements (the “Floor Proposal”). We have not received notice of, and are not aware of, any business to come before the meeting other than the agenda items referred to above and the possible submission of the Floor Proposal.

The Floor Proposal is not included in this proxy statement. If the Floor Proposal is presented at the Annual Meeting, the proxy holders will have discretionary voting authority under Rule 14a-4(c) under the Securities Exchange Act of 1934 with respect to the Floor Proposal and intend to exercise such discretion to vote AGAINST such proposal. If any other matter properly comes before the stockholders for a vote at the meeting, the proxy holders will vote your shares in accordance with their judgment.

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BOARD OF DIRECTORS NOMINEES
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Director Nominees (10)
Board Committees
 
 
 
 
Name
Age
Director
Since
Position
Audit
Comp
Finance
ESS
Nom
&
Gov
 
Peter A. Altabef
59
2017
Chairman, President & CEO, Unisys Corporation
 
 
✔*
✔ 
✔ 
 
 
Theodore H. Bunting, Jr.
60
2018
Retired Group President, Entergy Corporation
✔ 
✔ 
 
 
 
 
 
Eric L. Butler
58
2017
Retired Executive Vice President, Union Pacific Corporation
✔ 
✔ 
 
✔ 
 
 
 
Aristides S. Candris
67
2012
Retired President & CEO, Westinghouse
 
 
✔ 
✔*
✔ 
 
 
Wayne S. DeVeydt
49
2016
CEO, Surgery Partners, Inc.
✔ 
✔ 
✔ 
 
 
 
 
Joseph Hamrock
55
2015
President & CEO, NiSource Inc.
 
 
 
 
 
 
 
Deborah A. Henretta
57
2015
Partner, G100 Companies; Retired Group President, Procter & Gamble Co.
 
✔ 
✔ 
✔ 
 
 
 
Michael E. Jesanis
62
2008
Retired President & CEO, National Grid USA
✔*
✔ 
✔ 
 
 
 
 
Kevin T. Kabat
62
2015
Vice Chairman of the Board, NiSource Inc.; Retired Vice Chairman & CEO, Fifth Third Bancorp
✔ 
✔*
 
 
✔ 
 
 
Carolyn Y. Woo
64
1998
Retired President & CEO, Catholic Relief Services
✔ 
 
 
✔ 
✔*
 
 
* Chair of Committee

✔ 9 of 10
Are
Independent
(90%)
✔2 of 10
Are
Female
(20%)
✔3 of 10
Are
Diverse (Race/Ethnicity)
(30%)

✔Average Director
Age:
59 Years
✔Average Director
Tenure:
6 Years
See “Proposal 1 – Election of Directors” for more information on our director nominees.

PROXY STATEMENT SUMMARY

2

BOARD OF DIRECTORS NOMINEES
Director Nominees (12)
Board Committees
Name
Age
Director
Since
Position
Audit
Comp & HC
Finance
SORP
ESN&G
Executive
Peter A. Altabef
63
2017
Chair & CEO,
Unisys Corporation
✔*
Sondra L. Barbour
60
2022
Retired EVP, Lockheed Martin Corporation
Theodore H. Bunting Jr.
64
2018
Retired Group President, Entergy Corporation
✔*
Eric L. Butler
62
2017
President and CEO, Aswani- Butler Investment Associates
✔*
Aristides S. Candris
71
2012
Retired President & CEO, Westinghouse
✔*
Deborah A. Henretta
62
2015
Partner, Council Advisors; Retired Group President, Procter & Gamble Co.
✔*
Deborah A. P. Hersman
52
2019
Retired Chief Safety Officer and Consultant at Waymo LLC
Michael E. Jesanis
66
2008
Retired President & CEO, National Grid USA
William D. Johnson
69
2022
Retired President & CEO, Pacific Gas & Electric Corporation
Kevin T. Kabat
66
2015
Chair of the Board,
NiSource Inc.
✔*
Cassandra S. Lee
54
2022
Chief Audit Executive,
AT&T Inc.
Lloyd M. Yates
62
2020
President & CEO,
NiSource Inc.
* Chair of Committee
graphic
See “Proposal 1 – Election of Directors” for more information on our director nominees.
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PROXY STATEMENT SUMMARY
GOVERNANCE HIGHLIGHTS

CORPORATE GOVERNANCE HIGHLIGHTS
Annual election of directors
Majority voting for all directors with resignation policy
No supermajority voting provisions
No stockholder rights plan (“poison pill”)
Proxy access by-law (3% ownership / 3 years duration / up to 20 stockholders / 20%) of board)
Stockholder right to call special meetings
Separate chairmanchair and CEO
All directors independent except CEO
Board committees comprised of all independent directors
Regular executive sessions of independent directors
Annual Board and committee evaluation process and ongoing evaluations of individual directors
Strategic and risk oversight by Board and committees
Annual “Say-on-Pay” advisory votes
Strong alignment between pay and performance in incentive plans
Commitment to safety and customer care
Political contributions disclosure
Enhanced independent registered public accounting firm disclosure
See “Corporate Governance” for more information on our corporate
Significant Board and governance practices.refreshment process in 2022

See “Corporate Governance” for more information on our corporate governance practices.

3

EXECUTIVE COMPENSATION HIGHLIGHTS
We have designed our executive compensation program to meet our business objectives using various compensation elements intended to drive both long-term and short-term performance. We believe that a significant portion of total compensation should consist of at-risk performance-based compensation. Our executive compensation practices include the following, each of which the Compensation and Human Capital Committee believes reinforces our executive compensation policy and objectives.
See “Compensation Discussion and Analysis (CD&A)” and “2022 Executive Compensation” for more information on our executive compensation program.
ENVIRONMENTAL AND SOCIAL HIGHLIGHTS
On November 7, 2022, we announced a goal of net-zero greenhouse gas emissions by 2040 covering both Scope 1 and Scope 2 emissions (“Net-Zero Goal”). Our Net-Zero Goal builds on greenhouse gas emission reductions achieved to-date and demonstrates that continued execution of our long-term business plan will drive further greenhouse gas emission reductions. We remain on track to achieve previously announced interim greenhouse gas emission reduction targets by reducing fugitive methane emissions from main and service lines by 50 percent from 2005 levels by 2025 and reducing Scope 1 greenhouse gas emissions from company-wide operations by 90 percent from 2005 levels by 2023. We plan to achieve our Net-Zero Goal primarily through continuation and enhancement of existing programs, such as the retirement of coal-fired electric generation, increased sourcing of renewable energy, methane reductions from priority pipeline replacement, traditional leak detection and repair, and deployment of advanced leak detection and repair. Additionally, we are active in several efforts to accelerate the development and demonstration of lower-carbon energy technologies and resources, such as hydrogen and renewable natural gas, to enable affordable pathways to economy-wide decarbonization. For more information on environmental and related matters, see our 2022 Integrated Annual Report, our 2022 Climate Report and the “Sustainability” section of our website at www.nisource.com.
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EXECUTIVE COMPENSATION HIGHLIGHTS
We have designed our executive compensation program to meet our business objectives using various compensation elements intended to drive both long-term and short-term performance. We believe that a significant portion of total compensation should consist of at-risk performance-based compensation. Our executive compensation practices include the following, each of which the Compensation Committee believes reinforces our executive compensation policy and objectives.
See “Executive Compensation” for more information on our executive compensation program.
We DO Have This Practice
We Do NOT Have This Practice
Incentive award metrics that are tied to key company performance measures
Repricing of options without stockholder approval
Share ownership guidelines applicable to executive officers and independent directors
Hedging or pledging transactions or short sales by executive officers or directors
Compensation recoupment policy
Tax gross-ups for Named Executive Officers
Limited perquisites
Automatic single-trigger equity vesting upon a change-in-control
Prohibition against pledging unearned shares in our long-term incentive plan
Excise tax gross-ups under change-in-control agreements
Double-trigger severance benefits upon a change-in-control
Excessive pension benefits or defined benefit supplemental executive retirement plan
One-year minimum vesting for equity awards
Excessive use of non-performance based compensation
Significant portions of the executive compensation opportunity that are entirely contingent on performance against pre-established performance goals
Excessive severance benefits
Independent compensation consultant
Dividend equivalent rights or dividends on unvested performance shares or restricted stock units granted to executive officers
Annual Say-on-Pay vote by stockholders

PROXY STATEMENT SUMMARY

4

We are keenly aware that in addition to being a business entity, we are also a social and community enterprise that includes our employees, partners, customers and the communities we serve. For more information about our corporate responsibility diversity and sustainability efforts, see our 2022 Integrated Annual Report and the “Sustainability” and “Diversity, Equity and Inclusion” sections of our website at www.nisource.com.
For more information on our business and strategy, see our 2022 Integrated Annual Report, located at www.nisource.com.
GENERAL INFORMATION
Stock Symbol: NI
Stock Exchange: NYSE
Registrar and Transfer Agent: Computershare Investor Services
State of Incorporation: Delaware
Corporate Headquarters: 801 E. 86th Avenue, Merrillville, Indiana 46410
Corporate Website: www.nisource.com
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GENERAL INFORMATION
Stock Symbol:   NI
Stock Exchange:   NYSE
Registrar and Transfer Agent:   Computershare Investor Services
State of Incorporation:   Delaware
Corporate Headquarters:   801 E. 86th Avenue, Merrillville, Indiana 46410
Corporate Website:   www.nisource.com

BUSINESS AND STRATEGY
We are an energy holding company under the Public Utility Holding Company Act of 2005 whose subsidiaries are fully regulated natural gas and electric utility companies serving customers in seven states. We generate substantially all of our operating income through these rate-regulated businesses which are summarized for financial reporting purposes into two primary reportable segments: Gas Distribution Operations and Electric Operations.
Our goal is to develop strategies that benefit all stakeholders as we address changing customer conservation patterns, develop more contemporary pricing structures and embark on long-term infrastructure investment programs. These strategies are intended to improve reliability and safety, enhance customer service, and reduce emissions, while generating sustainable returns. Additionally, we continue to pursue regulatory and legislative initiatives that will allow residential customers not currently on our system to obtain gas service in a cost effective manner.
Our directors possess the necessary breadth and depth of skills and experience to oversee our business operations and long term strategy as set forth in “Proposal 1 – Election of Directors – Biographical Information and Skills.”

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PROXY STATEMENT

The accompanying proxy is solicited on behalf of the Board for the Annual Meeting to be held at the Hyatt Rosemont, 6350 North River Road, Rosemont, Illinois 60018 on Tuesday, May 7, 2019,23, 2023 at 10:00 a.m., local time. Central Time, in a virtual format only via live audio webcast at www.virtualshareholdermeeting.com/NI2023. The common stock, $.01 par value per share, of the Company represented by the accompanying proxy will be voted as directed. If you return a signed proxy card without indicating how you want to vote your shares, the shares represented by the accompanying proxy will be voted as recommended by the Board:

“FOR” all of the nominees for director;
“FOR” advisory approval of the compensation of our NEO;
“ONE YEAR” for the frequency of future advisory votes on NEO compensation;
“FOR” the ratification of the appointment of Deloitte as our independent registered public accounting firm for 2023;
“FOR” the amendment to our Certificate of Incorporation to increase the number of authorized shares of common stock;
“AGAINST” the stockholder proposal requesting that our Board of adopt a policy requiring separation of the roles of Chairman of the Board and CEO; and
“AGAINST” the stockholder proposal requesting that we publish an annual lobbying report.
“FOR” all of the nominees for director;
“FOR” advisory approval of the compensation of our Named Executive Officers;
“FOR” the ratification of the appointment of Deloitte as our independent registered public accounting firm for 2019;
“FOR” approval of the amendment to our Certificate of Incorporation to increase the number of authorized shares of common stock;
“FOR” approval of the amendment to our Certificate of Incorporation to eliminate the requirement of “cause” for removal of directors;
“FOR” approval of our Amended and Restated Employee Stock Purchase Plan to increase the number of shares available under the plan; and
“AGAINST” a stockholder proposal reducing the threshold stock ownership requirement for stockholders to call special stockholder meeting from 25% to 10%.

In addition, a stockholder has notified us of his intent to propose a resolution at the Annual Meeting requesting that the Board issue an annual report, beginning in 2019, of actually incurred corporate costs and associated actual and significant benefits accruing to shareholders and the climate from NIPSCO’s climate-related activities that are voluntary and exceed government regulatory requirements (the “Floor Proposal”). We have not received notice of, and are not aware of, any business to come before the meeting other than the agenda items referred to above and the possible submission of the Floor Proposal.

The Floor Proposal is not included in this proxy statement. If the Floor Proposal is presented at the meeting, the proxy holders will have discretionary voting authority under Rule 14a-4(c) under the Securities Exchange Act of 1934 with respect to the Floor Proposal and intend to exercise such discretion to vote AGAINST such proposal. If any other matter properly comes before the stockholders for a vote at the meeting, the proxy holders will vote your shares in accordance with their judgment.

This proxy statementProxy Statement and the accompanying proxy card are first being sent to stockholders on April 1, 2019.[], 2023. We will bear the expense of this mail solicitation, which may be supplemented by telephone, facsimile, email and personal solicitation by our officers, employees and agents. To aid in the solicitation of proxies, we have retained D.F. King for a fee of $9,500,$11,000, plus reimbursement of expenses. We may incur additional fees if we request additional services. We will also request brokerage houses and other nominees and fiduciaries to forward proxy materials, at our expense, to the beneficial owners of stock held as of 5:00 p.m. Eastern Time on March 12, 2019,29, 2023, the record date for voting.

We use the terms “NiSource,” the “Company,” “we,” “our” and “us” in this proxy statementProxy Statement to refer to NiSource Inc.

Who May Vote

Holders of shares of common stock as of the close of business on March 12, 2019,29, 2023, are entitled to notice of and to vote at the Annual Meeting and any adjournment thereof. As of March 12, 2019, [•29, 2023, [] shares of common stock were issued and outstanding. Each share of common stock outstanding on that date is entitled to one vote on each matter presented at the Annual Meeting.

Voting Your Proxy

If you are a “stockholder of record” (that is, if your shares of common stock are registered directly in your name on the Company’s records), you may vote your shares by proxy in advance of the Annual Meeting using any of the following methods:

Telephoning the toll-free number listed on the proxy card;
Using the Internet website listed on the proxy card: www.proxyvote.com; or
Marking, dating, signing and returning the enclosed proxy card.
Telephoning the toll-free number listed on the proxy card;
Using the Internet website listed on the proxy card; or
Marking, dating, signing and returning the enclosed proxy card.

All votes must be received by the proxy tabulator by 11:59 p.m. Eastern Time on May 6, 2019.

22, 2023.

If your shares are held in a brokerage account or by a bank, broker, trust or other nominee (herein referred to as a “Broker”), you are considered a “beneficial owner” of shares held in “street name.” As a beneficial owner, you will receive proxy materials and voting instructions from the stockholder of record that holds your shares. You must follow the voting instructions in order to have your shares of common stock voted.

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PROXY STATEMENT
Discretionary Voting by Brokers and “Broker Non-Votes”

If your shares are held in street name and you do not provide the Broker with instructions as to how to vote such shares, your Broker will only be able to vote your shares at its discretion on certain “routine” matters as permitted by New York Stock Exchange (“NYSE”) rules. The proposal to ratify the appointment of our independent registered public accounting firm is the only proposal considered a routine matter and, accordingly, at the Annual Meeting, Brokers will only have discretionary authority to vote your shares with regard toregarding Proposal No. 3,4, the ratification of the appointment of Deloitte

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as our independent registered public accounting firm for 2019.2023. A “broker non-vote” occurs when a Broker holding shares for a beneficial owner does not have discretionary authority to vote the shares and has not received instructions from the beneficial owner as to how the beneficial owner would like the shares to be voted. Brokers will not have discretionary authority to vote your shares with respect to the other proposals to be presented at the Annual Meeting. Therefore, it is important that you instruct your Broker or other nominee how to vote your shares. If Brokers exercise their discretionary voting authority on Proposal No. 3,4, such shares will be considered present at the Annual Meeting for quorum purposes and broker non-votes will occur as to each of the other proposals presented at the Annual Meeting, which are considered “non-routine.”

Voting Shares Held in Our 401(k) Plan

If you hold your shares of common stock in our 401(k) Plan, those shares are held in the name of Fidelity Management Trust Company (“Fidelity”), the administrator of the 401(k) Plan. You will receive a proxy card that includes the number of shares of our common stock held in the 401(k) Plan. You should instruct Fidelity how to vote your shares by completing and returning the proxy card or by voting your shares by Internet or by telephone, as detailed above under “Voting Your Proxy.” If you do not instruct Fidelity how to vote your shares, or if you sign the proxy card with no further instructions as to how to vote your shares, Fidelity will vote your shares in the same proportion as the shares for which it receives instructions from all other participants to the extent permitted under applicable law. To allow enough time for Fidelity to vote your shares in accordance with your direction, your voting instructions must be received by Fidelity no later than 11:59 p.m. Eastern Time on May 2, 2019.

18, 2023.

Attending and Voting During the Virtual Annual Meeting
Format of Meeting. The Annual Meeting will be conducted in Person

You also may comea virtual format only to provide access to all our stockholders regardless of geographic location. There is no in-person meeting for you to attend. We designed the format of the Annual Meeting to ensure that our stockholders who attend the Annual Meeting will be afforded similar rights and voteopportunities to participate as they would at an in-person meeting.

Attending the Meeting. You are entitled to attend and participate in the Annual Meeting if you were a stockholder of record as of the close of business on March 29, 2023, the record date, or hold a legal proxy for the Annual Meeting provided by your Broker as described below. To attend and participate in the Annual Meeting, visit www.virtualshareholdermeeting.com/NI2023 and enter your 16-digit control number, which can be found on your proxy card, voting instruction form or email you received with your proxy materials. If your shares in personare held by obtaininga Broker and submittingyou do not have a ballotcontrol number, please contact your Broker as soon as possible so that willyou can be available atprovided with a control number.
Voting During the Meeting. You may vote during the Annual Meeting. However, ifMeeting by following the instructions available on the meeting website during the meeting. If your shares are held in street name by a Broker, then, in order to be able to vote at the Annual Meeting, you must obtain an executed legal proxy from the Broker indicating that you were the beneficial owner of the shares on March 12, 2019,29, 2023, the record date for voting, and that the Broker is giving you its proxy to vote the shares.

If your shares are held in the 401(k) Plan, you will not be able to vote your shares at the Annual Meeting.

Whether or not you plan to attend the Annual Meeting, we urge you to vote and submit your proxy in advance of the meeting by one of the methods described above under “Voting Your Proxy.” Votes cast in personat the Annual Meeting or represented by proxy at the Annual Meeting will be tabulated by the inspectorsinspector of election.

If

Technical Assistance. The Annual Meeting will begin promptly at 10:00 a.m. Central Time. We encourage you plan to attendaccess the Annual Meeting approximately 15 minutes in advance to allow ample time for you to log in to the meeting and test your computer audio system. We recommend that you carefully review the above procedures needed to gain admission in
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PROXY STATEMENT
advance. Technicians will be ready to assist you with any technical difficulties you may have accessing the virtual meeting. If you encounter any difficulties accessing the virtual meeting during check-in or during the meeting, please so indicate when you return your proxy card, socall the technical support number that we may send you an admission ticket and makewill be posted on the necessary arrangements. Stockholders who plan to attendmeeting login page at www.virtualshareholdermeeting.com/NI2023.
Submitting Questions During the Meeting. As part of the Annual Meeting, must present valid, government-issued photo identification alongwe will hold a question and answer session during which we intend to answer questions submitted during the meeting that are relevant to the purposes of the meeting and the Company’s business in accordance with an admission ticket or evidence of beneficial ownership.

the Annual Meeting procedures posted on the meeting website, as time permits. Questions may be submitted by stockholders that have used 16-digit control numbers to enter the meeting at www.virtualshareholdermeeting.com/NI2023. Questions and answers may be grouped by topic and substantially similar questions may be grouped and answered once.

Revoking Your Proxy

You may revoke your proxy at any time before a vote is taken or the authority granted is otherwise exercised. To revoke a proxy, you may send a letter to our Corporate Secretary (which must be received before a vote is taken) indicating that you want to revoke your proxy, or you can supersede your initial proxy by submitting a duly executed proxy bearing a later date, voting by telephone or through the Internet on a later date, or attending the virtual Annual Meeting and voting in person.during the meeting. Attending the virtual Annual Meeting will not in and of itself revoke a proxy.

Quorum for the Meeting

A quorum of stockholders is necessary to take action at the Annual Meeting. A majority of the outstanding shares of common stock, present in personduring the virtual Annual Meeting or represented by proxy, will constitute a quorum at the Annual Meeting. The inspectors of election appointed for the Annual Meeting will determine whether or not a quorum is present. Abstentions are counted for purposes of determining whether a quorum is present. As explained above under “Discretionary Voting by Brokers and ‘Broker Non-Votes,Non-Votes’,” if Brokers exercise their discretionary voting authority on Proposal No. 3,4, such shares will be considered present at the meeting for quorum purposes and broker non-votes will occur as to each of the other proposals presented at the Annual Meeting.

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TABLE OF CONTENTS

PROPOSAL 1 ELECTION OF DIRECTORS

At the recommendation of the Environmental, Social, Nominating and& Governance (“ESN&G”) Committee, the Board has nominated the persons listed below to serve as directors, each for a one-year term, beginning at the Annual Meeting on May 7, 2019,23, 2023, and expiring at the 20202024 annual meeting of our stockholders (the “2020“2024 Annual Meeting”) and until their successors are duly elected or appointed and qualified. The nominees include nineeleven independent directors, as defined in the applicable rules of the NYSE, and our President and Chief Executive Officer (“CEO”).CEO. The Board does not anticipate that any of the nominees will be unable to serve, but if any nominee is unable to serve, the proxies will be voted in accordance with the judgment of the person or persons voting the proxies.

All of the nominees currently serve on the Board.

Set forth below is information regarding all of our nominees (each of whom has consented to being named in the Proxy Statement and to serving, if elected).

Vote Required

In order to

To be elected, a nominee must receive more votes cast in favor of his or her election than against election. Abstentions by those present or represented by proxy will not be counted as a vote cast either “for” or “against” with respect to the election of directors and, therefore, will have no effect on the outcome. Brokers will not have discretionary authority to vote on the election of directors. Accordingly, there could be broker non-votes which will have no effect on the vote.

Under our Corporate Governance Guidelines, each nominee will tender a conditional resignation prior to the Annual Meeting, effective only if both (a) the votes “against” a nominee’s election exceed the votes “for” election (a “failed re-election”) and (b) such resignation is subsequently accepted by the Board. Any failed re-election will be referred to the Nominating and GovernanceESN&G Committee, which will make a recommendation to the Board as to whether to accept or reject the resignation. The Board will make a determinationdecide and publicly disclose its decision, the rationale for the decision and the directors who participated in the process within 90 days after the election. The Board expects the director who has not been re-elected to abstain from participating in the Nominating and GovernanceESN&G Committee or Board discussion or vote regarding whether to accept his or her resignation offer. A director who has had a failed re-election may participate in discussions or votes with respect to other directors who have had a failed re-election.
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Biographical Information

PROPOSAL 1 – ELECTION OF DIRECTORS
Nominee Demographics, Skills and Skills

Biographical information regarding each director nominee and his or her qualifications to serve as a director is set forth on the succeeding pages.

Biographies

Our director nominees are diverse and possess the necessary breadth and depth of skills and experience to oversee our business operations and long-term strategystrategy. The following tables and biographies identify the balance of experience, skills and qualifications that the director nominees bring to the Board. The fact that a particular skill or qualification is not designated as shown below:*to one or more nominees does not mean that those nominees do not also possess the specific experience and qualification.
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PROPOSAL 1 – ELECTION OF DIRECTORS
graphic
Industry Experience (58%) *
   •
Gas Distribution or Transmission (50%)
   •
Electricity Distribution, Transmission or Generation (50%)
   •
Energy Markets or Technology (70%)
Other Operations / Customer Service (90%(100%)
Government and Regulatory (90%(100%)
Public Company Board (80%(100%)
Financial or Capital Markets (90%(75%)
Risk Management (100%)
Technology (50%(67%)
Safety (60%(67%)
Environmental, Sustainability, Corporate
Responsibility and Ethics (100%)
Non-Profit Board / Community Service (100%(92%)
CEO (Current or Prior) (70%(58%)
Strategic Planning (100%)
Financial Literacy and/ Accounting Expertise (100%)
Talent Management (Executive Compensation and Benefits, and Talent Development) (100%)

* Percentages shown in this table represent the portion of the Board with the indicated skill or experience.

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PROPOSAL 1 – ELECTION OF DIRECTORS
THE BOARD UNANIMOUSLY RECOMMENDS THAT YOU VOTE “FOR” THE ELECTION OF EACH OF THE NOMINEES LISTED BELOW.

PeterPETER A. AltabefALTABEF

graphic
  
Age: 63

Director Since:
2017


Standing Board Committees:

Age: 59
 Finance Committee
(Chair)
  Environmental, Social, Nominating and
Governance Committee
 Executive Committee
Executive Experience: Mr. Altabef currently serves as Chair and CEO of Unisys Corporation, a global information technology company, a position he has held since January 2015 (becoming Chair in April 2018). He also served as President from January 2015 through March 2020 and from November 2021 to May 2022. Prior to his current role, he served as president and CEO of MICROS Systems, Inc., a provider of integrated software and hardware solutions to the hospitality and retail industries, from 2013 to 2014, when it was acquired by Oracle Corporation. Before that, he served as president and CEO of Perot Systems Corporation from 2004 to 2009, when it was acquired by Dell Inc. Following that transaction, Mr. Altabef served as president of Dell Services, the information technology services and business process solutions unit of Dell Inc., until his departure in 2011.

Outside Board and Other Experience: Mr. Altabef is Chair of the board of directors of Unisys Corporation. He is also a member of the President’s National Security Telecommunications Advisory Committee (NSTAC), a trustee of the Committee for Economic Development (CED), a member of the advisory board of Merit Energy Company, LLC and of the board of directors of Petrus Trust Company, LTA. He has previously served as a senior advisor to 2M Companies, Inc., in 2012, and as a director of MICROS Systems, Perot Systems Corporation and Belo Corporation. He is also active in community service activities, having served on the boards and committees of several cultural, medical, educational and charitable organizations and events.

Skills and Qualifications: Mr. Altabef has experience leading large organizations as CEO and a strong background in strategic planning, financial reporting, risk management, business operations and corporate governance. He also has more than 25 years of senior leadership experience at some of the world’s leading information technology companies. As a result, he has a deep understanding of the cybersecurity issues facing businesses today. His overall leadership experience and his cybersecurity background provide the Board with valuable perspective and insight into significant issues that we face.
Environmental, Safety and Sustainability Committee
Finance Committee (Chair)
Nominating and Governance Committee


Executive Experience: Mr. Altabef currently serves as Chairman, President and CEO of Unisys Corporation, a global information technology company, and is a member of its board of directors, a position he has held since January 2015. Prior to his current role, he served as president and CEO of MICROS Systems, Inc., a provider of integrated software and hardware solutions to the hospitality and retail industries, from 2013 to 2014, when it was acquired by Oracle Corporation. Before that, he served as president and CEO of Perot Systems Corporation from 2004 to 2009, when it was acquired by Dell Inc. Following that transaction, Mr. Altabef served as president of Dell Services, the information technology services and business process solutions unit of Dell Inc. until his departure in 2011.

Outside Board and Other Experience: Mr. Altabef is a member of the board of directors of Unisys Corporation. He is also a member of the President’s National Security Telecommunications Advisory Committee, a board member of EastWest Institute, and a member of the advisory board of Merit Energy Company, LLC and of the board of directors of Petrus Trust Company, LTA. He has previously served as a senior advisor to 2M Companies, Inc., in 2012, and as a director of MICROS Systems, Perot Systems Corporation and Belo Corporation. He is also active in community service activities, having served on the boards and committees of several cultural, medical, educational and charitable organizations and events.

Skills and Qualifications: Mr. Altabef has experience leading large organizations as CEO and a strong background in strategic planning, financial reporting, risk management, business operations and corporate governance. He also has more than 20 years of senior leadership experience at some of the world’s leading information technology companies. As a result, he has a deep understanding of the cybersecurity issues facing businesses today. His overall leadership experience and his cybersecurity background provide the Board with valuable perspective and insight into significant issues that we face.

Theodore H. Bunting, Jr.

Director Since: 2018
Standing Board Committees:
Age: 60
Audit Committee
Compensation Committee



Executive Experience: Mr. Bunting most recently served as group president, utility operations, at Entergy Corporation (“Entergy”), an integrated energy company, from 2012 until his retirement in 2017. Before that, he was senior vice president and chief accounting officer at Entergy from 2007 to 2012, and chief financial officer of several subsidiaries from 2000 to 2007. He held other management positions of increasing responsibility in accounting and operations at Entergy since joining the company in 1983.

Outside Board and Other Experience: Mr. Bunting has been a director of Unum Group since 2013 and is currently chairman of its regulatory compliance committee and a member of its human capital committee. He previously served as a director of Imation Corp., a global data storage and information security company. He also serves on the board of Foundation for the Mid South and previously served on the board of Hendrix College.

Skills and Qualifications: Mr. Bunting’s utility industry knowledge, including his experience in customer service, safety and regulatory relations, are valuable to us as we continue to execute on our robust long-term utility infrastructure investment plans. He also brings additional public company experience in the areas of strategic finance, accounting, auditing, and capital and risk management to the Board. He is a certified public accountant.

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PROPOSAL 1 – ELECTION OF DIRECTORS
EricSONDRA L. ButlerBARBOUR

graphic
  
Age: 60

Director Since:
2017
2022

Standing Board Committees:

Age: 58 Audit Committee
  Environmental, Social, Nominating and
Governance Committee
Executive Experience: Ms. Barbour retired as Executive Vice President, Information Systems and Global Solutions, of Lockheed Martin Corporation (“Lockheed Martin”) in 2016 and served in a transition role at Leidos Holdings until her retirement in 2017. Ms. Barbour joined Lockheed Martin in 1986 and served in various leadership capacities and has extensive technology experience, notably in the design and development of large-scale information systems. From 2008 to 2013, Ms. Barbour served as Senior Vice President, Enterprise Business Services and Chief Information Officer, heading all of Lockheed Martin’s internal information technology operations, including protecting the company’s infrastructure and information from cyber threats. Prior to that role, Ms. Barbour served as Vice President, Corporate Shared Services and Vice President, Corporate Internal Audit providing oversight of supply chain activities, internal controls, and risk management.

Outside Board and Other Experience: Ms. Barbour serves as a director of AGCO Corporation, where she chairs the Audit Committee, and was previously a director for each of 3M Company and Perspecta Inc.

Skills and Qualifications: Ms. Barbour’s significant experience with information technology systems and cybersecurity is valuable in helping steer our development of technology and management of cyber risks. Ms. Barbour brings 30 years of leadership experience at Lockheed Martin, where she oversaw complex information technology systems of a 110,000+ employee business. She brings significant risk management knowledge related to technology and supply chain oversight, which are of key importance to our success. Ms. Barbour also enhances the Board’s public company experience in the areas of internal controls, accounting, audit, risk management and cybersecurity.
Audit Committee
Compensation Committee
Environmental, Safety and Sustainability Committee


Executive Experience: Mr. Butler served in a number of executive leadership roles at Union Pacific Corporation (“Union Pacific”), a transportation company located in Omaha, Nebraska, until his retirement in February 2018. He began his career at Union Pacific in 1985 and held leadership roles in financial planning and analysis and in marketing, sales and commercial, including as Executive Vice President and Chief Marketing Officer from March 2012 to December 2016. He also held leadership roles in supply, procurement and purchasing, including as Vice President and General Manager – Industrial Products from April 2005 to March 2012. Most recently, he was Senior Vice President of Union Pacific from December 2017, Executive Vice President and Chief Administrative Officer from December 2016 through November 2017, and Corporate Secretary from February 2017 through November 2017.

Outside Board and Other Experience: Mr. Butler was appointed to the Federal Reserve Bank of Kansas City’s Omaha Branch Board in 2015 and, in 2018, was elected chairman. Additionally, he serves on the board of the Omaha Airport Authority, which he joined in 2007.

Skills and Qualifications: Mr. Butler developed and led strategic and financial planning, marketing, sales, commercial; and supply, procurement and purchasing for one of the largest transportation companies in the world, Union Pacific. He most recently led the corporate governance, human resources, labor relations and administration functions at Union Pacific. His knowledge of the railroad transportation industry and the challenges in maintaining top-tier safety, customer service and risk management standards while providing an important part of the nation’s infrastructure provides him with unique skills and insights that are valuable to the Board. In addition, he has experience in the purchase of fuel and energy materials and equipment. As a result, Mr. Butler has an understanding of the aging infrastructure, safety, organizational and regulatory issues facing utilities today and provides a fresh viewpoint from an industry that is similarly positioned. His overall leadership experience and his regulated public company background provides the Board with another perspective on significant issues that we face.

Aristides S. CandrisTHEODORE H. BUNTING, JR.

graphic
  
Age: 64

Director Since: 2018

Standing Board
Committees:
 Audit Committee (Chair)
 Compensation and
Human Capital
Committee
  Executive Committee
Director Since:Executive Experience: Mr. Bunting most recently served as group president, utility operations, at Entergy Corporation (“Entergy”), an integrated energy company, from 2012 until his retirement in 2017. Before that, he was senior vice president and chief accounting officer at Entergy from 2007 to 2012 and chief financial officer (“CFO”) of several subsidiaries from 2000 to 2007. He held other management positions of increasing responsibility in accounting and operations at Entergy since joining the company in 1983.

Outside Board and Other Experience: Mr. Bunting has been a director of Unum Group since 2013 and is currently chair of its regulatory compliance committee and a member of its human capital committee. Mr. Bunting has been a director of the Hanover Group since 2020 and is a member of the Audit Committee. Mr. Bunting served as a director of IEA from 2021 until October 2022 and is a member of the ESN&G and Compensation and Human Capital Committees. He previously served as a director of Imation Corp., a global data storage and information security company. He also serves on the board of Foundation for the Mid South and previously served on the board of Hendrix College.

Skills and Qualifications: Mr. Bunting’s utility industry knowledge, including his experience in customer service, safety and regulatory relations, are valuable to us as we continue to execute on our robust long-term utility infrastructure investment plans. He also brings additional public company experience in the areas of strategic finance, accounting, auditing, and capital and risk management to the Board. He is a certified public accountant.
Standing Board Committees:
Age: 67
Environmental, Safety and Sustainability Committee (Chair)
Finance Committee
Nominating and Governance Committee


Executive Experience: Dr. Candris was President and CEO of Westinghouse Electric Company (“Westinghouse”), Pittsburgh, Pennsylvania, a nuclear engineering company, which was a unit of Tokyo-based Toshiba Corp., from July 2008 until his retirement in March 2012. During his 36 years of service at Westinghouse, Dr. Candris served in various positions, including as Senior Vice President, Nuclear Fuel, from September 2006 to July 2008, and continued to serve on the board of Westinghouse until October 2012.

Outside Board and Other Experience: Dr. Candris is an advisory board member of Atomos Nuclear and Space Corporation. He is also a member of the advisory boards of the Carnegie Institute of Technology and the Wilton E. Scott Institute for Energy Innovation at Carnegie Mellon University. He also serves on the boards of trustees of Transylvania University and the Hellenic-American University and the board of directors of The Hellenic Initiative. He previously served on the boards of Westinghouse, and Kurion Inc.

Skills and Qualifications: Dr. Candris is a nuclear scientist and engineer, and has significant experience leading a global nuclear power company. His knowledge of the electric industry gives him significant insight to the issues impacting the electric utility industry. His experience managing highly technical engineering operations, and particularly his extensive experience and expertise in risk assessment, as well as process optimization methodologies (such as Lean/Six Sigma), are of great value as we build and maintain facilities to address increasing environmental regulations and make long-term strategic decisions on electric power generation and gas and electric delivery. His technical and management skills are helpful as we build and modernize both our transmission and distribution systems. Dr. Candris has great insight from his experience developing customer focused programs and attaining excellence in business processes and behaviors, which will assist us to better meet the increasing expectations of customers and regulators.

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PROPOSAL 1 – ELECTION OF DIRECTORS
Wayne S. DeVeydtERIC L. BUTLER

graphic
  
Age: 62

Director Since:
2016
2017

Standing Board Committees:

Age: 49  Compensation and Human Capital
Committee (Chair)
 Audit Committee
 Executive Committee
Audit Committee
Compensation Committee
Finance Committee



Executive Experience: Mr. DeVeydt has been serving as Chief Executive Officer and member of the board of directors of Surgery Partners, Inc., a healthcare services company, since January 2018. Previously, he served as a Senior Advisor to the Global Healthcare division of Bain Capital located in Boston, Massachusetts from January 2017 to January 2018, and as Executive Vice President and Chief Financial Officer (“CFO”) at Anthem, Inc., a health insurance company and an independent licensee of the Blue Cross and Blue Shield Association from May 2007 until his retirement in June 2016. He also served as Senior Vice President and Chief Accounting Officer at Anthem, Inc. beginning in 2005 and Chief of Staff to the Chairman and Chief Executive Officer from 2006 to 2007. Prior to joining Anthem, Inc., Mr. DeVeydt was a partner at PricewaterhouseCoopers LLP from 1996 to 2005, where he served in many roles in the financial services industry.

Outside Board and Other Experience: Mr. DeVeydtExecutive Experience: Mr. Butler currently is a member of the board of directors of Surgery Partners, Inc., where he currently serves as Chief Executive Officer. He is also a member of the board of directors of Grupo Notre Dame Intermedica. He also served as a director of Myovant Sciences Ltd. from 2016 until July 2018 and served as its lead independent director, chair of its audit committee, and a member of its compensation committee. Mr. DeVeydt is an active leader in his community through his charitable activities.

Skills and Qualifications: Mr. DeVeydt’s positions as CEO and CFO at public companies in regulated industries and as a partner at PricewaterhouseCoopers LLP provide him with strong financial acumen along with a deep understanding of regulated industry operations and extensive leadership skills, particularly in the areas of accounting and finance. His significant experience in internal controls, capital markets, corporate governance, risk management and strategic planning from both a public company and public accounting perspective make him an asset to the Board.

Joseph Hamrock

Director, President and CEO of Aswani-Butler Investment Associates, a private equity investment firm. Previously he served in a number of executive leadership roles at Union Pacific Corporation (“Union Pacific”), a transportation company located in Omaha, Nebraska, until his retirement in February 2018. He began his career at Union Pacific in 1986 and held leadership roles in finance, accounting, marketing and sales, supply, operations research and planning and human resources. He was Vice President of Financial Planning and Analysis from 1997 to 2000, Vice President of Purchasing and Supply Chain from 2000 to 2003, Vice President and General Manager of the Automotive Business from 2003 to 2005 and Vice President and General Manager of the Industrial Products Business from 2005 to 2012. He was Executive Vice President of Marketing and Sales and Chief Commercial Officer and ran the worldwide Commercial business from 2012 to 2017. He served as Executive Vice President, Chief Administrative Officer and Corporate Secretary from 2017 until his retirement.

Outside Board and Other Experience: Mr. Butler was appointed to the Federal Reserve Bank of Kansas City’s Omaha Branch Board in 2015 and, in 2018, was elected chair. His term on the Federal Reserve board ended in December 2020. He currently serves on the board of the Omaha Airport Authority, which he joined in 2007, and the Eastman Chemical Company Board, which he joined in 2022.

Skills and Qualifications: Mr. Butler developed and led strategic and financial planning, marketing, sales, commercial, and supply, procurement and purchasing for one of the largest transportation companies in the world, Union Pacific. He most recently led the corporate governance, human resources, labor relations and administration functions at Union Pacific. His knowledge of the railroad transportation industry and the challenges in maintaining top-tier safety, customer service and risk management standards while providing an important part of the nation’s infrastructure provides him with unique skills and insights that are valuable to the Board. In addition, he has experience in the purchase of fuel and energy materials and equipment. As a result, Mr. Butler has an understanding of the aging infrastructure, safety, organizational and regulatory issues facing utilities today and provides a fresh viewpoint from an industry that is similarly positioned. His overall leadership experience and his regulated public company background provides the Board with another perspective on significant issues that we face.
Standing Board Committees:
None
Director Since: 2015
Age: 55


Executive Experience: Mr. Hamrock has been our President and CEO since July 2015. From May 2012 to June 2015, he was Executive Vice President and Group CEO for NiSource’s Gas Distribution Operations, comprised of local gas distribution companies in Kentucky, Maryland, Massachusetts, Ohio, Pennsylvania and Virginia. Prior thereto, he served in a variety of senior executive positions with American Electric Power (“AEP”), an electrical service public utility holding company in Columbus, Ohio, including as President and Chief Operating Officer of AEP Ohio from January 2008 to May 2012. He also served in leadership roles in engineering, transmission and distribution operations, customer service, marketing and information technology.

Outside Board and Other Experience: Mr. Hamrock is currently a member of the board of the American Gas Association, a gas industry trade association. He is also a board member of OhioHealth, a not-for-profit healthcare system in central Ohio, and A Kid Again, which supports families caring for children with life-threatening illnesses.

Skills and Qualifications: Mr. Hamrock has extensive knowledge of our industry from his more than 30 years of experience in a variety of positions at AEP and the Company. He began his career in the energy industry as an electrical engineer in transmission and distribution planning, and progressed to work in commercial and industrial customer services, earning a leadership role in commercial marketing, customer services, and strategic development, among other executive roles, before becoming CEO at NiSource. Consequently, he has a firm understanding of the needs of our customers and is uniquely qualified to lead a focused utility company to meet our customer commitments. Additionally, he has a solid understanding of our organization through his leadership of our gas distribution operations, where he led financial, operational, regulatory and commercial performance for the Columbia gas business. This significant industry experience provides Mr. Hamrock with a unique perspective into our operations, our markets, our people and the strategic vision needed to meet our long-term safety, customer value, business, financial and technology performance goals. In addition, he has been, and continues to be, an active supporter of educational, charitable and utility industry organizations.

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PROPOSAL 1 – ELECTION OF DIRECTORS
Deborah A. HenrettaARISTIDES S. CANDRIS

graphic
  
Age: 71

Director Since:
2015
2012

Standing Board Committees:

Age: 57  Safety, Operations, Regulatory and Policy
Committee (Chair)
  Environmental, Social, Nominating and
Governance Committee
 Executive Committee
Executive Experience: Dr. Candris was President and CEO of Westinghouse Electric Company (“Westinghouse”), Pittsburgh, Pennsylvania, a nuclear engineering company, which was a unit of Tokyo-based Toshiba Corp., from July 2008 until his retirement in March 2012. During his 36 years of service at Westinghouse, Dr. Candris served in various positions, including as Senior Vice President, Nuclear Fuel, from September 2006 to July 2008, and continued to serve on the board of Westinghouse until October 2012.

Outside Board and Other Experience: Dr. Candris served on the advisory board of Atomos Nuclear and Space Corporation from 2018 until 2020. He is also a member of the advisory boards of the Carnegie Institute of Technology and the Wilton E. Scott Institute for Energy Innovation at Carnegie Mellon University. He also serves on the boards of trustees of Transylvania University and the Hellenic American University and the board of directors of The Hellenic Initiative. He previously served on the boards of Westinghouse and Kurion Inc.

Skills and Qualifications: Dr. Candris is a nuclear scientist and engineer and has significant experience leading a global nuclear power company. His knowledge of the electric industry gives him significant insight to the issues impacting the electric utility industry. His experience managing highly technical engineering operations, and particularly his extensive experience and expertise in risk assessment and safety management systems, as well as process optimization methodologies (such as Lean/Six Sigma), are of great value as we build and maintain facilities to address increasing environmental regulations and make long-term strategic decisions on electric power generation and gas and electric delivery. His technical and management skills are helpful as we continue to build and modernize both our transmission and distribution systems. Dr. Candris has great insight from his experience developing customer-focused programs and attaining excellence in business processes and behaviors, which will assist us to better meet the increasing expectations of customers and regulators.
Compensation Committee
Environmental, Safety and Sustainability Committee
Finance Committee


Executive Experience: Ms. Henretta currently is a partner at G100 Companies, a C-suite learning and development company, where she serves as Senior Advisor spearheading digital transformation practice for SSA & Company, a G100 Company. She retired from Procter & Gamble Co. (“P&G”) in 2015, where she served as Group President of Global e-Business. Prior to her appointment as Group President of Global e-Business in January 2015, she held various senior positions throughout several P&G sectors, including as Group President of Global Beauty from 2012 to 2015 and as Group President of P&G Asia from 2007 to 2012. Prior to her appointment as Group President of P&G Asia, she was President Asia from 2005 to 2007 and President of Global Baby, Toddler and Adult Care from 2004 to 2005. She joined P&G in 1985.

Outside Board and Other Experience: Ms. Henretta has been a director at American Eagle Outfitters, Inc. since February 2019. Ms. Henretta has been a director at Corning Incorporated since 2013, and currently serves on its audit and corporate relations committees. She is a director of Meritage Homes Corporation, and serves on its nominating and corporate governance committees. Ms. Henretta served as a director of Staples, Inc. from June 2016 until September 2017 and served on its compensation committee. Additionally, she serves on the board of trustees for Xavier University and St. Bonaventure University.

Skills and Qualifications: Ms. Henretta has over 30 years of business leadership experience with P&G in a multi-jurisdictional regulatory and competitive business environment. She has experience across many markets, including P&L responsibility for multi-billion dollar businesses at P&G and responsibility for strategic planning, sales, marketing, e-business, government relations and customer service. Ms. Henretta led a dynamic business segment and is, therefore, keenly aware of the delicate balance of keeping pace with customer expectations in a changing environment, as well as maximizing the benefits that inclusion and diversity can provide. Because of this experience, Ms. Henretta brings valuable insights to the Board and strategic leadership to us as we operate in multiple regulatory environments and develop products and customer service programs to meet our customer commitments. In her partner role at G100 Companies, she assisted in establishing a Board Excellence Program, which provides board director education on board oversight and governance responsibilities, including in the areas of digital transformation and cybersecurity.

Michael E. Jesanis

Director Since: 2008
Standing Board Committees:
Age: 62
Audit Committee (Chair)
Compensation Committee
Finance Committee


Executive Experience: Mr. Jesanis is a co-founder and, since July 2013, has been Managing Director of HotZero, LLC, a firm formed to develop hot water district energy systems in New England. Mr. Jesanis has served as an advisor to several startups in energy-related fields. From July 2004 through December 2006, Mr. Jesanis was President and CEO of National Grid USA, a natural gas and electric utility, and a subsidiary of National Grid plc, of which Mr. Jesanis was also an Executive Director. Prior to that position, Mr. Jesanis was COO and CFO of National Grid USA from January 2001 to July 2004 and CFO of its predecessor utility holding company from 1998 to 2000.

Outside Board and Other Experience: Mr. Jesanis previously served as a director for several electric and energy companies, including Ameresco, Inc. Mr. Jesanis is the former chair of the board of a college and a past trustee (and past chair of the audit committee) of a university.

Skills and Qualifications: By virtue of his former positions as President and CEO, COO and, prior thereto, CFO, of a major electric and gas utility holding company as well as his current role with an energy efficiency consulting firm, Mr. Jesanis has extensive experience with regulated utilities. He has strong financial acumen and extensive managerial experience, having led modernization efforts in the areas of operating infrastructure improvements, customer service enhancements and management team development. Mr. Jesanis also demonstrates a commitment to education as the former chair of the board of a college and a past trustee (and past chair of the audit committee) of a university. As a result of his former senior managerial roles and his non-profit board service, Mr. Jesanis also has particular expertise with board governance issues.

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PROPOSAL 1 – ELECTION OF DIRECTORS
Kevin T. KabatDEBORAH A. HENRETTA

Vice Chairman
graphic
  
Age: 62

Director Since: 2015

Standing Board Committees:

Director Since: 2015
Audit Committee
Age: 62
Compensation Committee (Chair)
  Environmental, Social, Nominating and Governance Committee



(Chair)
  Compensation and Human Capital
Committee
 Executive Committee
Executive Experience: Ms. Henretta currently is a partner at Council Advisors company, where she serves as Senior Advisor spearheading digital transformation practice for SSA & Company, and is a senior advisor for G100 Companies, a C-suite learning and development company. She retired from Procter & Gamble Co. (“P&G”) in 2015, where she served as Group President of Global e-Business. Prior to her appointment as Group President of Global e-Business in January 2015, she held various senior positions throughout several P&G sectors, including as Group President of Global Beauty from 2012 to 2015 and as Group President of P&G Asia from 2007 to 2012. Prior to her appointment as Group President of P&G Asia, she was President of P&G’s business in ASEAN, Australia and India from 2005 to 2007. She joined P&G in 1985.

Outside Board and Other Experience: Ms. Henretta has been a director at American Eagle Outfitters, Inc. since 2019, a director at Meritage Homes since 2017 and a director at Corning Incorporated since 2013. Ms. Henretta served as a director of Staples, Inc. from June 2016 until September 2017 and served on its Compensation and Human Capital Committee. Additionally, she serves on the board of trustees for Syracuse University.

Skills and Qualifications: Ms. Henretta has over 30 years of business leadership experience with P&G in a multi-jurisdictional regulatory and competitive business environment. She has experience across many markets, including profit and loss responsibility for multi-billion-dollar businesses at P&G and responsibility for strategic planning, sales, marketing, e-business, government relations and customer service. Ms. Henretta led a dynamic business segment and is, therefore, keenly aware of the delicate balance of keeping pace with customer expectations in a changing environment, as well as maximizing the benefits that inclusion and diversity can provide. Because of this experience, Ms. Henretta brings valuable insights to the Board and strategic leadership to us as we operate in multiple regulatory environments and develop products and customer service programs to meet our customer commitments. In her previous partner role at G100 Companies where she continues as an senior advisor, she assisted in establishing a Board Excellence Program, which provides board director education.

Executive Experience: From April 2007 to November 2015, Mr. Kabat was CEO of Fifth Third Bancorp, a bank holding company. He continued to serve as Vice Chairman of the board of directors of Fifth Third Bancorp until his retirement in April 2016. Before becoming CEO, he served as Fifth Third Bancorp’s President from June 2006 to September 2012 and as Executive Vice President from December 2003 to June 2006. Additionally, he was previously President and CEO of Fifth Third Bank (Michigan). Prior to that position, he was Vice Chairman and President of Old Kent Bank, which was acquired by Fifth Third Bancorp in 2001.

Outside Board and Other Experience: Mr. Kabat has been a director of Unum Group since 2008 and is currently chairman of the board and chair of its governance committee. In 2016, Mr. Kabat became the lead independent director of E*Trade Financial Corporation and is a member of its bank board and its compensation and governance committees. He has also held leadership positions on the boards and committees of local business, educational, cultural and charitable organizations and campaigns.

Skills and Qualifications: Mr. Kabat has significant leadership experience as a CEO in a regulated industry at a public company. As a result, he has a deep understanding of operating in a regulatory environment and balancing the interests of many stakeholders. His extensive experience in strategic planning, risk management, financial reporting, internal controls and capital markets makes him an asset to the Board, as he is able to provide unique strategic insight, financial expertise and risk management skills. In addition, he has broad corporate governance skills and perspective gained from his service in leadership positions on the boards of other publicly traded companies.

Carolyn Y. Woo

Director Since: 1998
Standing Board Committees:
Age: 64
Audit Committee
Environmental, Safety and Sustainability Committee
Nominating and Governance Committee (Chair)

Executive Experience: Dr. Woo was President and CEO of Catholic Relief Services, an international humanitarian agency serving over 100 countries, from January 2012 until her retirement in December 2016. Prior thereto, Dr. Woo was dean and a professor of Entrepreneurial Studies at the Mendoza College of Business, University of Notre Dame in Notre Dame, Indiana.

Outside Board and Other Experience: In addition to serving on our Board, Dr. Woo has been a director at AON plc since 1998, and currently serves on its audit, compliance, and organization and compensation committees. She is also on the board of Arabesque. She has previously served on the boards of directors of four additional public companies: Circuit City, St. Joseph Capital Bank, Arvin Industries and Bindley-Western Industries. She is also a current and past board member of several non-profit organizations, including an international relief organization, a global business school accreditation organization, leadership development organizations and an educational organization.

Skills and Qualifications: Dr. Woo’s experience as President and CEO of an international organization provides her with knowledge and experience in managing a large organization. Her experience as the dean of a major business school and her experience as a professor of entrepreneurship provides her with a deep understanding of business principles and extensive expertise with management and strategic planning issues. Through her current and previous service on the boards of directors, audit committees and compensation committees of public companies, including a global reinsurance and risk management consulting company, a pharmaceutical distribution company, an international automotive manufacturer and a financial institution, Dr. Woo has developed an excellent understanding of corporate governance, internal control, financial and strategic analysis and risk management issues. Dr. Woo is a leader in the areas of corporate social responsibility, sustainability and ethics, which adds an important perspective to the Board. In 2017, she was named to the Top 100 Most Influential in Business Ethics by the Ethisphere Institute. Dr. Woo’s commitment to social and educational organizations provides her with an important perspective on the various community and social issues confronting us in the communities that we serve.

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PROPOSAL 1 – ELECTION OF DIRECTORS
DEBORAH A. P. HERSMAN
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Age: 52

Director Since: 2019

Standing Board Committees:
  Safety, Operations, Regulatory and Policy
Committee
 Finance Committee
Executive Experience: Ms. Hersman served as Chief Safety Officer and consultant at Waymo LLC, the self-driving car technology subsidiary of Alphabet Inc., from January 2019 to December 2020. In this role, she was responsible for systems safety, field safety and safety management systems across the company’s extensive testing and development programs. From 2014 to 2019, she served as president and CEO of the National Safety Council, a nonprofit organization focused on eliminating preventable deaths at work, in homes and communities, and on the road through leadership, research, education and advocacy.

Outside Board and Other Experience: From 2004 to 2014, Ms. Hersman served as a board member and then as chair at the National Transportation Safety Board (the “NTSB”). Previously, she served in a professional staff role for the U.S. Senate Commerce, Science and Transportation Committee, where she played key roles in crafting the Pipeline Safety Improvement Act of 2002 and legislation establishing a new modal administration focused on bus and truck safety. In 2022, she served on the Board of Velodyne (“VLDR”), a technology company that provides light detection and ranging (“LIDAR”) solutions for autonomous vehicles, driver assistance, robotics, mapping and infrastructure applications.

Skills and Qualifications: Ms. Hersman is a seasoned safety executive, having previously served as the CEO of the National Safety Council and as the chair and chief executive at the NTSB. She has a successful track record running complex safety-focused organizations with numerous stakeholders. A widely respected safety leader driven by mission and a passion for preserving human life, Ms. Hersman also has expertise in the details of navigating crises and strong experience with safety policy legislation and advocacy. Ms. Hersman’s extensive safety experience is of great value to the Board as we continue to implement our safety management system and meet our safety commitments to our customers and stakeholders.
MICHAEL E. JESANIS
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Age: 66

Director Since: 2008

Standing Board Committees:
 Finance Committee
  Safety, Operations, Regulatory and Policy Committee
Executive Experience: Mr. Jesanis co-founded and was from 2013 to 2021 Managing Director of HotZero, LLC, a firm formed to develop hot water district energy systems in New England. Mr. Jesanis has served as an advisor to several startups in energy-related fields. From July 2004 through December 2006, Mr. Jesanis was President and CEO of National Grid USA, a natural gas and electric utility, and a subsidiary of National Grid plc, of which Mr. Jesanis was also an Executive Director. Prior to that position, Mr. Jesanis was COO and CFO of National Grid USA from January 2001 to July 2004 and CFO of its predecessor utility holding company from 1998 to 2000.

Outside Board and Other Experience: Mr. Jesanis is a board member of El Paso Electric Company. He previously served as a director for several electric and energy companies, including Ameresco, Inc. Mr. Jesanis is the former chair of the board of a college and a past trustee (and past chair of the audit committee) of a university.

Skills and Qualifications: By virtue of his former positions as President and CEO, COO and, prior thereto CFO, of a major electric and gas utility holding company as well as his role with an energy efficiency consulting firm, Mr. Jesanis has extensive experience with regulated utilities. He has strong financial acumen and extensive managerial experience, having led modernization efforts in the areas of operating infrastructure improvements, customer service enhancements and management team development. Mr. Jesanis also demonstrates a commitment to education as the former chair of the board of a college and a past trustee (and past chair of the audit committee) of a university. As a result of his former senior managerial roles and his non-profit board service, Mr. Jesanis also has expertise with board governance issues.
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PROPOSAL 1 – ELECTION OF DIRECTORS
WILLIAM D. JOHNSON
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Age: 69

Director Since: 2022

Standing Board Committees:
  Compensation and Human Capital
Committee
  Safety, Operations, Regulatory and Policy
Committee
Executive Experience: Mr. Johnson most recently served as President and Chief Executive Officer of Pacific Gas & Electric Corporation, a utility company, from May 2019 through June 2020. Mr. Johnson also served as President and Chief Executive Officer of Tennessee Valley Authority, an electric utility company, from January 2013 to May 2019. Prior to joining Tennessee Valley Authority, Mr. Johnson held the positions of Chairman, President and CEO of Progress Energy, Inc. (“Progress”) from October 2007 to July 2012, and previously to that as President and Chief Operating Officer from 2005 to 2007. His career at Progress included leadership roles of increasing responsibility including as President, Energy Delivery from 2004 to 2005, President and Chief Executive Officer from 2002 to 2003, and Executive Vice President and General Counsel from 2000 to 2002 of Progress Energy Service Company. Mr. Johnson’s career began in 1992 at Carolina Power & Light Company (predecessor to Progress) where he held increasing senior management roles of Associate General Counsel and Manager, Legal Department; Vice President, Senior Counsel and Corporate Secretary and Senior Vice President and Corporate Secretary.

Outside Board and Other Experience: Mr. Johnson has been a director of TC Energy Corp. since June 2021, where he currently serves on the Audit Committee and Human Resources Committee. Mr. Johnson has also served on the boards of the following utility industry groups or associations: Edison Electric Institute as Vice Chair, Nuclear Energy Institute as Chair, Institute of Nuclear Power Operations, World Association of Nuclear Operators as Governor and Nuclear Electric Insurance Limited.

Skills and Qualifications: Mr. Johnson brings three decades of industry and leadership expertise to the Board. Mr. Johnson’s multiple tenures as CEO and vast experience with industry groups related to gas, electric, nuclear and other utilities provide him with extensive leadership skills in the utilities industry and a deep understanding of regulated industry operations. Mr. Johnson guided Pacific Gas & Electric Corporation through its emergence from bankruptcy and served as CEO of Progress during its merger with Duke Energy, through which he gained significant experience in complex corporate restructuring, transactions, and strategy. His experience has also informed an understanding of safety and risk oversight in the utilities industry that the Board values. This extensive experience and depth of knowledge gives Mr. Johnson a strong perspective on strategic operations within the industry and makes Mr. Johnson a valuable asset to the Board.
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PROPOSAL 1 – ELECTION OF DIRECTORS
KEVIN T. KABAT
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Age: 66

Director Since: 2015

Chair of the Board

Standing Board Committees:
  Environmental, Social, Nominating and
Governance Committee
 Executive Committee
(Chair)
Executive Experience: From April 2007 to November 2015, Mr. Kabat was CEO of Fifth Third Bancorp, a bank holding company. He continued to serve as Vice Chair of the board of directors of Fifth Third Bancorp until his retirement in April 2016. Before becoming CEO, he served as Fifth Third Bancorp’s President from June 2006 to September 2012 and as Executive Vice President from December 2003 to June 2006. Additionally, he was previously President and CEO of Fifth Third Bank (Michigan). Prior to that position, he was Vice Chair and President of Old Kent Bank, which was acquired by Fifth Third Bancorp in 2001.

Outside Board and Other Experience: Mr. Kabat has been a director of Unum Group since 2008 and is currently chair of the board and chair of its governance committee. He was also previously the lead independent director of E*TRADE Financial Corporation. He has also held leadership positions on the boards and committees of local business, educational, cultural and charitable organizations and campaigns.

Skills and Qualifications: Mr. Kabat has significant leadership experience as a CEO in a regulated industry at a public company. As a result, he has a deep understanding of operating in a regulatory environment and balancing the interests of many stakeholders. His extensive experience in strategic planning, risk management, financial reporting, internal controls and capital markets makes him an asset to the Board, as he is able to provide unique strategic insight, financial expertise and risk management skills. In addition, he has broad corporate governance skills and perspective gained from his service in leadership positions on the boards of other publicly traded companies.
CASSANDRA S. LEE
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Age: 54

Director Since: 2022

Standing Board Committees:
 Audit Committee
 Finance Committee
Executive Experience: Ms. Lee is an experienced financial and operational leader with extensive knowledge of the telecommunication industry, currently serving as Senior Vice President and Chief Audit Executive for AT&T Inc. (“AT&T”), a position she has held since 2021. Ms. Lee joined AT&T in 1993 and has served in various leadership capacities, including Senior Vice President and Chief Financial Officer, AT&T Network, Technology and Capital Management from 2018 to 2021.

Outside Board and Other Experience: Ms. Lee currently serves on the Board of Directors of Andretti Acquisition Corp., a special purpose acquisition company, where she chairs the Audit Committee. Ms. Lee serves on the Board of Directors for the Girl Scouts of Northeast Texas and leads the Finance Committee.

Skills and Qualifications: In more than three decades with AT&T, Ms. Lee has acquired a wealth of expertise in various areas including retail operations, distribution strategy, global supply chain, mergers, acquisitions, and integration, capital management, network and other capacity planning, and shared services operations. Her vast and multifaceted experience in the telecommunication industry translates well in her service on the Board. Ms. Lee also has significant public company financial oversight and leadership experience that strengthens the Board’s depth of financial acumen. Ms. Lee is a certified public accountant and veteran of the United States Army.
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PROPOSAL 1 – ELECTION OF DIRECTORS
LLOYD M. YATES
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Age: 62

Director Since: 2020

President and CEO since 2022

Standing Board Committees:
 None
Executive Experience: Mr. Yates has served as President and CEO of NiSource since February 2022. Mr. Yates retired in 2019 from Duke Energy, where he most recently served as Executive Vice President, Customer and Delivery Operations, and President, Carolinas Region, since 2014. In this role, he was responsible for aligning customer-focused products and services to deliver a personalized end-to-end customer experience to position Duke Energy for long-term growth, as well as for the profit/loss, strategic direction and performance of Duke Energy’s regulated utilities in North Carolina and South Carolina. Previously, he served as Executive Vice President of Regulated Utilities at Duke Energy, overseeing Duke Energy’s utility operations in six states, federal government affairs, and environmental and energy policy at the state and federal levels, as well as Executive Vice President, Customer Operations, where he led the transmission, distribution, customer services, gas operations and grid modernization functions for millions of utility customers. He held various senior leadership roles at Progress Energy, Inc., prior to its merger with Duke Energy, from 2000 to 2012.

Outside Board and Other Experience: Mr. Yates currently serves on the board of directors of Marsh & McLennan Companies. He previously served on the board of directors of American Water Works Company Inc. and Sonoco Products Company.

Skills and Qualifications: Mr. Yates brings significant energy and regulated utility experience to our Board. He has over 40 years of experience in the energy industry, including in the areas of profit/loss management, customer service, nuclear and fossil generation and energy delivery. At Duke Energy, he used his operational experience to improve safety, reliability and the overall customer experience for millions of customers. He has expertise overseeing regulated utility operations, working with state regulators, and managing consumer and community affairs. He also has experience managing gas and grid modernization functions, which is valuable to our Board as we execute our business strategies. In addition, his experience as a director for other prominent public companies benefits our Board by bringing additional perspective to a variety of important areas of governance and strategic planning.
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CORPORATE GOVERNANCE

Corporate Governance Enhancements
In 2022, there was significant Board and governance refreshment, which included a reconstitution of the committees and the addition of three new independent directors. All of our committees remain fully independent.
Director Independence

Under our Corporate Governance Guidelines, a majority of the Board must be comprised of “independent directors.” In order to assist the Board in making its determination of director independence, the Board has adopted categorical standards of independence consistent with the standards contained in Section 303A.02 of the NYSE Listed Company Manual. The Board also has adopted an additional independence standard providing that a director who is an executive officer or director of a company that receives payments from us in an amount which exceeds 1% of such other company’s consolidated gross revenues is not “independent” until three years after falling below such threshold. A copy of our Corporate Governance Guidelines is posted on our website at https://www.nisource.com/investors/governance.

In considering Mr. Johnson’s independence, the Board considered the ordinary course and arms-length business relationship between subsidiaries of the Company and TC Energy Corp., where Mr. Johnson serves as a member of the board of directors. The Board has affirmatively determined that, with the exception of Mr. Hamrock,Yates, all of the members of the Board and all nominees are “independent directors” as defined in Section 303A.02 of the NYSE Listed Company Manual and meet the additional standard for independence set by the Board.

our Corporate Governance Guidelines.

Policies and Procedures with Respect to Transactions with Related Persons

We have established policies and procedures with respect to the review, approval and ratification of any transactions with related persons.

Under its charter, the Nominating and GovernanceESN&G Committee reviews reports and disclosures of insider and related person transactions. Under our CodeConflicts of Business Conduct,Interest policy, the following situations may present a conflict of interest and must be reviewed by the Nominating and Governance Committee to determine if they involve a direct or indirect interest of any director, executive officer or employee (including immediate family members) or otherwise present a conflict of interest:

owning more than a 10% equity interest or a general partner interest in any entity that transacts business with the Company (including lending or leasing transactions, but excluding the receipt of utility service from the Company at tariff rates), if the total amount involved in such transactions may exceed $120,000;
selling anything to the Company or buying anything from the Company (including lending or leasing transactions, but excluding the receipt of utility service from the Company at tariff rates), if the total amount involved in such transactions may exceed $120,000;
consulting for or being employed by a competitor of the Company; and
being in the position of supervising, reviewing or having any influence on the job evaluation, pay or benefit of any immediate family member employed by the Company.
owning more than a 10% equity interest or a general partner interest in any entity that transacts business with the Company (including lending or leasing transactions, but excluding the receipt of utility service from the Company at tariff rates), if the total amount involved in such transactions may exceed $120,000;
selling anything to the Company or buying anything from the Company (including lending or leasing transactions, but excluding the receipt of utility service from the Company at tariff rates), if the total amount involved in such transactions may exceed $120,000;
consulting for or being employed by a competitor of the Company; and
being in the position of supervising, reviewing or having any influence on the job evaluation, pay or benefit of any immediate family member employed by the Company.

Related person transactions are annually reviewed and, if appropriate, ratified by the Nominating and GovernanceESN&G Committee. Directors individuals subjectare expected to Section 16 (“Section 16 Officer(s)”)raise any potential transactions involving a conflict of interest that relate to them with the Securities Exchange Act of 1934, as amended (the “Exchange Act”), and senior executiveESN&G Committee so that they may be reviewed in a prompt manner. Additionally, officers are expected to raise any potential transactions involving a conflict of interest that relate to them with the Nominating and Governance CommitteeGeneral Counsel so that they may be reviewed in a prompt manner.

The General Counsel’s office will review with the ESN&G Committee situations that may present a conflict of interest.

There were no transactions between the Company and any officer, director or nominee for director, or any affiliate of or person related to any of them, since January 1, 2018,2022, of the type or amount required to be disclosed under the applicable Securities and Exchange Commission (“SEC”) rules.

Executive Sessions of Non-Management Directors

To promote open discussion among the non-management directors, the Board schedules regular executive sessions at meetings of the Board and each of its committees. The non-management members met separately from management seven times in 2018. The independent Chairman of the Board presided at all these executive sessions. All of the non-management members are “independent directors” as defined under the applicable NYSE and SEC rules.

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CORPORATE GOVERNANCE
Communications with the Board and Non-Management Directors

Stockholders and other interested persons may communicate any concerns they may have regarding the Company as follows:

Communications to the Board may be made to the Board generally, any director individually, the non-management directors as a group, or the Chair of the Board, by writing to the below address. The Corporate Secretary will review and forward, as appropriate, such correspondence in order to facilitate communication with the Board, its committees, the independent directors, or individual members.
Communications to the Board may be made to the Board generally, any director individually, the non-management directors as a group, or the Chairman of the Board, by writing to the following address:

NiSource Inc.

Attention: Board of Directors, or any Board member, or non-management directors, or Chairman
Chair
of the Board

c/o Corporate Secretary

801 East 86th Avenue

Merrillville, Indiana 46410

The Audit Committee has approved procedures with respect to the receipt, retention and treatment of complaints regarding accounting, internal accounting controls or audit matters. Communications regarding such matters may be made by contacting our Ethics and Compliance Officer at ethics@nisource.com, calling the business ethics hotline at 1-800-457-2814, or writing to:

NiSource Inc.

Attention: Director, Corporate Ethics

801 East 86th Avenue

Merrillville, Indiana 46410

Stockholder Engagement

We are committed to engaging with our stockholders and soliciting their views and input on important governance, environmental, social, executive compensation and other matters. Our Nominating and GovernanceESN&G Committee is responsible for overseeing the stockholder engagement process and the periodic review and assessment of stockholder input on governance matters. We engageIn 2022, management held conversations with stockholders on a variety of corporate governance topics, including Board composition, the Board’s annual evaluation process, executive compensation and other matters. The Company also held an Investor Day in November 2022, during which management continued these conversations with investors. The information obtained from stockholders was shared with our stockholdersESN&G Committee and used to enhance our disclosures. We intend to continue stockholder engagement on governance each year outside of the proxy season. Our independent directors are available to engage in dialogue with stockholders on matters of significance in order to understand stockholders’ views. In addition, management regularly participates in investor and industry conferences throughout the year to discuss performance and share its perspective on the Company and industry developments.

Code of Business Conduct

We have a Code of Business Conduct to promote: (i) ethical behavior, including the ethical handling of conflicts of interest;interest; (ii) full, fair, accurate, timely and understandable financial disclosure;disclosure; (iii) compliance with applicable laws, rules and regulations;regulations; (iv) accountability for adherence to our code;Code of Business Conduct; and (v) prompt internal reporting of violations of our code. Our Code of Business Conduct satisfies applicable SEC and NYSE requirements and applies to all directors, officers (including our principal executive officer, principal financial officer, principal accounting officer and controller), as well as to our employees of and our affiliates. A copy of our Code of Business Conduct is available on our website at https://www.nisource.com/investors/governance and also is available to any stockholder upon written request to our Corporate Secretary at the address noted above under the heading “Communications with the Board and Non-Management Directors.”

Any waiver of our Code of Business Conduct for any director, executive officer or Section 16 officerOfficer may be made only by the Audit Committee of the Board and must be promptly disclosed to the extent and in the manner required by the SEC or the NYSE and posted on our website. No such waivers have been granted.

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CORPORATE GOVERNANCE
To instill and reinforce our values and culture, we require our employees to participate in regular training on rotating ethics and compliance topics each year, including, among others, raising concerns, treating others with respect, preventing discrimination in the workplace, anti-bribery and corruption, data protection, unconscious biases, harassment, conflicts of interest, and the anonymous ethics and compliance hotline. All employees receive training on our Code of Business Conduct biannually or more frequently if there is a material change in content. Our business ethics program, including the employee training program, is reviewed annually by our executive leadership team and the Audit Committee of the Board. Our Audit Committee receives regular updates throughout the year.
Corporate Governance Guidelines

The Nominating and GovernanceESN&G Committee is responsible for annually reviewing and reassessing the Corporate Governance Guidelines and submitting any recommended changes to the Board for its approval. A copy of the Corporate Governance Guidelines can be found on our website at https://www.nisource.com/investors/governance and is also available to any stockholder upon written request to our Corporate Secretary.

Board Leadership Structure

Our Corporate Governance Guidelines state that we should remain free to configure leadership of the Board in the way that best serves our interests at the time and, accordingly, the Board has no fixed policy with respect to combining or separating the offices of ChairmanChair and CEO. If the ChairmanChair is not an independent director, an independent Lead Director will be chosen annually by the Board, taking into account the recommendation of the Nominating and GovernanceESN&G Committee. The ChairmanChair or, if the ChairmanChair is not an independent director, the Lead Director, will be the presiding director of executive sessions of the Board.

To promote open discussion among the non-management directors, the Board schedules regular executive sessions at meetings of the Board and each of its committees.

Since late 2006, the offices of ChairmanChair and CEO of the Company have been held by different individuals, with the ChairmanChair being an independent director.

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The duties of the ChairmanChair of the Board are as follows:

providing leadership to the Board and management, and monitoring the discharge of their duties;
presiding at meetings of stockholders and the Board, including executive sessions of the Board and meetings of the independent directors;
serving as a liaison between the independent directors and management;
in consultation with the CEO, setting agendas for the meetings of the Board, and developing annual Board meeting schedules for approval by the Board;
ensuring proper flow of information to the Board;
having the authority to call special meetings of the Board and independent directors;
being available for consultation and direct communication with stockholders and other key stakeholders, as appropriate; and
having such other responsibilities and performing such duties as may from time to time be assigned to him or her by the Board.
providing leadership to the Board and management, and monitoring the discharge of their duties;
presiding at meetings of stockholders and the Board, including executive sessions of the Board and meetings of the independent directors;
serving as a liaison between the independent directors and management;
in consultation with the CEO, setting agendas for the meetings of the Board, and developing annual Board meeting schedules for approval by the Board;
ensuring proper flow of information to the Board;
having the authority to call special meetings of the Board and independent directors;
being available for consultation and direct communication with stockholders and other key stakeholders, as appropriate; and
having such other responsibilities and perform such duties as may from time to time be assigned to him or her by the Board.

The Board periodically reviews the structure and the division of responsibilities between the role of independent ChairmanChair and CEO. The structure and division of responsibilities is intended to maintain the integrity of the oversight function of the Board by providing a separate framework of responsibilities for the independent ChairmanChair as set forth above.

Board Oversight of Risk

The Board takes an active role in monitoring and assessing our strategic, compliance, operational and financial risks, as well as cybersecurity risks. The Board has oversight over risks related to Environmental, Social and Governance (“ESG”) strategy and governance, including assuring that ESG risks and opportunities are directly tied to our business strategy and understanding how we are measuring progress toward goals as part of our ESG strategy. The Board administers its oversight function through utilization of its various committees.
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CORPORATE GOVERNANCE
Our Risk Management Committee, which consists of members of our senior management, is responsible for oversight of our risk management process. Senior management regularly provides reports on our risks to the Board, the Audit Committee and the other Board committees that oversee the applicable risks. Additionally, the Audit Committee discusses with management and the independent registered public accounting firm the effect of regulatory and accounting initiatives on our financial statements and is responsible for review and evaluation of our major risk exposures, including cybersecurity and supplier risks, and the steps management has taken to monitor and control such exposures. In addition, the
The Compensation and Human Capital Committee, the Environmental, Safety, Operations, Regulatory and SustainabilityPolicy (“ESS”SORP”) Committee, the Finance Committee and the Nominating and GovernanceESN&G Committee are each charged with overseeing the risks associated with their respective areas of responsibility.

For example, the Compensation and Human Capital Committee oversees risks related to executive compensation and human capital management matters, including incentive compensation, succession planning, diversity, employee engagement, culture and talent management. The SORP Committee oversees risks related to safety and operations. The Finance Committee oversees risks related to capital management and allocation and investor relations. The ESN&G Committee oversees risks related to environmental, social, sustainability and climate change matters, public company governance, CEO succession planning, political spending and stockholder engagement. For more information regarding the oversight responsibilities of the Board Committees, see the descriptions of the committees below.

Generally, at each Board meeting, the chairs of each committee provide a report to the Board on any key items and risks discussed at the respective committee meetings. In addition, the Board regularly discusses the Company’s short-, medium-, and long-term strategy and risks. Shorter term risks and related matters are generally discussed at meetings of the Board and applicable committee on a regular and recurring basis, whereas longer term risks are discussed at least annually and as appropriate throughout the course of the year. Our Board or applicable committee receives information from external advisors and others, including the Company’s independent auditors, legal counsel, compensation consultant, and financial advisors, to advise on key risks and other issues relevant to the Company.
Succession Planning
Our management team performs succession planning quarterly for officer-level and critical roles to ensure that we develop and sustain a strong bench of talent capable of performing at the highest levels. Not only is talent identified, but potential paths of development are discussed to ensure that employees have an opportunity to build their skills and are well prepared for future roles. We maintain formal succession plans for our CEO and key executive officers. The succession plan for our CEO is reviewed by the ESN&G Committee and the succession plans for executive officers (other than the CEO) and critical roles are reviewed by the Compensation and Human Capital Committee annually or more frequently as needed.
Meetings and Committees of the Board

The Board met 1012 times during 2018.2022. Each incumbent director attended at least 90%75% of the total number of meetings of the Board and of the committees of the Board on which he or she served, and in each case, during the periods that he or she served. Pursuant to our Corporate Governance Guidelines, directors are expected to attend all Board meetings to spend the time needed to discharge their responsibilities as directors and to attend the annual meeting of stockholders.
All but one of the then-serving directors attended the 20182022 annual meeting of stockholders.

Pursuant to our Corporate Governance Guidelines, the Board expects that our senior officers will regularly attend Board and Committee meetings, present proposals and otherwise assist in the work of the Board. Members of the Board have direct access to all of our employees, outside advisors and independent registered public accounting firm.

The Board has established fivesix standing committees to assist the Board in carrying out its duties: the Audit Committee, the Compensation and Human Capital Committee, the ESSESN&G Committee, the Executive Committee, the Finance Committee and the Nominating and GovernanceSORP Committee. Beginning in 2015, theThe Board also established a Search Committee, an ad hoc committee to assist the Nominating and Governance Committee and the Board in identifying qualified director candidates. The Search Committee met twice during 2018. The Boardgenerally evaluates the structure and membership of its committees on an annual basis, appoints the independent members of the Board to serve on the committees and elects committee
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CORPORATE GOVERNANCE
chairs following the annual meeting of stockholders. The following table shows the composition of each standing Board committee as of the date of this proxy statement.Proxy Statement. Mr. HamrockYates does not serve on any committee but is invited to attend various committee meetings. Mr. Thompson, ChairmanKabat, Chair of the Board serves on the ESN&G committee and Mr. Kabat, Vice Chairman of the Board, areis invited to attend all meetings of each of the other committees.

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Board Committee Composition

Director
Audit
Compensation and Human Capital
ESSSORP
Finance
Nominating
and
GovernanceESN&G
Executive
Peter A. Altabef
✔ 
✔*
Sondra L. Barbour(1)
Theodore H. Bunting, Jr.(1) (2)
✔ 
*
Eric L. Butler
✔ 
*
Aristides S. Candris
✔*
✔ 
Wayne S. DeVeydt
✔ 
✔ 
✔ 
Deborah A. Henretta
✔ 
✔ 
Michael E. Jesanis (2)
✔*
✔ 
Deborah A. P. Hersman
Michael E. Jesanis
William D. Johnson
Kevin T. Kabat(3)(2)
✔*
Cassandra S. Lee(1)
Richard L. Thompson (4)Lloyd M. Yates
✔ 
Carolyn Y. Woo
✔ 
✔ 
✔*
*
Committee Chair
(1)Mr. Bunting was appointed to the Board on September 5, 2018 and appointed to the Audit and Compensation Committees on October 23, 2018.
(2)
Audit Committee Financial Expert, as defined by SEC rules.
(3)(2)
Independent Vice ChairmanChair of the Board.
(4)Independent Chairman of the Board.

The summaries below are qualified by reference to the entire charter for each of the Audit, Compensation ESS,and Human Capital, ESN&G, Executive, Finance and Nominating and Governance Committees;SORP Committees; each of which can be found on our website at https://www.nisource.com/investors/governance and is also available to any stockholder upon written request to our Corporate Secretary. Additionally, any committee may perform other duties and responsibilities, consistent with their respective charters, our Amended and Restated Bylaws (our “Bylaws”), governing law, the rules of the NYSE, the federal securities laws and such other requirements applicable to us, delegated to any committee by the Board, or in the case of the Compensation and Human Capital Committee, under any provision of any of our benefit or compensation plans.

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CORPORATE GOVERNANCE
Audit Committee

The Audit Committee met nineten times in 2018.2022. Our Audit Committee is responsible for the oversight of our internal audit function and financial reporting process. The Audit Committee has the sole authority to appoint, retain or replace our independent registered public accounting firm and is responsible for, among other things:

monitoring the integrity of the financial statements of the Company;
reviewing our independent registered public accounting firm’s qualifications and independence and compensating our independent registered public accounting firm;
overseeing the performance of our internal audit function and our independent registered public accounting firm;
reviewing and discussing with management and our independent registered public accounting firm our annual and quarterly financial statements before earnings announcements;
reviewing and discussing with management our annual and quarterly earnings press releases;
reviewing and discussing with management and our independent registered public accounting firm major issues regarding accounting principles and financial statement presentations, adequacy of internal controls, and any critical judgments or accounting estimates made in connection with the preparation of financial statements;
reviewing and evaluating our major risk exposures, including cybersecurity and supplier risks, and the steps management has taken to monitor and control such exposures, including discussion of our risk assessment and risk management policies; and
overseeing our compliance with legal and regulatory requirements.
reviewing our independent registered public accounting firm’s qualifications and independence and compensating our independent registered public accounting firm;
overseeing the performance of our internal audit function and our independent registered public accounting firm;
reviewing and discussing with management and our independent registered public accounting firm our annual and quarterly financial statements before earnings announcements;
reviewing and discussing with management our annual and quarterly earnings press releases;
reviewing and discussing with management and our independent registered public accounting firm major issues regarding accounting principles and financial statement presentations, adequacy of internal controls, and any critical judgments or accounting estimates made in connection with the preparation of financial statements;
reviewing and evaluating our major risk exposures, including cybersecurity and supplier risks, and the steps management has taken to monitor and control such exposures, including discussion of our risk assessment and risk management policies; and
overseeing our compliance with legal and regulatory requirements.

The Board has determined that all of the members of the Audit Committee are independent as defined under the applicable NYSE and SEC rules, including the additional independence standard for audit committee members, and meet our additional independence standard set forth inunder our Corporate Governance Guidelines. The Audit Committee has reviewed and approved our independent registered public accounting firm for each of 2018 and 2019, and the fees relating to audit services and other services performed by our independent registered public accounting firm.

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For more information regarding the Audit Committee, see “Audit Committee Report” andReport,” “Proposal 34 — Ratification of Independent Registered Public Accounting Firm” and “Independent Registered Public Accounting Firm Fees” below.

Compensation and Human Capital Committee

The Compensation and Human Capital Committee met sevenfour times in 2018.2022. The Compensation and Human Capital Committee is responsible for reviewing our human capital management function and programs, including related procedures, programs, policies and practices, and to make recommendations to management with respect to equal employment opportunity and diversity, equity and inclusion (“DE&I”) initiatives, employee engagement and corporate culture and talent management. The Compensation and Human Capital Committee also apprises the Board with respect to the evaluation, compensation and benefits of our executives. Its responsibilities include, among others:
evaluating the performance of our CEO and other executive officers in light of our goals and objectives;
reviewing and approving the corporate goals and objectives relevant to CEO and executive officer compensation;
making recommendations to the independent Board members regarding CEO compensation and approving compensation of the other executive officers;
reviewing and approving periodically a general compensation policy for our other officers and officers of our principal subsidiaries;
approving, or if appropriate, making recommendations to the Board with respect to incentive compensation plans and equity-based plans;
reviewing our officer candidates for election by the Board;
reviewing and evaluating the executive officers’ development and succession plan (other than our CEO’s succession plan, which is reviewed by the ESN&G Committee);
evaluating the risks associated with our compensation policies and practices and the steps management has taken to monitor and control such risks; and
overseeing the Company’s human capital management function, including procedures, programs, policies and practices with respect to equal employment opportunity and DE&I initiatives; employee engagement and corporate culture; and talent management.
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evaluating the performance of our CEO and other executive officers in light of our goals and objectives;
CORPORATE GOVERNANCE
reviewing and approving the corporate goals and objectives relevant to CEO and executive officer compensation;
making recommendations to the independent Board members regarding CEO compensation and approving compensation of the other executive officers;
reviewing and approving periodically a general compensation policy for our other officers and officers of our principal subsidiaries;
approving, or if appropriate, making recommendations to the Board with respect to incentive compensation plans and equity-based plans;
reviewing our officer candidates for election by the Board;
reviewing and evaluating the executive officers’ development and succession plan (other than our CEO’s succession plan, which is reviewed by the Nominating and Governance Committee);
evaluating the risks associated with our compensation policies and practices and the steps management has taken to monitor and control such risks; and
overseeing equal employment opportunity and diversity initiatives.

In making recommendations regarding the compensation of our CEO and approving the compensation of the other executive officers, the Compensation Committee takes into consideration its evaluation of the individual performance of each person. The Compensation Committee also considers recommendations from the independent compensation consultant that the Compensation Committee engages to advise it with respect to executive compensation design, comparative compensation practices and compensation matters relating to the Board. Each year, the Compensation Committee evaluates the independence and quality of the services provided by its independent compensation consultant. Additionally, when considering changes in compensation for senior executives that report to our CEO, including the Named Executive Officers, the Compensation Committee also considers input from our CEO; Chief Services Officer; and Senior Vice President, Human Resources.

The Compensation Committee first engaged the services of Meridian Compensation Partners, LLC (“Meridian”) in August 2017 as its independent compensation consultant after conducting a request for proposal process. In reviewing the engagement in 2018, the Compensation Committee considered the factors set forth in SEC Rule 10C-1(b)(4) and the applicable NYSE rules and determined that Meridian was independent. Meridian provided no other services to the Company in 2018.

The Compensation Committee has authority to delegate its responsibilities to subcommittees as deemed appropriate, provided the subcommittees are composed entirely of independent directors who also meet the other requirements for membership of the Compensation Committee.

All of the directors serving on the Compensation and Human Capital Committee are: (i) independent as defined under the applicable NYSE and SEC rules and meet the additional independence standard set forth in theunder our Corporate Governance Guidelines and the additional NYSE independence standard for members of compensation committees;committees and (ii) “non-employee directors” as defined under Rule 16b-3 of the Exchange Act; and (iii) “outside directors” as defined by Section 162(m) of the Internal Revenue Code (hereafter “Section 162(m) of the Code” or “Code Section 162(m)”).

   Compensation Committee Interlocks and Insider Participation

As of December 31, 2018, Messrs. Bunting, Butler, DeVeydt, Jesanis and Kabat, and Ms. Henretta served onAct. For additional information regarding the Compensation Committee. Duringand Human Capital Committee’s principles, policies and practices, please see the fiscal year ended December 31, 2018, there were no compensation committee interlocks or insider participation.

   Environmental, Safetydiscussion under “Compensation Discussion and SustainabilityAnalysis (CD&A)”.

SORP Committee

The ESSSORP Committee met fivesix times during 2018.2022. The ESSSORP Committee assists the Board in overseeing the programs, performance and risks relative to environmental,the oversight and review of our operations, including safety, performance and sustainabilityregulatory compliance matters. Its responsibilities include, among others:

overseeing the overall performance of our utility company operations;
evaluating our safety policies, practices and performance relating to our employees, contractors and the general public;
reviewing and assessing stockholder proposals related to safety, operations, regulatory or policy;
monitoring our relationships with regulatory and governmental authorities;
reviewing and monitoring major legislation, regulation and other external influences that pertain to the SORP Committee’s responsibilities and assessing the impact on us; and
reviewing and evaluating our programs, policies, practices and performance with respect to health and safety compliance auditing.
evaluating our environmental and sustainability policies, practices and performance;
evaluating our safety policies, practices and performance relating to our employees, contractors and the general public;
reviewing and assessing stockholder proposals related to the environment, safety and sustainability;
reviewing and evaluating our programs, policies, practices and performance with respect to health and safety compliance auditing; and
assessing major legislation, regulation and other external influences that pertain to the ESS Committee’s responsibilities and assessing the impact on us.

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Finance Committee

The Finance Committee met sixfive times during 2018.2022. Its responsibilities include the following, among others:

reviewing and evaluating our financial plans, capital structure, equity and debt levels, dividend policy and financial policies;
reviewing our corporate insurance programs;
reviewing our investment strategy and investments;
reviewing and evaluating our financial, tax, third party credit and commodity risks and the steps management has taken to monitor and control such risks;
reviewing our annual earnings guidance and capital budgets and recommending approval to the Board; and
reviewing our hedging policies and exempt swap transactions.
reviewing and evaluating our financial plans, capital structure, equity and debt levels, dividend policy and financial policies;ESN&G Committee
reviewing our corporate insurance programs;
reviewing our investment strategy and investments;
reviewing and evaluating our financial, tax, third party credit and commodity risks and the steps management has taken to monitor and control such risks;
reviewing our annual earnings guidance and capital budgets and recommending approval to the Board; and
reviewing our hedging policies and exempt swap transactions.

   Nominating and Governance Committee

The Nominating and GovernanceESN&G Committee met five times in 2018.2022. Its responsibilities include, among others:

identifying individuals qualified to become Board members, consistent with criteria approved by the Board;
recommending to the Board director nominees for election at the next annual meeting of the stockholders;
developing and recommending to the Board the Corporate Governance Guidelines;
consulting with management to determine the appropriate response to stockholder proposals submitted pursuant to SEC rules;
reviewing and evaluating our reports, programs, policies, practices and performance with respect to environmental, sustainability and social matters, including polices and initiatives related to corporate social responsibility issues and DE&I;
overseeing our ESG-related stockholder engagement process and periodically reviewing stockholder input on corporate governance matters;
reviewing and evaluating our CEO succession plan and working with the Board to evaluate potential successors to our CEO;
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identifying individuals qualified to become Board members, consistent with criteria approved by the Board;
CORPORATE GOVERNANCE
recommending to the Board director nominees for election at the next annual meeting of the stockholders;
reviewing and overseeing, at least annually, corporate and business unit political spending;
reviewing reports and disclosures of insider and related person transactions;
reviewing and evaluating our strategy, efforts, programs, policies, practices and performance with respect to environmental, social, sustainability and climate change matters;
reviewing our sustainability targets and our progress towards achieving such targets;
monitoring risks and opportunities related to environmental, social, sustainability and climate change matters;
evaluating any resignation tendered by a director and making recommendations to the Board about whether to accept such resignation; and
overseeing the evaluation of the performance of the Board and its committees.
developing and recommending to the Board the Corporate Governance Guidelines;
consulting with management to determine the appropriate response to stockholder proposals submitted pursuant to SEC rules;
reviewing and evaluating risks to our reputation and the steps management has taken to monitor and control such risks;
reviewing and evaluating our CEO succession plan and working with the Board to evaluate potential successors to our CEO;
reviewing and overseeing, at least annually, corporate and business unit political spending;
evaluating any resignation tendered by a director and making recommendations to the Board about whether to accept such resignation; and
overseeing the evaluation of the performance of the Board and its committees.

The Nominating and GovernanceESN&G Committee, with the assistance of the independent compensation consultant, annually reviews the amount and composition of non-employee director compensation. Please see the discussion under the heading “Director“2022 Director Compensation” for a description of the compensation we provide to our non-employee directors.

The ESN&G Committee also leads the processes set forth below.

Director Selection Process. The Nominating and GovernanceESN&G Committee identifies and screens candidates for director and makes its recommendations for director to the Board. At times the Board may establish an ad hoc search committee to assist the Nominating and GovernanceESN&G Committee in this process. Additionally, the Nominating and GovernanceESN&G Committee has the authority to retain a search firm to help it identify director candidates to the extent it deems necessary or appropriate. In 2015,Any search firm that is engaged will include women and minority candidates in the Board established a search committee to assistpool from which the Nominating and GovernanceESN&G Committee and the Board in identifying qualifiedselects director candidates. In 2017 and 2018, the Nominating and Governance Committee also engaged the firm of Heidrick & Struggles International, Inc., which firm recommended Messrs. Butler and Bunting for director. In considering candidates for director, the Nominating and GovernanceESN&G Committee considers the skills, expertise, experience and qualifications that will best complement the overall mix of skills and expertise of the Board in view of the strategy of, and the risks and opportunities that we face, as well as each candidate’s relevant business, academic and industry experience, professional background, age, current employment, community service, other board service and other factors. In addition, the Nominating and GovernanceESN&G Committee takes into account the racial, ethnic and gender diversity of the Board and actively seeks minority and female candidates.

The Nominating and GovernanceESN&G Committee seeks to identify and recommend candidates with a reputation for, and record of, integrity and good business judgment who have experience in positions with a high degree of responsibility and are leaders in the organizations with which they are affiliated;affiliated; are effective in working in complex collegial settings;settings; are free from conflicts of interest that could interfere with a director’s duties to us and our stockholders;stockholders; and are willing and able to make the necessary commitment of time and attention required for effective service on the Board, including limiting their service on other boards to a reasonable number. The Nominating and GovernanceESN&G Committee also takes into account the candidate’s level of financial literacy. The Nominating and GovernanceESN&G Committee monitors the mix of skills and experience of the directors in order to assess whether the Board has the necessary tools to perform its oversight function effectively. The Nominating and GovernanceESN&G Committee also assesses the diversity of the Board as a part of its annual self-assessment process as described in more detail below. The Nominating and GovernanceESN&G Committee will consider nominees for directors recommended by stockholders and will use the same criteria to evaluate candidates proposed by stockholders as it uses to evaluate the candidates identified by the Board.

The Board has determined that all of the members of the Nominating and GovernanceESN&G Committee are independent as defined under the applicable NYSE rules and meet the additional independence standard set forth in theour Corporate Governance Guidelines.

For information on how to nominate a person for election as a director at the 20202024 Annual Meeting, please see the discussion under the heading “Stockholder Proposals and Nominations for 20202024 Annual Meeting.”

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Evaluation Processes. The Board Evaluation Process.recognizes that a robust and constructive performance evaluation process is an essential component of Board effectiveness. As such, the Board conducts (a) director and (b) board and committee annual performance evaluations that are intended to determine whether the Board, each of its committees, and individual Board members are functioning effectively and to provide them with an opportunity to reflect upon and improve processes and effectiveness. The Nominating and GovernanceESN&G Committee oversees the self-evaluation process, which is used by the Board and by each committee of the Board to determine effectiveness and identify opportunities for improvement.these evaluation processes. Annually at its meeting in March, the Nominating and GovernanceESN&G Committee initiates the board and committee self-evaluation process and approves the form of written evaluation questionnaires that are distributed to each director for completion. The written evaluation questionnaires are updated each year as necessary to reflect changes identified in the prior year, any committee charter changes and any suggestions from the directors. The questionnaires solicit feedback on Board composition, Board

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CORPORATE GOVERNANCE
meeting mechanics, including information received, core responsibilities, relationship with management, committee functioning and other relevant matters. Our Chief Legal Officer compilesAnnually at its meeting in October, the ESN&G Committee initiates the director evaluation process and summarizesapproves the responsesform of written evaluation questionnaires that are distributed to each director for discussion atcompletion. Similar to the subsequent Boardboard and committee meetings.evaluations, the director evaluation questionnaires are reviewed and updated annually, as needed to reflect changes identified since the prior year, any committee charter changes and any suggestions from the directors. In addition, on an ongoing basis, the ChairmanESN&G Chair meets with each director individually to solicit feedback with respect to both the full Board and any committee on which the director serves, in addition to individual director performance and Board dynamics. Our Board utilizes the results of these evaluations in making decisions on Board agendas, Board structure, committee responsibilities and agendas, information presented to the Board, and continued service of individual directors on the Board. This information is then shared with the Board, and appropriate actions or changes are then identified.

No Mandatory

Director Education. At the Company’s expense, all directors are encouraged to periodically attend director continuing education programs offered by various organizations. The Company also maintains an orientation program that consists of written materials, oral presentations, and site visits. In addition to orientation, we maintain an internal director education program where corporate and industry information is disseminated through various mediums, including presentations and written materials, webinars and seminars and site visits.
Retirement Age orAge; No Term Limits.   Our Corporate Governance Guidelines set forth that we do not believe that mandatory retirement ages or term limits serve our needs. The Board periodically evaluates the performance and qualifications of individual directors in connection with the nomination process.process, including the appropriate time for retirement of directors. However, no director after having attained the age of 72 years will be nominated for re-election to the Board unless the Board determines that the nomination is in the best interests of the Company. In addition, although the Nominating and Governance ESN&G
Committee will consider length of service in recommending candidates for re-election, the Board does not believe that adopting a set term limit for directors serves our interests. Such limits may result in the loss of contributions from directors who have been able to develop, over a period of time, increasing insight into our operations and our strategic direction. The Nominating and GovernanceESN&G Committee reviews these policies as part of its annual governance review and will consider modifications to these policies as deemed necessary and in our best interests and the best interests of our stockholders.

DIRECTOR COMPENSATION

Director Compensation. This section describes compensation for our non-employee directors. To attract and retain highly qualified candidates to serve on the Board, we provide a combination of cash and equity awards. Our non-employee director compensation is reviewed annually by our Nominating and GovernanceESN&G Committee with the assistance of Meridian Compensation Partners, LLC (“Meridian”), the Compensation and Human Capital Committee’s independent compensation consultant. The Nominating and Governance Committee, with the assistance of Meridian, reviewed the amount and composition of director compensation for 2018 and recommended an increase of $7,500 in the value of the equity portion of the annual retainer and $7,500 in the cash portion of the annual retainer we provide to our non-employee directors, which was implemented. A full-time employee who serves as a director does not receive any additional compensation for service on the Board. Consequently, because Mr. Hamrock is also our President and CEO, he does not receive additional compensation for his service as a Board member.

Each

For 2022, each non-employee director receivesreceived an annual retainer of $235,000,$275,000, consisting of $97,500$110,000 in cash and an award of restricted stock units (“RSUs”) valued at $137,500$165,000 at the time of the award.grant. The cash retainer is paid in arrears in four equal installments at the end of each calendar quarter.

The restricted stock units

RSUs are awarded annually, and the number of restricted stock unitsRSUs is determined by dividing the value of the grant by the closing price of our common stock on the grant date. Restricted stock units areThe RSUs granted following the Company’s 2022, 2021 and 2020 annual meetings of stockholders were granted under the NiSource Inc. 2020 Omnibus Incentive Plan (“2020 Omnibus Plan”), while RSU awards granted prior to non-employee directorsthe 2020 annual meeting of stockholders were granted under the NiSource Inc. 2010 Omnibus Incentive Plan (“2010 Omnibus Plan”), which was approved by. Unless the stockholders on May 11, 2010, and re-approved on May 12, 2015.

Additionally, each non-employee director who serves as chairelects to defer receipt of a Board committee receives compensation for this responsibility. The annual committee chair fees are $20,000 for each ofhis or her RSU awards, the standing committees. The Chairman of the Board receives additional annual compensation of $160,000 for his role and the Vice Chairman of the Board receives additional annual compensation of $75,000 for his role. These fees are paid in cash in arrears in four equal installments and are prorated in the case of partial year service.

All Other Compensation.   The other compensation included under the column “All Other Compensation” in the 2018 Director Compensation Table below consists of matching contributions made by the NiSource Charitable Foundation.

Omnibus Plan.   The Omnibus Plan permits equity awards to be made to non-employee directors in the form of non-qualified stock options, stock appreciation rights, restricted stock, restricted stock units, performance shares, performance units, cash-based awards and other stock-based awards. Except as provided below, terms and conditions of awards to non-employee directors are determined by the Board prior to grant. Since May 11, 2010, awards to directors have been made under the Omnibus Plan. Awards of restricted stock units associated with periods prior to June 1, 2011, vested immediately, but are not distributed in shares of common stock until after the director separates from the Board. Awards of restricted stock units made after June 1, 2011, vest andRSUs are payable in shares of our common stock on the earlier to occur of: (a) the last day of the director’s annual term for which the restricted stock unitsRSUs are awarded;awarded; or (b) the date that the director separates from servicethe Board due to a “Change-in-Control” (as defined in the 2020 Omnibus Plan);Plan or 2010 Omnibus Plan (the “Omnibus Plan”), as applicable); provided, however, that effective in 2015, any director that commences servicesservice on the Board after the start of an annual term vestswill vest on the first anniversary of the initial grant; and, provided further, that ingrant. The RSU awards also contain pro-rata vesting provisions for a separation from the event that the director separates from serviceBoard due to retirement, death or disability. RSUs accrue dividends prior to settlement in shares of our common stock. If a non-employee director elects to defer receipt of his or her RSUs, then such time as a result of “Retirement” (defined as the cessation of services after providing a minimum of five continuous years of service as a member of the Board), death or “Disability” (as defined in the Omnibus Plan), the director’s restricted stock unit awards will pro rata vest in an amount determined by using a fraction, where the numerator is the number of full or partial calendar months elapsed between the grant date and the date of the director’s Retirement, death or Disability, and the denominator of which is the number of full or partial calendar months elapsed between the grant date and the last day of the director’s annual term for which the director is elected that corresponds to the year in which the restricteddeferred stock units are awarded. The vested restricted stock units awarded on or after June 1, 2011, are payable as soon as practicable following vesting, unless otherwise provided pursuant to any election the non-employee director may have made to defer distribution. With respect to restricted stock units that have not been distributed, additional restricted stock units are credited to each non-employee director to reflect dividendswill be paid to stockholders on common stock. The restricted stock units have no voting or other stock ownership rights and are payable in shares of our common stock upon distribution.

the non-employee director’s separation from the Board or such other date selected by the non-employee director.

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Each non-employee director who serves as chair of a Board committee receives compensation for the additional responsibilities associated with such service. The 2022 committee chair fees were $20,000 for each of the standing committees. The Chair of the Board received additional annual compensation of $160,000 for his role. These fees are paid in cash in arrears in four equal installments and are prorated in the case of partial year service.
All Other Compensation. The compensation included under the column “All Other Compensation” in the 2022 Director Compensation Table below consists of matching contributions made by the NiSource Charitable Foundation (the “Foundation”).
Director Stock Ownership. The Board maintains stock ownership requirements for directors that are included in our Corporate Governance Guidelines. Within five years of becoming a non-employee director, each non-employee director is required to hold an amount of our stock with a value equal to five times the annual cash retainer paid to directors. Company stock that counts towards satisfaction of this requirement includes shares purchased on the open market, awards of restricted stock or restricted stock units through the prior Non-Employee Director Stock Incentive Plan or Omnibus Plan,RSUs, and shares beneficially owned in a trust or by a spouse or other immediate family member residing in the same household. All of the non-employee director nominees are in compliance with the stock ownership requirements thatguideline or are within the five-year transition period included in the Corporate Governance Guidelines.

Each director has a significant portion of his or her compensation directly aligned with long-term stockholder value. Approximately fifty-ninesixty percent (59%(60%) of a non-employee director’s 20182022 annual retainer (valued as of the time of award and excluding committee retainers) consisted of restricted stock units,RSUs, which are converted into common stock when vested and distributed to the director.
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2018

2022 DIRECTOR COMPENSATION
2022 Director Compensation

The table below sets forth all compensation earned by or paid to our non-employee directors in 2018. Our2022. Mr. Yates’ compensation below was for his service as a director in 2022 prior to becoming our President and CEO. Upon becoming President and CEO, Mr. Yates did not receive any additional compensation for his service on the Board. His compensationMr. Yates’ Compensation for serving as President and CEO during 2022 is discussed in the Executive Compensation section of this Proxy Statement.

Name
Fees Earned or
Paid in Cash
($)(1)
Stock Awards
($)(2)(3)
All Other
Compensation
($)(4)
Total
($)
Richard A. Abdoo(5)
 
31,956
 
 
31,956
 
Peter A. Altabef
 
107,816
 
 
137,500
 
 
10,000
 
 
255,316
 
Theodore H. Bunting, Jr.(6)
 
31,417
 
 
92,727
 
 
124,144
 
Eric L. Butler
 
94,859
 
 
137,500
 
 
5,000
 
 
237,359
 
Aristides S. Candris
 
114,859
 
 
137,500
 
 
10,000
 
 
262,359
 
Wayne S. DeVeydt
 
94,859
 
 
137,500
 
 
232,359
 
Deborah A. Henretta
 
94,859
 
 
137,500
 
 
10,000
 
 
242,359
 
Michael E. Jesanis
 
114,859
 
 
137,500
 
 
10,000
 
 
262,359
 
Kevin T. Kabat
 
184,819
 
 
137,500
 
 
322,319
 
Richard L. Thompson
 
261,902
 
 
137,500
 
 
10,000
 
 
409,402
 
Carolyn Y. Woo
 
114,859
 
 
137,500
 
 
9,500
 
 
261,859
 
Name
Fees Earned or
Paid in Cash
($)(1)
Stock Awards
($)(2)(3)
All Other
Compensation
($)(4)
Total
($)
Peter A. Altabef
128,024
165,000
10,000
303,024
Sondra L. Barbour
100,685
165,000
265,685
Theodore H. Bunting, Jr.
128,024
165,000
293,024
Eric L. Butler
128,024
165,000
293,024
Aristides S. Candris
128,024
165,000
10,000
303,024
Wayne S. Deveydt
41,774(5)
41,774
Deborah A. Henretta
120,121
165,000
7,500
292,621
Deborah A.P. Hersman
108,024
165,000
2,000
275,024
Michael E. Jesanis
108,024
165,000
2,500
275,524
William D. Johnson
86,290
165,000
251,290
Kevin T. Kabat
275,927
165,000
440,927
Cassandra S. Lee
94,758
165,000
1,050
260,808
Carolyn Y. Woo
7,903(5)
35,000(6)
42,903
Lloyd M. Yates
12,702
12,702
(1)
The fees shown include the annual cash retainer and any Board and chair fees paid during the year to each non-employee director. With respect to Messrs. Abdoo and Bunting, the fees were prorated for partial year service on the Board; with respect to Messrs. Altabef, Kabat and Thompson the fees were prorated for partial year service as committee chairs. Mr. Abdoo, who did not stand for reelection in 2018, served on the Board until May 8, 2018. Mr. Bunting was appointed to the Board on September 5, 2018.
(2)
The amounts shown reflect the grant date fair value of awards computed in accordance with the Financial Accounting Standards Board (“FASB”) Accounting Standards Codification (“ASC”) Topic 718. For restricted stock units,RSUs, the grant date fair value is the number of shares multiplied by the closing price of our stock on the award date. EachOn May 24, 2022, each non-employee director who was elected on May 8, 2018, received an award of restricted stock unitsRSUs valued at $137,500$165,000, which was equal to approximately 5,478 restricted stock units5,282 RSUs valued at $25.10$31.24 per unit, the closing price of our common stock on that date. See “Security Ownership of Certain Beneficial Owners and Management” andFor information on the footnotesvaluation assumptions used in these computations, see Note 14 to that table for information regarding the number of shares of stock held by each current director as of March 1, 2019.our consolidated financial statements included in our 2022 Annual Report on Form 10-K.
(3)
As of December 31, 2018,2022, the number of equity awards (in the form of restrictedRSUs or deferred stock units) that were outstanding for each non-employee director was as follows: Mr. Abdoo, 0; Mr. Altabef, 5,559;5,369; Ms. Barbour, 7,052, Mr. Bunting, 3,392;27,523; Mr. Butler, 5,559;5,369; Dr. Candris, 38,182; Mr. DeVeydt, 11,195;67,169; Ms. Henretta, 23,165;50,056; Ms. Hersman, 23,255; Mr. Jesanis, 5,559;5,369; Mr. Johnson, 9,363, Mr. Kabat, 5,559;5,369; and Ms. Lee, 6,851. For Mr. Thompson, 63,900; and Dr. Woo, 33,767.Yates, the number of RSUs or deferred stock units outstanding as of December 31, 2022 was 44,545.
(4)
The amounts shown reflect matching contributions made by the NiSource Charitable Foundation under the Director Charitable Match Program. The Foundation matches up to $10,000 annually in contributions by any non-employee director to approved tax-exempt charitable organizations. Any amount not utilized for the match in the year it is first available is carried over to the following year.
(5)
(5)Mr. Abdoo served onDr. Woo departed from the Board until May 8, 2018.effective January 27, 2022. Mr. DeVeydt departed from the Board effective March 15, 2022.
(6)
(6)The amount shownIn connection with Dr. Woo’s retirement from the Board, the Board approved a contribution in the Stock Awards column for Mr. Bunting is a pro-rated award which was equalamount of $35,000 to approximately 3,367 restricted stock units valued at $27.54 per unit,be made by the closing price of our common stock on September 5, 2018, the date of his appointmentFoundation to the Board.tax-exempt charitable organization of Dr. Woo’s choice, subject to the approval of the Foundation.

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SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT


SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT
The following table shows as of March 1, 2019,6, 2023, the number of shares of our outstanding common stock beneficially owned by: (i) each of our directors; (ii) each of the Named Executive Officers; (iii) our directors and executive officers as a group; and (iv) beneficial owners of more than 5% of our outstanding common stock (based solely on the Schedule 13G filings and any amendments thereto filed with the SEC on or before March 1, 2019)6, 2023) except as noted below.below; (ii) each of our directors and NEOs; and (iii) our directors and executive officers as a group. None of the Named Executive OfficersNEOs or directors has any outstanding stock options as of that date. The business address of each of our directors and executive officers is our address.

Name and Address of Beneficial Owner
Number of Shares of
Common Stock
Beneficially Owned
Percent of Class
Outstanding
5% Owners
 
 
 
 
 
 
T. Rowe Price Associates, Inc.(1)
100 East Pratt Street
Baltimore, MD 21202
 
61,526,324
 
 
16.5
%
The Vanguard Group(2)
100 Vanguard Blvd.
Malvern, PA 19355
 
41,591,007
 
 
11.2
%
BlackRock, Inc.(3)
55 East 52nd Street
New York, NY 10055
 
32,194,606
 
 
8.7
%
Directors and Executive Officers
 
 
 
 
 
 
Peter A. Altabef(4)
 
7,166
 
*
Donald E. Brown(5)
 
73,144
 
*
Theodore H. Bunting, Jr(4)
*
Eric L. Butler(4)
 
8,243
 
*
Aristides S. Candris(4)
 
12,769
 
*
Wayne S. DeVeydt(4)
 
11,613
 
*
Joseph Hamrock(5)
 
394,708
 
*
Deborah A. Henretta(4)
 
1,294
 
*
Carrie J. Hightman (5)(6)
 
352,034
 
*
Michael E. Jesanis(4)
 
32,400
 
*
Kevin T. Kabat(4)
 
17,006
 
*
Violet G. Sistovaris(5)
 
153,979
 
*
Richard L. Thompson(4)
 
37,226
 
*
Pablo A. Vegas(5)
 
69,487
 
*
Carolyn Y. Woo(4)
 
39,486
 
*
All directors and executive officers as a group (18 persons)
 
1,277,751
 
*
Name and Address of Beneficial Owner
Number of Shares of
Common Stock
Beneficially Owned
Percent of Class
Outstanding
5% Owners
The Vanguard Group(1)
100 Vanguard Blvd.
Malvern, PA 19355
52,054,948
12.82%
BlackRock, Inc.(2)
55 East 52nd Street
New York, NY 10055
43,425,768
10.6%
State Street Corporation(3)
State Street Financial Center
1 Lincoln Street
Boston, MA 02111
22,596,044
5.56%

Directors and Named Executive Officers
Shawn Anderson(5)
30,310
Peter A. Altabef(4)
35,641
Sondra L. Barbour(4)
7,117
Melody Birmingham(5)
0
Donald E. Brown(5)
140,913
Theodore H. Bunting, Jr.(4)
23,251
Eric L. Butler(4)
46,718
Aristides S. Candris(4)
20,344*
Joseph Hamrock(5)
479,994
Deborah A. Henretta(4)
4,477*
Deborah A.P. Hersman(4)
14,110*
William Jefferson, Jr.(5)
0
Michel E. Jesanis(4)
46,875
William D. Johnson(4)
6,421
Kevin K. Kabat(4)
45,481
Cassandra S. Lee(4)
6,914
Pablo A. Vegas(5)
66,483
Lloyd M. Yates(4)(5)
19,738
All directors and executive officers as a group (22 persons)
*
* Less than 1%
*Less than 1%
(1)As reported on an amendment to statement on Schedule 13G/A filed with the SEC on behalf of T. Rowe Price Associates, Inc. on February 14, 2019. T. Rowe Price Associates, Inc. reported sole voting power with respect to 19,349,267 shares and sole dispositive power with respect to 61,526,324 shares reported as beneficially owned.
(2)
As reported on an amendment to statement on Schedule 13G/A filed with the SEC on behalf of The Vanguard Group on February 11, 2019.9, 2023. The Vanguard Group reported sole voting power with respect to 489,941 shares, shared voting power with respect to 172,007729,060 shares, sole dispositive power with respect to 41,000,08150,210,058 shares and shared dispositive power with respect to 590,9261,844,890 shares.
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SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT
(3)(2)
As reported on an amendment to statement on Schedule 13G/A filed with the SEC on behalf of BlackRock, Inc. on February 6, 2019.January 27, 2023. BlackRock, Inc. reported sole voting power with respect to 29,259,63140,059,742 shares and sole dispositive power with respect to 32,194,60643,425,768 shares.
(3)
As reported on an amendment to statement on Schedule 13G/A filed with the SEC on behalf of State Street Corporation on February 7, 2023. State Street Corporation reported shared voting power with respect to 18,794,883 shares reported.and shared dispositive power with respect to 22,594,019 shares.
(4)
Does not include restricted stock unitsRSUs issued under the Omnibus Plan and the former Non-Employee Director Stock Incentive Plan unless the shares have been distributed or the non-employee director has the right to acquire the shares within 60 days of March 1, 2019.6, 2023.
(5)
Includes shares held in our 401(k) Plan and shares that are distributable within 60 days of March 1, 2019.6, 2023.
(6)Includes shares owned by a trust over which Ms. Hightman maintains investment control and of which one or more of her immediate family members are the sole beneficiaries.

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EXECUTIVE COMPENSATION
COMPENSATION DISCUSSION AND ANALYSIS (CD&A)

Introduction

This

In the CD&A, describeswe describe and discuss our compensation philosophy and the material elements of our 2018 executive compensation program, applicableincluding its objectives and elements, as well as determinations made by the Compensation and Human Capital Committee regarding the compensation of our named executive officers (“NEOs”). Below is a condensed table of contents to help guide you through the NamedCD&A section of this proxy statement:
- Executive Officers.

TheOverview (pp 33)

- Executive Compensation Decision Making (pp 37)
- Our Executive Compensation Program (pp 38)
- Executive Compensation Elements (pp 39)
- Executive Compensation Process and Guidelines (pp 47)
Executive Overview
Our Named Executive Officers in 2018 were:

Joseph Hamrock—President(NEOs)

As of December 31, 2022, the NEOs are:
Lloyd Yates —President and Chief Executive Officer (“CEO”)

Donald E. Brown—Executive Vice President and Chief Financial Officer (“CFO”)

Pablo A. Vegas—Executive

Shawn Anderson—Senior Vice President Strategy and President, Gas Utilities

Violet G. Sistovaris—Executive Vice President and President, Northern Indiana Public Service Company LLC (“NIPSCO”)

Carrie J. Hightman—Chief Risk Officer

Melody Birmingham—Executive Vice President and Chief LegalInnovation Officer (“CLO”)

2018 Business Developments

Bill Jefferson—Executive Vice President and Chief Safety Officer
Joseph Hamrock—Former President and Chief Executive Officer
Pablo A. Vegas—Former Executive Vice President and Group President, Utilities
On September 13, 2018,March 15, 2023, we announced a seriesreconfiguration of fires and explosions occurredleadership responsibilities for several of the above named NEOs, effective March 27, 2023. Please see our annual report or our website for further details.
Our Company
NiSource is one of the largest fully regulated utility companies in Lawrence, Andover and North Andover, Massachusetts, related to the delivery ofUnited States, serving approximately 3.2 million natural gas by our subsidiary, Columbia Gas of Massachusetts (the “Greater Lawrence Incident”). As discussed further below, the Compensation Committee considered the impact of the Greater Lawrence Incident when evaluating 2018 performance which resulted in no payouts to the Named Executive Officers under our 2018 annual cash incentive plan.

We continued to execute on our established infrastructure-focusedcustomers and investment-driven business strategy, despite the Greater Lawrence Incident noted above. Key business developments during 2018 included:

Investing approximately $1.8 billion of capital500,000 electric customers across oursix states through its local Columbia Gas and NIPSCO utilitiesbrands. Based in support of long-termMerrillville, Indiana, NiSource’s approximately 7,500 employees are focused on safely delivering reliable and affordable energy to our customers and the communities we serve.
Our strategies focus on improving safety and reliability, enhancing customer service, reliabilitypursuing regulatory and legislative initiatives to increase accessibility for customers currently not on our gas and electric service, ensuring customer affordability and reducing emissions while generating sustainable returns. With our strategies in mind, NiSource is committed to providing safe and reliable energy for our customers, which in turn creates value for our stockholders. Our executive compensation program is intended to attract and communities.
Replacing approximately 302 miles of priority gas pipelines across seven states, withretain the goal of enhancing gas system safety and reliability, and reducing methane emissions.
Replacing approximately 64 miles of underground electric cable and more than 1,300 electric poles in Indiana to further support increased electric reliability.
Submitting our 2018 Integrated Resource Plan to the Indiana Utility Regulatory Commission, which outlines the transition of NIPSCO’s electric generation away from coal toward cleaner and more cost-competitive renewable energy sources, with the goal of reducing carbon emissions by more than 90 percent by 2028.
Opening a fourth state-of the-art field training center, completing the plans announced in 2016 to enhance training for gas operations employees and local first responders.
Achieving significant industry and national recognition, including: being named to the Dow Jones Sustainability-North America Index for the fifth consecutive year; one of the World’s Most Ethical Companies by the Ethisphere Institute for the eighth consecutive year; one of 104 companies globally in the inaugural Bloomberg Gender Equality Index; one of America’s Best Large Employers by Forbes magazine; the second-highest ranked utility in JUST Capital’s 2018 rankings of America’s Most Just Companies; and being named to the FTSE4Good index, an index that measures the performance of companies demonstrating strong environmental, social and governance practices.

Our total shareholder return was two percent for 2018, which underperformed both major utility indices and which also reflected the challenges experienced by the broader utility sector in 2018. Consequently, our shareholder return and share price appreciation fell short of our recent historic trends and the utility indices.


Total shareholder return shownbest leadership talent in the chart aboveindustry. At the same time, our compensation program is calculated by share price appreciation plusdesigned to align our executives to achieve these critical commitments.

Leadership Enhancements In 2022
2022 was a year of continued transition for NiSource. Following the annual dividend amount. The NiSource 2015 share price appreciationplanned retirement of former CEO and total shareholder return shownpresident Joe Hamrock, the company appointed Lloyd Yates as CEO and President, assuming these roles on February 14, 2022. Mr. Hamrock assisted in facilitating the charts above are based onCEO transition in a 2014 year-end closing price calculated utilizing the Bloomberg separation formula taking into account the separation of Columbia Pipeline Group, Inc. from the Company onnon-executive officer role and resigned effective July 1, 2015 (the “Separation”).

31, 2022.

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2018

COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
On July 1, 2022, William Jefferson and Melody Birmingham joined NiSource. On September 2, 2022, Pablo Vegas departed NiSource.
Company Performance Highlights in 2022 and Impact on Compensation Committee Notable Actions

During 2018, the Compensation Committee made the following key decisions with respect to 2018 compensation:

Recommended to the independent members of the Board an increase in our CEO’s base salary and the grant date value of his 2018 annual long-term equity incentive opportunity for the reasons explained in “Compensation Committee Actions Related to 2018 Compensation” in the sections entitled “2018 Base Salaries” and “2018 LTIP Awards,” respectively.Outcomes
Approved increases in base salary and increases in the grant date value of the 2018 annual long-term equity incentive opportunities for Messrs. Brown and Vegas and Ms. Sistovaris for the reasons explained in “Compensation Committee Actions Related to 2018 Compensation” in the sections entitled “2018 Base Salaries” and “2018 LTIP Awards,” respectively.
Approved uniform trigger and stretch award opportunities of 40% and 160% of target opportunity, respectively, under the annual cash performance-based incentive plan, which is intended to provide consistent motivation towards achieving stretch performance goals.
Approved an increase in the target opportunities for Mr. Vegas and Ms. Sistovaris under the annual cash performance-based incentive plan for the reasons explained in “Compensation Committee Actions Related to 2018 Compensation” in the section entitled “2018 Cash Incentive Plan.”
ApprovedIn 2022, NiSource completed a redesigned annual long-term incentive program for 2018 to enhance its retentive characteristics by adding service-based restricted stock units (“RSUs”) to the mix of long-term equity incentivescomprehensive business review, resulting in a top-tier plan to drive shareholder value. Additionally, we maintained strong regulatory execution throughout the NiSource footprint; continued focus on operational excellence, efficiency, and enhanced safety; and built a long-term incentiveplan to invest in new technologies to change how NiSource and our operating companies plan, schedule, and execute work in the field and engage and provide service to customers.
In 2022, we delivered strong financial performance, exceeding our adjusted earnings guidance. We also:
1.
Aligned our business priorities to optimize growth by refreshing our mission, vision, values, and aspirational commitments to advance our goals to deliver safe, reliable energy that drives value to our customers.
2.
Continued to advance our sustainability plan by announcing a net zero goal, which places NiSource among the industry leaders.
3.
Were recognized by LRQA, a leading global provider of professional engineering and technology services, for achieving conformance certification in the American Petroleum Institute’s Recommended Practice 1173 for its Safety Management System (SMS).
4.
Committed to increasing our spend with diverse suppliers as part of our economic inclusion initiatives.
5.
Earned several awards, including being recognized on the Forbes list of Best Employers for Women 2022 and named to the S&P Global Sustainability Yearbook for the first time, recognizing NiSource as one of the world’s most sustainable companies.
We believe that our performance highlights reflect a successful year of commitment to our shareholders while not wavering on our company’s shared commitment to safety, reliability, affordability, and sustainability.
Business Performance Affecting Compensation Outcomes for 2022
The Compensation and Human Capital Committee believes that 2022 compensation awards and outcomes were appropriate and are reflective of performance. Below is a summary by each Compensation and Human Capital Committee approved performance measure, showing the target performance goals, achieved results and percentage of target for i) STI earned in 2022, ii) 2020 PSUs earned over the 2020-2022 performance period, and iii) 2021 Special PSUs earned over the 2021-2022 performance period.
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
2022 STI
The 2022 STI program delivereddesign included financial and safety performance measures that each had a target goal. For the officer level STI program participants, actual individual award values were subject to discretionary adjustment based upon individual performance. The 2022 overall achieved results for the performance measures were115% of target. After review by the Compensation and Human Capital Committee, a 94.44% payout opportunity pool was funded for STI. For more information, see “Executive Compensation Elements – 2022 Short-Term Incentive (STI) Program.”
Performance Measure
Target Goal
Achieved Results
% of Target STI Earned
FINANCIAL PERFORMANCE (70% weighting)
NOEPS
$1.44 - $1.46
$1.47
108%
SAFETY SCORECARD (30% weighting)
Severe Injury and Event Year Over Year Reduction
20%
50%
150%
Executive and Leadership Safety Observations
35,600
53,448
150%
Process Safety Incidents
0
0
100%
Operational Rigor
95%
100%
150%
Records and Technology:
Completion POD and District Regulator Station Isometric Drawings for Above Ground Assets
97%
99%
133%
Buried Control Lines Located and Mapped on Isometric Drawings (>=125# Station Inlet Pressure)
10%
22%
150%
% of leak survey main miles completed by Picarro technology
27%
28%
100%
% of identified field employees protected with 4 gas sensor/Lone Worker technology (NiSafe/Blackline)
98%
99%
125%
2020 PSUs
The three-year results for 2020-2022 for the below performance measures resulted in 79% of target PSUs earned for our NEOs. For more information, see “Executive Compensation Elements – 2020 PSU Awards.”
Prior to the payment of any 2020 PSUs, a threshold net operating earnings per share (“NOEPS”) trigger must be met. NOEPS is a non-GAAP measure described in “Executive Compensation Elements – 2022 Short-Term Incentive (STI) Program.”
Performance Measure
Target Goal
Achieved Results
% of Target STI Earned
FINANCIAL PERFORMANCE (80% weighting)
Thee-Year Cumulative NOEPS
$4.25
$4.21
74%
Relative Total Shareholder Return (20% weighting)
Three-Year Customer Value Framework
Various Customer
Value Goals
1 of 4 goals met
5%
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
2021 PSUs
The results for the 2021 PSUs earned over the 2021-2022 performance year resulted in 175% of target PSUs earned for our NEOs.
Performance Measure
Target Goal
Achieved Results
% of Target STI Earned
FINANCIAL PERFORMANCE (100% weighting)
Relative Totals Shareholder Return (over 2 and 3 year Performance Period)
55th Percentile
82nd Percentile
177%
SAFETY SCORECARD (+/-20% modifier)
Average Annual STI Safety Scorecard Results (as % of Target) Over Three-Year Performance Period
100%
99%
-1%
Components of 2022 Compensation
The mix of key elements of compensation (expressed as a proportion of total compensation) awarded to our chief executive officer reflects a significant portion of the total target being both performance-based and at-risk, which is consistent with our pay for performance philosophy.
For 2022, the Compensation and Human Capital Committee approved a mix of pay that balanced short-term and long-term incentives and focused the efforts of our NEOs on the achievement of both short-term business objectives and long-term strategic objectives. The majority of our NEOs’ total target direct compensation was in the form of performance-based restricted stock units (“PSUs”) (weighted 80%) and RSUs (weighted 20%).
Refinedequity awards to further align the PSU performance goals as compared to prior years by adding operational performance goals to the mixinterests of financial and relative performance goals in order to (i) continue to incentivize financial performanceour NEOs with 80%those of the target PSUs vesting based on the achievement of a financial performance goal, subject to a +/- 25% vesting modifier based on relative total shareholder return (“RTSR”) performance and (ii) further incentivize individual performance and drive accountability by tying the vesting of 20% of the target PSUs to the achievement of key business imperatives and a financial vesting trigger, as further explained in the sections entitled “Long-Term Incentive Program” and “2018 LTIP Awards.”

Greater Lawrence Incident

In January 2019, the Compensation Committee applied negative discretion retained by the Compensation Committee under the Omnibus Plan to entirely eliminate 2018 annual cash incentive plan payouts to the Named Executive Officers in light of the Greater Lawrence Incident.our stockholders. For details, pleasemore information, see the sections entitled “2018 Cash Incentive Plan” and “Implications of the Greater Lawrence Incident.”

Our“Our Executive Compensation PhilosophyProgram.”

Highlights of our Compensation Practices
We review all elements of our executive compensation program and, in addition to designing a program to comply with required rules, we adopt current best practices where deemed appropriate for our business and shareholders.
We DO Have This Practice
We Do NOT Have This Practice
Incentive award metrics that are tied to key company performance measures
Repricing of options without stockholder approval
Share ownership guidelines applicable to executive officers and independent directors
Hedging or pledging transactions or short sales by executive officers or directors
Compensation recoupment policy
Tax gross-ups for Named Executive Officers
Limited perquisites
Automatic single-trigger equity vesting upon a change-in-control
Prohibition against pledging unearned shares in our long-term incentive plan
Excise tax gross-ups under change-in-control agreements
Double-trigger severance benefits upon a change-in-control
Excessive pension benefits or defined benefit supplemental executive retirement plan
One-year minimum vesting for equity awards
Excessive use of non-performance based compensation
Significant portions of the executive compensation opportunity that are entirely contingent on performance against pre-established performance goals
Excessive severance benefits
Independent compensation consultant
Annual Say-on-Pay vote by stockholders
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
Executive Compensation Decision Making
Our Objectives
The key design priorities of our 20182022 executive compensation program were to:

Maintain a financially responsible program that is aligned with our strategic plan to build stockholder value and support long-term, sustainable earnings and dividend growth.
Provide a total compensation package that is aligned with the standards in our industry thereby enhancing our ability to:
Provide a competitive total target direct compensation package that enables us to:
Attract and retain talented executives with
Provide market competitive compensation opportunities;opportunities
Motivate and reward executives for sustaining high performance; and
performance
Ensure that significant portions of pay remain at-risk for failure to achieveopportunity are aligned with our business objectives.strategy and shareholder value creation
Reward executives based upon level of responsibilityThe Compensation and performance, as measured by the individual’s contribution to the Company’s achievement of its business objectives.
Provide compensation that is both competitive with the market for executive talent and appropriately correlated to Company performance so that the executive receives increased payouts under our incentive programs when Company performance is high and decreased payouts under our incentive programs when Company performance is low.
Comply with applicable laws and regulations.

The CompensationHuman Capital Committee believes that our executive compensation program is thoughtfully and effectively constructed to fulfill our compensation objectives and reward effective leadership decisions that createsupport the creation of value for all our stockholders,stakeholders: customers, employees, communities, and other key stakeholders.

Overviewstockholders.

Compensation
Annually, the Compensation and Human Capital Committee is responsible for reviewing and approving (or, in the case of Our 2018 Executiveour CEO, recommending to the independent members of the Board for approval) each element of total target direct compensation for our executive officers including our NEOs. NEO compensation decisions for Messrs. Vegas and Anderson were made in January 2022 at which time the Compensation Program

We designand Human Capital Committee consisted of Messrs. Butler, Jesanis and Yates and Ms. Henretta. NEO compensation decisions made for Ms. Birmingham and Mr. Jefferson were made at the time of hire for each of them, at which time the Compensation and Human Capital Committee consisted of Messrs. Butler, Bunting, Johnson, and Ms. Henretta. All of the executive compensation decisions made by the Compensation and Human Capital Committee were based primarily on the following factors (“Pay Factors”):

Corporate performance and attainment of our established business and financial goals (Messrs. Vegas and Anderson)
Competitiveness of our compensation program (and each NEO’s total target direct compensation and each element of compensation) based upon competitive market data
Executive officer’s/NEO’s position, experience, role, responsibilities, and performance relative to achievement of business goals
Internal pay equity
Mix of variable at-risk versus fixed pay
Mix of cash versus equity pay
In addition, the Compensation and Human Capital Committee considered compensation recommendations from our then-CEO, Mr. Hamrock, reflecting his assessment of each NEO’s performance (other than his own performance). The Compensation and Human Capital Committee separately evaluated potential pay alternatives prepared by Meridian to develop its compensation recommendation for review and approval by the independent members of the Board for Mr. Yates. Mr. Yates was not involved in making recommendations with respect to his compensation.
2022 Say-on-Pay Results
When making decisions about our executive compensation program, to attract, retainthe Compensation and motivate highly-qualified executive talent. We believe highly-qualified executive talent is an essential driverHuman Capital Committee considers the stockholders’ views of such matters. In 2022, approximately 95% of the Company’s successvotes cast by our investors were voted in achieving its business objectives.

favor of our say-on-pay proposal at our 2022 annual meeting of stockholders. In fact, over the last five years, we have received an average of 95% of the votes cast by our investors in favor of our say-on-pay proposal. No changes were made to the design of our executive compensation program in response to the 2022 say-on-pay advisory vote. The Compensation and Human Capital Committee did, however, make some limited changes to the 2022 STI and LTI programs, as described in further detail under “2022 Short-Term Incentive (STI) Program” and “2022 Long-Term Incentive (LTI) Program” below under “Executive Compensation Elements.”

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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
Our Executive Compensation Program
Components of 2022 Executive Compensation Program
The principal elementsprimary components of compensation that we provide to the Named Executive Officers, and all our executives, are: base salary, annual short-term performance-based cash incentives, and long-term performance-based and service-based equity incentive awards. We use short- and long-term performance-based compensation to motivate our executives to meet and exceed our short- and long-term business objectives. We included service-based equity in the 20182022 executive compensation program in order to enhancewere base salary, the attractivenessshort-term incentive program, and talent retention aspects of our executive compensation program.

Ourthe long-term incentive program is denominated entirely in common stock to align the interests of executives with those of our stockholders as the ultimate value of our long-term incentive compensation is determined by the performance of our stock. The principal elements of our 2018program.

2022 Executive Compensation Pay Mix and Total Target Direct Compensation
We set 2022 total compensation program, time horizon and design objectives of each element are shown below.

Elements of Total Compensation and Compensation Design Priorities
Element of
Total Compensation
Form of Compensation
Talent Attraction
Alignment with
Stockholder Interest
Talent Retention
Short-term:
Base Salary
Cash
Annual Performance-Based Cash Incentive
Cash
Long-term:
Long-Term Equity Incentive
PSUs
RSUs

We generally target totaldirect compensation (base salary, annual short-term performance-based cash incentives, and long-term equity incentive awards) to be competitive with the compensation paid to similarly positioned executives at companies within our compensation peer group (the “Comparator Group”) as described in the section entitled “Our Executive Compensation Process - Competitive Market Review.”. We do not, however, manage pay to a stipulated percentile of the Comparator Group practices.

When making decisions about our executive compensation program, the Compensation Committee takes into account the stockholders’ view of such matters. In 2018, approximately 97% of the votes cast by our investors were voted in favor of our Say-on-Pay Proposal at our 2018 annual meeting of stockholders. No changes were made to the design of our executive compensation program in response to the 2018 stockholder vote.

Our Executive Compensation Mix

We believe that a significant percentage of total compensation for the Named Executive Officers should consist of variable and at-risk compensation. The Compensation Committee believes the appropriate mix of compensation elements should take into account the Company’s financial and strategic objectives, the competitive environment, retentive elements, Company performance, individual performance and responsibilities, and evolving governance practices. Additionally, the Compensation Committee reviews and assesses total Named Executive Officer compensation to evaluate whether we offer well-balanced incentives for senior executives to focus on serving the interests of the Company and its stockholders.

companies.

The following charts illustrateshow the extent to which 2018mix of 2022 total target totaldirect compensation for our CEO, the average total target direct compensation for other NEOs and the other Named Executive Officersportion that is performance based and/or at-risk.
graphic
For purposes of these charts, the percentage of total target direct compensation was payable in fixed (base salary) and variable and at-risk (annual performance-based cash incentive payable at the target level and the grant date fair value ofdetermined based on the annual long-term performance-based equitybase salary and target incentive award payable atopportunities applicable to the active NEOs as of December 31, 2022.
The following table shows 2022 total target level) formats.


direct compensation and each component of total target direct compensation for the listed NEO as of December 31, 2022.
Total Target Direct Compensation(1)
NEO
Annualized
Base Salary
($)
Annual
Incentive Target
($)
PSUs
Target
($)
RSUs(1)
($)
Total
($)
Lloyd Yates
1,000,000
1,150,000
3,600,034
899,965
6,649,999
Donald E. Brown
630,360
472,770
959,997
240,014
2,303,141
Shawn Anderson
400,000
240,000
350,011
149,979
1,139,990
Melody Birmingham
625,000
468,750
1,000,004
249,986
2,343,740
William Jefferson
475,000
332,500
569,988
142,497
1,519,986
(1)
The table and charts above do not include a) any information for Messrs. Hamrock or Vegas as they are no longer employed with the Company or b) Special Awards that were granted as such awards do not represent an annual component of our executive compensation program. For more information regarding these awards, see the “Special Retention Awards” section under “Executive Compensation Elements.”

25

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Target Total Compensation
Named Executive Officer
Annualized
Base Salary
($)
Annual
Cash Incentive
Target ($)
RSUs
($)
PSUs
Target
($)
Total
($)
Joseph Hamrock
President and CEO
 
1,000,000
 
 
1,200,000
 
 
860,000
 
 
3,440,000
 
 
6,500,000
 
Donald E. Brown
Executive Vice President and CFO
 
575,000
 
 
431,250
 
 
190,000
 
 
760,000
 
 
1,956,250
 
Pablo A. Vegas
Executive Vice President and President, Gas Utilities
 
525,000
 
 
393,750
 
 
190,000
 
 
760,000
 
 
1,868,750
 
Violet G. Sistovaris
Executive Vice President and President, NIPSCO
 
475,000
 
 
332,500
 
 
140,000
 
 
560,000
 
 
1,507,500
 
Carrie J. Hightman
Executive Vice President and CLO
 
490,000
 
 
294,000
 
 
140,000
 
 
560,000
 
 
1,484,000
 
COMPENSATION DISCUSSION AND ANALYSIS (CD&A)

Principal Elements of Our 2018

Executive Compensation Program

Elements

Base Salary

Base salary is designed to provide the Named Executive Officers, and allprovides our other employees,NEOs with a level of fixed pay that is commensurate with the employee’s role and responsibility. We believe thatFor 2022, the Compensation and Human Capital Committee increased the base salary by delivering base salaries that are reflectiveapproximately 2% for Mr. Brown and 14% for Mr. Anderson. In making these decisions and recommendations, the Compensation and Human Capital Committee considered each of market norms, we are well-positioned to attract, retain and motivate top caliber executives in an increasingly competitive labor environment.the Pay Factors discussed above. These salary adjustments became effective on March 1, 2022. The Compensation and Human Capital Committee annually reviewsalso reviewed benchmark data, industry experience and performance when determining the base salaries of the Named Executive Officers, along with the salaries of all our senior executives, to evaluate whether they are competitive within our industry. In reviewing the base salaries, the Compensation Committee considers the base salaries of similarly situated executives in the Comparator Group. See the section entitled “Our Executive Compensation Process - Competitive Market Review.”

The Compensation Committee determines any base salary changescompensation for the Named Executive Officers,Ms. Birmingham and all our senior executives, based on a combination of factors that include: competitive pay standards, level of responsibility, experience, internal equity considerationsMr. Jefferson and historical compensation. Additionally, the Compensation Committee considers recommendations from our CEO,for evaluating and recommending compensation for Mr. Hamrock, reflecting his assessment of individual Named Executive Officer performance and their contributionsYates to the achievementBoard of business objectives. Mr. Hamrock’s pay is evaluated separately byDirectors for approval.

2022 Short-Term Incentive (STI) Program
2022 STI Objectives. The objectives of our 2022 STI program were to:
Motivate our NEOs (and all other participants) to achieve critical financial and safety performance goals, which were directly aligned with the Company’s annual financial plan and key business imperatives; and
Provide a competitive level of STI payout opportunities
The 2022 STI provides participants, including the Compensation Committee, taking into account those factors reviewed for all other senior executives other than the recommendation from Mr. Hamrock. The Compensation Committee then provides its recommendation regarding CEO compensation to the independent members of the Board for approval. See the section below entitled “Compensation Committee Actions Related to 2018 Compensation — 2018 Base Salaries” for more information.

Annual Performance-Based Cash Incentive Plan (“Cash Incentive Plan”)

The Cash Incentive Plan provides the Named Executive OfficersNEOs, with the opportunity to earn a cash incentive award tied to both Company performance and their individual contributions to our performance. A threshold financial triggerachievement of net operating earnings per share (hereafter “NOEPS” as defined in the section entitled “2018 Cash Incentive Plan”) must be met before any award may be paid under the Cash Incentive Plan. Once the financial trigger is met, awards to the Named Executive Officers, and all our senior executives, are subject to one corporate financial performance goal (weighted 75%goals (NOEPS weighted 70%) and several operationalsafety goals related(weighted 30%) over a one-year performance period. Every eligible employee has an incentive opportunity at threshold, target and stretch levels of performance. The Compensation and Human Capital Committee retains discretion to customer careadjust STI awards, either on a formulaic or discretionary basis.

2022 STI Performance Measures. In January 2022, the Compensation and safety (weighted 25%Human Capital Committee approved the following weighting of performance measures and goals to be used to determine the 2022 STI payouts for the NEOs and other participating employees.
Measure
Weighting
Goal
Net Operating Earnings per Share
70%
$1.44-1.46
Safety Scorecard
30%
100% scorecard achievement
Financial Measure (70%).

: The NOEPS financial performance goal isgoals were determined based on the Company’sour 2022 annual financial plan. The Compensation and Human Capital Committee selected NOEPS as a financial measure because it is viewed by the Board as representative of our fundamental earnings strength, aligned with stockholder value creation, used internally for budgeting and reporting to the Board, and generally consistent with our external reporting of results.

The definition of NOEPS is income from continuing operations determined in accordance with GAAP, including, without limitation, the impact of incentive payouts and adjusted for certain items, such as fluctuations in weather and other significant unusual events disclosed in our earnings reports (examples of which may include transaction-related costs, debt extinguishment costs or certain income tax items).
Safety Measures (30%): The safety performance goals were determined based on our 2022 annual safety plan, which iswas approved by the Safety, Operations, Regulatory and Policy Committee (formerly known as the Environmental Safety and Sustainability Committee) of the Board of Directors. The Compensation and Human Capital Committee selected safety as a performance measure to focus STI participants, including the NEOs, on the criticality of establishing and maintaining practices and procedures to ensure the highest safety levels throughout Company operations.
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
2022 STI Target Opportunity. Based on the Compensation and Human Capital Committee’s recommendation (minus the then-Committee member Mr. Yates), the independent members of the Board approved the CEO’s 2022 target incentive opportunity. The Compensation and Human Capital Committee approved 2022 target STI opportunities for the listed NEOs after considering the Pay Factors. Please see the Summary Compensation table for Mr. Vegas’ information.
Target Incentive Opportunity
NEO(1)
2022 Target
(% of Salary)
2022 Target
Opportunity ($)
2021 Target
(% of Salary)
2021 Target
Opportunity ($)
Lloyd Yates
115%
1,150,000
Joseph Hamrock
120%
1,236,000(2)
120%
1,236,000
Donald E. Brown
75%
472,770
75%
463,500
Shawn Anderson
60%
240,000
60%
210,000
Melody Birmingham
75%
468,750
William Jefferson
70%
332,500
(1)
As a result of Mr. Vegas’ resignation, STI was forfeited.
(2)
As a result of Mr. Hamrock’s retirement, the final amount paid was prorated
2022 STI Performance Goals, Achieved Results and Percentage of Target Earned. The table below shows each performance measure and weight, target performance goal, achieved results and percentage of target earned based on achieved performance against performance goals. The 2022 STI program design included financial and safety performance measures that each had a target goal. For the officer level STI program participants, actual award values were 100% discretionary based upon individual performance. The 2022 overall achieved results for the performance measures was 115% of target. The program included a significant focus on safety measures, all of which were met at target. For non-officers, the STI program resulted in a payout opportunity of 91%. The program design included a significant focus on customer measures, all of which were not met. Management recommended, and the Compensation and Human Capital Committee approved, a weighted average approach to the final results. Therefore, all employee groups had a 94.44% payout opportunity pool funded for STI, subject to individual performance.
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
The NOEPS and safety scorecard measures are reflected in the following table.
Corporate Measure
Weight
Threshold
Target
Stretch
Result(1)
Weighted
Achievement(2)
Formulaic
Result
% of Target
NOEPS
70%
$1.38
$1.44-1.46
$1.52
$1.47
76%
108%
Safety Scorecard
 
 
 
 
 
 
 
Severe Injury and Event Reduction
5%
10%
20%
50%
50%
7.50%
150%
Executive and Leadership Safety Observations
5%
35,600
35,600
39,160
53,448
7.50%
150%
Process Safety Incidents
10%
0
0
0
0
10%
100%
Operational Rigor
5%
90
95
98
100
7.50%
150%
Completion of 100% POD and District Regulator Station Isometric Drawings for Above Ground Assets
5% Combined
93%
97%
100%
99%
6.35%
133%
Buried Control Lines Located and Mapped on Isometric Drawings (>=125# Station Inlet Pressure)
7%
10%
12%
22%
150%
-% of leak survey main miles completed by Picarro technology
25%
27%
30%
28%
100%
-% of identified field employees protected with 4 gas sensor/Lone Worker technology (NiSafe/Blackline)
95%
98%
100%
99%
125%
Total
100%
 
 
 
 
115%
 
(1)
If performance results fall between two performance levels (for example, between target and stretch goals), the incentive opportunity is determined by interpolation.
(2)
Weighted achievement is determined by multiplying the weight by the formulaic results as a percent of target. The weighted achievement for all measures results in a formulaic payout of 115%.
2022 Long-Term Incentive (LTI) Program
2022 LTI Mix. For 2022, the Compensation and Human Capital Committee approved the following mix of LTI awards granted to our NEOs:
Performance Share Units (80% of 2022 target LTI award value for NEOs except for Mr. Anderson at 70%)
Restricted Stock Units (20% of 2022 target LTI award value for NEOs except for Mr. Anderson at 30%)
2022 LTI Award Target Values. In January 2022, the independent members of the Board (excluding Mr. Yates) approved the CEO’s 2022 LTI target award value based on the Compensation and Human Capital Committee’s recommendation. Also in January 2022, the Compensation and Human Capital Committee approved 2022 LTI target award values for Messrs. Brown, Vegas, and Anderson, after considering the Pay Factors. In May 2022, the members also approved award values for Ms. Birmingham and Mr. Jefferson.
NEO
2022 Grant Date
Face Value ($)
2022 Target Number
of PSUs Awarded(1)
2022 Number of
RSUs Awarded(2)
2021 Grant Date
Face Value ($)
Lloyd Yates
4,500,000
122,994
30,747
Joseph Hamrock
4,800,000
Donald E. Brown
1,200,000
32,798
8,200
1,200,000
Shawn Anderson
500,000
11,958
5,124
330,000
Melody Birmingham
1,250,000
33,278
8,319
William Jefferson
712,500
18,968
4,742
Pablo A. Vegas
1,300,000
33,532(3)
8,882(3)
1,235,000
(1)
2022 PSU awards will vest based on Company performance, the application of the safety, environmental and DE&I magnifiers, and satisfaction of the service condition (the executive’s continued employment through February 28, 2025).
(2)
2022 RSU awards will vest based on the executive’s continued employment through February 28, 2025.
(3)
As a result of Mr. Vegas’ resignation, these shares were forfeited.
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
2022 Performance Share Units
PSU Objectives. The objectives of our 2022 PSU grants are to:
Motivate NEOs to achieve critical long-term financial and total shareholder return goals (relative to peers) and achieve critical business imperatives related to safety, environmental and DE&I performance goals
Align the interests of NEOs with stockholders
Retain NEOs; and
Provide competitive LTI opportunities (when aggregated with RSU grants, which are discussed below)
PSU Overview. In January 2022, the Compensation and Human Capital Committee approved the grant of PSUs to Messrs. Brown, Anderson and Vegas and the independent members of the Board (excluding Mr. Yates) approved a grant to Mr. Yates of PSUs. In May 2022, the Compensation and Human Capital Committee approved the grant of PSUs to Ms. Birmingham and Mr. Jefferson. The PSUs provide our NEOs the opportunity to earn shares of our common stock based on achieved results against three-year cumulative NOEPS (weighted 50%) and RTSR (weighted 50%) performance goals over a three-year performance period, subject to potential adjustment based on achieved results relating to safety, environmental and DE&I goals.
In addition, vesting of the PSUs is tied to the executive’s continued employment through the end of the vesting period (February 28, 2025), subject to special vesting rules in the event of death, retirement, disability, or a qualifying termination following a change-in-control of the Company prior to the vesting date. Termination for any other reason prior to February 28, 2025 will result in forfeiture of the 2022 PSUs. The number of PSUs earned and vested at the beginningend of the year,three-year performance period will be settled in a like number of shares of our common stock.
2022 PSU Performance Measures. In January 2022, the Compensation and is designedHuman Capital Committee approved the following performance measures and goals reflected in the chart below to achievebe used to determine each NEO’s payouts under their respective 2022 PSU grants.
2022 PSU Performance Goals
Corporate Measures(1)
Weight
Threshold
Target
Stretch
Three-Year Cumulative
NOEPS
50%
$4.51
$4.75
$4.99
RTSR
50%
30th Percentile
50th Percentile
80th Percentile
Magnifiers
Safety: Average Annual STI Safety Scorecard Results (as % of Target) Over Three-Year Performance Period
+/-20%
Magnifier
Scorecard Results: 80%

Number of Earned PSUs
Reduced by 20%
Scorecard Results:
100%
Number of Earned
PSUs Unchanged
Scorecard Results: 120%

Number of Earned PSUs
Increased by 20%
Environmental:
GHG Emission
Reduction
+/-10%
Magnifier
Below Target
(anything less
than Target)

Number of Earned PSUs
Reduced by 10%
Met Target(2)

Number of Earned
PSUs Unchanged
Exceeded Target(3)

Number of Earned PSUs
Increased by 10%
Diversity, Equity and Inclusion: Diversity of Workforce
+/-10%
Magnifier
10 or less of 12 Categories – Number of Earned PSUs
Reduced by 10%
11 of 12 Categories
– PSUs
Unchanged(4)
12 of 12 Categories –
Number of Earned PSUs
Increased by 10%
(1)
If performance results fall between two performance levels (for example, between target and stretch goals), the result is determined by interpolation.
(2)
Target goal means reduction in NIPSCO R.M. Schahfer Generating Station coal unit CO2 emissions by 11.9 million tonnes from a 2005 baseline and reduction in NiSource's methane emissions by 14.4% tonnes CO2e from a 2005 baseline.
(3)
Exceeded target goal means achievement of target goal and reduction in NiSource's methane emissions by 42.6% tonnes CO2e from a 2005 baseline (interpolate between goal and this level of achievement).
(4)
Target goal means eliminating the gap to availability (gender and ethnicity) in 11 of 12 categories.
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
Three-Year Cumulative NOEPS. The three-year cumulative NOEPS financial performance goals were determined based on our goalthree-year financial plan. For the definition and calculation of creatingNOEPS, see above under “2022 STI Performance Measures.”
The Compensation and Human Capital Committee selected this measure because it aligns the interests of our NEOs with those of our stockholders, and it supports the creation of sustainable stockholder value by growing earnings and providing a strong dividend.
The customer careCompensation and safety goals areHuman Capital Committee selected an NOEPS performance measure for both the 2022 PSU grants and the 2022 STI because the Compensation and Human Capital Committee considers NOEPS to be a core driver of both our short-term and long-term financial performance and stockholder value creation for both the short-term and long-term.
The target three-year cumulative NOEPS performance goal is designed to incent achievement of our business imperatives. Additionally,be achievable with strong management performance over the Compensation Committee retains discretion under the Omnibus Plan to reduce the formulaic payoutsthree-year performance period.
Three-Year Relative Total Shareholder Return (RTSR). Three-year RTSR will be determined by the aboveannualized growth in the price of a share of our common stock, assuming dividends are reinvested, over the period beginning January 1, 2022 and ending on December 31, 2024, compared to a similar calculation for a group of 32 energy services companies that are within our industry or providing similar services to ours or with which we compete for the sale of equity capital, 21 of which are in the Comparator Group.
The Compensation and Human Capital Committee selected this measure because it aligns the interests of our NEOs with those of our stockholders, and it supports the creation of sustainable stockholder value.
Modifiers. The number of PSUs earned based on achievement of three-year cumulative NOEPS and RTSR performance goals is subject to further reflect Company or individual performance.

Cash Incentive Plan
75% Financial Performance
25% Customer Care and Safety

Importantly, eligibility for participation in the Cash Incentive Plan extends to nearly all our employees. Every eligible employee has an incentive opportunity at trigger, targetadjustment based on achievement against safety, environmental and stretch levels of performance.DE&I performance goals. The Compensation and Human Capital Committee identifies expectations for all employees, senior executives, andselected these performance measures to reflect the Named Executive Officers. With respectCompany’s broad commitment to the CEO,these priorities.

2022 Restricted Stock Units
In January 2022, the Compensation and Human Capital Committee makes recommendations regarding his award opportunities for considerationapproved the grant of RSUs to Messrs. Brown, Anderson and approval byVegas and the independent members of the Board. See the section below entitled “Compensation Committee Actions RelatedBoard (excluding Mr. Yates) approved a grant of RSUs to 2018 Compensation — 2018 Cash Incentive Plan” for more information regarding the 2018 Cash Incentive Plan, including incentive opportunities, performance measures and weightings, goals and payouts for each of the Named Executive Officers.

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Long-Term Incentive Program (“LTIP”)

LTIP Design Overview. The LTIP provides the Named Executive Officers and our senior executives with the opportunity to earn shares of our stock based on performance and service. The 2018 LTIP awards consist of PSUs (80% of the 2018 LTIP award) that are eligible to vest based on financial performance and progress with respect to several key business imperatives that we believe build stockholder value, subject to a threshold cumulative financial trigger and RSUs (20% of the 2018 LTIP award) that will vest after the completion of a multi-year service condition. For 2018,Mr. Yates. In May 2022, the Compensation and Human Capital Committee approved a redesigned award program designed to:

Establish a direct link between compensation earned and the achievement of longer-term financial objectives through the grant of 80% of the target PSUs (65% of the 2018 LTIP award) with vesting tied to financial performance, while still maintaining a relative performance goal with the incorporation of a +/- 25% RTSR performance payout modifier with respect to this portion of the 2018 LTIP award.
Focus executives on key business imperatives that we believe build stockholder value in the categories of safety, customer care, cost containment, organizational culture and environmental impact, each weighted equally (the “Customer Value Framework”) in order to further align payouts with individual contributions and drive accountability through the grant of 20% of the target PSUs (15% of the 2018 LTIP award) with vesting tied to achievement of goals relating to the Customer Value Framework, with the vesting level subject to modification based on an assessment of the executive’s contributions towards the Company’s achievement of the Customer Value Framework.
Enhance retention by rewarding long-term service through the grant of RSUs (20% of the 2018 LTIP award), which vest subject to the executive’s continued employment through a multi-year service period.

For 2018, the long-term incentive award was delivered entirely in equity in the form of PSUsMs. Birmingham and RSUs. The key LTIP design elements that are intended to drive Company financial and operational performance and align with stockholder interests are shown below.

PSUs
80% of the target long-term incentive opportunity
Three-year performance period
80% of target PSUs (65% of the 2018 LTIP award) vesting based on NOEPS performance, subject to a +/- 25% payout modifier based on RTSR performance
20% of target PSUs (15% of the 2018 LTIP award) vesting based on Customer Value Framework performance goals and a NOEPS vesting trigger, subject to a payout modifier based on an assessment of executive’s contribution towards the Customer Value Framework
Mr. Jefferson. These RSUs
20% of the long-term incentive opportunity
Vesting subject to the executive’s continued employment through a multi-year service period (in excess of three years)

The 2018 PSUs are eligible for vesting only if a cumulative NOEPS performance trigger is met over a three-year performance period. The Compensation Committee utilized NOEPS as a performance measure for the 2018 LTIP award in recognition that this straightforward measure is deemed to support enterprise-wide strategy and performance and be aligned with stockholder value. This measure was also used as a performance measure in our 2018 Cash Incentive Plan to align with stockholder value over the short-term and long-term.

For 2018, both the short- and long-term incentive programs are supplemented by additional measures to strike an appropriate balance with respect to incentivizing earnings strength and nonfinancial business imperatives. The remaining 20% of the 2018 LTIP award consists of RSUs that will vest based on the executive’s continued employment through February 26, 2021,28, 2025, subject to earlierspecial vesting for certainrules in the event of death, retirement, disability or a qualifying terminationstermination following a change-in-control of employmentthe Company prior to the vesting date. Termination for any other reason prior to February 28, 2025, will result in forfeiture of the 2022 RSUs. The number of RSUs that date. This service-based award is designedvest at the end of the three-year service period will be settled in a like number of shares of our common stock.

The Compensation and Human Capital Committee chose to grant RSUs to the NEOs because RSUs reward long-term service, help to retain NEOs over a multi-year service period, and align the interests of our NEOs with those of our stockholders.
Special Awards
2022 Special RSU Award. Mr. Anderson received a special RSU award of $500,000 to ensure his long-term leadership of the CompanyCompany. This award is scheduled to vest based on his continued employment through January 28, 2025. Ms. Birmingham received a special RSU award of $1,161,855 to attract her to NiSource and thereby addsto ensure her long-term leadership of the Company. Forty percent of this award is scheduled to vest based on her continued employment through July 1, 2023 and sixty percent on July 1, 2024. Mr. Jefferson received a retention incentivespecial RSU award of $800,000 to our compensation mix. Additionally, RSUs are considered byattract him to NiSource and to ensure his long-term leadership of the Company. Fifty percent of this award is scheduled to vest based on his continued employment through each of July 1, 2023 and July 1, 2024, respectively. Special vesting rules apply in the event of retirement, death, disability, or a qualifying termination following a change-in-control of the Company.
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
2020 PSU Awards
In 2020, the Compensation and Human Capital Committee to be at-risk and aligned with stockholder interests as(and, in the ultimate valuecase of the RSUs will fluctuate based on our stock price performance.

Long-Term Performance GoalsCEO, the independent members of the Board) approved LTI awards to Messrs. Hamrock, Brown, Anderson and Vegas in the form of PSUs (80% of the target 2020 LTI award). TheAll the 2020 PSUs arewere subject to the achievement of a threshold cumulative NOEPS performance trigger in order for any vesting to occur. The NOEPS financial performance goal is determined based ontrigger. Under the Company’s annual financial plan, which is approved by the Board at the beginning of the performance period, and is designed to achieve our goal of creating sustainable stockholder value by growing earnings and providing a strong dividend. If the NOEPS performance trigger is achieved,2020 PSU design, 80% of the target PSUs (65% of the 2018 LTIP award) willwere eligible to vest based on NOEPS performance above the trigger, as modified by ourwith a +/- 25% RTSR performance (which can reducemodifier if top or increase the vested amount of the award by up to 25%).bottom quartile RTSR performance was achieved. The Compensation Committee selected cumulative NOEPS as a goal and RTSR as a modifier because it believes it is important that each executive has personal financial exposure to the performance of our stock and, therefore, is aligned with the financial interests of stockholders.

If the NOEPS vesting trigger is achieved, the remaining 20% of the target PSUs (15% of the 2018 LTIP award) willwere eligible to vest based on the Company’s successful executionachievement of customer value framework goals.

The performance measures, goals and results for the 2020 PSUs as certified by the Compensation and Human Capital Committee, are shown below.
Threshold Goal(1)
Trigger, Target and Stretch
Three-Year
Cumulative NOEPS Goals
2020 PSU
Results
% of Target PSU Earned Following
Application of RTSR Modifier(2)
Three-Year
Cumulative
NOEPS
Trigger (50% Payout): $4.03
Three-year
Cumulative
NOEPS $4.21(1)
74%
Target (100% Payout): $4.25
Stretch (200% Payout): $4.47
Threshold Goal(1)
Three-Year Customer Value
Framework Categories(3)
% of Target PSU Earned
Three-Year
Cumulative
NOEPS
Safety, Customer Care, Organizational
Culture, and Environmental Impact
1 of 4 Goals
Achieved(3)
5%
(1)
The 2020 PSUs were eligible for vesting only if the cumulative NOEPS performance trigger of $4.03 over a three-year performance period was met. For the three-year period ending December 31, 2022, our adjusted cumulative NOEPS was $4.21, which exceeded the cumulative NOEPS trigger of $4.03 for the 2020-2022 performance period. Once the NOEPS threshold was met, both the NOEPS PSUs (80% of the target PSUs) and customer value framework PSUs (20% of the target PSUs) were eligible to vest. Our cumulative NOEPS performance from January 1, 2020 through December 31, 2022 reflects the total of the amounts disclosed in our earnings reports for such years plus a COVID-19 pandemic adjustment of $0.05 approved by the Compensation and Human Capital Committee in 2020. The 2020 NOEPS target of $4.38 was adjusted after the sale of Columbia Gas of Massachusetts (“CMA”). As a result of the CMA adjustment, “cumulative NOEPS” means the Company’s cumulative NOEPS, as reported in the Company’s annual financial statements with additional adjustments made to the targets and results for: (x) transactions that the Company discloses on Form 8-K filed with the SEC, including merger, acquisition, divestiture, consolidation or corporate restructuring, any recapitalization, reorganization, spin-off, split-up, combination, liquidation, dissolution, sale of assets or similar corporate transactions that meet disclosure thresholds; and (y) pending transactions as a result of requirements to present operations as “held for sale” under Accounting Standard Codification 205.”
(2)
74% of the target PSU was eligible to vest based on three-year cumulative NOEPS. Our RTSR performance was in the second quartile resulting in no modification in the number of PSUs earned.
(3)
5% of the target PSU was eligible to vest based on achievement of customer value framework goals related to environmental, as measured by reduced greenhouse gas emissions over the performance period of 2020 to 2022. The safety, customer care, and organizational culture goals were not met.
Vesting of the Customer Value Framework goals and a discretionary assessment2020 PSUs remained subject to the executive’s continued employment through February 28, 2023. The following table shows the target number of shares subject to the 2020 PSUs as well as the number of shares of common stock that vested pursuant to the terms of the Named Executive Officer’s contributions to the Company’s achievement relative to the Customer Value Framework goals. Under the 2018 LTIP program design, the Company’s overall Customer Value Framework goal must be met in the respective category before a payout may occur with respect to such category. Once the Company’s Customer Value Framework goal is met, the actual payout for the Customer Value Framework portion of the award is determined based on a discretionary assessment of the individual executive’s contribution to the successful achievement of the respective Customer Value Framework goal over the three-year performance period.

2020 PSUs.
NEO (1)
Target Number of 2020 PSUs
Awarded
Number of 2020 PSUs
Vested
Joseph Hamrock
120,095
94,875
Donald E. Brown
31,615
24,976
Shawn Anderson
5,498
4,343
(1)
As a result of Mr. Hamrock’s retirement, vested shares were prorated. As a result of Mr. Vegas’ resignation, all shares (31,615) were forfeited.

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Provided the Customer Value Framework goal is met, the CEO performs the discretionary assessment of each Named Executive Officer other than himself and makes a recommendation to

COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
2021 Special PSU Awards
2021 Special PSUs. In January 2021, the Compensation and Human Capital Committee with the Customer Value Framework vesting level approved by the Compensation Committee. In(and, in the case of the CEO, the Compensation Committee performsindependent members of the discretionary assessmentBoard), granted special performance-based equity awards in the form of hisPSUs (“2021 Special PSUs”) to Messrs. Hamrock, Brown, Anderson and Vegas. The 2021 Special PSUs were granted to incentivize the retention of the leadership team and provide enhanced motivation to strive for the achievement of the goals required under the Company’s NiSource Next transformation initiative. Because the performance relativerequired for payouts under these awards is exceptional, with threshold payouts for the 2021 Special PSUs equivalent to target RTSR performance under the 2021 PSU program, the awards are designed to reward the achievement of the goals related to the Customer Value Framework goals,NiSource Next transformation initiative and align with stockholder interest.
Under the program design, accelerated payout of 67% of the target award value may occur after two years if our RTSR performance results are at or above the utility peer group median. Any earned award is further adjusted by a safety magnifier to assure alignment with our safety performance. The Compensation and Human Capital Committee (and, in the case of the CEO, the independent members of the Board approveBoard) set the CEO’s Customer Value Framework vesting level.

Design Considerations. award size at levels designed to provide a meaningful incremental incentive in relation to each executive’s total target direct compensation.

The Compensation Committee believes that the long-term incentive program promotes decision making that is consistent with the Company’s long-term business objectives. When establishing long-term equity incentive opportunity levelsperformance measures, goals and results for the Named Executive Officers, and our senior executives,2021 Special PSUs as certified by the Compensation and Human Capital Committee considers, among other things,are shown below.
Performance Measure
Target Goal
Achieved Results
% of Target STI Earned
FINANCIAL PERFORMANCE (100% weighting)
Relative Totals Shareholder Return (over 2 and 3 year Performance Period(1))
55th Percentile
82nd Percentile
177%
SAFETY SCORECARD (+/-20% modifier)
Average Annual STI Safety Scorecard Results (as % of Target) Over Three-Year Performance Period(1)
100%
99%
-1%
FINAL ACHIEVED RESULTS
175%
(1)
RTSR will be calculated over the two-year and three-year periods using methodology as described above under 2022 PSU Performance Goals. Safety scorecard results will generally be calculated as discussed above in the section entitled “2022 Short-Term Incentive (STI) Program” and will be averaged over the two-year and three-year periods. If performance results fall between two performance levels (for example, between target and stretch goals), the result is determined by interpolation.
Vesting of the 2021 Special PSUs remained subject to the executive’s base salary,continued employment through February 28, 2023. Special vesting rules apply in the appropriate mixevent of cash and equity incentive opportunities, prior awards under the LTIP and the compensation practices for similarly situated executives within the Company and at companies in our Comparator Group. The actual valuedeath, retirement, disability or a qualifying termination following a change-in-control of the 2018 LTIPCompany. Termination for any other reason prior to February 28, 2023, will result in forfeiture of the entire award, or the remaining portion of the award if any, will depend upon Company performance against pre-established performance measures,such termination occurs after such date but prior to February 28, 2024. The following table shows the individual executive’s performancetarget number of shares subject to the 2021 Special PSUs as well as ourthe number of shares of common stock price atthat vested pursuant to the timeterms of the awards are settled.2021 Special PSUs.
NEO(1)
Target Number of 2021 PSUs
Awarded
Number of 2021 PSUs
Vested
Joseph Hamrock
135,476
63,522
Donald E. Brown
40,663
31,731
Shawn Anderson
11,182
8,726
(1)
As a result of Mr. Hamrock’s retirement, vested shares were prorated. As a result of Mr. Vegas’ resignation, all shares were forfeited.
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
Other Compensation and Benefits

The Named Executive Officers

Our NEOs also receive executive severance and change-in-control compensation and benefits,participate in an executive deferred compensation plan, change-in-control and termination agreements, and an executive severance policy. In addition, we provide our NEOs with a limited number of perquisites and a number of other broad-based employee benefits that are generally are extended to our entire employee population. TheseWe believe that these other forms of compensation and benefits are aligned with our compensation objectives and are generally comparable to those that are provided to similarly situated executives at other companies of our size and thereby serve the objectives of our compensation program to attract and retain our senior executives.

comparable companies.

Severance and Change-In-Control Benefits

We provide Change-in-Control Benefits. Each NEO is covered under a separate change-in-control and Terminationtermination agreement (“CIC Agreement”). The CIC Agreements withare intended to ensure that the intent of ensuring that our senior executivesNEOs continue to apply thoroughly objective judgment to appropriately safeguard stockholder value and maximize investor return in relation to any potential change-in-control. The Change-in-Control and TerminationCIC Agreements furnishprovide cash severance benefits upon a double-trigger (meaning there must be both a qualifying change-in-control and termination of employment) and do not include any “gross-up” payments to executives forcover an executive’s excise taxes incurred by an executive with respect to benefits received underthe receipt of payments in connection with a Change-in-Control and Termination Agreement. We maintain Change-in-Control and Termination Agreements with each of the Named Executive Officers and all the Named Executive Officers arechange-in-control. Each NEO is subject to our executive severance policy.

Additionally, the

Our 2020 Omnibus Plan provides for double-trigger vesting for equity awards that are assumed or replaced by an acquiring company upon a change-in-control; meaning that there must be both a change-in-control and a qualifying termination of employment in order for the equity awards to vest in connection with or following such change-in-control. In the event equity awards are not assumed or replaced in a change-in-control, then the outstanding equity awards will vest upon the occurrence of a change-in-control alone. such change-in-control.
For further information regarding the benefits to be received upon termination of employment or change-in-control, see the table in the section entitled “Potential“2022 Executive Compensation – Potential Payments upon Termination of Employment or a Change-in-Control of the Company” and the accompanying narrative.

Perquisites

Company.”

Perquisites. Perquisites are not a principal element of our executive compensation program. They are intendedWe provide a limited number of perquisites to assist executives in the performance of their duties on our behalf or to otherwise provide benefits that have a combined personal and business purpose. Generally, weeach NEO. We do not reimburse the Named Executive OfficersNEOs for the payment of personalindividual income taxes they might incur in connection with their receipt of these benefits. For information regarding 20182022 perquisites, see the 20182022 Summary Compensation Table and footnote (6)(4) to that table.

Deferred Compensation Plan

Plan. Eligible executives, including the Named Executive Officers,NEOs, may elect to defer between 5% and 80% of their base salary and annual cash incentiveand/or STI payout under our Executive Deferred Compensation Plan (the “Deferred Compensation Plan”). The Deferred Compensation Plan provides an opportunity for eligible executives to defer their cash compensation without regard to the limits imposed by the IRSInternal Revenue Service (“IRS”) for amounts that may be deferred under theour 401(k) Plan. The material terms ofFor information regarding the Deferred Compensation Plan, are described insee the narrative to the 2018 Non-qualified2022 Non-Qualified Deferred Compensation Table.

Pension Programs

During 2018, we maintained a tax-qualified defined benefit pension plan for essentially all salaried exempt employees hired before January 1, 2010, all non-exempt employees (both non-uniontable and certain union employees) hired before January 1, 2013, as well as for other union employees, regardless of hire date, and a non-qualified defined benefit pension plan (the “Pension Restoration Plan”) for all eligible employees with annual compensation or pension benefits in excess of the limits imposed by the Internal Revenue Service (“IRS”), including any eligible Named Executive Officer. accompanying narrative.

Savings Programs. The Pension Restoration Plan provides for a pension benefit under the same formula provided under the tax-qualified plan but without regard to the IRS limits and reduced by amounts paid under the tax-qualified plan. The material terms of the pension programs are described in the narrative to the 2018 Pension Benefits Table.

Savings Programs

The Named Executive OfficersNEOs are eligible to participate in the same tax-qualified 401(k) Plan as most employees and in a non-qualified defined contribution plan (the “Savings Restoration Plan”) maintained for eligible executive employees.executives. The 401(k) Plan includes a Company match that varies depending on the pension plan in which the employee participates and a Company profit sharing contribution for most employees of between 0.5% and 1.5% of the employee’s eligible earnings based on achievement of the overall corporate NOEPS measure. In addition, for salaried employees hired after January 1, 2010 and non-union non-exempt employees hired after January 1, 2013, the 401(k) Plan includes a 3% Company contribution to the employee accounts.accounts (4.5% beginning in 2023). The Savings Restoration Plan provides for Company contributions in excess of IRS limits under the 401(k) Plan for eligible employees, including the Named Executive Officers. The material terms ofNEOs. For information regarding the Savings Restoration Plan, are described insee the narrative to the 2018 Non-qualified2022 Non-Qualified Deferred Compensation Table.

table and accompanying narrative.

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Health and Welfare Benefits

Benefits. We also provide the Named Executive OfficersNEOs other broad-based benefits such as medical, dental, life insurance and long-term disability coverage on the same terms and conditions to all employees. We believe that these broad-based benefits enhance our reputation as an employer of choice.

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Our

COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
Executive Compensation Process

and Guidelines

Role of the Compensation and Human Capital Committee
The Compensation and Human Capital Committee is responsible for evaluatingestablishing, implementing, and determiningmonitoring our executive compensation program objectives and assuring alignment with our business objectives. In overseeing our executive compensation programs, the compensation ofCompensation and Human Capital Committee identifies and approves performance measures and goals under our senior executivesSTI and for overseeingLTI programs. Additionally, the Compensation and Human Capital Committee approves annual long-term equity incentive awards and periodic long-term equity incentive awards granted to newly hired and promoted executive officers. The Compensation and Human Capital Committee also oversees the administration of our equity plansplans.
The Compensation and grants. In doing so, CompensationHuman Capital Committee takes into account various factors when makingevaluates and determines the compensation decisions, including:

Attainment of our established businessexecutive leadership team, which is composed of senior executives who directly report to our CEO. The Compensation and financial goals;
Competitiveness of our compensation program based upon competitive market data; and
An executive’s position, level of responsibility and performance, as measured by the individual’s contribution to the Company’s achievement of its business objectives.

The CompensationHuman Capital Committee reviews the performance and compensation of our CEO and hisour executive direct reportsleadership team each year with input from Meridian and apprises the Board accordingly. For our CEO, the Compensation and Human Capital Committee evaluates CEO performance in light of the Company’s goals and objectives and considers recommendations from Meridian, the Compensation Committee’s independent compensation consultant, that are reflective of the Compensation Committee’s assessment of our CEO’s performance and compensation competitiveness. Following this evaluation, the Compensation Committee submits its recommendations to the independent members of the Board for review and approval.

When considering changes in compensation for senior executives that report to our CEO,executive leadership team, including the Named Executive Officers,NEOs, the Compensation and Human Capital Committee considers input from the CEO the Chief Services Officer and the Senior Vice President, Chief Human Resources Officer and Meridian. Our CEO is not involved in additionmaking recommendations with respect to his compensation.

The Compensation and Human Capital Committee also has continuous involvement with our human resources talent management initiatives regarding our CEO and our executive leadership team. The Compensation and Human Capital Committee also leads our development and succession efforts by providing strategic direction as we identify key executive skill and capability talent priorities. The Compensation and Human Capital Committee reviews the performance of our CEO and executive leadership team against leadership skills and capability requirements designed to identify, attract and develop highly-qualified executives that promote continuous learning; foster our culture of equality, inclusion and diversity; deliver safety, reliability and environmental performance improvements; and ultimately support our long-term strategy to build value for all our stakeholders, including our customers, employees, communities and stockholders.
Independent Compensation Consultant
For 2022, the Compensation and Human Capital Committee engaged the services of Meridian as its independent compensation consultant to advise it with respect to executive compensation design, comparative compensation practices and compensation matters relating to the Board. The Compensation Committee’sand Human Capital Committee takes recommendations from Meridian into consideration along with its evaluation of the individual performance of each executive officer.
Each year, the Compensation and Human Capital Committee evaluates the independence and quality of the services provided by its independent compensation consultant. In reviewing Meridian’s engagement for 2022, the Compensation and Human Capital Committee considered the factors set forth in SEC Rule 10C-1(b)(4) and the applicable NYSE rules and determined that Meridian was independent and there were no conflicts of interest with respect to Meridian’s work for the Compensation and Human Capital Committee.
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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
Competitive Market Review

In connection with its compensation decision making, the Compensation and Human Capital Committee reviews the executive compensation practices in effect at other companies in the Comparator Group. These companies comprised leadingThe Comparator Group consists of a mix of gas, electric, and multi-line utilities that were selected by the Compensation Committee for their operational comparabilityare operationally similar to us and becausewith which we generally compete with these companies for similar executive talent. For 2018, the Compensation Committee, with input from Meridian,2022, no changes were made one change to the prior year’s Comparator Group. The Comparator Group removing Southern Company Gas due to its increased revenues as compared to the Comparator Group. Forfor purposes of evaluating 20182022 compensation practices the Comparator Group included the companiesis shown below.

Comparator Group
Alliant Energy Corporation
Piedmont NaturalCMS Energy Corporation
ONE Gas, Company, Inc.
Ameren Corporation
Dominion Energy, Inc.
PNM Resources, Inc.
American Electric Power Company, Inc.
DTE Energy Company
PPL Corporation
Atmos Energy Corporation
Public Service Enterprise Group IncorporatedEversource Energy
Sempra Energy
Avista Corporation
FirstEnergy Corp.
Southwest Gas Holdings, Inc.
Black Hills Corporation
New Jersey Resources Corporation
Spire, Inc.
CenterPoint Energy, Inc.
SCANA Corporation
CMSOGE Energy Corporation
Sempra Energy
Dominion Energy, Inc.
Spire, Inc.
DTE Energy Company
Vectren Corporation
FirstEnergy Corp.
WEC Energy Group, Inc.
OGE Energy Corp.
WGL Holdings, Inc.
ONE Gas, Inc.
Compensation Peer Group
 
Revenue(1)
(millions)
 
Market Cap(1)
(millions)
NiSource
$
4,493
 
$
7,868
 
NiSource Percentile Rank
 
46th
%ile
 
29th
%ile
75th Percentile
$
9,208
 
$
20,524
 
Median
$
6,076
 
$
12,652
 
25th Percentile
$
2,350
 
$
6,609
 
Revenue(1) (millions)
Market Cap(1) (millions)
NiSource
$4,622  
$9,860  
NiSource Percentile Rank
48th percentile  
38th percentile  
(1)
The Compensation and Human Capital Committee selectedconfirmed the 2018 Compensation Peer2022 Comparator Group in August 20172021 based in part on fiscal year-end 2016trailing 12-month revenue and market capitalization data. Fiscal year-end revenue andJuly 2021 market capitalization data was compiled and provided by Meridian.Meridian at the time.

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Compensation Committee Actions Related to 2018 Executive Compensation

The Compensation Committee reviewed and, as appropriate, took action with respect to each element of total compensation for each Named Executive Officer following the principles, practices and processes described above. The Compensation Committee’s compensation determinations and recommendations were based primarily upon recognition of the roles, responsibilities and performance of each Named Executive Officer, a review of the Comparator Group and an assessment of total Named Executive Officer compensation.

   2018 Base Salaries

The Compensation Committee annually reviews the base salaries of the Named Executive Officers, and all our senior executives, to evaluate whether they are competitive and appropriately reflect performance. In setting 2018 base salary levels, the Compensation Committee considered competitive market data, the competitiveness of annual total target compensation of each Named Executive Officer, responsibilities, experience, internal pay equity, historical compensation practices, individual performance and contributions to achievement of business objectives. Based on this assessment, the Compensation Committee (or, in the case of Mr. Hamrock, the independent members of the Board) approved 2018 base salary levels, effective June 1, 2018. In the case of Mr. Brown’s increase of approximately 9.5%, the Compensation Committee considered in particular his effective performance during 2017 in core aspects of the chief financial officer role, his strong leadership in the execution of the Company’s customer value strategy and the need for further alignment of his cash compensation with the market median. Below are the 2018 and 2017 annual base salary levels for each Named Executive Officer.

 
Base Salary           
 
 
Named Executive Officer
2018 Annual Salary ($)
 
2017 Annual Salary ($)
Joseph Hamrock
 
1,000,000
 
 
975,000
 
Donald E. Brown
 
575,000
 
 
525,000
 
Pablo A. Vegas
 
525,000
 
 
500,000
 
Violet G. Sistovaris
 
475,000
 
 
450,000
 
Carrie J. Hightman
 
490,000
 
 
490,000
 

   2018 Cash Incentive Plan

In January 2018, the Compensation Committee established performance measures and goals to be used to determine the 2018 Cash Incentive Plan payouts for the Named Executive Officers and all of our other participating employees. In determining Cash Incentive Plan opportunities for the Named Executive Officers, the Compensation Committee considered competitive information from the Comparator Group, input from Meridian, the Compensation Committee’s independent compensation consultant, historical payouts and individual performance in its review of the trigger, target and stretch opportunities for the Named Executive Officers and made no changes to the target opportunities for Named Executive Officers, except for Mr. Vegas and Ms. Sistovaris. The Committee approved increases from 70% to 75% of target opportunity and from 65% to 70% of target opportunity for Mr. Vegas and Ms. Sistovaris, respectively, to reward exemplary leadership during 2017 and maintain market competitiveness.

Additionally, in its review of the trigger, target and stretch opportunities for the Named Executive Officers, the Compensation Committee (and, in the case of the CEO, the independent members of the Board) approved uniform trigger and stretch opportunities among all the Named Executive Officers relative to their target opportunities. Meridian reported to the Compensation Committee that market practice is to establish trigger and stretch opportunities as uniform percentages of target for all participants, (i.e., comparable proportionate pay outcomes for comparable performance). The Compensation Committee considered Meridian’s input and changed the trigger and stretch opportunities to 40% and 160%, respectively, of the target opportunity for each Named Executive Officer. Previously, their trigger opportunities ranged from 33% to 43% of the target opportunity while their stretch opportunities ranged from 146% to 162% of the target opportunity. These changes were made to simplify the compensation structure, provide consistent motivation towards the achievement of the underlying performance goal, and to be consistent with market practice as reported by Meridian.

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The 2018 Cash Incentive Plan awards for the Named Executive Officers, and all our senior executives, were subject to achievement of one corporate financial goal, NOEPS, and operational goals related to customer care and safety, as detailed in the table below. The Compensation Committee approved these measures for the annual performance period because they were deemed important to the Company’s success in increasing stockholder value. The incentive opportunities for the Named Executive Officers were contingent on achievement of goals relating to these measures. In addition, under the terms of the Omnibus Plan, the Compensation Committee retained discretion to adjust 2018 Cash Incentive Plan awards downward, either on a formulaic or discretionary basis, as the Compensation Committee determined to be appropriate in order to reflect other items of Company or individual performance deemed relevant by the Compensation Committee.

Performance Goal
Description
Reason Selected
Earnings
Net Operating Earnings Per Share (“NOEPS”), a non-GAAP measure.
Income from continuing operations determined in accordance with Generally Accepted Accounting Principles (“GAAP”), including, without limitation, the impact of incentive payouts and adjusted for certain items, such as fluctuations in weather and other significant unusual events disclosed in the Company’s earnings reports, (examples of which may include transaction-related costs, debt extinguishment costs or certain income tax items).(1)
Viewed by the Board as representative of the fundamental earnings strength and performance of the Company.
Net operating earnings is used internally for budgeting and reporting to the Board.
Consistent with the Company’s external reporting of results.
(1)For 2018, a pre-tax adjustment of $855 million was excluded from GAAP earnings and attributable to expenses and lost revenues related to the Greater Lawrence Incident. For details regarding the Greater Lawrence Incident, please see Note 18-E to our consolidated financial statements included in our Annual Report on Form 10-K.
Customer Care
2018 JD Power Gas and Electrical Utility Residential Customer Satisfaction Studies (“JD Power Studies”)
Measures relative performance of our operating companies as compared to peer companies within each operating company’s jurisdiction (based on company size and geographic region), as reported in the 2018 JD Power Studies, with the target set using the Company’s 2017 performance as the baseline. Threshold, target and maximum performance goals are based on the scoring set forth in the JD Power Studies.
Designed to track our progress in delivering satisfaction to our customers relative to our peers.
Aligned with our stakeholder commitment of top-tier customer satisfaction and brand perception.
2018 MSR Group overall post transaction customer satisfaction survey results (“MSR Group Survey”)
Measures our operating companies’ performance in a post transaction survey designed to assess the customer experience, with the target set using the Company’s 2017 performance as the baseline. Threshold, target and maximum performance goals are based on our percentile ranking as compared to the other surveyed companies.
Designed to track our progress in delivering satisfaction to our customers relative to our prior performance.
Aligned with our stakeholder commitment of top-tier customer satisfaction and brand perception.
Safety
DART Rate
Measures the rate of employee injuries that resulted in work days missed or restricted or an employee transfer, with the target set using industry benchmark of top decile.
Designed to track our progress in achieving the optimum safety climate.
2018 National Safety Council Barometer Survey developed by the National Safety Council (“NSCBS”)
A survey that gauges employee perception of our safety programs and benchmarks results against a proprietary database of over 800 companies, with the target set using the Company’s 2017 performance as the baseline. Threshold, target and maximum performance goals are based on our percentile ranking as compared to the other surveyed companies.
Designed to track our progress in achieving the optimum safety climate supported by the appropriate activities while also gauging management, supervisor and employee engagement.

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The performance measures and their associated weightings applicable to each of the Named Executive Officers and formulaic results as a percentage of the target Cash Incentive Plan opportunity for 2018 (prior to the negative discretionary adjustment made by the Compensation Committee, as discussed below) are shown below.

Corporate Measures(1)
Weight
Trigger
Target
Stretch
Result(2)
Weighted
Achievement(3)
Formulaic
Result
% of Target
NOEPS
 
75
%
$
1.23
 
  $1.28- $1.30  
$
1.35
 
$
1.30
 
 
75
%
 
84
%
Customer Care (JD Power Studies)
 
10
%
 
737
 
738 
 
739
 
 
734
 
 
0
%
Customer Care (MSR Group Survey)
 
5
%
 
89
%
90%
 
91
%
 
90
%
 
5
%
Safety (DART Rate)
 
5
%
 
.43
 
.41 
 
.20
 
 
0.67
 
 
0
%
Safety (NSCBS)
 
5
%
 
89
%
92%
 
95
%
 
91
%
 
4
%
COMPENSATION DISCUSSION AND ANALYSIS (CD&A)
(1)For performance between two performance levels (for example, between target and stretch goals), the incentive opportunity is determined by interpolation and is expressed as a percentage of the target opportunity.
(2)The 2018 results were calculated as discussed above under “2018 Cash Incentive Plan.”
(3)Weighted achievement is determined by multiplying the weight by the achievement percentage.

   Implications of the Greater Lawrence Incident

In January 2019, in light of the profound effect of the Greater Lawrence Incident on the communities of Andover, North Andover and Lawrence, Massachusetts, the Compensation Committee exercised negative discretion retained by the Compensation Committee under the Omnibus Plan to eliminate the performance-based cash incentive payouts for all of the Named Executive Officers, and separately, with respect to our CEO, the Compensation Committee made a recommendation to the independent members of the Board that Mr. Hamrock’s annual performance-based cash incentive payout also be eliminated. The independent members of the Board considered and accepted the Compensation Committee’s recommendation.

The Compensation Committee certified the performance results relative to the goals set in 2018 as shown in the tables above and then exercised negative discretion in accordance with the terms of the Omnibus Plan to eliminate payouts to our Named Executive Officers. The formulaic result shown below would have been used to calculate payouts to the Named Executive Officers under the 2018 Cash Incentive Plan but for the Compensation Committee’s negative discretionary adjustment to eliminate payouts. The Compensation Committee exercised negative discretion in accordance with the terms of the Omnibus Plan in order to underscore our commitment to safe operations. In making such determination, the Compensation Committee noted the strong performance of certain business units and corporate functions of certain executives, but determined that the significance of the Greater Lawrence Incident and the totality of the community impact outweighed any consideration of business unit or individual performance.

With respect to our CEO, the Compensation Committee made a recommendation to the independent members of the Board that Mr. Hamrock’s 2018 Cash Incentive Plan payout also be eliminated in order to underscore our commitment to safe operations. The Compensation Committee determined it was appropriate to recommend that no 2018 Cash Incentive Plan payout be made to Mr. Hamrock due to the profound effect of the Greater Lawrence Incident on the communities served by our subsidiary, Columbia Gas of Massachusetts. The independent members of the Board considered and accepted the Compensation Committee’s recommendation.

Consequently, no 2018 Cash Incentive Plan payouts were made to any of the Named Executive Officers. The 2018 Cash Incentive Plan opportunities, formulaic amounts that would have been payable in accordance with the performance results shown in the tables above relative to the 2018 goals and the actual payouts following the Compensation Committee’s exercise of negative discretion are shown in the table below.

   2018 Cash Incentive Plan Payouts to the Named Executive Officers

The 2018 Cash Incentive Plan opportunities and actual payout amounts as approved by the Compensation Committee (and with respect to the CEO, by the independent members of the Board) are shown below.

Named Executive Officer
2018
Salary
($)
Target
  (% of Salary)|(1)
Formulaic
Result
  (% of Target)(2)
Formulaic
Amount

  ($)(3)
2018
Award
  ($)(4)
No payout
per
Compensation
Committee
exercise of
negative
discretion
Joseph Hamrock
 
1,000,000
 
 
120
%
 
84
%
 
1,008,000
 
 
-0-
 
Donald E. Brown
 
575,000
 
 
75
%
 
84
%
 
362,250
 
 
-0-
 
Pablo A. Vegas
 
525,000
 
 
75
%
 
84
%
 
330,750
 
 
-0-
 
Violet G. Sistovaris
 
475,000
 
 
70
%
 
84
%
 
279,300
 
 
-0-
 
Carrie J. Hightman
 
490,000
 
 
60
%
 
84
%
 
246,960
 
 
-0-
 
(1)Each Named Executive Officer has a trigger bonus opportunity equal to 40% of target and a stretch bonus opportunity equal to 160% of target.
(2)Formulaic Result reflects the percentage of  Target that would have been payable to the Named Executive Officers based on the Company’s 2018 results as determined by the pre-established performance goals, prior to the Compensation Committee’s negative discretionary adjustment.
(3)The Formulaic Amounts were calculated as follows: 2018 annual salary multiplied by his or her Target (% of Salary) multiplied by the applicable Formulaic Result (% of Target).
(4)The Compensation Committee exercised negative discretion to eliminate the 2018 award payouts, and in the case of our CEO, make its recommendation to the independent members of the Board to eliminate the 2018 award payout to Mr. Hamrock.

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   2018 LTIP Awards

In January 2018, the Compensation Committee redesigned the long-term equity incentive component of the executive compensation program to enhance its retention characteristics, better align payouts with individual executive contributions and drive accountability for achievement of certain key business imperatives while continuing to align incentives to Company financial performance and stockholder interests. Consistent with the philosophy and principles articulated above, the Compensation Committee believes that the 2018 LTIP awards:

Align the interests of executives with our stockholders as the ultimate value of the award is dependent upon the value of our stock;
Support our philosophy of paying for performance because the PSUs are not eligible to vest unless the Company achieves a threshold financial performance goal over the three-year performance period;
Provide competitive compensation to recruit and retain executive talent by including a long-term equity incentive component with vesting based on a multi-year service condition, subject to earlier vesting in the event of certain qualifying terminations of employment;
Offers compensation that emphasizes the value of continuous long-term service; and
Endorses the enterprise-wide customer value initiatives and drives accountability by aligning the actual value of the award to an assessment of an executive’s contributions to the achievement of the Customer Value Framework.

In determining the 2018 LTIP award values awarded to the Named Executive Officers and all our senior executives in January 2018, the Compensation Committee considered the competitive pay practices at companies within our Comparator Group, input from Meridian, the Compensation Committee’s independent compensation consultant, the historical mix of fixed compensation versus variable incentive compensation, internal pay equity and the expectations of the executive’s role in driving the Company’s strategic and financial objectives and individual performance. Based on this assessment, the Compensation Committee (or, in the case of Mr. Hamrock, the independent members of the Board) approved the 2018 award values for each Named Executive Officer.

In the case of Mr. Hamrock, the Compensation Committee noted that Mr. Hamrock’s 2017 performance consistently exceeded expectations and considered, in particular, his total compensation in relation to the Comparator Group and recommended to the independent members of the Board, an increased LTIP award value as compared to prior years to maintain the market competitiveness of his total compensation. In determining Mr. Hamrock’s 2018 total compensation levels, the Board delivered the majority of his increase in the form of long-term equity incentives in order to tie a greater percentage of his compensation to the Company’s long-term performance, with the value of the LTIP award fluctuating based on performance against key performance objectives and/or stock price performance over the three-year performance or service period.

In the case of Mr. Vegas, in considering his increase from the 2017 award value, the Compensation Committee considered his consistent strong performance in 2017, sustained leadership in his role in driving the Company’s strategic and financial objectives, his historical award levels and the market competiveness of his total compensation. The LTIP award values for the other Named Executive Officers were established based on the factors above considering, in particular, internal pay equity and the competitive market. The 2018 and 2017 LTIP award values for each Named Executive Officer are shown below.

 
LTIP Award Values      
 
 
Named Executive Officer
2018 Grant Date Face Value ($)
 
2017 Grant Date Face Value ($)
Joseph Hamrock
 
4,300,000
 
 
3,000,000
 
Donald E. Brown
 
950,000
 
 
900,000
 
Pablo A. Vegas
 
950,000
 
��
850,000
 
Violet G. Sistovaris
 
700,000
 
 
650,000
 
Carrie J. Hightman
 
700,000
 
 
750,000
 

The 2018 LTIP award values shown above were granted in the form of PSUs (80% of the 2018 LTIP award) and in the form of RSUs (20% of the 2018 LTIP award) as shown below. Vesting of the 2018 PSUs is dependent on the Company meeting certain financial performance measures over the 2018-2020 performance period (the “performance period”) and the executive’s continued employment through February 26, 2021. Vesting of the RSUs is dependent on the executive’s continued employment through February 26, 2021. Special vesting rules apply to both the PSUs and RSUs in the event of death, “Retirement,” “Disability” or a “Change-in-Control” (each as defined in the Omnibus Plan). Termination for any other reason prior to February 26, 2021 will result in forfeiture of the entire 2018 LTIP award.

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The 2018 LTIP awards to Named Executive Officers are shown below.

Named Executive Officer
Target
Number of PSUs Awarded(1)
Number of RSUs Awarded(2)
Joseph Hamrock
 
140,408
 
 
35,102
 
Donald E. Brown
 
31,122
 
 
7,781
 
Pablo A. Vegas
 
31,122
 
 
7,781
 
Violet G. Sistovaris
 
22,932
 
 
5,733
 
Carrie J. Hightman
 
22,932
 
 
5,733
 
(1)All 2018 PSU awards were granted in January 2018, and vest based on Company performance, the application of the RTSR and individual performance modifier, as well as the satisfaction of the service condition (the executive’s continued employment through February 26, 2021), as detailed below.
(2)All 2018 RSU awards were granted in January 2018, and will vest based on the executive’s continued employment through February 26, 2021, as detailed below.

2018 PSUs. All of the 2018 PSUs are subject to the achievement of a cumulative NOEPS trigger (calculated as detailed earlier under 2018 Cash Incentive Plan) in order for any vesting to occur. If the NOEPS trigger is achieved, 80% of the target PSUs (65% of the 2018 LTIP award) will vest based on NOEPS performance above the trigger, as modified by our RTSR performance (which can reduce or increase the vested amount of the award by up to 25%). The remaining 20% of the target PSUs (15% of the 2018 LTIP award) will vest based on the achievement of the Customer Value Framework goals and a discretionary assessment of the Named Executive Officer’s contribution to the Company’s achievement of the Customer Value Framework goals. Vesting of the entire PSU portion of the 2018 LTIP award is subject to the executive’s continued employment through February 26, 2021. Termination for any reason other than death, “Retirement,” “Disability” or a “Change-in-Control” (each as defined in the Omnibus Plan) prior to February 26, 2021 will result in forfeiture of the entire 2018 LTIP award.

For the cumulative NOEPS portion of the 2018 PSU (65% of 2018 LTIP award and 80% of the target PSU component) the Company’s RTSR performance is a modifier in contrast to the 2017 design of vesting based on cumulative NOEPS and RTSR, each weighted equally. The Compensation Committee approved the use of cumulative NOEPS as the primary performance goal in the 2018 LTIP program design to tie a greater percentage of the PSUs to the achievement of a key financial goal for the Company while still measuring and rewarding relative performance with the use of the RTSR payout modifier. The Compensation Committee also believes that this design enhances pay for performance transparency as payouts are directly linked to the Company’s absolute performance. As noted above, the NOEPs goal was established after considering the Company’s annual financial plan at the beginning of the performance period and was designed to be achievable with strong management performance over the three-year performance period.

Additionally, the Compensation Committee approved the vesting of a portion of the 2018 PSUs (15% of the 2018 LTIP award and 20% of the target PSU component) based on an assessment of each Named Executive Officer’s contribution to the successful execution of the Company’s Customer Value Framework over the three-year performance period in order to drive greater individual accountability through the program design. In so doing, the Compensation Committee supplemented the financial measures that incentivize earnings strength with execution-focused transparency to strike an appropriate balance over the long-term.

The Company’s overall Customer Value Framework goal must be met in the respective category before a payout may occur with respect to such category. Once the Company’s Customer Value Framework goal is met, the actual payout of the Customer Value Framework PSUs is determined based on a discretionary assessment of the individual executive’s contribution to the successful achievement of each Customer Value Framework goal over the three-year performance period.

The CEO performs the discretionary assessment of each Named Executive Officer other than himself and makes a recommendation to the Compensation Committee, with the vesting level approved by the Compensation Committee. In the case of the CEO, the Compensation Committee performs the discretionary assessment of performance, with the independent members of the Board approving the CEO’s vesting level. The Customer Value Framework measures are based on key business imperatives relating to safety, customer care, cost containment, organizational culture and environmental impact, with each measure weighted equally in determining the payout for this portion of the LTIP. The Customer Value Framework performance goals were designed to be achievable with the coordinated, cross-functional focus and effort of the Named Executive Officers.

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The measures and goals pertaining to the 2018 PSUs are shown below.

2018 PSU Performance Measures
Cumulative NOEPS
Threshold Goal(1)
Measure
Trigger, Target and Stretch Goals
% of LTIP
% of Award Earned if Modifier is
Applied
Three-year Cumulative NOEPS: $3.88
Three-year Cumulative NOEPS
Trigger (50% Payout): $3.88(1)
65
RTSR Performance(2)
Target (100% Payout): $4.08(1)
Top Quartile=
+25% modifier
Stretch (200% Payout): $4.28(1)
Bottom Quartile=
-25% modifier
Customer Value Framework
Threshold Goal(1)
Measure
Categories
% of LTIP
% of Award Earned following
Discretionary Individual Assessment
Three-year
Cumulative NOEPS:
$3.88
Three-year Customer Value Framework
Safety
Customer Care
Cost Containment
Organizational Culture
Environmental Impact
15
0-200%(3)
(1)The goals were originally approved in January 2018, but updated in March 2018 to reflect changes to the Company’s financial plan as a result of the expected impact of tax reform. The goals approved by the Compensation Committee were designed to be challenging but achievable with strong management performance over the three-year performance period. The NOEPS result will generally be calculated as discussed above under “2018 Cash Incentive Plan.”
(2)RTSR will be determined by the annualized growth in the price of a share of the Company’s common stock, assuming dividends are reinvested, over the period beginning December 31, 2017 and ending on December 31, 2020, compared to a similar calculation for a group of 34 energy services companies within our industry or providing similar services to ours and companies with which we compete for the sale of equity capital, 18 of which are in the Comparator Group.
(3)The Company’s overall Customer Value Framework goal must be met in the respective category before a payout may occur with respect to such category. Once met, the actual payout is determined based on a discretionary assessment of the individual executive’s contribution to the successful achievement of each Customer Value Framework goal over the three-year performance period.

2018 RSUs. As discussed above, a portion of the 2018 LTIP award (20%) was granted in the form of RSUs in order to reward long-term service with the Company and retain executives over a multi-year service period. While the RSUs vest based on the executive’s continued service, the Compensation Committee views RSUs to be at-risk compensation because the ultimate value of the RSUs will fluctuate based on the Company’s stock price performance. The RSUs granted in January 2018 will vest after the completion of a three-year service period and the executive’s continued employment through February 26, 2021, subject to earlier vesting in the event of death, “Retirement,” “Disability” or a “Change-in-Control” (each as defined in the Omnibus Plan) prior to February 26, 2021.

2016 Performance Share Awards. In 2016, the Compensation Committee and the independent members of the Board approved grants of performance share awards to the Named Executive Officers and the CEO, respectively. Vesting of the 2016 grants of performance share awards was dependent on Company achievement relative to certain performance goals over the 2016-2018 performance period. The performance measures related to cumulative NOEPS and RTSR. Based on the Company’s performance during the three-year performance period beginning January 1, 2016 and ending December 31, 2018, 120% of the 2016 performance share awards vested as described below.

The performance measures, their weightings and results, as certified by the Compensation Committee, are shown below.

Performance Measure(1)
Weight
Trigger
(50% Award)
Target
(100% Award)
Stretch
(200% Award)
Actual
Results(2)
Cumulative NOEPS for 2016—2018
50%
$3.19
$3.34
$3.64
$3.60(3)
RTSR for 2016—2018
50%
40th
Percentile
50th
Percentile
100th
Percentile
41st
Percentile
(1)Performance results are calculated in the same manner as discussed above.
(2)For performance results between two performance levels (for example, between the target and stretch goal), the incentive opportunity is determined by interpolation.
(3)Based upon cumulative NOEPS performance from January 1, 2016 through December 31, 2018. The 2016-2018 cumulative NOEPS result consists of 2016, 2017 and 2018 NOEPS results, as disclosed in the Company’s earnings report for the applicable year. The 2018 NOEPS result was calculated as discussed above under “2018 Cash Incentive Plan.”

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Vesting of the 2016 performance share awards remained subject to the satisfaction of a service condition; the executive’s continued employment through February 28, 2019. Thereafter, the 2016 performance shares fully vested and were paid to each Named Executive Officer one-for-one in shares of our common stock, as shown below.

Named Executive Officer
Number of 2016 Performance Shares Vested
Joseph Hamrock
142,790
Donald E. Brown
48,549
Pablo A. Vegas
33,752
Violet G. Sistovaris
34,270
Carrie J. Hightman
42,837

Stock Ownership and Retention Guidelines

Senior executives, including

Our executive leadership team, which includes the Named Executive Officers,NEOs, and other senior leaders are subject to stock ownership and retention guidelines. We maintain these guidelines to ensure that our executive leadership and senior leaders maintain a significant investment in our stock, which in turn helps to align the interests of our executive leadership and senior leaders with those of our stockholders.
Our executive leadership team and senior leaders are generally expected to satisfy their applicable ownership guideline (as described below) within five years of becoming subject to the guidelines provided below.guidelines. Once applicable share ownership levels are satisfied, the senior executive satisfies the applicable guideline, he or she must continue to own a sufficient number ofenough shares to remain in compliance with the guideline.compliance. Until such time as the senior executive satisfies the applicable stock ownership guideline is satisfied, the executive isCEO and Executive Vice Presidents are required to hold at least 50% of the shares of common stock received upon the lapsevesting of equity awards. As of the restrictionsrecord date, the NEOs are on RSUs, the vesting of PSUs, performance shares or exercise of stock options. At the end of 2018, all of the Named Executive Officers exceededa path to achieving the applicable ownership guideline except for Mr. Brown who has until 2020 to meet his guideline.

within the 5-year requirement. Shares counted toward ownership targets include common stock held and unvested RSUs.
Executive Level
ShareStock Ownership Level
CEO
5x6x base salary
All other senior executive officersExecutive Vice President
3x base salary
Senior Vice President
2x base salary

Risk Management Policies and Guidelines

Trading Windows/Trading Plans. We maintain various guidelinesrestrict the ability of directors, executive officers and policies including:

Trading Windows/Trading Plans/Hedging. We restrict the ability of certain employees who work in designated areas to freely trade in our common stock because of their periodic access to our material non-public information. Under our insider trading policy, our key executives are prohibited from trading in our securities during quarterly blackout periods, and at such other times as the CLO may deem appropriate. In addition, under our Securities Transaction Compliance Policy for Certain Employees and our Securities Transaction Compliance Policy for Directors and Executive Officers, all directors and all senior executives, including the Named Executive Officers, are prohibited from engaging in short sales of our equity securities or in buying or selling puts, calls or other options on our securities or otherwise hedging against or speculating in potential changes in the value of our common stock. None of our directors or executive officers own Company securities that are pledged.
Compensation Recovery for Misconduct. While we believe our executives conduct business with the highest integrity and in full compliance with our Code of Business Conduct, the Compensation Committee believes it is appropriate to ensure that our compensation plans and agreements provide for financial penalties to an executive who engages in certain fraudulent or other inappropriate conduct. Consequently, the Omnibus Plan contains “clawback” provisions that require reimbursement of amounts received under the Cash Incentive Plan and LTIP in the event of certain acts of misconduct.

Tax Treatment of their periodic access to our material non-public information. Under our insider trading policy, such persons are prohibited from trading in our securities during quarterly blackout periods, and at such other times as the General Counsel may deem appropriate.

Anti-Hedging Policy/Pledging. Under our Securities Transaction Compliance Policy for Certain Employees and our Securities Transaction Compliance Policy for Directors and Executive Officers, all directors, executive officers, and employees who work in designated areas are prohibited from engaging in short sales of our equity securities or buying or selling puts or calls or other options on our securities. We do not have such a policy for employees who work in areas other than the designated areas.
Compensation

Section 162(m) Recovery for Misconduct. Included in our 2020 Omnibus Plan is a “clawback” provision that states the employee shall reimburse the Company amounts received under STI and LTI awards if we are required to prepare an accounting restatement as a result of the Code provides that annual compensation in excess of $1,000,000 paid to the CEO and certain of our other executive officers will not be deductible by a corporation for federal income tax purposes. Historically, there was an exception to this annual deduction limit for compensation meeting the definition of “performance-based compensation” under Section 162(m) of the Code, which was repealed in connection with the adoption of the Tax Cuts and Jobs Act in 2017. The Compensation Committee considers the anticipated tax treatment to the Company and our overall executive compensation objectives when determining executive compensation. Accordingly, tax deductibility is one of many factors considered by the Compensation Committee in determining executive compensation.

employee’s misconduct.

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COMPENSATION AND HUMAN CAPITAL COMMITTEE REPORT

The Compensation and Human Capital Committee of the Board (the “Committee”) has furnished the following report to the stockholders of the Company in accordance with rules adopted by the Securities and Exchange Commission.

The Committee states that it reviewed and discussed with management the Company’s Compensation Discussion and Analysis contained in this Proxy Statement.

Based upon the review and discussions referred to above, the Committee recommended to the Board that the Compensation Discussion and Analysis be included in this Proxy Statement and the Company’s Annual Report on Form 10-K for the year ended December 31, 2018.

2022.

This report is submitted on behalf of the members of the Compensation Committee:

Compensation Committee
Kevin T. Kabat, Chair
Theodore Bunting
Eric L. Butler,
Wayne S. DeVeydt
Chair
Theodore H. Bunting
Deborah A. Henretta
Michael E. Jesanis
William D. Johnson
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COMPENSATION AND HUMAN CAPITAL COMMITTEE INTERLOCKS AND INSIDER PARTICIPATION
During parts of 2022, Messrs. Bunting, Butler, Jesanis, Johnson and Yates and Ms. Henretta served on the Compensation and Human Capital Committee. Mr. Yates resigned from the Compensation and Human Capital Committee on January 27, 2022. as a result of his appointment as CEO of the Company. None of these persons had ever been an officer or employee of the Company or any of its subsidiaries while serving on the Compensation and Human Capital Committee. No executive officer of the Company served on the board of directors or compensation committee of any other entity that had one or more executive officers who served as a member of the Compensation and Human Capital Committee during 2022.
ASSESSMENT OF RISK

We perform an annual risk assessment of our compensation program. An assessment was performed in 2018, and weWe concluded that the incentive components of our programprograms are not reasonably likely to have a material adverse effect on the Company, for reasons that includebased on the following:

Our operations are highly regulated at both the federal and state levels and, therefore, are subject to continuous oversight by independent bodies.
Policies are in place to recoup compensation in the event of certain acts of misconduct and to prohibit hedging of our stock by the senior executive officers.
Our compensation program is evaluated annually for its effectiveness and alignment with our goals without promoting excessive risk.
Senior executive compensation is weighted toward long-term incentives, thereby providing senior executives with an ongoing, multi-year focus of attention.
The performance measures that are the basis of incentive awards are approved each year by an independent committee of the Board.
The long-term incentive equity awards to senior executives generally have three-year vesting periods and are predominately performance-based so that their upside potential and downside risk are designed to be aligned with that of our stockholders and promote long-term performance over the vesting period.
The senior executive officers are subject to stock ownership and retention guidelines that are independently set by the Board which are designed so that senior executives assume financial risk that is coincident with our stockholders.
The senior executive officers’ performance incentive measures include safety metrics in order to encourage a strong culture of safety and motivate the prioritization of safe operations.
Executive/Board Oversight—Our executive leadership and board regularly monitor our programs and people to ensure decisions are made with integrity and in the best long-term interests of the Company;
Strategic Consistency—Our compensation program is aligned with our goals without promoting excessive risk;
Sound Performance Criteria—Performance measures for incentive awards are consistent with long-term shareholder value and operational excellence; measures and underlying goals are approved by the Compensation and Human Capital Committee of the Board;
Long-term Focus—Executive compensation is weighted toward LTIs, aligning executives with long-term results and shareholders;
Performance Focus—LTI awards for executives are predominately performance-based;
Stock Ownership Guidelines—Executives are subject to stock ownership guidelines set by the Compensation and Human Capital Committee; this further reinforces the need for a long-term view in decision making;
Operational Excellence—Incentive compensation is partially tied to safety and other operational metrics to encourage a strong culture of safety and motivate the prioritization of safe operations; and
Clawback Policy—Policies are in place to recoup compensation in the event of certain acts of misconduct and to prohibit hedging of our stock by senior executive officers.

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COMPENSATION OF2022 EXECUTIVE OFFICERS

COMPENSATION

The following table summarizes compensation for services to the Company and its affiliates earned by or paid to each of the Named Executive OfficersNEOs during 2018.

20182022. In accordance with SEC disclosure rules, the stock awards reported in the table below are reported based on the aggregate grant date fair value and do not represent the amounts actually realized by the NEOs, with the values realized by the NEOs, if any, impacted by the Company’s performance against the pre-established performance goals for PSUs and the Company’s stock price at settlement for all stock awards.

2022 Summary Compensation Table

Name and Principal Position
Year
Salary
($)(1)
Bonus
($)(2)
Stock
Awards
($)(3)
Non-equity
Incentive
Plan
Compensation
($)(4)
Change in
Pension
Value and
Non-qualified
Deferred
Compensation
Earnings
($)(5)
All Other
Compensation
($)(6)
Total
($)
Joseph Hamrock
President and CEO
2018
 
989,583
 
 
4,706,148
 
 
82,784
 
 
5,778,515
 
2017
 
943,750
 
 
87,750
 
 
2,624,150
 
 
1,667,250
 
 
84,302
 
 
5,407,202
 
2016
 
858,333
 
 
54,830
 
 
2,302,476
 
 
1,045,170
 
 
73,349
 
 
4,334,158
 
Donald E. Brown
Executive Vice President and CFO
2018
 
554,167
 
 
1,039,730
 
 
50,682
 
 
1,644,579
 
2017
 
514,583
 
 
783,752
 
 
612,833
 
 
54,718
 
 
1,965,886
 
2016
 
479,167
 
 
782,843
 
 
435,488
 
 
49,705
 
 
1,747,203
 
Pablo A. Vegas
Executive Vice President and President, Gas Utilities
2018
 
514,583
 
 
1,039,730
 
 
44,223
 
 
1,598,536
 
2017
 
483,333
 
 
737,676
 
 
535,465
 
 
50,348
 
 
1,806,822
 
2016
 
298,295
 
 
150,000
 
 
1,560,554
 
 
226,466
 
 
27,421
 
 
2,262,736
 
Violet G. Sistovaris
Executive Vice President and President, NIPSCO
2018
 
464,583
 
 
766,102
 
 
153,630
 
 
44,051
 
 
1,428,366
 
2017
 
429,167
 
 
40,599
 
 
566,046
 
 
459,401
 
 
101,772
 
 
44,676
 
 
1,641,661
 
2016
 
400,000
 
 
46,320
 
 
552,597
 
 
303,680
 
 
88,473
 
 
39,679
 
 
1,430,749
 
Carrie J. Hightman
Executive Vice President and CLO
2018
 
490,000
 
 
766,102
 
 
87,851
 
 
46,340
 
 
1,390,293
 
2017
 
490,000
 
 
653,121
 
 
453,025
 
 
76,824
 
 
49,057
 
 
1,722,027
 
2016
 
490,000
 
 
690,737
 
 
339,305
 
 
66,376
 
 
61,929
 
 
1,648,347
 
Name and Principal
Position
Year
Salary
($)(1)
Bonus
($)
Stock
Awards
($)(2)
Non-equity
Incentive
Plan
Compensation
($)(3)
All Other
Compensation
($)(4)
Total
($)
Lloyd Yates**
President and CEO
2022
879,167
514,137
4,671,273
954,828
94,101
7,113,506
2021
2020
Joseph Hamrock*
Former President and CEO
2022
600,833
680,912
71,248
1,352,993
2021
1,025,000
6,953,903
1,470,840
86,039
9,535,782
2020
1,000,000
4,901,916
480,000
75,809
6,457,725
Donald E. Brown
EVP, CFO and President, NCS
2022
628,300
500,000
1,245,681
445,025
56,234
2,875,240
2021
615,000
1,738,219
520,000
59,722
2,932,941
2020
600,000
3,084,923
180,000
52,003
3,916,926
Shawn Anderson**
SVP Strategy & Chief Risk Officer
2022
391,667
953,324
332,901
43,408
1,712,300
2021
2020
Melody Birmingham**
EVP & Chief Innovation Office
2022
312,500
325,000
2,397,721
276,680
27,324
3,339,225
2021
2020
William Jefferson**
EVP Operations & Chief Safety Officer
2022
237,500
250,000
1,496,725
196,258
16,493
2,196,976
2021
2020
Pablo A. Vegas***
EVP, Former COO and President, NiSource Utilities
2022
458,618
500,000
1,349,480
18,300
2,326,398
2021
615,000
1,788,910
565,000
43,727
3,012,637
2020
600,000
3,084,923
180,000
36,000
3,900,923
*
Mr. Hamrock retired from his officer and Board positions effective February 14, 2022. Mr. Yates, a member of our Board, was appointed President and CEO as of such date.
**
Messrs. Yates, Anderson, and Jefferson and Ms. Birmingham were not NEOs during 2020 or 2021.
***
Mr. Vegas resigned from his position effective September 2, 2022.
(1)
Any salary deferred at the election of the Named Executive OfficerNEO is reported as salary in the category and year in which such salary was earned.
(2)This column shows discretionary payouts that are in addition to any amounts paid under the Cash Incentive Plan. For 2018, there were no discretionary payouts.
(3)
For a discussion of stock awards granted in 2018,2022, please see the LTI section above in the CD&A under “Executive Compensation Discussion and Analysis — “Compensation Committee Actions Related to 2018 Executive Compensation-2018 LTIP Awards” aboveElements” and the 20182022 Grants of Plan-Based Awards Table. Amounts reported in this column for 2022 represent the aggregate grant date fair value, computed in accordance with FASB ASC Topic 718, with respect to 80% of the PSUs and all RSUs granted in 2018,2022. The grant date fair value of the RSUs is calculated based on the average market price of our common stock on the grant date, less the present value of any dividends not received during the vesting period. With respect to 20% of the PSUs that vest based on a discretionary assessment of performance with respectsubject to the Customer Value Framework, amounts reported in this column represent the aggregate service inceptionNOEPS goals, grant date fair value computed in accordance with ASC Topic 718, calculatedis based on the closing marketstock price of our common stock on the service inceptionat grant date. For this portion ofWith respect to the PSUs subject to the RTSR goals, grant date for accounting purposes will not occur until the Compensation Committee exercises discretion to determine vesting following the conclusion of the three-year performance period.fair value is calculated based on a Monte Carlo valuation technique in accordance with FASB ASC Topic 718. All of the PSUs are subject to performance conditions,conditions; therefore, the value reported in this column for these awards is based upon the probable outcome of such conditions. For information on the valuation assumptions used in these computations, see Note 14 to our consolidated financial statements included in our 2022 Annual Report on Form 10-K.

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2022 EXECUTIVE COMPENSATION
(3)
For 2022, the STI amount for each NEO is based upon pro-rated salary earned during 2022 plus corporate and individual performance. For more information regarding 2022 corporate performance and the 2022 STI payout opportunities for the NEOs, please see the “2022 Short-Term Incentive (STI) Program” section in the CD&A under “Executive Compensation Elements” above. The funding pool for the 2022 STI was 94.44% of target (the formulaic amount). An individual performance-based adjustment was applied to Mr. Anderson, Mr. Jefferson, and Ms. Birmingham as determined by the CEO and as approved by the Compensation and Human Capital Committee. This adjustment was multiplied by the named executive officer’s formulaic STI amount to arrive at the final STI payout for 2022. The adjustment was based on the following: Mr. Anderson-150%: As the Senior Vice President Strategy & Chief Risk Officer, Mr. Anderson’s exceptional individual performance was significantly weighted on setting the strategic direction for the enterprise and driving financial results. He successfully led the completion of a strategic review to fund key initiatives for the Company’s long-term growth strategy; Ms. Birmingham-125%: In the newly created role of Executive Vice President & Chief Innovation Officer, Ms. Birmingham’s individual performance was significantly weighted on her drive and discipline in developing an IT 5-year roadmap and transformation discipline to the enterprise along with delivering a pragmatic and efficient approach to the Customer Experience; Mr. Jefferson-125%: As the Executive Vice President Operations & Chief Safety Officer, Mr. Jefferson’s individual performance was weighted on setting the strategic direction to drive industry leading, risk informed, asset management capability across the utility companies and for his execution of the centralization of core utility and construction operations.
The following table shows the value of the 20182022 PSUs reported in the 20182022 Summary Compensation Table at the grant date assuming that the highest level of performance conditions will be achieved and less the present value of any dividends not received in the vesting period. For information on the valuation assumptions used in these computations, see Note 1314 to our consolidated financial statements included in our 20182022 Annual Report on Form 10-K.

Name
Maximum Performance Share

Potential as of Grant Date
For
for Awards

($)
Lloyd Yates
6,744,991
Joseph HamrockHamrock*
0
7,222,797
Donald E. Brown
2,086,662
1,597,561Shawn Anderson
655,777
Melody Birmingham
1,824,966
William Jefferson
1,040,205
Pablo A. VegasVegas*
1,948,575
1,597,561
Violet G. Sistovaris
1,177,124
Carrie J. Hightman
1,177,124
*
(4)For 2018, Cash Incentive Plan payouts to the Named Executive OfficersMr. Hamrock retired from his officer and Board positions effective February 14, 2022 and was not granted any PSUs for 2022; as a result of Mr. Vegas’ resignation, these shares were eliminated. For more information regarding 2018 corporate performance, 2018 Cash Incentive Plan payout opportunities for the Named Executive Officers and the Compensation Committee’s exercise of negative discretion to eliminate payouts, please see Compensation Discussion and Analysis—“Compensation Committee Actions Related to 2018 Executive Compensation—2018 Cash Incentive Plan” and “Compensation Committee Actions Related to 2018 Executive Compensation—Implications of the Greater Lawrence Incident” and the discussion on the pages that follow.forfeited.
(5)This column shows the change in the present value of each executive’s accumulated benefits under our tax-qualified pension plans and the non-qualified Pension Restoration Plan as described in the narrative to the 2018 Pension Benefits Table. Mses. Hightman and Sistovaris are the only Named Executive Officers who are eligible to participate in our pension plans. Messrs. Hamrock, Brown, and Vegas are not eligible to participate in our pension plans due to their hire dates. For a description of these plans and the basis used to develop the present values, see the 2018 Pension Benefits Table and accompanying narrative. No earnings on deferred compensation are shown in this column, since no earnings were above market or preferential.
(6)(4)
The table below provides a breakdown of the amounts shown in the “All Other Compensation” column for each Named Executive OfficerNEO in 2018.2022.
 
Other Compensation
Name
Perquisites &
Personal
Benefits(a)
($)
Tax
Gross-Ups
($)
Company
Contributions
To 401(k)
Plan(b)
($)
Company
Contributions
To Savings
Restoration
Plan(c)
($)
Total
($)
Joseph Hamrock
 
13,513
 
 
19,250
 
 
50,021
 
 
82,784
 
Donald E. Brown
 
11,890
 
 
19,250
 
 
19,542
 
 
50,682
 
Pablo A. Vegas
 
8,202
 
 
19,250
 
 
16,771
 
 
44,223
 
Violet G. Sistovaris
 
11,530
 
 
19,250
 
 
13,271
 
 
44,051
 
Carrie J. Hightman
 
12,040
 
 
19,250
 
 
15,050
 
 
46,340
 
Other Compensation
Name
Perquisites &
Personal
Benefits(a)
($)
Company
Contributions
To 401(k)
Plan(b)
($)
Company
Contributions
To Savings
Restoration
Plan(c)
($)
Total
($)
Lloyd Yates
33,049
21,180
39,872
94,101
Joseph Hamrock
24,651
21,180
25,417
71,248
Donald E. Brown
12,602
21,180
22,451
56,234
Shawn Anderson
16,209
21,180
6,018
43,408
Melody Birmingham
5,623
21,180
521
27,324
William Jefferson
16,493
16,493
Pablo A. Vegas
18,300
18,300
(a)
All perquisites are valued based on the aggregate incremental cost to us,the Company, as required by the rules of the SEC. Please see the Compensation Discussion and Analysis — “Other Compensation and Benefits Perquisites” section above in the CD&A under “Executive Compensation Elements” for additional information about the perquisites we provide to the Named Executive Officers.NEOs. The perquisite amounts listed include financial planning and tax services for eachsome of the Named Executive OfficersNEOs (Messrs. Hamrock, Brown, and spousal travel for Messrs. HamrockAnderson, and Vegas.Ms. Birmingham). For Mr. Yates, the perquisite amount listed above reflects the value of his personal use of Company or leased aircraft. Regarding use of Company or leased aircraft, the costs shown reflect the incremental cost to the Company of Mr. Yates’ use of Company or leased aircraft attributable to commuting to or from his residence or other personal location in connection with Company business. The incremental cost to the Company
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of the personal use of Company aircraft is calculated based on the aggregate variable operating costs to the Company, including fuel costs, trip-related maintenance, universal weather-monitoring costs, on-board catering, landing/ramp fees, and other miscellaneous variable costs. Fixed costs which do not change based on usage, such as pilots’ salaries, the amortized costs of the aircraft, and the cost of maintenance not related to trips are excluded. With respect to flights on a leased or chartered airplane, direct operating costs equal the amount that the third party charges the Company for such trip. NEOs are permitted to invite their spouse or other guests to accompany them on business trips when space is available; however, in such events, the NEO is imputed income in accordance with IRS guidelines. Beginning in 2023, the Company adopted a policy that requires NEOs to reimburse the Company for the direct operating costs of any personal travel, except Mr. Yates is not required to reimburse the Company for the cost of travel to meetings of the board of directors of other companies on which board he serves or for the cost of having his spouse accompany him on business trips if spouses are invited by the event organizer to attend.
(b)
This column reflects Company matching contributions and profit sharingprofit-sharing contributions made on behalf of each of the Named Executive OfficersNEOs and a Company non-elective contribution of 3% of compensation on behalf of Mr. Hamrock, Mr. Brown, and Mr. Vegas to the 401(k) Plan. The 401(k) Plan is a tax-qualified defined contribution plan, as described above in the Compensation Discussion and Analysis —“Other“Other Compensation and Benefits Savings Programs.”Programs” section in the CD&A under “Executive Compensation Elements”.
(c)
This column reflects Company matching contributions and profit sharingprofit-sharing contributions made on behalf of all eligible Named Executive OfficersNEOs and a Company non-elective contribution of 3% of compensation on behalf of Messrs. Hamrock, Brown, and Vegas in excess of IRS limits to the Savings Restoration Plan. The Savings Restoration Plan is a non-qualified defined contribution plan, as described above in the Compensation Discussion and Analysis — “Other Compensation and Benefits Savings Programs,”Programs” section in the CD&A under “Executive Compensation Elements” above, and in the narrative following the 2018 Non-qualified2022 Non-Qualified Deferred Compensation Table.

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20182022 Grants of Plan-Based Awards

The following table sets forth information concerning plan-based awards granted under the 2020 Omnibus Plan to the Named Executive OfficersNEOs in 2018.

Name
Grant
Date
Approval
Date(1)
Estimated Future Payouts
Under
Non-Equity Incentive
Plan Awards(2)
Estimated Future Payouts
Under
Equity Incentive
Plan Awards(3)
All Other
Stock
Awards
Number
of Shares of
Stock or Units
(#)(4)
Grant Date Fair Value
of Stock and
Option Awards
($)(5)
Threshold
($)
Target
($)
Maximum
($)
Threshold
(#)
Target
(#)
Maximum
(#)
Joseph Hamrock
 
480,000
 
 
1,200,000
 
 
1,920,000
 
 
1/26/2018
 
 
1/26/2018
 
 
70,204
 
 
140,408
 
 
280,816
 
 
3,933,904
 
 
1/26/2018
 
 
1/26/2018
 
 
35,102
 
 
772,244
 
Donald E. Brown
 
172,500
 
 
431,250
 
 
690,000
 
 
1/25/2018
 
 
1/25/2018
 
 
15,561
 
 
31,122
 
 
62,244
 
 
870,026
 
 
1/25/2018
 
 
1/25/2018
 
 
7,781
 
 
169,704
 
Pablo A. Vegas
 
157,500
 
 
393,750
 
 
630,000
 
 
1/25/2018
 
 
1/25/2018
 
 
15,561
 
 
31,122
 
 
62,244
 
 
870,026
 
 
1/25/2018
 
 
1/25/2018
 
 
7,781
 
 
169,704
 
Violet G. Sistovaris
 
133,000
 
 
332,500
 
 
532,000
 
 
1/25/2018
 
 
1/25/2018
 
 
11,466
 
 
22,932
 
 
45,864
 
 
641,065
 
 
1/25/2018
 
 
1/25/2018
 
 
5,733
 
 
125,037
 
Carrie J. Hightman
 
117,600
 
 
294,000
 
 
470,400
 
 
1/25/2018
 
 
1/25/2018
 
 
11,466
 
 
22,932
 
 
45,864
 
 
641,065
 
 
1/25/2018
 
 
1/25/2018
 
 
5,733
 
 
125,037
 
2022.
Name
Grant
Date
Date
Approved
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
of Stock
and Option
Awards
($)(4)
Threshold
($)
Target
($)
Maximum
($)
Threshold
(#)
Target
(#)
Maximum
(#)
Lloyd Yates
480,000
1,150,000
1,920,000
1/28/2022
1/27/2022
27,674
122,994
245,988
3,878,616
1/28/2022
1/27/2022
30,747
792,658
Joseph
Hamrock
494,400
1,236,000
1,977,600 (5)
Donald E.
Brown
189,108
472,770
756,432
1/28/2022
1/24/2022
7,380
32,798
65,596
1,034,285
1/28/2022
1/24/2022
8,200
211,396
Shawn
Anderson
96,000
240,000
384,000
1/28/2022
1/24/2022
2,691
11,958
23,916
377,096
1/28/2022
1/24/2022
5,124
132,097
1/28/2022
1/24/2022
17,082
444,132
Melody
Birmingham
187,500
468,750
750,000
7/1/2022
5/6/2022
7,488
33,278
66,556
1,074,047
7/1/2022
5/6/2022
8,319
226,776
7/1/2022
5/6/2022
38,664
1,096,898
William
Jefferson
133,000
332,500
532,000
7/1/2022
5/6/2022
4,268
18,968
37,936
612,192
7/1/2022
5/6/2022
4,742
129,267
7/1/2022
5/6/2022
26,622
755,266
Pablo A.
Vegas(6)
204,800
512,000
819,200
1/28/2022
1/24/2022
7,995
35,532
71,064
1,120,501
1/28/2022
1/24/2022
8,882
228,978
(1)The awards were approved and granted in January 2018. In March 2018, the Compensation Committee updated the NOEPS performance goals to reflect changes to the Company’s financial plan as a result of the expected impact of tax reform. We determined that there was no incremental cost to the Company under FASB ASC 718 a as result of updating the NOEPS performance goals.
(2)
The information in the “Threshold,” “Target,” and “Maximum” columns reflects potential payouts based on the performance targets set under the CashSTI. The amounts actually paid appear in the “Non-Equity Incentive Plan. As noted above, the Named Executive Officers did not receive any payouts under the 2018 Cash Incentive Plan. For a description of the Cash Incentive Plan please see the Compensation Discussion and Analysis — “Annual Performance-Based Cash Incentive Plan” and “Compensation Committee Actions Related to 2018 Executive Compensation — 2018 Cash Incentive Plan.”
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Compensation” column of the 2022 Summary Compensation Table. For a description of the STI, please see the “2022 Short-Term Incentive (STI) Program” section above in the CD&A under “Executive Compensation Elements.”
(3)(2)
The information in the “Threshold,” “Target,” and “Maximum” columns reflects the potential share payouts under the portion of the 2018 LTIP2022 LTI award granted in the form of PSUs (80%(for the annual program, PSUs represented 80% of the LTIP award). The actual numberLTI award for Messrs. Brown, Jefferson and Vegas, and Ms. Birmingham and 70% of PSUs earned is determined based on Company (80%the award for Mr. Anderson. Under the terms of the PSU grant) and individual performance (20% of the PSU grant) over the three-year performance period from 2018 through 2020. In addition,awards, the PSUs arewill be earned based on achievement of goals relating to NOEPS and relative total shareholder return, subject to a service-based vesting condition until February 26, 2021. For a description, please see+/-20% safety modifier, +/-10% environmental modifier, and +/-10% workforce diversity modifier. The amount reported in the Compensation Discussion and Analysis — “Compensation Committee Actions Related to 2018 Executive Compensation — 2018 LTIP Awards.” If“Threshold” column represents the targetminimum level of performance is met, the individual would receive 100%PSUs that may vest based on the achievement of the threshold NOEPS goal and threshold RTSR goal, -20% safety modifier, -10% environmental modifier, and -10% workforce diversity modifier for the 3-year program. The amount reported in the “Target” column represents target valueachievement of the grant, as designated byNOEPS and RTSR goals. The amount reported in the Compensation Committee. The Compensation Committee also set threshold and“Maximum” column represents maximum performance goals. If the threshold performance level is not met, then the executive would not vest in any portionachievement of the award. Atmaximum NOEPS goal and threshold RTSR goal, +20% safety modifier, +10% environmental modifier, and +10% workforce diversity modifier for the threshold performance level, the executive would receive 50% of the target value of the grant, and3-year program. Please note that this maximum is capped at the maximum performance level, the executive would receive 200% of the target value of the grant. All 2018 PSUs were granted in January 2018.. For further information regarding these awards, please see the “2022 Long-Term Incentive (LTI) Program” section above in the CD&A under “Executive Compensation Discussion and Analysis — “Compensation Committee Actions Related to 2018 Executive Compensation — 2018 LTIP Awards.”Elements
(4)(3)
Represents the portion of the 2018 LTIP2022 LTI award granted in the form of RSUs (20% of the LTIP award)LTI award for Messrs. Yates, Brown, Jefferson and Vegas, Ms. Birmingham and 30% for Mr. Anderson). These awards will vest on February 26, 2021,28, 2025 (with a portion of Ms. Birmingham’s and Mr. Jefferson’s awards vesting July 1, 2023 and July 1, 2024) provided the executive continues to be employed by us through that date, as described in the “Compensation Discussion and Analysis — “Compensation Committee Actions Related to 2018 Executive Compensation- 2018 LTIP Awards.“2022 Long-Term Incentive (LTI) Program” section above in the CD&A under “Executive Compensation Elements.” For more information regarding these awards, please see the “2021 Long-Term Incentive (LTI) Program” section in the CD&A under “Executive Compensation Elements.
(5)(4)
Amounts reported in this column represent the aggregate grant date fair value, computed in accordance with FASB ASC Topic 718, with respect to 80% of the PSUs and all RSUs granted in 2018,2022. The grant date fair value of the RSUs is calculated based on the average market price of our common stock on the grant date, less the present value of any dividends not received during the vesting period. With respect to 20% of the PSUs amounts reported in this column represent the aggregate service inceptionsubject to NOEPS goals, grant date fair value computedis based on the closing stock price of our common stock at grant date. With respect to the PSUs subject to the RTSR goals, grant date fair value is calculated based on a Monte Carlo valuation technique in accordance with FASB ASC Topic 718, calculated based on the closing market price of our common stock on the service inception date. All of718. Additionally, all the PSUs are subject to performance conditions therefore,and the valuevalues reported in this column for thesethe PSU awards isare based upon the probable outcome of such conditions.
(5)
As a result of Mr. Hamrock’s retirement, these amounts were prorated based on actual eligible earnings.
(6)
As a result of Mr. Vegas’ resignation, these amounts were forfeited.

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Outstanding Equity Awards at 20182022 Fiscal Year-End

The following table sets forth information at fiscal year-end concerning outstanding grants of equity awards to the Named Executive Officers.NEOs. At fiscal year-end, none of our NEOs held any outstanding option awards with respect to the Company.
Stock Awards
Name
Number of
Shares or
Units of Stock
That Have
Not Vested
(#)
Market Value of
Shares or
Units of Stock
That Have
Not Vested
($)(1)
Equity Incentive
Plan Awards:
Number of Unearned
Shares, Units or Other
Rights That Have
Not Vested
(#)
Equity Incentive
Plan Awards:
Market or Payout
Value of Unearned
Shares, Units or Other
Rights That Have
Not Vested
($)(2)
Lloyd Yates
30,747(3)
843,083
122,994(4)
3,372,495
Joseph Hamrock
111,235(5)
3,050,064
74,087(6)
2,031,466
62,972(7)
1,726,692
58,858(8)
1,613,886
24,493(9)
671,598
21,671(10)
594,219
97,972(11)
2,686,392
86,682(12)
2,376,820
54,176(13)
1,485,506
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Option Awards
Stock Awards
Name
Number of
Securities
Underlying
Unexercised
Options
Exercisable
(#)
Number of
Securities
Underlying
Unexercised
Options
Unexercisable
(#)
Option
Exercise
Price
($)
Option
Expiration
Date
Number of
Shares or
Units of
Stock That
Have Not
Vested
(#)
Market
Value of
Shares or
Units of
Stock That
Have Not
Vested
($)(1)
Equity Incentive
Plan Awards:
Number of
Unearned
Shares,
Units or
Other Rights
That Have
Not Vested
(#)
Equity
Incentive
Plan Awards:
Market or
Payout Value of
Unearned
Shares,
Units or
Other Rights
That Have
Not Vested
($)(2)
Joseph Hamrock
 
111,235
(3) 
 
2,819,807
 
 
74,087
(4) 
 
1,878,105
 
 
62,972
(5) 
 
1,596,340
 
 
58,858
(6) 
 
1,492,050
 
 
35,102
(7) 
 
889,836
 
 
142,790
(8) 
 
3,619,727
 
 
136,178
(9) 
 
3,452,112
 
 
140,408
(10) 
 
3,559,343
 
Donald E. Brown
 
7,781
(7) 
 
197,248
 
 
48,549
(8) 
 
1,230,717
 
 
40,504
(9) 
 
1,026,776
 
 
31,122
(10) 
 
788,943
 
Pablo A. Vegas
 
7,781
(7) 
 
197,248
 
 
33,752
(8) 
 
855,613
 
 
37,904
(9) 
 
960,866
 
 
31,122
(10) 
 
788,943
 
Violet G. Sistovaris
 
14,563
(4) 
 
369,172
 
 
21,068
(5) 
 
534,074
 
 
14,715
(6) 
 
373,025
 
 
5,733
(7) 
 
145,332
 
 
34,270
(8) 
 
868,745
 
 
29,253
(9) 
 
741,564
 
 
22,932
(10) 
 
581,326
 
Carrie J. Hightman
 
123,216
(3) 
 
3,123,526
 
 
60,442
(4) 
 
1,532,205
 
 
45,365
(5) 
 
1,150,003
 
 
5,733
(7) 
 
145,332
 
 
42,837
(8) 
 
1,085,918
 
 
33,753
(9) 
 
885,639
 
 
22,932
(10) 
 
581,326
 
2022 EXECUTIVE COMPENSATION
Stock Awards
Name
Number of
Shares or
Units of Stock
That Have
Not Vested
(#)
Market Value of
Shares or
Units of Stock
That Have
Not Vested
($)(1)
Equity Incentive
Plan Awards:
Number of Unearned
Shares, Units or Other
Rights That Have
Not Vested
(#)
Equity Incentive
Plan Awards:
Market or Payout
Value of Unearned
Shares, Units or Other
Rights That Have
Not Vested
($)(2)
Donald E. Brown
8,200(3)
224,844
7,904(9)
216,728
10,825(10)
296,822
34,364(14)
942,261
32,798(4)
899,321
31,615(11)
866,883
43,302(12)
1,187,341
27,064(13)
742,095
Shawn Anderson
5,124(3)
140,500
1,375(9)
37,703
13,746(16)
376,915
4,465(10)
122,430
17,082(17)
468,388
11,958(4)
327,888
5,498(11)
150,755
10,420(12)
285,716
7,442(13)
204,060
Melody Birmingham
8,319(3)
228,107
38,664(15)
1,060,167
33,278(4)
912,483
William Jefferson
4,742(3)
130,026
26,622(15)
729,975
18,968(4)
520,103
Pablo Vegas
0
0
0
0
(1)
Amounts shown represent the market value of the unvested RSUs held by the Named Executive Officers calculated using the closing sale price of our common stock on December 31, 2018,30, 2022, the last trading day of fiscal 2018,2022, which was $25.35$27.42 per share.
(2)
Amounts shown represent the market value of the unvested PSUs and performance shares held by the Named Executive Officers calculated using the closing sale price of our common stock on December 31, 2018,30, 2022, the last trading day of fiscal 2018,2022, which was $25.35$27.42 per share.

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(3)
(3)The awards shown represent RSUs granted on January 28, 2022, except for Ms. Birmingham and Mr. Jefferson’s awards, which were granted on July 1, 2022. These shares will vest on February 28, 2025, provided the executive continues to be employed by us on that date.
(4)
The awards shown represent 2022 PSUs granted on January 28, 2022, except for Ms. Birmingham and Mr. Jefferson’s awards, which were granted on July 1, 2022. The number of shares that will vest is dependent upon our performance relative to three-year performance goals over the 2022-2024 performance period and the executive's continued employment through February 28, 2025.
(5)
The awards shown represent RSUs granted on July 13, 2015, following the conversion of the 2013 performance shares in connection with the separation of Columbia Pipeline Group, Inc. from the Company (the “Separation”). The vesting date for these awards was February 29, 2016. The amounts shown represent the portion of the award the vesting of which has been delayed in accordance with the terms of the award agreements due to the limitations on deductibility under Section 162(m) of the Internal Revenue Code (“Section 162(m) of the Code”). These units are payable in shares of our common stock on the earlier to occur of: the executive’s termination of employment; the date the executive is no longer subject to Section 162(m) of the Code; or the date the RSUs can be paid to the executive and be deductible under Section 162(m) of the Code. These delayed awards were released February 1, 2023.
(6)
The awards shown represent RSUs granted on July 13, 2015, following the conversion of the 2014 performance shares in connection with the Separation. The vesting date for these awards was February 28, 2017. The amounts shown
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represent the portion of the award the vesting of which has been delayed in accordance with the terms of the award agreements due to the limitations on deductibility under Section 162(m) of the Code. These units are payable in shares of our common stock on the earlier to occur of: the executive’s termination of employment; the date the executive is no longer subject to Section 162(m) of the Code; or the date the RSUs can be paid to the executive and be deductible under Section 162(m) of the Code. These delayed awards were released February 1, 2023.
(7)
The awards shown represent the 2015 annual long-term equity awards granted in the form of RSUs in connection with the Separation. These units were granted on January 29, 2015. The vesting date for these awards was February 2, 2018. The amounts shown represent the portion of the award the vesting of which has been delayed in accordance with the terms of the award agreements due to the limitations on deductibility under Section 162(m) of the Code. These units are payable in shares of our common stock on the earlier to occur of: the executive’sexecutive's termination of employment,employment; the date the executive is no longer subject to Section 162(m) of the Code,Code; or the date the RSUs can be paid to the executive and be deductible under Section 162(m) of the Code. These delayed awards were released February 1, 2023.
(4)The awards shown represent RSUs granted on July 13, 2015, following the conversion of the 2014 performance shares in connection with the Separation. The amounts shown represent the portion of the award the vesting of which has been delayed in accordance with the terms of the award agreements due to the limitations on deductibility under Section 162(m) of the Code. These units are payable in shares of our common stock on the earlier to occur of: the executive’s termination of employment; the date the executive is no longer subject to Section 162(m) of the Code; or the date the RSUs can be paid to the executive and be deductible under Section 162(m) of the Code.
(5)The awards shown represent the 2015 annual long-term equity awards granted in the form of RSUs in connection with the Separation. These units were granted on January 29, 2015. The amounts shown represent the portion of the award the vesting of which has been delayed in accordance with the terms of the award agreements due to the limitations on deductibility under Section 162(m) of the Code. These units are payable in shares of our common stock on the earlier to occur of: the executive’s termination of employment, the date the executive is no longer subject to Section 162(m) of the Code, or the date the RSUs can be paid to the executive and be deductible under Section 162(m) of the Code.
(6)(8)
These awards shown represent RSUs granted on July 13, 2015, in connection with the assumption of additional responsibilities in connection with the Separation. The vesting date for these awards was February 2, 2018. The amounts shown represent the portion of the award the vesting of which has been delayed in accordance with the terms of the award agreements due to the limitation on deductibility under Section 162(m) of the Code. These units are payable in shares of our common stock on the earlier to occur of: the executive’sexecutive's termination of employment;employment; the date the executive is not subject to Section 162(m) of the Code;Code; or the date the RSUs can be paid to the executive and be deductible under Section162(m)Section 162(m) of the Code. These delayed awards were released February 1, 2023.
(7)(9)
The awards shown represent RSUs granted on January 25, 2018,30, 2020, except for Mr. Hamrock’sHamrock's award, which was granted on January 26, 2018.31, 2020. These shares will vest on February 26, 2021,28, 2023, provided hethe executive continues to be employed by us on that date. Due to his retirement, the value for Mr. Hamrock shows the prorated shares which have a vesting date of February 1, 2023.
(8)(10)
The awards shown represent 2016 performance sharesRSUs granted on January 29, 2016,28, 2021, except for Mr. Vegas’Hamrock's award, which was granted on May 3, 2016, the date he joined us.January 29, 2021. These shares vested following the certification of Company performance basedwill vest on the Company’s performance relative to performance goals during the performance period beginning January 1, 2016 and ending December 31, 2018, and the executive’s continued employment through February 28, 2019.2024, provided the executive continues to be employed by us on that date. Due to his retirement, the value for Mr. Hamrock shows the prorated shares which have a vesting date of February 1, 2023.
(9)(11)
The awards shown represent 2017 performance shares2020 PSUs granted on January 26, 2017, at target levels,30, 2020, except for Mr. Hamrock’sHamrock's award, thatwhich was granted on January 27, 2017. Mr. Vegas’ award also includes 4,151 performance shares that were awarded to him on May 1, 2017, in connection with the assumption of additional responsibilities.31, 2020. The number of shares that will actually vest is dependent upon the Companyour performance relative to three-year performance goals over the 2017-20192020-2022 performance period and the executive’sexecutive's continued employment through February 28, 2020.2023. Due to his retirement, the value for Mr. Hamrock shows the prorated shares.
(10)(12)
The awards shown represent 20182021 PSUs granted on January 25, 2018,28, 2021, except for Mr. Hamrock’sHamrock's award, which was granted on January 26, 2018.29, 2021. The number of shares that will actually vest is dependent upon Company (80% of the PSU grant) and individualour performance (20% of the PSU grant) relative to three-year performance goals over the 2018-20202021-2023 performance period and the executive’sexecutive's continued employment through February 26, 2021.28, 2024. Due to his retirement, the value for Mr. Hamrock shows the prorated shares.
(13)
The awards shown represent 2021 PSUs granted on January 28, 2021, except for Mr. Hamrock's award, which was granted on January 29, 2021. The number of shares that will vest is dependent upon our performance relative to two-year and three-year performance goals over the 2021-2022 performance period and the 2021-2023 performance period and the executive's continued employment through February 28, 2024. Due to his retirement, the value for Mr. Hamrock shows the prorated shares.
(14)
The awards shown represent special retention awards of service based RSUs granted on January 30, 2020. The awards vest on January 30, 2024, provided the executive continues to be employed by us on that date. For more information regarding these awards, please see the “Special Awards” section in the CD&A under “Executive Compensation Elements.”
(15)
The awards shown represent special retention awards of service based RSUs granted on July 1, 2022. The awards vest on July 1, 2023 and July 1, 2024, provided the executive continues to be employed by us on those dates. For more information regarding these awards, please see the “Special Awards” section in the CD&A under “Executive Compensation Elements.”
(16)
The awards shown represent special retention awards of service based RSUs granted on January 30, 2020. The awards vest on January 30, 2023, provided the executive continues to be employed by us on that date. For more information regarding these awards, please see the “Special Awards” section in the CD&A under “Executive Compensation Elements.”
(17)
The awards shown represent special retention awards of service based RSUs granted on January 28, 2022. The awards vest on January 28, 2025, provided the executive continues to be employed by us on that date. For more information regarding these awards, please see the “Special Awards” section in the CD&A under “Executive Compensation Elements.”

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2018

2022 EXECUTIVE COMPENSATION
2022 Option Exercises and Stock Vested

The following table sets forth information onregarding the numbervesting of shares that vested andstock awards during 2022. During 2022, none of our NEOs exercised or held option awards with respect to the value each Named Executive Officer received upon vesting during 2018.

 
Option Awards
Stock Awards
Name
Number of Shares
Acquired on Exercise
(#)
Value Realized on
Exercise
($)
Number of Shares
Acquired on Vesting
(#)
Value Realized on
Vesting(6)
($)
Joseph Hamrock
 
 
 
 
 
—  
(1) 
Donald E. Brown
 
 
 
 
 
46,183
(2) 
 
1,107,007
 
Pablo A. Vegas
 
 
 
 
 
21,636
(3) 
 
553,233
 
Violet G. Sistovaris
 
 
 
 
 
973
(4) 
 
23,323
 
Carrie J. Hightman
 
 
 
 
 
1,863
(5) 
 
44,656
 
Company.
Stock Awards
Name
Number of
Shares Acquired
on Vesting
(#)(1)
Value Realized
on Vesting
($)(2)
Lloyd Yates
Joseph Hamrock
131,003
3,789,917
Donald E. Brown
32,911
952,115
Shawn Anderson
5,983
173,088
Melody Birmingham
William Jefferson
Pablo A. Vegas
32,911
952,115
(1)
(1)There were no shares distributed to Mr. Hamrock on February 2, 2018, the vesting date of the 62,972 RSUs granted on January 29, 2015 under the 2015 annual incentive awardThe stock awards represent 2019 performance and 58,858 RSUs granted on July 13, 2015 in connection with his assumption of additional responsibilities following the Separation. Distribution of theserestricted share awards, have been delayed in accordance with the terms of Mr. Hamrock’s award agreement due to the limitations on deductibility under Section 162(m) of the Code. These shares become payable on the earlier to occur of: Mr. Hamrock’s termination of employment; the date he is no longer subject to Section 162(m) of the Code; or the date the RSUs can be paid to him and be deductible under Section 162(m) of the Code.
(2)Represents an award of RSUs granted on April 6, 2015, which vested on February 2, 2018.28, 2022.
(3)Represents an award of RSUs granted on May 3, 2016, which vested on May 3, 2018.
(4)The number of shares vested for Ms. Sistovaris consists of 973 shares that were distributed to her from the RSUs granted on January 29, 2015 under the 2015 annual incentive award which vested on February 2, 2018. Vesting of 21,068 of this award has been delayed in accordance with the terms of Ms. Sistovaris’ award agreement due to limitations on deductibility under Section 162(m) of the Code. In addition, there were no shares distributed to Ms. Sistovaris on February 2, 2018, the vesting date of the 14,715 RSUs granted on July 13, 2015 in connection with the assumption of additional responsibilities following the Separation. Distribution of these awards has been delayed in accordance with the terms of Ms. Sistovaris’ award agreement due to the limitations on deductibility under Section 162(m) of the Code. These shares become payable on the earlier to occur of: Ms. Sistovaris’ termination of employment; the date she is no longer subject to Section 162(m) of the Code; or the date the RSUs can be paid to her and be deductible under Section 162(m) of the Code.
(5)The number of shares vested for Ms. Hightman consists of 1,863 shares that were distributed to her from the RSUs granted on January 29, 2015 under the 2015 annual incentive award which vested on February 2, 2018. Vesting of 45,365 shares of this award has been delayed in accordance with the terms of Ms. Hightman’s award agreement due to the limitations on deductibility under Section 162(m) of the Code. These shares become payable on the earlier to occur of: Ms. Hightman’s termination of employment; the date she is no longer subject to Section 162(m) of the Code; or the date the RSUs can be paid to her and be deductible under Section 162(m) of the Code.
(6)(2)
Amounts shown reflect the value realized by the Named Executive Officer upon the distributionvesting of vested stock which isawards during 2022, computed by multiplying the number of shares that vested and were distributed by the market value of our common stock on the vesting date.
2022 Non-Qualified Deferred Compensation

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2018 Pension Benefits

Name
Plan Name
Number of Years
Credited Service
(#)
Present Value of
Accumulated Benefit
($)
Joseph Hamrock(1)
NiSource Inc. Pension Plan
Pension Restoration Plan
Donald E. Brown(1)
NiSource Inc. Pension Plan
Pension Restoration Plan
Pablo A. Vegas(1)
NiSource Inc. Pension Plan
Pension Restoration Plan
Violet G. Sistovaris
NiSource Inc. Pension Plan
 
24.0
 
 
1,020,528
 
Pension Restoration Plan
 
24.0
 
 
431,552
 
Carrie J. Hightman
NiSource Inc. Pension Plan
 
11.1
 
 
205,734
 
Pension Restoration Plan
 
11.1
 
 
444,154
 
(1)Because Messrs. Hamrock, Brown and Vegas were hired after January 1, 2010, they are not eligible to participate in any defined benefit pension plans sponsored by the Company or its affiliates.

Tax Qualified Pension Plans.   Our pension plans consist of several qualified defined benefit pension plans sponsored by the Company and its affiliates for their respective exempt salaried employees hired before January 1, 2010, including two of the Named Executive Officers. The specific defined benefit pension plan in which an employee participates generally depends upon the affiliate into which the employee was hired. Benefits under these plans are funded through and are payable from a trust fund, which consists of contributions we made and the earnings of the fund.

Mses. Hightman and Sistovaris are the only Named Executive Officers eligible to participate in our pension plans. Mses. Hightman and Sistovaris each participate in the NiSource Inc. Pension Plan (the “NiSource Plan”) because they were hired prior to January 1, 2010. The NiSource Plan previously provided for a “final average pay” benefit (“FAP benefit”) for exempt employees and, alternatively, a cash balance benefit feature (described below). All active exempt employees participating in the NiSource Plan, who had accrued a benefit under a FAP benefit formula or, alternatively, under the prior cash balance formula, were converted to the current cash balance formula as of January 1, 2011. Ms. Hightman was participating in the applicable current cash balance benefit formula and Ms. Sistovaris was participating in the FAP benefit formula at the time of the 2011 conversion.

Pursuant to the 2011 conversion to the current cash balance feature, each eligible exempt employee who transitioned to the current cash balance feature has a benefit consisting of: (1) an “opening account balance” equal to either (a) in the case of an employee transitioning from a FAP benefit formula, the lump sum actuarial equivalent of the participant’s accrued FAP benefit as of the conversion date, or (b) in the case of an employee transitioning from the prior cash balance formula, equal to the account balance in such prior cash balance formula as of the conversion date; plus (2) annual pay and interest credits to the cash balance account from and after the conversion date. Annual pay credits to a participant’s account under the current cash balance formula equal a percentage offollowing table provides information regarding deferred compensation taking into account the Social Security Taxable Wage Base, based on the participant’s combined age and service for the plan year. The applicable pay credits are listed in the following table:

Sum of Age Plus Years of Service
Percentage of Total
Compensation
Percentage of Compensation Above 1/2
of the Taxable Wage Base
Less than 50
 
4.0
%
 
1.0
%
50-69
 
5.0
%
 
1.0
%
70 or more
 
6.0
%
 
1.0
%

Compensation for purposes of annual pay credits means base pay, any performance-based pay, any “banked” vacation (in the year of vacation payout) and any salary reduction contributions made for the employee pursuant to a plan maintained by the Company or an affiliate under Sections 125 or 401(k) of the Code, but excluding any amounts deferred to a non-qualified plan we maintain. In accordance with Code limits, the maximum compensation taken into account in determining benefits under the plans with respect to all participants, including eligible Named Executive Officers, in 2018 was limited to $275,000. Interest is credited each year to the account based on the interest rate on 30 year Treasury securities, as determined by the IRS, for the September immediately preceding the first day of each year, subject to a minimum interest credit of 4%.

The automatic form of benefitour NEOs under the cash balance feature of the NiSource Plan is a single life annuity in the case of an unmarried participant and a 50% joint and survivor pop-up annuity in the case of a married participant (unreduced for the value of the pop-up feature). Optional forms of payment are available depending on the participant’s marital status. Each optional form of benefit is defined to be the actuarial equivalent of the normal form of benefit defined in the NiSource Plan.

Under the cash balance feature of the NiSource Plan, any participant may take a distribution of his or her vested cash balance account benefit upon termination of employment, without any reduction. Alternatively, if the participant’s accrued benefit is determined by the protected benefit calculation referenced above (i.e., the protected benefit calculation is greater than the participant’s cash balance account), the participant would receive the protected

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benefit amount (which may reflect an actuarial or early retirement reduction if the participant elects to receive it prior to the normal retirement date as provided in the NiSource Plan). Because Mses. Hightman and Sistovaris participate in the current cash balance feature of the NiSource Plan, each is eligible to take an unreduced distribution of her cash balance account upon termination of employment regardless of age and service. As of December 31, 2018, Mses. Hightman and Sistovaris were eligible for early retirement (which impacts the protected benefit calculation and is generally defined as attainment of age 55 with 10 years of eligible service) under the NiSource Plan.

Assumptions.   The present value of the accumulated benefit for Ms. Hightman consists of the account balance payable under the NiSource Plan. The present value of the accumulated benefit for Ms. Sistovaris consists of the present value of the protected benefit under the NiSource Plan (i.e., the present value of the FAP benefit payable as of the conversion date) plus annual pay and interest credits to the cash balance account after the conversion date. The assumptions used in calculating the present value of the accumulated benefit for Ms. Sistovaris are set forth in Note 11-Pension and Other Postretirement Benefits in the footnotes to the Consolidated Financial Statements contained in the Company’s Annual Report on Form 10-K for the year ended December 31, 2018. The Company has not granted any extra years of credited service under the NiSource Plan identified above.

Non-qualified Pension Benefit Plan.   We also sponsor a Pension Restoration Plan (the “Pension Restoration Plan”). The Pension Restoration Plan is a non-qualified, unfunded defined benefit plan. The plan includes employees of the Company and its affiliates whose benefits under the applicable tax-qualified pension plan are limited by Sections 415 (a limitation on annual accruals and payments under a defined benefit plan of $220,000 for 2018) and 401(a)(17) (a limitation on annual compensation of $275,000 for 2018) of the Code, including any eligible Named Executive Officer. The Pension Restoration Plan provides for a supplemental retirement benefit equal to the difference between (i) the benefit a participant would have received under the qualified pension plan had such benefit not been limited by Sections 415 and 401(a)(17) of the Code, or any other applicable section, and reduced by deferrals into our Deferred Compensation Plan minus (ii)and the actual benefit received under the qualified pension plan after applying any limits and considering deferrals into our Deferred CompensationSavings Restoration Plan. Participants have the opportunity to elect any form of payment available under the qualified pension plan prior to accruing a benefit under the plan. If no election is made, the benefit is payable as a lump sum. The timing of payment under the Pension Restoration Plan generally is 45 days after one of the following: (1) if the participant qualifies for early retirement under the applicable qualified pension plan, following separation from service; or (2) if the participant does not qualify for early retirement at the time of separation from service, the later of separation from service or age 65, subject to a six-month delay for key employees under Section 409A of the Code for payments triggered by separation from service. No plan benefits were paid to Ms. Hightman or Ms. Sistovaris under the NiSource Pension Plan or the Pension Restoration Plan in 2018.

2018 Non-qualified Deferred Compensation

Name
Plan Name
Executive
Contributions
in Last FY
($)(1)
Registrant
Contributions
in Last FY
($)(2)
Aggregate
Earnings in
Last FY
($)(3)
Aggregate
Withdrawals/
Distributions
($)
Aggregate
Balance
at Last
FYE
($)(4)
Joseph Hamrock
Deferred Compensation Plan(5)
 
(32,066
)
 
316,493
 
Savings Restoration Plan(6)
 
50,021
 
 
(15,935
)
 
226,102
 
Donald E. Brown
Deferred Compensation Plan(5)
 
52,690
 
Savings Restoration Plan(6)
 
19,542
 
 
(3,061
)
 
59,162
 
Pablo A. Vegas
Deferred Compensation Plan(5)
Savings Restoration Plan(6)
 
16,771
 
 
89
 
 
36,088
 
Violet G. Sistovaris
Deferred Compensation Plan(5)
 
588,551
 
Savings Restoration Plan(6)
 
13,271
 
 
3,391
 
 
87,439
 
Carrie J. Hightman
Deferred Compensation Plan(5)
Savings Restoration Plan(6)
 
15,050
 
 
(12,034
)
 
251,301
 
Name
Plan Name(5)(6)
Executive
Contributions
in Last FY
($)(1)
Registrant
Contributions
in Last FY
($)(2)
Aggregate
Earnings
in Last FY
($)(3)
Aggregate
Withdrawals/
Distributions
($)
Aggregate
Balance
at Last FYE
($)(4)
Lloyd Yates
Deferred Compensation Plan
Savings Restoration Plan
Joseph Hamrock
Deferred Compensation Plan
(99,984)
442,272
Savings Restoration Plan
52,259
(139,206)
489,189
Donald E. Brown
Deferred Compensation Plan
52,000
(89,494)
192,513
Savings Restoration Plan
23,108
(49,914)
152,129
Shawn Anderson
Deferred Compensation Plan
Savings Restoration Plan
3,674
195
4,619
Melody Birmingham
Deferred Compensation Plan
��
Savings Restoration Plan
William Jefferson
Deferred Compensation Plan
Savings Restoration Plan
Pablo A. Vegas
Deferred Compensation Plan
Savings Restoration Plan
23,108
(18,009)
88,236
(1)
Amounts shown as “Executive Contributions in Last FY,” if any, were deferred under our Deferred Compensation Plan. The Named Executive OfficersNEOs may elect to defer and invest between 5% and 80% of their base compensation and between 5% and 80% of their bonus on a pre-tax basis. Participant deferrals are fully vested.
(2)
The amount of Company contributions for each Named Executive OfficerNEO in this column is included in each Named Executive Officer’sNEO’s compensation reported in the 20182022 Summary Compensation Table-“AllTable under the column “All Other Compensation.”
(3)
The aggregate earnings in this column are not reported in the 20182022 Summary Compensation Table. For a discussion of investment options under these plans, see the narrative accompanying this table.
(4)
The aggregate balance includes amounts for each Named Executive OfficerNEO that would have been previously reported as compensation in the Summary Compensation Table for prior years had he or she been a Named Executive OfficerNEO in those prior years with the exception of any amounts shown for the aggregate earnings on deferred compensation.
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2022 EXECUTIVE COMPENSATION
(5)
For a description of the Deferred Compensation Plan, please see the Compensation Discussion and Analysis-“Other“Other Compensation and Benefits-DeferredBenefits – Deferred Compensation Plan” section in the CD&A under “Executive Compensation Elements” and the narrative accompanying this table.

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(6)
For a description of the Savings Restoration Plan, please see the Compensation Discussion and Analysis-“Other“Other Compensation and Benefits-SavingsBenefits – Savings Programs” section in the CD&A under “Executive Compensation Elements” and the narrative accompanying this table. These contributions are fully vested.

We sponsor the Savings Restoration Plan and the Deferred Compensation Plan, two non-qualified defined contribution plans, neither of which credits above-market or preferential earnings. Participants in both plans have an unsecured contractual right to be paid the amountsAmounts due under the plans are unsecured contractual obligations that are paid from the Company’sour general assets.

Savings Restoration Plan.   We sponsor the The Savings Restoration Plan to provideprovides a supplemental benefit to eligible employees, including the Named Executive Officers,NEOs, equal to the difference between: (i) the employer contributions (including matching and profit sharing contributions) an employee would have received under our Retirement Savings Plan had such benefit not been limited by Sections 415 (a limitation on annual contributions under a defined contribution plan of $55,000$61,000 for 2018)2022) and 401(a)(17) (a limitation on annual compensation of $275,000$305,000 for 2018)2022) of the Code, and the Retirement Savings Plan’s definition of compensation, which excludes deferrals into our Deferred Compensation Plan for purposes of calculating certain employer contributions, minus (ii) the actual employer contributions the employee received under the Retirement Savings Plan. Amounts credited under the Savings Restoration Plan are deferred on a pre-tax basis. Participants’ accounts under the Savings Restoration Plan are 100% vested. Employees designate how these contributions will be invested;invested, with the investment options generally are the same as those available under our Retirement Savings Plan.

The timing of payment under the Savings Restoration Plan differs depending on whether the amounts were earned and vested before January 1, 2005 (“Pre-409A Amounts”) or after December 31, 2004 (“Post-409A Amounts”). Pre-409A Amounts generally are payable at the time when amounts under the Retirement Savings Plan are paid. Participants may elect in any year to withdraw Pre-409A Amounts, but that withdrawal is subject to a 10% reduction to the extent the payment is before the amount was otherwise payable under the Retirement Savings Plan. Post-409A Amounts generally are paid within 45 days after separation from service, although keyspecified employees (within the meaning of Section 409A of the Code) are subject to a six-month payment delay in accordance with Section 409A of the Code. Participants may not elect to receive early in-service distributions of Post-409A Amounts. Both Pre-409A Amounts and Post-409A Amounts may be distributed upon an unforeseeable emergency, as determined in accordance with the terms of the Savings Restoration Plan. The form of payment for both amountsthe Pre-409A Amounts is the same form elected bythat the participant among the choices availableelected under the Retirement Savings Plan.

The form of payment for Post-409A Amounts depends on when the participant made the payment election, as reflected below:

(1)
If the election was made before January 1, 2014, the payment options were the following: lump sum, monthly installments, semi-annual installments, and annual installments. Such installments are substantially equal and made over the period of time elected, not greater than 15 years.
(2)
If elected on or after January 1, 2014, and before November 1, 2020, the payment options were the following: lump sum or annual installments. Installment payments are substantially equal and made over the period of time elected, not greater than 15 years.
(3)
If elected on and after November 1, 2020, the only payment option is one lump sum.
(4)
If a participant has not made a timely and valid election as to the form of payment, payment is made in one lump sum.
Deferred Compensation Plan.   We sponsor the The Deferred Compensation Plan in whichprovides employees at certain job levels and other key employees designated by the Compensation Committee, including the Named Executive Officers, are eligibleNEOs, the ability to participate to allow deferraldefer compensation on a pre-tax basis, of compensation, including compensation that would otherwise be limited by the Code. Participants may elect to defer and invest between 5% and 80% of their base compensation and between 5% and 80% of their non-equity incentive paymentannual bonus on a pre-tax basis. Employees designate how their contributions will be invested;invested, with the investment options generally are the same as those available under our Retirement Savings Plan. Employee contributions and any earnings thereon are 100% vested. The timing of payment under the Deferred Compensation Plan generally is the March 31st after the date of the participant’s separation from service. This timing applies both to the Pre-409A Amounts and Post-409A Amounts. In the case of Post-409A Amounts payable to keyspecified employees within the meaning
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2022 EXECUTIVE COMPENSATION
of Section 409A of the Code, payments generally will not be payable until six months after the date of separation from service. Participants also may elect to receive in-service distributions of both Pre-409A Amounts and Post-409A Amounts. If a participant requests an in-service distribution of a Pre-409A Amount with less than 12 months’ advance notice, however, the distribution is subject to a 10% reduction. Participants may delay the commencement of distributions for five years after their originally scheduled payment date, in accordance with the subsequent deferral procedures under Section 409A of the Code. Both Pre-409A Amounts and Post-409A Amounts also may be paid upon an unforeseeable emergency, as determined in accordance with the terms of the plan. The form of payment for both amounts may be either a lump sum or annual installments of up to 15 years, as elected by the participant.

Potential Payments upon Termination of Employment or a Change-in-Control
of the Company

We provide

All of the NEOs are eligible for certain benefits, to eligible employees, including the Named Executive Officers, upon certain types of terminations of employment, including a termination of employment involving a Change-in-Controlchange-in-control of the Company.Company (“Change-in Control”). Any benefits received under these agreements for Messrs. Hamrock and Vegas are reflected in the Summary Compensation Table. These benefits are in addition to the benefits to which the employeesthey would be entitled upon a termination of employment generally (i.e., (i) vested retirement benefits accrued as of the date of termination, (ii) stock-based awards that are vested as of the date of termination, and (iii) the right to continue medical coverage pursuant to COBRA). The incrementaladditional benefits that pertain to the Named Executive Officers are described below.

Executive Severance Policy. Our Executive Severance Policy was established to provideprovides severance pay and other benefits to terminated executive-level employees whoat a certain job level, including our NEOs, provided they satisfy the terms of the policy. No severance pay or other benefits are paid under this policy if the termination of employment occurs in connection with a Change-in-Control. Under the Executive Severance Policy, an employee isbecomes eligible to receive benefits under the policy if termination of employment results in the employee being eligible for a payment under a Change-in-Control and Termination Agreement or employment agreement.

A participant becomes entitled to receive benefits under the policy only if he or she is terminated forunder any of the following reasons:scenarios: (a) the employee’sa position is eliminatedelimination due to a reduction in force or other restructuring;restructuring; (b) we require the employee’sa position to relocaterelocation of more than 50 miles from its current location and itthat results in the employee having a longer commute of at leastmore than 20 miles and the employee chooses not to relocate;relocate; or (c) the employee is constructively terminated.constructive termination. Constructive termination means:means a material reduction with respect to: (1) the scope of the participant’s position is changed materially;employee’s position; (2) the participant’semployee’s base pay is reduced by a material amount;pay; or (3) the participant’s opportunity to earnemployee’s annual incentive opportunity; and as a bonus under anyresult of our corporate incentive plans is materially reduced or is eliminated, and, in any such event, the participantemployee chooses not to remain employed in such position.

terminate employment. Under our Executive Severance Policy, an eligible employee receives severance pay in the amount of 52 weeks of base salary at the rate in effect on the date of termination. The employee also receives a lump sum paymentamount equivalent to 130% of 52 weeks of COBRA (as defined in the Code and the Employee Retirement Income Security Act of 1974) continuation coverage premiums and outplacement services.

Each of the Named Executive Officers are eligible to receive benefits under our Executive Severance Policy.

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Change-in-Control and Termination Agreements. As of December 31, 2018,2022, we had Change-in-ControlCIC and Termination Agreements with each of the Named Executive Officers.NEOs. We entered into these agreements based upon itsour belief that they are in the best interests of the stockholders. They are designed to help ensure that in the event of extraordinary events, a thoroughly objective judgment is made on any potential corporate transaction, so that stockholder value is appropriately safeguarded and maximized. The Change-in-ControlCIC and Termination Agreements provide for cash severance benefits if the executive terminates employment for “Good Reason” (as defined below) or is terminated by us for any reason other than “Good Cause” (as defined below) within 24 months following certain Change-in-Control events (referred to as a “double trigger”). In addition, pursuant to the terms of the 2020 Omnibus Plan and 2010 Omnibus Plan, the executives’ equity awards granted after October 2015 are subject to double trigger accelerated vesting in the event of a Change-in-Control unless an acquiring company does not assume or replace such awards upon the Change-in-Control. Equity awards granted prior to October 2015 would vest immediately upon a Change-in-Control. None of the agreements contain a “gross-up” provision to reimburse executives for excise taxes incurred with respect to benefits received under a Change-in-ControlCIC and Termination Agreement. The Change-in-ControlCIC and Termination Agreements can be terminated on twelve months’ notice.notice to the participant. For purposes of the Change-in-ControlCIC and Termination Agreements:

“Change-in-Control”   shall be deemed to take place on the occurrence of any of the following events: (1) the acquisition by an entity, person or group (including all affiliates or associates of such entity, person or group) of beneficial ownership, as that term is defined in Rule 13d-3 under the Exchange Act, of our capital stock entitled to exercise more than 30% of the outstanding voting power of our capital stock entitled to vote in elections of directors (“Voting Power”); (2) the effective time of: (i) a merger or consolidation of the Company with one or more other corporations unless the holders of the outstanding Voting Power of the Company immediately prior to such merger or consolidation (other than the surviving or resulting corporation or any affiliate or associate thereof) hold at least 50% of the Voting Power of the surviving or resulting corporation (in substantially the same proportion as our Voting Power immediately prior to such merger or consolidation); or (ii) a transfer of a substantial portion of Company property, other than to an entity of which we own at least 50% of the Voting Power; or (3) the election to the Board of candidates who were not recommended for election by the Board, if such candidates constitute a majority of those elected in that particular election (for this purpose, recommended directors will not include any candidate who becomes a member of the Board as a result of an actual or threatened election contest or proxy or consent solicitation on behalf of anyone other than the Board or as a result of any appointment, nomination, or other agreement intended to avoid or settle a contest or solicitation). Notwithstanding the foregoing, a Change-in-Control shall not be deemed to take place by virtue of any transaction in which the executive is a participant in a group effecting an acquisition of the Company and, after such acquisition, the executive holds an equity interest in the acquiring entity.

“Good Cause” shall be deemed to exist if, and only if, we notify the executive, in writing, within 60 days of itsour knowledge that one of the following events occurred: (1) the executive has engaged in acts or omissions constituting dishonesty, intentional breach of fiduciary obligation or intentional wrongdoing or malfeasance, in each case that results in substantial harm to the Company;Company; or (2) the executive has been convicted of a criminal violation involving fraud or dishonesty.
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“Good Reason” shall be deemed to exist if, and only if: (1) there is a significant diminution in the nature or the scope of the executive’s authorities or duties;duties; (2) there is a significant reduction in the executive’s monthly rate of base salary and the executive’s opportunity to earn a bonus under an incentive bonus compensation plan we maintain or the executive’s benefits;benefits; (3) we change by 50 miles or more the principal location at which the executive is required to perform services as of the date of a Change-in-Control;Change-in-Control; or (4) there is a material breach of the Change-in-ControlCIC and Termination Agreement.

The Change-in-ControlCIC and Termination Agreements provide for a lump sum payment of two (three in the case of Mr. Hamrock)Yates) times the executive’s current annual base salary and target annual incentive bonus compensation. The executive will also receive a pro rata portion of the executive’s targeted annual incentive bonus for the year of termination. The Change-in-ControlCIC and Termination Agreements also provide that in the event of a Change-in-Control, the executive’s total Change-in-Control related payments will be equal to the best “net benefit” which is equal to the greater of: (i) the after-tax value of the executive’s total severance amountChange-in-Control related payments reduced by the 20% excise tax and other federal, state, local and other taxes;taxes; and (ii) the after-tax value of the executive’s severance amountChange-in-Control related payments that has been reduced to the extent necessary so that it would not trigger an excise tax, reduced for federal, state, local and other taxes (in each case, without a gross-up).

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In addition, the Change-in-ControlCIC and Termination Agreements provide for the executives to receive a lump sum amount equivalent to 130% of the COBRA continuation premiums due for the two-year period (three in the case of Mr. Hamrock)Yates) following termination. In the event of a Change-in-Control, all outstanding equity awards which have been granted to each of the Named Executive OfficersNEOs under the applicable Omnibus Plan and are outstanding as of December 31, 2018,2022, will vest only upon a termination of employment in connection with a Change-in-Control.

For the NEOs, we have quantified the potential payments upon termination under various termination scenarios as of December 31, 2022.
Severance
($)
Pro Rata
Target
Bonus
Payment
($)
Equity
Grants
($)
Cash
Awards
($)
Welfare
Benefits
($)
Outplacement
($)
Total
Payment
($)
Lloyd Yates
Voluntary Termination(1)
Retirement(2)
Disability(2)
1,150,000
1,331,241
2,481,241
Death(2)
1,150,000
1,331,241
2,481,241
Involuntary Termination(3)
1,000,000
24,890
25,000
1,049,890
Change-in-Control(4)
6,450,000
1,150,000
4,215,578
83,094
25,000
11,923,672
Donald E. Brown
Voluntary Termination(1)
Retirement(2)
Disability(2)
472,770
3,680,285
486,111
4,639,166
Death(2)
472,770
3,680,285
486,111
4,639,166
Involuntary Termination(3)
630,360
33,202
25,000
688,562
Change-in-Control(4)
2,206,260
472,770
5,376,294
500,000
71,125
25,000
8,651,449
Shawn Anderson
Voluntary Termination(1)
Retirement(2)
Disability(2)
240,000
1,218,134
1,458,134
Death(2)
240,000
1,218,134
1,458,134
Involuntary Termination(3)
400,000
24,673
25,000
449,673
Change-in-Control(4)
1,280,000
240,000
2,114,356
52,340
25,000
3,711,696
Melody Birmingham
Voluntary Termination(1)
Retirement(2)
Disability(2)
468,750
412,671
881,421
Death(2)
468,750
412,671
881,421
Involuntary Termination(3)
625,000
22,247
25,000
672,247
Change-in-Control(4)
2,187,500
468,750
2,200,757
49,173
25,000
4,931,180
graphic 2023 Proxy Statement | 61

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Severance
($)
Pro Rata
Target
Bonus
Payment
($)
Equity
Grants
($)
Welfare
Benefits
($)
Outplacement
($)
Total
Payment
($)
Joseph Hamrock
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Voluntary Termination(1)
 
7,786,302
 
 
7,786,302
 
Retirement(2)
Disability(2)
 
6,442,931
 
 
6,442,931
 
Death(2)
 
6,442,931
 
 
6,442,931
 
Involuntary Termination(3)
 
1,000,000
 
 
26,552
 
 
25,000
 
 
1,051,552
 
Change-in-Control(4)(5)
 
6,600,000
 
 
1,200,000
 
 
10,917,713
 
 
86,513
 
 
25,000
 
 
18,829,226
 
Donald E. Brown
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Voluntary Termination(1)
Retirement(2)
Disability(2)
 
1,931,518
 
 
1,931,518
 
Death(2)
 
1,931,518
 
 
1,931,518
 
Involuntary Termination(3)
 
575,000
 
 
24,088
 
 
25,000
 
 
624,088
 
Change-in-Control(4)(5)
 
2,012,500
 
 
431,250
 
 
3,038,552
 
 
51,682
 
 
25,000
 
 
5,558,984
 
Pablo A. Vegas
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Voluntary Termination(1)
Retirement(2)
Disability(2)
 
1,584,806
 
 
1,584,806
 
Death(2)
 
1,584,806
 
 
1,584,806
 
Involuntary Termination(3)
 
525,000
 
 
 
 
 
26,865
 
 
25,000
 
 
576,865
 
Change-in-Control(4)(5)
 
1,837,500
 
 
393,750
 
 
2,660,052
 
 
56,929
 
 
25,000
 
 
4,973,231
 
Violet G. Sistovaris
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Voluntary Termination(1)
 
1,276,271
 
 
1,276,271
 
Retirement(2)
 
1,383,680
 
 
1,383,680
 
Disability(2)
 
1,383,680
 
 
1,383,680
 
Death(2)
 
1,383,680
 
 
1,383,680
 
Involuntary Termination(3)
 
475,000
 
 
17,851
 
 
25,000
 
 
517,851
 
Change-in-Control(4)(5)
 
1,615,000
 
 
332,500
 
 
2,192,167
 
 
38,599
 
 
25,000
 
 
4,203,266
 
Carrie J. Hightman
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
Voluntary Termination(1)
 
5,805,734
 
 
5,805,734
 
Retirement(2)
 
1,627,166
 
 
1,627,166
 
Disability(2)
 
1,627,166
 
 
1,627,166
 
Death(2)
 
1,627,166
 
 
1,627,166
 
Involuntary Termination(3)
 
490,000
 
 
18,044
 
 
25,000
 
 
533,044
 
Change-in-Control(4)(5)
 
1,568,000
 
 
294,000
 
 
2,487,215
 
 
39,076
 
 
25,000
 
 
4,413,291
 
2022 EXECUTIVE COMPENSATION
Severance
($)
Pro Rata
Target
Bonus
Payment
($)
Equity
Grants
($)
Cash
Awards
($)
Welfare
Benefits
($)
Outplacement
($)
Total
Payment
($)
William Jefferson
Voluntary Termination(1)
Retirement(2)
Disability(2)
332,500
258,763
591,263
Death(2)
332,500
258,763
591,263
Involuntary Termination(3)
475,000
24,890
25,000
524,890
Change-in-Control(4)
1,615,000
332,500
1,380,103
53,337
25,000
3,405,940
(1)
Amounts payable to each of the Named Executive OfficersNEOs as shown in the Pension Benefits Table and the Non-qualifiedNon-Qualified Deferred Compensation Table and under the tax-qualified, nondiscriminatory 401(k) Plan are not included. Upon voluntary termination on December 31, 2018, Mr. Hamrock would be eligible to receive 111,235 shares underincluded in the RSUs granted on July 13, 2015, due to conversion of the 2013 performance shares in connection with the Separation, 74,087 shares under the RSUs granted on July 13, 2015, due to the conversion of the 2014 performance shares in connection with the Separation, 62,972 shares under the RSUs granted on January 29, 2015 due to the 2015 annual incentive award and 58,858 shares under the RSUs granted on July 13, 2015 due to his assumption of additional responsibilities in connection with the Separation.table.

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Ms. Sistovaris would be eligible to receive 14,563 shares under the RSUs granted on July 13, 2015, due to the conversion of the 2014 performance shares in connection with the Separation, 21,068 shares under the RSUs granted on January 29, 2015 due to the 2015 annual incentive award, and 14,715 shares under the RSUs granted on July 13, 2015 due to her assumption of additional responsibilities in connection with the Separation. Ms. Hightman would be eligible to receive 123,216 shares under the RSUs granted on July 13, 2015, due to the conversion of the 2013 performance shares in connection with the Separation, 60,442 shares under the RSUs granted on July 13, 2015, due to the conversion of the 2014 performance shares in connection with the Separation, and 45,365 shares under the RSUs granted on January 29, 2015 due to the 2015 annual incentive award. These shares were subject to delayed vesting in accordance with the terms of the award agreements due to limitations on deductibility under Section 162(m) of the Code. The value of these shares was determined by multiplying the closing price of our common stock on December 31, 2018, which was $25.35 per share, by the number of shares that were subject to delayed payout.

(2)
Special vesting rules apply in the event of Retirement, Disabilityretirement, disability or death pursuant to the terms and conditions of our equity award agreements as discussed above in the Compensation Discussion and Analysis-“Compensation Committee Actions Related to 2018 Compensation-LTIP Awards.” As of December 31, 2018, Mses. Hightman and Sistovaris were eligible for Retirement, no other Named Executive Officer was eligible.agreements. The number of shares that would have vested in the event of each executive’s Retirement, Disability or death is as follows: Ms. Hightman, 64,188 shares and Ms. Sistovaris 54,583 shares. For the balance of the Named Executive Officers, the number of shares that would have vested in the event of the executive’s Retirement, Disabilitydisability or death is as follows: Mr. Hamrock, 254,159Yates, 48,550 shares; Mr. Brown, 76,194134,219 shares; Mr. Anderson, 44,425 Shares; Ms. Birmingham, 15,050 shares; and Mr. Vegas, 62,517Jefferson, 9,437 shares. The value of the equity grants was determined by multiplying the closing price of our common stock on December 31, 2018,30, 2022, which was $25.35$27.42 per share, by the number of shares that would have vested upon the Retirement, Disabilityretirement, disability or death, as applicable, of the Named Executive Officer. TheseNEO. For Mr. Brown, special vesting rules also apply in the event of disability or death under his cash-based Special Retention Award agreements. The amounts do not includeshown represent the valuepro-rata portion of shares subjecthis cash-based awards based on service months from the respective grant dates to delayed vesting due to limitations on deductibility under Section 162(m) of the Code referred to in footnote (1) above, which are payable on the earlier to occur of the Named Executive Officer’s termination of employment, the date the Named Executive Officer is no longer subject to Section 162(m) of the Code, or the date the shares could be paid and be deductible under Section 162(m) of the Code.December 31, 2022.
(3)
Amounts shown reflect payments to be made upon the involuntary termination of each Named Executive OfficerNEO eligible under our Executive Severance Policy described above. These amounts do not include the value of shares subject to delayed vesting due to limitations on deductibility under Section 162(m) of the Code referred to in footnote (1) above, which are payable on the earlier to occur of the Named Executive Officer’s termination of employment, the date the Named Executive Officer is no longer subject to Section 162(m) of the Code, or the date the shares could be paid and be deductible under Section 162(m) of the Code.
(4)
Amounts shown reflect payments to be made upon termination of employment in the event of a Change-in-Control of the Company under the Change-in-ControlCIC and Termination Agreements described above which have been reduced by excise tax payments, if applicable. These amounts do not include the value of shares subject to delayed vesting due to limitations on deductibility under Section 162(m) of the Code referred to in footnote (1) above, which are payable on the earlier to occur of the Named Executive Officer’s termination of employment, the date the Named Executive Officer is no longer subject to Section 162(m) of the Code or the date the shares could be paid and be deductible under Section 162(m) of the Code.described. As described above, the Change-in-ControlCIC and Termination Agreements do not provide for any “gross-up” payments to executives for excise taxes incurred with respect to benefits received under a Change-in-ControlCIC and Termination Agreement. The Change-in-ControlCIC and Termination Agreements provide that in the event of a Change-in-Control, the executive’s total Change-in-Control will be equal to the best “net benefit” which is equal to the greater of: (i) the after-tax value of the executive’s total severance amountChange-in-Control related payments (reduced by the 20% excise tax and other federal, state, local and other taxes);; and (ii) the after-tax value of the executive’s severance amountChange-in-Control related payments that has been reduced to the extent necessary so that it would not trigger an excise tax, reduced for federal, state, local and other taxes (in each case, without a gross-up).
(5)Amounts shown for The amounts reflected in this table do not reflect the Named Executive Officers have not been reduced underapplication of the best “net benefit” provision in the Change-in-Control and Termination Agreements as described above because none of the Named Executive Officers would have been in a better after-tax position as the result of a benefit reduction.provision.

49

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2022 EXECUTIVE COMPENSATION
Pay Ratio

As required by Section 953(b) of the Dodd-Frank Wall Street Reform and Consumer Protection Act, we are providing the following disclosure about the relationship of the annual total compensation of our employees to the annual total compensation of our CEO.

For 2018,2022, our last completed fiscal year:

The median annual total compensation of all employees (other than our CEO) was $148,962; and
The annualized total compensation of our CEO, Lloyd Yates, was $7,234.339.
The median annual total compensation of all employees (other than our CEO) was $97,754; and
The annual total compensation of our CEO, as reported in the 2018 Summary Compensation Table, was $5,778,515.

Based on this information, for 2018,2022, the ratio of the annualannualized total compensation of Mr. Hamrock,Yates, our CEO during 2022, to the annual total compensation of the median employee is estimated to be 5949 to 1. Because there were no significant changes to

To identify the employee population or compensation arrangements we did not re-identify a new median employee for purposes of the 2018 pay ratio disclosure. Toannual total compensation of all our employees (other than our CEO), as well as to determine the annual total compensation of our median employee and our CEO, we took the following steps consistent with Item 402(u) of Regulation S-K:

1.
We reviewed the composition of roles and total number of employeesdetermined that, as of OctoberDecember 31, 2018, and determined that2022, our employee population consisted of approximately 7,328 employees, with all of whom continue to beour employees located in the United States, was substantially similar to 2017.States. This population consisted of our full-time, part-time and temporary employees, as determined for employment law purposes.
2.
To identify the 2017 “median employee” from our employee population, we prepared a full census of all our employees (except our CEO) using our existing centralized payroll database of base cash compensation (base salary plus overtime and shift premiums, calculated based on the hours worked during the relevant period) that is used internally to calculate annual cash incentive compensation and profit sharingprofit-sharing eligibility. We used base cash compensation as our compensation measure as it is the principal form of compensation delivered to all of our employees. We used the same median employee as 2021 where we used the following methodology:
We adjusted as of December 31, 2021, the compensation of 638 full-time employees and annualized19 part-time employees hired during 2021 to annualize compensation for any portion of the measurement period that they were not with the Company.
Although all of our employees are eligible for an annual cash incentive (paid in 2022 for 2021 individual and Company performance), we excluded this for all employees because we determined its inclusion would not have a meaningful effect on the determination of the median employee.
Since we do not widely distribute annual equity awards to our employees, such awards were excluded from our compensation measure.
3.
We identified our median employee hired during 2017 whofrom a full census report compiled using base cash compensation as our consistently applied compensation measure. Since all our employees are located in the United States, as is our CEO, we did not work an entire year.make any cost-of-living adjustments identifying the “median employee.”
3.We reviewed the 2017 median employee’s circumstances and determined that that there had been no significant change.
4.
Once we confirmed thatidentified our median employee, need not be re-identified, we combined all of the elements of such employee’s compensation for 20182022 in accordance with the requirements of Item 402(c)(2)(x) of Regulation S-K, resulting in annual total compensation of $97,754. Once calculated, we noted that$148,962.
5.
For the decline inyear ended December 31, 2022, the median employee’s annual total compensation was consistent with that of the employee population, and confirmed that the median employee need not be re-identified.
5.With respect to the annual total compensation offor our CEO, we used the amountMr. Yates, was $7,113,506 as reported in the “Total” column (column (j) of our 2018the Summary Compensation Table) included inTable of this Proxy Statement. As permitted by SEC rules, the Company elected to annualize the compensation of Mr. Yates, who became CEO of the Company on February 14, 2022. To annualize Mr. Yates’ compensation for 2022, the annual base salary for the CEO was used to reflect a full year of earnings annualized at $1,000,000 where his partial year salary earnings were $879,167.

SEC rules for identifying the median employee and calculating the pay ratio allow companies to use various methodologies and assumptions, which may lead to a lack of comparability across companies.

50

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2022 Pay Versus Performance
As required by Section 953(a) of the Dodd-Frank Wall Street Reform and Consumer Protection Act, and Item 402(v) of Regulation S-K, we are providing the following information about the relationship between executive Compensation Actually Paid (“CAP”) to our CEO and to our non-CEO NEOs and certain financial performance of the Company. CAP, as determined under SEC requirements, does not reflect the actual amount of compensation earned by or paid to our executive officers during a covered year. For further information concerning the Company’s variable pay-for-performance philosophy and how the Company aligns executive compensation with the Company’s performance, refer to the “Compensation Discussion and Analysis (CD&A)” section above.
Year(1)
CEO
Former CEO
Other NEO Pay
Value of
initial fixed $100 investment
based on:
Net Income
(in millions)
Net Operating Earnings Per Share (NOEPS)(7)
​Summary
Compen-
sation
Table Total for
CEO
Compen-
sation
Actually Paid
(CAP) to CEO(2)
Summary
Compen-
sation
Table Total for
Former CEO
Compensation
Actually Paid to
Former CEO(2)
Average
Summary
Compen-
sation
Table Total for
Other NEO's
Average
Compen-
sation
Actually Paid
to Other
NEO's
Total
Share-
holder
Return
(TSR)
Dow
Jones Index
Peer Group
TSR
2022(4)
$7,113,506
$6,720,202
$1,352,993
($3,953,194)(3)
$2,221,932
$1,305,705
$109
$119
$749.00
$1.47
2021(5)
$0
$0
$9,535,782
$13,795,347
$2,491,010
$3,453,360
$106
$117
$529.80
$1.37
2020(6)
$0
$0
$6,457,725
$2,329,180
$3,093,801
$1,632,643
$85
$99
($72.70)
$1.32
(1)
For 2022, the table includes Lloyd Yates as CEO and Joseph Hamrock as Former CEO. For 2021 and 2020, the table includes Joseph Hamrock.
(2)
Amounts for each year do not reflect the actual amount of compensation earned by or paid to the CEO during the applicable year. In accordance with the SEC rules, the amounts reported in these columns for each year were calculated by making the adjustments shown in the following tables to amounts reported for the CEOs in the Summary Compensation Table in the total column.
(3)
As a result of Mr. Hamrock’s retirement, the value of all unvested equity awards were prorated.
(4)
For 2022, the other NEOs were Donald E. Brown, Shawn Anderson, Melody Birmingham, William Jefferson and Pablo A. Vegas.
(5)
For 2021, the other NEOs were Donald E. Brown, Pablo A. Vegas, Violet G. Sistovaris and Charles E. Shafer.
(6)
For 2020, the other NEOs were Donald E. Brown, Pablo A. Vegas, Violet G. Sistovaris and Carrie J. Hightman.
(7)
NOEPS is a non-GAAP financial measure. Appendix A to this Proxy Statement contains a full reconciliation of GAAP earnings per share to NOEPS.
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2022 PAY VERSUS PERFORMANCE
To calculate CAP, the following amounts were deducted from and added to Summary Compensation Table (“SCT”) total compensation:
CEO SCT to CAP Reconciliation:
Year
Reported
SCT Total

Reported
Value of
Equity
Awards(a)

Equity
Award
Adjustments(b)

Reported
Change in the
Actuarial
Present Value
of Pension
Benefits

Pension
Benefits
Adjustments

Compensation
Actually Paid
2022
$7,113,506
$4,671,273
+
$4,277,969
$0
+
$0
=
$6,720,202
Former CEO SCT to CAP Reconciliation:
Year
Reported
SCT Total
Reported
Value of
Equity
Awards(a)
Equity
Award
Adjustments(b)
Reported
Change in the
Actuarial
Present Value
of Pension
Benefits
Pension
Benefits
Adjustments
Compensation
Actually Paid
2022
$1,352,993
$0
+
($5,306,187)
$0
+
$0
=
($3,953,194)
2021
$9,535,782
$6,953,903
+
$11,213,468
$0
+
$0
=
$13,795,347
2020
$6,457,725
$4,901,916
+
$773,371
$0
+
$0
=
$2,329,180
Other NEOs SCT to CAP Reconciliation:

Year
Average
Reported
SCT
Average
Reported
Value of
Equity
Awards(a)
Average Equity
Award Adjustments(b)
Average Reported
Change in the
Actuarial Present Value
of Pension
Benefits
Average
Pension
Benefits
Adjustments(c)
Average of
Compensation
Actually
Paid
2022
$2,221,932
$1,218,690
+
$302,463
$0
+
$0
=
$1,305,705
2021
$2,491,010
$1,449,191
+
$2,415,827
$22,263
+
$17,977
=
$3,453,360
2020
$3,093,801
$2,002,865
+
$613,661
$87,911
+
$15,957
=
$1,632,643
(a)
Represents the sum of the amounts reported in the Summary Compensation Table in the Stock Awards Column.
(b)
See reconciliation of the Equity Award Adjustments below.
(c)
See reconciliation of the Average Pension Benefits Adjustments below.
CEO Equity Adjustment to CAP Reconciliation (viii)

Year
Fiscal Year
End Fair
Value of
Unvested
Equity Awards(i)
Prior
Fiscal Year
End Fair
Value of
Unvested
Equity
Awards(ii)
Year over
Year Change
in Unvested
Equity
Awards(iii)
Fair Value as
of Vesting
Date of
Equity
Awards
Vested
in the
Applicable
Year(iv)
Prior Fiscal
Year Fair
Value of
Equity
Awards that
Vested
in the
Applicable
Year(v)
Year over
Year Change
in Equity
Awards that
Vested
in the
Applicable
Year(vi)
Total Equity
Award
Adjustments(vii)
2022
$4,277,969
$0
=
$4,277,969
$0
$0
=
$0
$4,277,969
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2022 PAY VERSUS PERFORMANCE
Former CEO Equity Adjustment to CAP Reconciliation (viii)

Year
Fiscal Year
End Fair
Value of
Unvested
Equity
Awards(i)
Prior
Fiscal Year
End Fair
Value of
Unvested
Equity
Awards(ii)
Year over
Year Change
in Unvested
Equity
Awards(iii)
Fair Value as
of Vesting
Date of
Equity
Awards
Vested
in the
Applicable
Year(iv)
Prior Fiscal
Year Fair
Value of
Equity
Awards that
Vested
in the
Applicable
Year(v)
Year over
Year Change
in Equity
Awards that
Vested
in the
Applicable
Year(vi)
Total Equity
Award
Adjustments(vii)
2022
$9,020,953
$14,498,631
=
($5,477,678 )
$3,789,917
$3,618,426
=
$171,491
($5,306,187)
2021
$18,117,056
$6,390,653
=
$11,726,403
$2,427,192
$2,940,127
=
($512,935)
$11,213,468
2020
$9,330,780
$8,445,743
=
$885,037
$3,679,530
$3,791,196
=
($111,666)
$773,371
Other NEOs Equity Adjustment to CAP Reconciliation (viii)

Year
Fiscal Year
End Fair
Value of
Unvested
Equity
Awards(i)
Prior
Fiscal Year
End Fair
Value of
Unvested
Equity
Awards(ii)
Year over
Year Change
in Unvested
Equity
Awards(iii)
Fair Value as
of Vesting
Date of
Equity
Awards
Vested
in the
Applicable
Year(iv)
Prior Fiscal
Year Fair
Value of
Equity
Awards that
Vested
in the
Applicable
Year(v)
Year over
Year Change
in Equity
Awards that
Vested
in the
Applicable
Year(vi)
Total Equity
Award
Adjustments(vii)
2022
$2,403,995
$2,120,332
=
$283,663
$415,464
$396,664
=
$18,800
$302,463
2021
$4,105,650
$1,607,251
=
$2,498,399
$390,766
$473,338
=
($82,572)
$2,415,827
2020
$2,365,276
$1,722,626
=
$642,650
$955,252
$984,241
=
($28,989)
$613,661
(i)
The year-end fair value of any equity awards in the applicable year that are outstanding and unvested as of the end of the year.
(ii)
The year-end fair value of any equity awards in prior years that are outstanding and unvested as of the end of the applicable year.
(iii)
The amount disclosed in column (ii) subtracted from the amount disclosed in column (i).
(iv)
The vesting date fair value of awards granted in prior years that vest during the applicable year.
(v)
Prior year-end fair value of awards granted in prior years that vest during the applicable year, deduction for the amount equal to the fair value at the end of the prior fiscal year.
(vi)
The amount disclosed in column (v) subtracted from the amount disclosed in column (iv).
(vii)
The amount disclosed in column (iii) plus the amount disclosed in column (vi).
(viii)
Fair values reported in this table are computed in accordance with FASB ASC Topic 718. The grant date fair value of the RSUs is calculated based on the average market price of our common stock on the grant date, less the present value of any dividends not received during the vesting period. With respect to the PSUs subject to NOEPS goals, grant date fair value is based on the closing stock price of our common stock at grant date. With respect to the PSUs subject to the RTSR goals, grant date fair value is calculated based on a Monte Carlo valuation technique in accordance with FASB ASC Topic 718. All of the PSUs are subject to performance conditions; therefore, the value reported in this column for these awards is based upon the probable outcome of such conditions. For information on the valuation assumptions used in these computations, see Note 14 to our consolidated financial statements included in our 2022 Annual Report on Form 10-K.
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2022 PAY VERSUS PERFORMANCE
Other NEOs Pension Adjustment to CAP Reconciliation
Year
Plan
Service Cost
Prior Service
Cost
Total Average Pension
Benefit Adjustment (Service
Cost ÷ by number of Other
NEOs in applicable year)
2022
Pension Plan
$0
$0
$0
Pension Restoration Plan
$0
$0
$0
Total
$0
$0
$0
2021
Pension Plan
$41,946
$0
$10,486
Pension Restoration Plan
$29,963
$0
$7,491
Total
$71,909
$0
$17,977
2020
Pension Plan
$35,124
$0
$8,781
Pension Restoration Plan
$28,702
$0
$7,176
Total
$63,826
$0
$15,957
TSR: Company versus Peer Group
As shown in the graph below, the Company’s three-year TSR is in line with peer companies and the Dow Industrial Utility Index.
graphic
CAP versus Total Shareholder Return
The graph below represents the relationship between Compensation Actually Paid (CAP) and Total Shareholder Return (TSR).
graphic
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2022 PAY VERSUS PERFORMANCE
CAP versus Net Income
The graph below shows the Company’s net income increasing consistently year over year, and the CEO and Other NEOs CAP varies year over year. The company does not use Net Income to determine compensation and is not included in incentive plans.
graphic
CAP versus Company Selected Measures: NOEPS
The graph below shows the Company’s net operating earnings per share increasing consistently year over year, yet the CEO and Other NEOs CAP varies year over year. NOEPS is a non-GAAP financial measure. Appendix A to this Proxy Statement contains a full reconciliation of GAAP earnings per share to NOEPS.
graphic

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2022 PAY VERSUS PERFORMANCE
Company Selected Performance Measures
The following were the three most important performance measures as determined by the Company that link compensation actually paid to our NEOs to the Company’s performance for the most recently completed fiscal year. NOEPS and RTSR are the only two financial measures used as part of the Company’s compensation programs. Safety is the most important non-financial measure used to link compensation actually paid to Company performance.
Company Selected Performance Measures
NOEPS
RTSR
Safety
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EQUITY COMPENSATION PLAN INFORMATION

The following table sets forth certainprovides information for all equity compensation plans and individual compensation arrangements (whether with employees or non-employees, such as directors), in effect as of December 31, 2018.

Plan Category
Number of
Securities to
be Issued Upon
Exercise
of Outstanding
Options,
Warrants and
Rights
(#)(a)
Weighted-
Average
Exercise
Price of
Outstanding
Options,
Warrants
and
Rights
($)(b)(2)
Number of
Securities
Remaining Available
for
Future Issuance
Under
Equity
Compensation
Plans (Excluding
Securities
Reflected in
Column (a))
(#)(c)
Equity compensation plans approved by security holders(1)
 
2,595,752
 
 
4,086,365
 
Equity compensation plans not approved by security holders
Total
 
2,595,752
 
 
4,086,365
 
2022 regarding the number of shares of our common stock that may be issued under our equity compensation plans.
Plan Category
Number of Securities
to be Issued
Upon Exercise of
Outstanding Options,
Warrants and Rights
(#)(a)(1)
Weighted-Average
Exercise Price
of Outstanding Options,
Warrants and Rights
($)(b)(2)
Number of Securities
Remaining Available for
Future Issuance Under
Equity Compensation
Plans (Excluding
Securities Reflected
in Column (a)) (#)(c)(3)
Equity compensation plans approved by security holders(1)
2,890,356
8,704,201
Equity compensation plans not approved by security holders
Total
2,890,356
8,704,201
(1)
Plans approved by security holders includeconsist of the following: the Non-Employee Director Stock Incentive2010 Omnibus Plan, approved by the stockholders on May 20, 200311, 2010 (no shares remain available for future issuancegrants under the plan),; the 2020 Omnibus Plan approved by the stockholders on May 11, 2010 (and re-approved for Code Section 162(m) purposes on May 12, 2015),19, 2020; and the Company’s Employee Stock Purchase Plan, approved by the stockholders on May 12, 2015.7, 2019.
(2)
Restricted stock units and performance share awards are payable at no cost to the grantee on a one-for-one basis. As of December 31, 2018, 3,793,5572021, there were no outstanding stock options under the 2010 Omnibus Plan or the 2020 Omnibus Plan.
(3)
As of December 31, 2022, 8,704,201 shares remained available for issuance under the 2020 Omnibus Plan and 292,808460,506 shares remained available for purchase under the Employee Stock Purchase Plan. The Employee Stock Purchase Plan provides the opportunity for eligible employees to acquire shares of our common stock at a 10% discount. For purposes of this table, we have included the number of shares issuable under outstanding performance stock unitshare awards assuming performance targets are achieved.achieved at the maximum achievement level.
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(2)In calculating the weighted-average exercise price of outstanding options, restricted stock units and performance stock units (if applicable) which can convert into shares of common stock upon vesting, are excluded. Restricted stock units and performance stock units are payable at no cost to the grantee on a one-for-one basis.

PROPOSAL 2 ADVISORY APPROVAL OF NAMED EXECUTIVE OFFICERNEO COMPENSATION

Pursuant to Section 14A of the Exchange Act, we are asking stockholders to approve, in ana non-binding advisory vote, the compensation paid to our Named Executive Officers,NEOs, as disclosed under the heading “Executiveheadings “2022 Executive Compensation” above, including theand “Compensation Discussion and Analysis (CD&A) above, commonly known as a “Say-on-Pay” proposal.

At the 2017 annual meeting of stockholders, we provided our stockholders with an advisory vote regarding how frequently the Company will conduct future stockholder advisory votes to approve the compensation paid to our NEOs. More than a majority of the shares present or represented at the meeting were voted in favor of an annual vote, consistent with the Board’s recommendation. Based on these results, the Board has determined to hold an annual advisory vote on the compensation paid to our NEOs.
The Board encourages stockholders to carefully review the 2022 Executive Compensation section of this proxy statement, including theand Compensation Discussion and Analysis (CD&A) sections of this Proxy Statement, for a thorough discussion of our executive compensation program and philosophy. Our compensation program is designed to be significantly performance-based and to attract and retain highly-qualifiedhighly qualified individuals who enhance long-term stockholder value by contributing to our ongoing success. All facets of our compensation program are regularly monitored by the Compensation and Human Capital Committee to ensure that the program is well-tailored to fulfill our compensation philosophy and objectives.

In considering this proposal, stockholders may wish to consider the following factors that we believe demonstrate our commitment to maintaining a robust compensation program:

Compensation is closely tied to both corporate and individual performance;
Annual and long-term incentive compensation opportunities are contingent on the Company achieving pre-established goals;
Total compensation packages are competitive with those offered by members of our Comparator Group;
Perquisites are appropriately limited in number and modest in dollar value; and
We believe our compensation program does not create incentives for behaviors that create material risk to the Company.
Compensation is closely tied to both corporate and individual performance;
Annual and long-term incentive compensation opportunities are contingent on the Company achieving pre-established goals;
Total compensation packages are competitive with those offered by members of our Comparative Group;
Perquisites are appropriately limited in number and modest in dollar value; and
Our compensation program does not create incentives for behaviors that create material risk to the Company.

As discussed in the Compensation Discussion and Analysis (CD&A) and 2022 Executive Compensation sectionsections of this proxy statement,Proxy Statement, the Compensation and Human Capital Committee and the Board believe that our executive compensation program fulfills the objectives of our compensation philosophy in a prudent and effective manner.

Accordingly, the following resolution is submitted for an advisory stockholder vote at the Annual Meeting:

RESOLVED, that the compensation paid to our Named Executive Officers,NEOs, as disclosed pursuant to Item 402 of Regulation S-K, including the Compensation Discussion and Analysis, compensation tables and narrative discussion, is hereby approved on an advisory basis.

As this is an advisory vote, the result will not be binding on the Company, the Board or the Compensation and Human Capital Committee, although the Compensation and Human Capital Committee and the Board will carefully consider the outcome of the vote when evaluating our compensation program and philosophy.

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Vote Required

The affirmative vote of a majority of the shares present in personat the virtual Annual Meeting or represented by proxy at the meeting and entitled to vote is needed to approve the advisory vote on the compensation of the Named Executive Officers.NEOs. Proxies submitted without direction pursuant to this solicitation will be voted “FOR” the advisory approval of executive compensation of our Named Executive Officers.NEOs. Abstentions by those present or represented by proxy will have the same effect as a vote against the Say-on-Pay proposal. Brokers will not have discretionary authority to vote on the Say-on-Pay proposal. Accordingly, there could be broker non-votes, which will have no effect on the vote.

THE BOARD UNANIMOUSLY RECOMMENDS A VOTE “FOR” THE APPROVAL OF NAMED EXECUTIVE OFFICER NEO COMPENSATION ON AN ADVISORY BASIS.

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PROPOSAL 3 – ADVISORY APPROVAL OF THE FREQUENCY OF FUTURE ADVISORY VOTES ON NEO COMPENSATION
In addition to the Say-on-Pay proposal above, we are asking stockholders to approve, on an advisory basis, the frequency with which the Company should ask stockholders for advisory approval of executive compensation, commonly known as a “Say-on-Frequency” proposal. You may cast a vote as to whether a Say-on-Pay vote should be held every one, two or three years, or you may abstain. Pursuant to Section 14A of the Exchange Act, this non-binding vote is held at least every six years. Because our last Say-on-Frequency vote was held at the 2017 annual meeting, we are again holding a Say-on-Frequency vote at the Annual Meeting. At our 2017 annual meeting, a majority of stockholders voting on the matter indicated a preference for holding the Say-on-Pay vote on an annual basis. Accordingly, the Board resolved that the non-binding advisory vote to approve the compensation of our NEOs would be held on an annual basis at least until the next Say-on-Frequency vote.
The Board values stockholders’ opinions and believes it would benefit from direct, timely feedback on the Company’s executive compensation program. Accordingly, after careful consideration, the Board unanimously recommends that stockholders vote for the option of “one year” to provide stockholder advisory approval of executive compensation on an annual basis.
The following resolution is submitted to stockholders for an advisory vote at the Annual Meeting:
RESOLVED, that the stockholders advise the Company to hold a stockholder vote for the advisory approval of the compensation paid to the Company’s NEOs every:
One year;
Two years; or
Three years.
As this is an advisory vote, the result will not be binding on the Company, the Board or the Compensation and Human Capital Committee, although the Compensation and Human Capital Committee and the Board will carefully consider the outcome of the vote when evaluating our compensation program and philosophy.
Vote Required
The Say-on-Frequency option that receives the greatest number of votes from the stockholders will be considered the Say-on-Frequency option approved by the stockholders. Proxies submitted without direction will be voted for the “ONE YEAR” frequency. Abstentions by those present or represented by proxy and broker non-votes will not be voted with respect to the “Say-on-Frequency” proposal and, therefore, will have no effect on the outcome. Brokers will not have discretionary authority to vote on the “Say-on-Frequency” proposal. Accordingly, there could be broker non-votes, which will have no effect on the vote.
THE BOARD UNANIMOUSLY RECOMMENDS A VOTE FOR “ONE YEAR” AS THE FREQUENCY OF FUTURE ADVISORY VOTES ON NEO COMPENSATION.
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PROPOSAL 4 – RATIFICATION OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

The Audit Committee of the Board is directly responsible for the appointment, compensation, retention and oversight of the independent registered public accounting firm retained to audit our financial statements. The Audit Committee appointed Deloitte as our independent registered public accounting firm for 2019.2023. As part of its oversight of our relationship with our independent registered public accounting firm and to assure continuing independence of such firm, the Audit Committee considers whether it is appropriate to adopt a policy of rotating its independent registered public accounting firm on a regular basis. Further, in conjunction with ensuring the rotation of such firm’s lead engagement partner, the Audit Committee and its Chair are directly involved with the selection of Deloitte’s lead engagement partner. The Audit Committee also reviews proposals for all auditing services (including fees and terms thereof) of our independent registered public accounting firm and approves all such proposals prior to the commencement or performance of such services, subject to the pre-approval policies and procedures described under “Independent Registered Public Accounting Firm Fees.”

Deloitte has served as our independent registered public accounting firm since 2002 and has the requisite understanding of our business, accounting policies and practices, and internal control over financial reporting to drive audit quality and efficient fee structures. As a result of this expertise, and, as noted above, the Audit Committee’s oversight designed to assure continuing independence, the Board and its Audit Committee consider Deloitte well qualified to serve as our independent registered public accounting firm. Further, the Board believes that the continued retention of Deloitte is in our best interest and the best interest of our stockholders. Although action by stockholders for this matter is not required, the Board and the Audit Committee believe that it is appropriate to seek stockholder ratification of this appointment in order to provide stockholders a means of communicating the stockholders’ level of satisfaction with the performance of the independent registered public accounting firm and their level of independence from management. If the proposal is not approved and the appointment of Deloitte is not ratified by the stockholders, the Audit Committee will take this into consideration and will reconsider the appointment. A representative of Deloitte will be present at the meeting,virtual Annual Meeting, will be given an opportunity to make a statement if he or she so desires and will be available to respond to appropriate questions.

Vote Required

The affirmative vote of a majority of the shares present in personduring the virtual Annual Meeting or represented by proxy at the meeting and entitled to vote is needed to ratify the appointment of Deloitte as our independent registered public accounting firm for 2019.2023. Proxies submitted without direction pursuant to this solicitation will be voted “FOR” the ratification of the appointment of Deloitte. Abstentions by those present or represented by proxy will have the same effect as a vote against the proposal. Brokers will have discretionary authority to vote on this proposal, and, accordingly, there will not be any broker non-votes.

THE BOARD AND ITS AUDIT COMMITTEE UNANIMOUSLY RECOMMEND A VOTE “FOR” THE RATIFICATION OF THE APPOINTMENT OF DELOITTE AS OUR INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM FOR 2019.

AUDIT COMMITTEE REPORT

Our Audit Committee consists of Messrs. Bunting, Butler, DeVeydt, Kabat and Jesanis and Dr. Woo. Each member of the Audit Committee is independent as defined by the applicable NYSE and SEC rules and meets the additional independence standard set forth by the Board in the Corporate Governance Guidelines. Each member of the Audit Committee also is “financially literate” for purposes of applicable NYSE rules. The Board has determined that Michael E. Jesanis, the Chair of the Audit Committee, and Theodore H. Bunting, Jr. are “audit committee financial experts” as defined by SEC rules.

The Audit Committee is responsible for, among other things, assisting the Board in monitoring the integrity of our financial statements; reviewing the qualifications and independence of our independent registered public accounting firm; overseeing the performance of our internal audit function and independent registered public accounting firm; and reviewing our risk assessment process. The Audit Committee has the sole authority to appoint, retain or replace the independent registered public accounting firm and is directly responsible for the compensation and oversight of the work of the independent registered public accounting firm for the purpose of preparing or issuing an audit report or performing other audit, review or attest services for us. The independent registered public accounting firm reports directly to the Audit Committee.

In the performance of its responsibilities, the Audit Committee met regularly with the members of our internal audit function and Deloitte, our independent registered public accounting firm, with and without management present, to discuss the results of its examinations, evaluations of our internal controls, and the overall quality of our financial reporting. The Audit Committee also met regularly with management to discuss accounting, auditing, internal control, financial reporting, earnings and risk management matters. During these meetings, the Audit Committee reviewed and discussed, among other items, the audited consolidated financial statements, the unaudited interim financial statements and significant accounting policies applied by us in our financial statements, with management and Deloitte. The Audit Committee also discussed with, and received regular status reports from, our internal audit function and Deloitte on the overall scope and plans for their audits, including the scope and plans for evaluating the effectiveness of internal controls over financial reporting.

2023.

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The Audit Committee has discussed with Deloitte the matters required to be discussed by the applicable requirements of the PCAOB and the SEC. The Audit Committee also has received the written disclosures and the letter from Deloitte required by the applicable requirements of the PCAOB regarding the independent registered public accounting firm’s communications with audit committees concerning independence and has discussed with Deloitte its independence. The Audit Committee has considered whether Deloitte’s provision of non-audit services to us is compatible with maintaining Deloitte’s independence. In reliance on the review and discussions referred to above, the Audit Committee recommended to the Board that the audited consolidated financial statements be included in our Annual Report on Form 10-K for the year ended December 31, 2018.

The Audit Committee has appointed Deloitte to serve as our independent registered public accounting firm for the fiscal year ending December 31, 2019. In determining whether to reappoint Deloitte, the Audit Committee took into consideration various factors, including the historical and recent performance of Deloitte on the audit; the professional qualifications of the firm and the lead audit partner; the quality of ongoing discussions with Deloitte; the results of an internal survey of Deloitte’s service and quality; the appropriateness of fees; and evidence supporting the firm’s independence, objectivity and professional skepticism. Although the Audit Committee has sole authority to appoint the independent registered public accounting firm, the Audit Committee has recommended that the Board seek stockholder ratification of the appointment at the Annual Meeting as a matter of good corporate governance.

Audit Committee
Michael E. Jesanis, Chair
Theodore H. Bunting, Jr.
Eric L. Butler
Wayne S. DeVeydt
Kevin T. Kabat
Carolyn Y. Woo

INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM FEES

The following table represents the aggregate fees for professional services billed by Deloitte for the fiscal years ended December 31, 2018 and 2017.

 
2018
2017
Audit Fees(1)
$
4,796,000
 
$
4,604,000
 
Audit-Related Fees(2)
 
581,871
 
 
608,129
 
Tax Compliance(3)
Tax Advice and Tax Planning(4)
All Other Fees(5)
 
17,006
 
 
22,514
 
(1)Audit Fees — These are fees for professional services performed by Deloitte for the audit of our annual financial statements in our Annual Report on Form 10-K and review of financial statements included in our Quarterly Report on Form 10-Q filings and services that are normally provided in connection with statutory and regulatory filings or engagements.
(2)Audit-Related Fees — These are fees for the assurance and related services performed by Deloitte that are reasonably related to the performance of the audit or review of our financial statements. These fees included services provided by Deloitte in connection with the audit of our benefit plans.
(3)Tax Compliance — These are fees for professional services performed by Deloitte with respect to tax compliance.
(4)Tax Advice and Tax Planning — These are fees for professional services performed by Deloitte with respect to tax advice and tax planning.
(5)All Other Fees — These are fees for permissible work performed by Deloitte that does not fit within the above categories.

Pre-Approval Policies and Procedures.   During 2018, the Audit Committee approved all audit, audit-related and non-audit services provided to us by Deloitte prior to management engaging the independent registered public accounting firm for those purposes. The Audit Committee’s current practice is to consider for pre-approval annually all audit, audit-related and non-audit services proposed to be provided by our independent registered public accounting firm for the year. Additional fees for other proposed audit-related or non-audit services (not within the scope of the approved audit engagement) which have been properly presented to the Pre-Approval Subcommittee of the Audit Committee (consisting of Michael E. Jesanis) by our Vice President and Chief Accounting Officer may be considered and, if appropriate, approved by the Pre-Approval Subcommittee of the Audit Committee, subject to later ratification by the full Audit Committee. In no event, however, will any non-audit service be approved by the Pre-Approval Subcommittee that would result in the independent registered public accounting firm no longer being considered independent under the applicable SEC rules. In appointing Deloitte as our independent registered public accounting firm, the Audit Committee has considered whether the provision of the non-audit services rendered by Deloitte is compatible with maintaining the firm’s independence.

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PROPOSAL 4 -5 – AMENDMENT TO OUR CERTIFICATE OF INCORPORATION TO INCREASE THE NUMBER OF AUTHORIZED SHARES OF COMMON STOCK

The Board has adopted and approved, and is recommending to stockholders for approval, an amendment to our Certificate of Incorporation to increase the number of authorized shares of common stock from 400600 million to 600750 million and a corresponding increase to the number of authorized shares of all classes of capital stock from 420620 million to 620770 million. The proposed amendment would not increase the number of authorized shares of preferred stock.

Under our Certificate of Incorporation, the total number of shares of all classes of stock which the Company has the authority to issue is 420620 million. Of these authorized shares, common stock comprises 400600 million shares and preferred stock comprises 20 million shares. As of December 31, 2018, approximately 376.3 millionMarch 14, 2023, 416,935,061 shares of common stock were issued, including approximately 4.0 million3,963,255 treasury shares, with approximately 23.4 million97,962,697 shares of common stock reserved for possible future issuance under our stock plans, and our at-the-market equity offering (“ATM”) program. Of these reserved shares, approximately 4.7 million shares are committed to be issued in December 2019 to complete a forwardprogram and our Series A equity sale executed under the ATM program in December 2018. As a result, approximately 140,000units. Approximately 85,102,242 authorized shares of common stock remain available for issuance for future purposes and the Board deems it advisable to increase our authorized shares of common stock. The adoption of the proposed amendment would provide for an additional 200150 million shares of common stock for future issuance. As of December 31, 2018,March 14, 2023, we also had approximately 420,0001,302,500 shares of preferred stock issued.

The following table sets forth the number of authorized, outstanding, and reserved shares of common stock, as of March 14, 2023:
Total Authorized Shares of Common Stock
600,000,000
Less: Issued and Outstanding Shares, including Treasury
​416,935,061
Shares of Common Stock Available for Future Issuance
​183,064,939
Shares of Common Stock Reserved for Future Issuance Under:
​ATM Program
14,370,314
​Omnibus Incentive Plan
11,494,634
Employee Stock Purchase and Retirement Savings Plan
1,718,007
Series A Equity Units
70,379,742
Total Shares of Common Stock Reserved for Future Issuance
97,962,697
Shares Available for Future Issuance, Less Reserved Shares
85,102,242
Our business is capital intensive, requiring significant resources to fund operating expenses, capital project expenditures, scheduled debt maturities and interest payments, and dividend payments on our common stock and preferred stock. In addition to internal sources to fund liquidity and capital requirements for 20192023 and beyond, we expect to rely on external sources of funds, including, but not limited to, equity financings such as the previously announced expected yearly issuance of $200 millionATM program we expect to $300 million of equity each yearput in 2019 and 2020, subjectplace in 2025 to market and other conditions, to meet long-term cash needs, including cash requirements to fund the capital requirements ofmaintain credit metrics as our capital programs and for other general corporate purposes. In connection with such equity financings, we announced in November 2018 our ATM equity offering program under which we may sell shares of our common stock having an aggregate sales price of up to $500 million.

We also plan to issue additional shares of common stock pursuant to our Employee Stock Purchase Plan, as further described in Proposal 6 (approval of Amended and Restated Employee Stock Purchase Plan to increase the number of shares available under the plan), which we believe is an important component of our efforts to attract and retain qualified employees.

growth investments continue.

The Board believes that it is advisable and in the best interests of our stockholders to increase the number of authorized shares of common stock to provide us with greater flexibility in considering and planning for future business needs, such as raising additional capital through the sale of equity securities, convertible debt securities or other equity-linked securities, purchases under our employee stock plans, grants of equity incentive awards to employees (subject to any required future stockholder approvals under equity plans), potential strategic transactions, stock dividends, stock splits, and other general corporate purposes. Approval of this amendment by stockholders at the Annual Meeting will enable us to take timely advantage of market conditions and other opportunities that may become available to us without the expense and delay of arranging a special meeting of stockholders in the future. If the proposed amendment is adopted, we would be permitted to issue the authorized shares of common stock without further stockholder approval, except to the extent otherwise required by law, any rules or listing requirements of the NYSE, or by our Certificate of Incorporation.
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PROPOSAL 5 – AMENDMENT TO OUR CERTIFICATE OF INCORPORATION TO INCREASE THE NUMBER OF AUTHORIZED SHARES OF COMMON STOCK
Other than the planned annual equity financingsfinancing described above and the routine practices of issuing shares pursuant to employee stock plans and employee equity incentive awards, we have no present plans, proposals, or arrangements with respect to the issuance of any additional shares of common stock authorized upon approval of the proposed amendment.

Existing holders of shares of our common stock have no preemptive rights under our Certificate of Incorporation to purchase any additional shares of common stock issued by the Company. The additional shares of common stock, if and when issued, would have the same rights and privileges as the shares of common stock currently authorized. Approval of this proposal and the issuance of additional authorized shares of common stock would not affect the rights of the holders of currently outstanding shares of our common stock, except for the effects incidental to increasing the number of shares outstanding. The effects include dilution of voting power of existing stockholders, decreasing earnings per share, and, depending on the price at which they are issued, could be dilutive to our existing stockholders.

We have not proposed the increase in the authorized number of shares of common stock with the intention of using the additional shares for anti-takeover purposes, although an issuance of additional shares could, in certain circumstances, make an attempt to acquire control of the Company more difficult. We are not at this time aware of any such attempts and we are not proposing this increase in response to any third-party effort to acquire control of the Company.

The Board has approved, and is now submitting for approval by our stockholders, an amendment to Article IV of the Certificate of Incorporation as set forth in Exhibit AAppendix B to the proxy statement to increase the number of authorized shares of common stock from 400600 million to 600750 million and a corresponding increase to the number of authorized shares of capital stock from 420620 million to 620770 million. The Board has determined that the amendment is advisable and in the best interest of our stockholders.

If our stockholders approve this proposal, we plan to file the proposed amendment promptly with the Secretary of State of the State of Delaware, and the proposed amendment will become effective immediately upon the filing of the proposed amendment with the Secretary of State of the State of Delaware.

filing.

Vote Required

The affirmative vote of a majority of the outstanding shares of our common stock is needed to approve the amendment to the Certificate of Incorporation. Proxies submitted without direction pursuant to this solicitation will be voted “FOR” approval of the amendment. Brokers will not have discretionary authority to vote on this proposal, so there could be broker non-votes. Abstentions and broker non-votes will have the same effect as a vote against the proposal.

THE BOARD RECOMMENDS A VOTE “FOR” APPROVAL OF THE AMENDMENT TO OUR CERTIFICATE OF INCORPORATION TO INCREASE THE NUMBER OF AUTHORIZED SHARES OF COMMON STOCK.

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PROPOSAL 5 - APPROVAL6 – STOCKHOLDER PROPOSAL REQUESTING THAT OUR BOARD ADOPT A POLICY REQUIRING SEPARATION OF AN AMENDMENT TO OUR CERTIFICATETHE ROLES OF INCORPORATION TO ELIMINATE THE REQUIREMENTCHAIRMAN OF “CAUSE” FOR REMOVAL OF DIRECTORS

On December 21, 2015, in In re VAALCO Energy, Inc.Stockholder Litigation, Consol. C.A. No. 11775-VCL (Del. Ch. Dec. 21, 2015), the Delaware Court of Chancery issued an opinion invalidating as a matter of law provisions of the certificate of incorporation and bylaws of VAALCO Energy, Inc., a Delaware corporation, that permitted removal of VAALCO’s directors by its stockholders only for cause. The Court of Chancery held that, in the absence of a classified board or cumulative voting, VAALCO’s “only for cause” director removal provisions conflicted with Section 141(k) of the Delaware General Corporation Law and were therefore invalid.

We do not have a classified board or provide for cumulative voting. Currently, Section A.4 of Article V of our Certificate of Incorporation provides that, subject to the rights of the holders of any series of preferred stock to elect directors under specified circumstances, directors may be removed from office only for cause and only by the affirmative vote of a majority of the combined voting power of our then-outstanding shares of stock entitled to vote generally, voting together as a single class.

The Board has approved, and is now submitting for approval by our stockholders, an amendment to Section A.4 of Article IV of the Certificate of Incorporation to delete the provision specifying that directors are removable only with cause. The proposed change to the Certificate of Incorporation is attached hereto as Exhibit B (marked to show the effect of the amendment). The Board has determined that the amendment is advisable and in the best interest of our stockholders.

If our stockholders approve this proposal, the proposed amendment will become effective immediately upon the filing of the proposed amendment with the Secretary of State of the State of Delaware.

Vote Required

The affirmative vote of a majority of the outstanding shares of common stock is needed to approve the amendment to the Certificate of Incorporation. Proxies submitted without direction pursuant to this solicitation will be voted “FOR” approval of the amendment. Brokers will not have discretionary authority to vote on this proposal, so there could be broker non-votes. Abstentions and broker non-votes will have the same effect as a vote against the proposal.

THE BOARD RECOMMENDS A VOTE “FOR” APPROVAL OF THE AMENDMENT TO THE CERTIFICATE OF INCORPORATION TO PROVIDE THAT DIRECTORS ARE REMOVABLE WITH OR WITHOUT CAUSE.

AND CEO

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PROPOSAL 6 - APPROVAL OF AMENDED AND RESTATED EMPLOYEE STOCK PURCHASE PLAN TO INCREASE THE NUMBER OF SHARES AVAILABLE UNDER THE PLAN

We maintain the NiSource Inc. Employee Stock Purchase Plan, which was most recently amended and restated effective August 1, 2012 (the “ESPP”). The ESPP, or a predecessor plan, has been maintained by us and our predecessors since 1964. We believe that the ESPP is an important component of our efforts to attract and retain qualified employees. We believe it also encourages employees to become our stockholders, which we believe assists in aligning their long-term interests with those of our stockholders.

Proposed Amendment and Restatement

The proposed amendment and restatement would (i) increase the maximum number of shares of our common stock remaining available for future purchase under the ESPP by 1 million shares and (ii) make certain other administrative changes. The purpose of the amendment and restatement is to ensure that we are able to continue to provide all current and new employees interested in participating in the ESPP with sufficient shares available for purchase in light of strong employee interest in ESPP participation.

Description of the ESPP

The following is a description of the terms of the ESPP, as proposed to be amended and restated. This description is qualified in its entirety by reference to the plan document, as proposed to be amended and restated, a copy of which is attached to this proxy statement as Exhibit C and incorporated herein by reference.

General. The ESPP provides eligible employees of the Company and its participating subsidiaries with the opportunity to purchase our common stock at a discount from market value through payroll deductions. The primary purposes of the ESPP are to provide employees of the Company and its participating subsidiaries an additional means of saving a portion of their earnings and to encourage employee ownership of our common stock.

Shares Subject to Award. Under the proposed amendment, the maximum number of shares of our common stock that may be purchased in the future under the ESPP will be increased from 243,244 as of February 28, 2019 to 1,243,244 shares of common stock, less shares purchased under the ESPP on March 31, 2019. The number of shares that can be purchased may increase in the future with additional stockholder approval. This number may also increase or decrease proportionately, as appropriate, in the event of a future stock dividend, stock split or combination of our common stock, spin-off, reorganization or recapitalization. If at any time the number of shares remaining available for purchase under the ESPP is not sufficient to satisfy all then outstanding purchase rights, the available shares will be apportioned among all participants on an equitable basis. The closing price of our common stock as reported on the NYSE on February 28, 2019 was $26.98.

Administration. The ESPP is administered by the Compensation Committee of our Board of Directors (the “ESPP Administrator”). The ESPP Administrator has the right to interpret the provisions of the ESPP and to make all rulings or interpretations regarding the ESPP.

Eligibility. The ESPP is open to each active employee of the Company and its participating subsidiaries who either (a) is a (i) full-time employee or (ii) part-time employee who customarily works for the Company or any subsidiary more than 20 hours per week for more than five months in any calendar year; or (b) in the case of a part-time employee whose customary employment is 20 hours or less per week, is customarily employed by the Company or a participating subsidiary for at least six months in any calendar year. All of our subsidiaries are eligible to participate in the ESPP if approved by the NiSource Benefits Committee.

No employee is eligible to participate in the ESPP if, immediately after participating, the employee would own, directly or indirectly, stock possessing 5% or more of the total combined voting power or value of all classes of our stock, including any stock which the employee may purchase under outstanding rights and options. In addition, no employee may accrue the right to purchase shares under the ESPP (and any other employee stock purchase plan of the Company and its affiliates) with a fair market of more than $25,000 for each calendar year. As of February 28, 2019, approximately 8,095 employees were eligible to participate in the ESPP.

Participation. The ESPP provides for four savings periods during each calendar year. Savings accumulated by an employee through payroll deductions will be used at the end of each savings period to purchase as many full and fractional shares of our common stock as possible at the purchase price determined for that savings period. Savings periods are the three-month periods from January 1 to March 31, April 1 to June 30, July 1 to September 30 and October 1 to December 31.

Each savings period includes all paydays within that period. The purchase price per share assigned to our common stock for any savings period will be 90% of the closing price of our common stock on the NYSE on the last trading day of the savings period. Shares of our common stock purchased under the ESPP will come from treasury shares, authorized but unissued shares or open market purchases of our common stock. The shares purchased will be credited and outstanding to an employee as of the close of business on the last day of each savings period.

An employee is eligible to participate in the ESPP on the first day of the month in which such employee first meets the eligibility criteria. At the time of enrollment, employees must also elect an amount that will be deducted from their paychecks for the purchase of our common stock. Payroll deductions can be in any full dollar amounts, not less than $10 per regular pay period, and not more than $20,000 per calendar year. An employee may increase, decrease or stop payroll deduction at any time. An employee’s death, retirement or termination of employment with the Company or its affiliates will be considered an automatic termination from participation in the ESPP.

To terminate participation in the ESPP, an employee may change his or her contribution to $0 and payroll deduction amounts that have not been used to purchase any of our common stock and remain in the employee’s individual brokerage account will be refunded to the employee as soon as administratively possible.

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Effect of Certain Corporate Events. In the event of a dissolution or liquidation of the Company, all offerings will terminate prior to the consummation of the proposed transaction or, at the Board’s discretion, the purchase date of any offering will be accelerated so that the outstanding rights may be exercised before or concurrent with the proposed transaction. In the event of a proposed sale of all or substantially all of the assets of the Company, or the merger of the Company with or into another corporation where the Company is not the surviving corporation, all offerings will terminate prior to the consummation of the proposed event, unless the surviving corporation assumes the rights under the ESPP or substitutes similar rights, or the Board, at its discretion, provides that participants may exercise outstanding rights.

Duration, Termination and Amendment. Unless earlier terminated by the Board, the ESPP will terminate when the maximum number of shares of our common stock available for sale under the ESPP has been purchased. We reserve the right to modify, suspend or terminate the ESPP, by action of the Board of Directors or the ESPP Administrator, as of the beginning of any savings period. Notice of suspension, modification or termination will be given to all participants. Upon termination of the ESPP for any reason, the cash then credited to an employee’s account will be refunded by our payroll department. All full and fractional shares of our common stock held in individual employee’s brokerage account will be available to the employee.

The Board or the ESPP Administrator may also amend the ESPP from time to time to meet changes in legal requirements or for any other reason. In no event, however, may the Board or the ESPP Administrator amend the ESPP to (i) materially adversely affect any rights outstanding under the ESPP during the savings period in which such amendment is to be effected, (ii) increase the maximum number of shares of common stock which may be purchased under the ESPP without stockholder approval, (iii) decrease the purchase price of the common stock below 90% of the fair market value of the closing price of our common stock on the NYSE on the last trading day of the savings period, or (iv) adversely affect the qualification of the Plan under Section 423 of the Code.

Certain Federal Income Tax Consequences. The following discussion briefly summarizes certain U.S. federal income tax consequences to participants under the ESPP. The discussion is based upon current interpretations of the Code, and the regulations promulgated thereunder. This summary describes the general tax principles that apply and is provided only for general information. Certain types of taxes, such as state, local and non-U.S. taxes, are not discussed. Tax laws are complex and subject to change and may vary depending on individual circumstances and from locality to locality. The summary does not discuss all aspects of income taxation that may be relevant to a participant in light of his or her personal investment circumstances. This summarized tax information is not tax advice.

The ESPP is intended to qualify as an “employee stock purchase plan” under Section 423 of the Code. An employee will not realize taxable income at the time he or she purchases shares of common stock under the ESPP. The length of time an employee holds shares of common stock before disposing of them is an important variable in determining federal income tax consequences. A holding period starts the day after the day shares are purchased (i.e., the last day the common stock was traded on the NYSE in the applicable savings period).

For an employee who sells or otherwise disposes of shares of common stock purchased under the ESPP, federal income tax considerations will differ, depending upon how long he or she has held the shares. Under present law, if the employee holds the shares at least two years before disposing of them, the employee will recognize ordinary income at the time of sale or disposition equal to the lesser of (1) the excess of the fair market value of the shares at the time of disposition over the purchase price, or (2) 10% of the fair market value of the shares on the date of grant (i.e., the last day of the savings period). Any gain on the disposition in excess of the amount treated as ordinary income will be long-term capital gain. We are not entitled to take a deduction for the amount of the discount in the circumstances described above. If the sale price is less than the purchase price, then there is no ordinary income, and the employee will have a capital loss equal to the difference between the sale price and the purchase price.

Under present law, if an employee holds shares less than two years before disposing of them, the employee will recognize ordinary income on the excess of the fair market value of the stock on the purchase date over the purchase price. Any difference between the sale price of the shares and the fair market value on the purchase date will be capital gain or loss. We will be allowed a deduction in the year of disposal equal to the amount recognized as ordinary income.

Specific Benefits. The benefits that will be received by or allocated to persons eligible to participate in the ESPP in the future cannot be determined at this time because the amount of contributions set aside to purchase shares of our common stock under the ESPP (subject to the limits of the plan) are entirely within the discretion of each participant.

Requires Increase in Authorized Shares of the Company. The proposed increase in authorized shares under the Amended and Restated ESPP will require an increase in total authorized shares of common stock under our Certificate of Incorporation. Stockholders are being asked to approve such an increase in authorized shares in Proposal 4 of this proxy statement. The proposed amendments to the Amended and Restated ESPP will not be effectuated unless stockholders approve this Proposal 6 as well as Proposal 4 to increase the total authorized shares of common stock under our Certificate of Incorporation.

Vote Required

Approval of our Amended and Restated ESPP to increase the number of shares available under the plan requires the affirmative vote of a majority of the shares present in person or represented by proxy at the meeting and entitled to vote. Proxies submitted without direction pursuant to this solicitation will be voted “FOR” approval of the amendment. Abstentions will have the same effect as a vote against the proposal. Brokers will not have discretionary authority to vote on this proposal, so there could be broker non-votes; broker non-votes will have no effect on the vote.

THE BOARD RECOMMENDS A VOTE “FOR” APPROVAL OF OUR AMENDED AND RESTATED EMPLOYEE STOCK PURCHASE PLAN TO INCREASE THE NUMBER OF SHARES AVAILABLE UNDER THE PLAN.

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PROPOSAL 7 — STOCKHOLDER PROPOSAL REDUCING THE THRESHOLD STOCK OWNERSHIP REQUIREMENT FOR STOCKHOLDERS TO CALL A SPECIAL STOCKHOLDER MEETING FROM 25% TO 10%

Mr. John Chevedden of 2215 Nelson Avenue, No. 205, Redondo Beach, California 90278, who beneficially owns at least 200a requisite number of shares of common stock, has informed usthe Company that he plans to present the following proposal at the meeting.

Proposal 7 - Special Shareholder Meeting Improvement

Resolved, Shareowners ask our board to take6 – Independent Board Chairman

graphic
Shareholders request that the steps necessary (unilaterally if possible) to amend our bylaws and each appropriate governing document to give holders in the aggregate of 10% of our outstanding common stock the power to call a special shareowner meeting (or the closest percentage to 10% according to state law). This proposal does not impact our board’s current power to call a special meeting.

Special meetings allow shareowners to vote on important matters, such as electing new directors that can arise between annual meetings. This proposal topic won more than 70%-support at Edwards Lifesciences and SunEdison in 2013. The 70% support would have been higher if all shareholders had access to independent proxy voting advice.

Scores of Fortune 500 companies allow a more practical percentage of shares to call a special meeting compared to the higher requirement of NiSource. Our higher 25%-threshold for shareholders to call a special meeting may be unreachable due to time constraints and detailed technical requirements that can disqualify many shareholders from participation. NiSource shareholders previously voted 65% in favor of the owners of 10% of shares to have the right to call a special meeting, sponsored by Ray T. Chevedden - the very topic of this proposal.

Stockholder proposals such as this have had an important role in improving the governance rules of our company. For instance, NiSource adopted annual election of each director and a rudimentary version of a shareholder right to call a special meeting after shareholder proposals on these topics were received.

A more practical rule to enable shareholders to call a special meeting would also put shareholders in a better position to give input on improving the qualifications of our directors.

Deborah Henretta, a director assigned to 2 important Board committees, owned only $4000 of stock and was paid $230,000 for perhaps 300 hours of work a year. Carolyn Woo had 20-years long tenure. Long-tenure can impair the independence of a director. Independence is of greater importance for directors serving on our most important board committees. And Ms. Woo served on both our Audit and Nomination Committees.

Richard Thompson was age 78 and had additional oversight duties as Chairman. Mr. Thompson did not serve on any other major Board of Directors adopt an enduring policy,and amend the governing documents as necessary in order that 2 separate people hold the office of the Chairman and the office of the CEO.

Whenever possible, the Chairman of the Board shall be an independent director.
The Board has the discretion to keep his skills up-to-date. Richard Abdoo was age 75.

Any claim thatselect a shareholder rightTemporary Chairman of the Board who is not an independent director to callserve while the Board is seeking an Independent Chairman of the Board on an accelerated basis.

It is a special meeting canbest practice to adopt this policy soon. However, this policy could be costly - may be moot. When shareholders havephased in when there is a good reason to call a special meeting -contract renewal for our boardcurrent CEO or for the next CEO transition.
The roles of Chairman and CEO are fundamentally different and should be ableheld by 2 directors, a CEO and a Chairman who is completely independent of the CEO and our company. The job of the CEO is to take positive responding actionmanage the company. The job of the Chairman is to makeoversee the CEO and management.
This proposal simply translates the current practice at NiSource of an independent chairman into an enduring policy. This proposal is more important to NiSource because NiSource has not named in one place the duties of a special meeting unnecessary.

lead director should NiSource not have an independent board chairman.

Please vote yes:

Special Shareholder Meeting Improvement-Independent Board Chairman - Proposal 7

6

Board of Directors’ Statement in Opposition

Your Board of Directors unanimously recommends a vote AGAINST this proposal.

The Board of Directors and its Nominating and GovernanceESN&G Committee have considered this proposal and concluded that it is unnecessary and not in the best interests of our stockholders.

Our Certificate of Incorporation and Bylaws include The Board recommends a stockholder right to call special meetings that the Board believes strikes the appropriate balance between enhancing stockholder rights and adequately protecting the best interests of all of our stockholders.

Under our Certificate of Incorporation and Bylaws, stockholders holding at least 25% of the shares of common stock issued and outstanding may call a special meeting, which is consistent with the majority practice of S&P 500 companies that provide stockholders with this right. According to a recent survey, approximately 61% of S&P 500 companies provide stockholders with the right to call a special meeting. Of those companies that have this right, approximately 62% have an ownership threshold equal to or greater than 25%, while only approximately 18% of S&P 500 companies with such right have a 10% or less ownership threshold.

In its consideration ofvote AGAINST this proposal for the Board evaluated a number of factors, including the interests of our stockholders, the resources required to convene a special meeting, the existing opportunities for stockholders to engage with the Board and management between annual meetings, and the characteristics and composition of our stockholder base. The Board continues to believe that the current 25% ownership threshold provides an appropriate balance between providing accountability to stockholders and enabling the Board and management to focus on meeting our business objectives and enhancing stockholder value.

The Board believes that special meetings should only be called to consider extraordinary events that are of interest to a broad base of stockholders and that cannot be delayed until the next annual meeting. Implementation of the 10% ownership threshold could significantly disrupt our operations and increase our costs. For every special meeting, we are required to provide each stockholder a notice of meeting and proxy materials, which results in significant legal, printing and mailing and administrative expenses, as well as other costs normally associated with holding a stockholder meeting. Additionally, preparing for stockholder meetings requires significant attention of our directors, officers and employees, diverting their attention away

following reasons:
Providing our Board the flexibility to determine our leadership structure at a given time and based on relevant circumstances best serves the Company and our stockholders;
For more than 16 years—since late 2006—the offices of Chairman and CEO have been held by different individuals, with the Chairman being an independent director; and
Our existing governance practices and current leadership structure promote effective and independent Board oversight.

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from performing their primary function, which is

PROPOSAL 6 – STOCKHOLDER PROPOSAL REQUESTING THAT OUR BOARD ADOPT A POLICY REQUIRING SEPARATION OF THE ROLES OF CHAIRMAN OF THE BOARD AND CEO
Providing our Board the flexibility to operatedetermine our businessleadership structure at a given time and based on relevant circumstances best serves the Company and our stockholders.
Our Corporate Governance Guidelines do not provide for a fixed policy with respect to combining or separating the offices of Chairman and CEO. Rather than taking a “one-size-fits-all” approach to Board leadership, our existing policies provide the Board flexibility to configure the leadership of the Board and the Company in the way that best serves the Company’s interests at the time. The most effective leadership structure at a given time will depend on a variety of factors, including the leadership, skills, and experience of each of the CEO, the Chairman, and the other members of the Board, as well as the needs of the business and other factors. The Board has deep knowledge of the strategic goals of the Company, the opportunities and challenges it faces, and the various capabilities of our directors and management, and is therefore best positioned to determine the most effective leadership structure to protect and enhance long-term stockholder value.
The Board has a fiduciary duty to evaluate and determine the Board’s leadership structure based on what will best serve stockholders’ interests under the circumstances, not pursuant to an inflexible pre-established policy. No single, fixed leadership model is appropriate in all circumstances. If this proposal were to be approved and implemented, it would deprive the Board of important flexibility to utilize its business judgment to determine the most effective leadership structure to serve the interests of the Company and its stockholders.
For more than 16 years—since late 2006—the offices of Chairman and CEO have been held by different individuals, with the Chairman being an independent director.
The Board recognizes the importance of having in place a structure that allows it to function in an appropriately independent manner and believes that independent Board leadership is a critical component of its governance structure. Our Corporate Governance Guidelines require us to have an independent lead director if the positions of Chairman and CEO are held by the same person. The Board regularly reviews the Company’s leadership structure and currently believes that separating the roles of Chairman and CEO is the most effective leadership structure for the Company to protect and enhance long-term stockholder value.
These roles have been separate since late 2006—meaning that the Board has already adopted a practice that is essentially the same as that requested by this proposal (without unduly depriving the Board of its flexibility). Pursuant to our stockholders. The current 25% threshold prevents a small number of stockholders, which may be composed of stockholders with special interests, from calling a special meeting that may not beCorporate Governance Guidelines, however, if the Board determines at some point in the future that combining the Chairman and CEO roles is in the Company’s best interest, the Board will then select a lead independent director, taking into account the recommendation of allthe ESN&G Committee. In that event, the lead independent director will be the presiding director for purposes of our stockholders. Accordingly,the NYSE rules and would have many responsibilities similar to the current 25% ownership threshold isChairman.
Our existing governance practices and current leadership structure promote effective and independent Board oversight.
The Board believes that independent oversight involves not only having an independent Board leader, but also demonstrating a more appropriate standardcommitment to ensure that special meetings are held only for matters important to a larger group of stockholders.

We havestrong corporate governance. Our strong corporate governance policies and practices, that provide Board accountabilityincluding the items outlined below, empower our independent directors to stockholder concerns.

The Board further believes that our strong corporate governance framework makes the adoption of this proposal unnecessary. In addition to giving stockholders a meaningful right to call a special meeting in our bylaws, our corporate governance practices and policies ensure the Board remains accountable to stockholders.effectively oversee management. These extensive strong governance practices include:

Annual election of directors;
Majority voting for all directors with resignation policy;
Stockholder right to call special meetings;
No supermajority voting provisions;
Proxy access bylaw (3% ownership / 3 years / up to 20 stockholders / 20% of Board);
Independent chairman separate from CEO;
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Annual election of directors;
PROPOSAL 6 – STOCKHOLDER PROPOSAL REQUESTING THAT OUR BOARD ADOPT A POLICY REQUIRING SEPARATION OF THE ROLES OF CHAIRMAN OF THE BOARD AND CEO
Majority voting for all directors with resignation policy;
All directors independent except CEO;
Board committees comprised of all independent directors;
Regular executive sessions of independent directors;
Annual Board and committee evaluation process and ongoing evaluations of individual directors;
Strategic and risk oversight by Board and committees;
Annual “Say-on-Pay” advisory votes;
Active and experienced Board;
Robust succession planning and recent Board refreshment, with an average tenure on the Board of 6 years of service; and
Regular stockholder engagement.
Stockholder right to call special meetings;
No supermajority voting provisions;
Proxy access bylaw (3% ownership / 3 years / 20%);
Separate independent chairman and CEO;
All directors independent except CEO; and
Annual “Say-on-Pay” advisory votes.

In addition, stockholders may communicate directly with the Board at any time. For further information on how our stockholders may communicate with any director, any Board committee or the full Board, seeSee the section titled “Communications with“Corporate Governance” for more details on the Company’s commitment to strong corporate governance.

Summary
The Board has a long-standing history of strong corporate governance practices. The Board’s current structure, which is memorialized in our Corporate Governance Guidelines, provides for effective and independent Board oversight. In contrast, the proponent’s proposal calls for an inflexible policy that would restrict the Board’s discretion in meeting its fiduciary duty to evaluate and determine the appropriate structure to serve stockholder interests under the circumstances. Adoption of this policy is both unnecessary, especially in light of the Company’s actual practice of separating these roles for more than 16 years, and would preclude the Board from exercising its independent judgment to determine the most effective leadership structure in the future. In light of the current and long-standing practice of separating these roles, the substantial independent oversight of management by the Board, and Non-Management Directors” on page 15.

We believe that this comprehensive package ofthe Company’s strong corporate governance practices, and policies, including our existing special meeting bylaw, protects stockholder rights without the expense and risk associated with lowering the ownership threshold necessary to call a special meeting.

For the reasons set forth above, the Board believes the inflexible standard that the implementation ofwould be imposed under this proposal is notneither necessary, nor in the best interests of the Company andor its stockholders.

Vote Required

If this proposal is properly presented at the meeting, approval requires the affirmative vote of a majority of the shares present at the meeting in personvirtual Annual Meeting or represented by proxy, and entitled to vote. Proxies submitted without direction pursuant to this solicitation will be voted AGAINST the stockholder proposal. Abstentions will have the same effect as a vote against the proposal. We believe brokers will not have discretionary authority to vote on this proposal, so there could be broker non-votes.

THE BOARD BELIEVES THAT THIS PROPOSAL IS NOT IN THE BEST INTERESTS OF OUR STOCKHOLDERS AND RECOMMENDS A VOTE “AGAINST” THIS PROPOSAL.

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PROPOSAL 7 – STOCKHOLDER PROPOSALS AND NOMINATIONS FOR 2020PROPOSAL REQUESTING THAT WE PUBLISH AN ANNUAL MEETING

Stockholders may submit proposals appropriate for stockholder actionLOBBYING REPORT

The Service Employees International Union Master Trust of P.O. Box 22650, Lehigh Valley, Pennsylvania 18002, who beneficially owns a requisite number of shares of common stock, has informed the Company that they plan to present the following proposal at the 2020meeting.
Proposal 7 – Annual Lobbying Report
Whereas, we believe in full disclosure of NiSource’s lobbying activities and expenditures to assess whether its lobbying is consistent with its expressed goals and stockholders’ interests.
Resolved, the stockholders of NiSource request the preparation of a report, updated annually, disclosing:
Company policy and procedures governing lobbying, both direct and indirect, and grassroots lobbying communications.
Payments by NiSource used for (a) direct or indirect lobbying or (b) grassroots lobbying communications, in each case including the amount of the payment and the recipient.
NiSource’s membership in and payments to any tax-exempt organization that writes and endorses model legislation.
Description of management’s and the Board’s decision-making process and oversight for making payments described in sections 2 and 3 above.
For purposes of this proposal, a “grassroots lobbying communication” is a communication directed to the general public that (a) refers to specific legislation or regulation, (b) reflects a view on the legislation or regulation and (c) encourages the recipient of the communication to take action with respect to the legislation or regulation. “Indirect lobbying” is lobbying engaged in by a trade association or other organization of which NiSource is a member.
Both “direct and indirect lobbying” and “grassroots lobbying communications” include efforts at the local, state and federal levels.
The report shall be presented to the Nominating and Governance Committee and posted on NiSource’s website.
Supporting Statement
NiSource spent $3,307,000 from 2019 – 2021 on federal lobbying. This does not include state lobbying, where NiSource also lobbies, for example drawing attention for lobbying on a bill blocking cities from banning natural gas in Ohio.
Companies can give unlimited amounts to third party groups that spend millions on lobbying and undisclosed grassroots activity. NiSource discloses its trade associations where a portion of dues had been used to lobby, disclosing lobbying amounts exceeding $25,000, leaving disclosure gaps.
NiSource is leaving out all dues lobbying amounts falling below $25,000.
Disclosing only dues leaves a loophole to make additional payments that would not be disclosed under a “dues” disclosure policy.
NiSource’s disclosure leaves out the Chamber of Commerce, which has spent $1.8 billion lobbying since 1998, despite listing an executive as serving on its Taxation Committee.
And NiSource does not disclose its contributions to groups which write and endorse model legislation, such as sponsoring the American Legislative Exchange Council.
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PROPOSAL 7 – STOCKHOLDER PROPOSAL REQUESTING THAT WE PUBLISH AN ANNUAL LOBBYING REPORT
NiSource’s lack of disclosure presents legal and reputational risks when it hides payments to third-party groups. Highlighting these risks, peer FirstEnergy was fined $230 million for funneling $60 million through a third-party group in an Ohio bribery scandal. S&P notes the Ohio scandal has increased “scrutiny of how utilities use ‘dark money’ groups.” And NiSource’s Ohio lobbying has recently drawn scrutiny amid a record-high rate increase request, with scandals reportedly clouding trust in Ohio’s utility regulation commission.
We urge NiSource to expand its lobbying disclosure.
Board of Directors’ Statement in Opposition
Your Board of Directors unanimously recommends a vote AGAINST this proposal.
Our Board believes that participating in the political process in a transparent manner is an important way to enhance stockholder value and promote good corporate citizenship. Our engagement with policymakers and regulators is guided by a commitment to ensuring our participation is open, transparent, and clear to all of our stakeholders.
Our Board is committed to transparency in all areas of our business, including our public policy activities and lobbying expenditures. The Political Engagement page of our website already contains much of the information requested by the proposal. Our Board therefore believes the report requested by this proposal is not in the best interests of the Company and its stockholders and recommends a vote AGAINST this proposal for the following reasons.
The Company Already Publishes Transparent and Extensive Political Engagement Disclosures
The Political Engagement page of our website includes robust and detailed disclosures, including:
1.
Our policies and procedures regarding our political engagement activities.
2.
List of trade associations, independent organizations, and other tax-exempt groups that receive contributions from the Company and engage in lobbying activities, updated annually.
3.
Description of our governance process and oversight of political engagement activities.
Additionally, in compliance with applicable laws, the Company discloses a significant amount of information in publicly available filings. We file all required state and federal lobbying reports and these are publicly available.
The Company Maintains Robust Board Oversight of Political Engagement
The Company’s political and advocacy activities are managed by our President and Chief Executive Officer and the Environmental, Social, Nominating and Governance Committee of the Board, who are responsible for overseeing and, at least annually, reviewing corporate and business unit political spending. The Presidents of each of the NiSource operating companies review and approve all corporate political spending in their states. All indirect political spending is also approved by a member of the executive leadership team.The Company does not contribute corporate funds to federal candidates. Such contributions may be made only by the NiSource Inc. Political Action Committee (“NiPAC”), a non-profit entity that solicits voluntary contributions from eligible employees in compliance with applicable law. NiPAC contributes to the campaigns of federal and state candidates, where permissible, and files required reports with the Federal Election Commission and various state and local election commissions. Reports filed with the Federal Election Commission are publicly available.
Further, the Code of Business Conduct makes clear that the Company’s political spending reflects its business interests and is not based on the personal interests or political preference of any individual officer, director, or employee. Therefore, the Board believes that existing oversight and transparency (described below) meet or exceed any legal requirements and provide stockholders with substantial visibility into the Company’s political engagement activities and management and oversight practices. The Board does not believe that additional detailed disclosures would be beneficial to stockholders.
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PROPOSAL 7 – STOCKHOLDER PROPOSAL REQUESTING THAT WE PUBLISH AN ANNUAL LOBBYING REPORT
Our Transparency and Current Disclosures Regarding Lobbying and Political Activities Meet or Exceed any Legal Requirements
The Company believes that transparency in its lobbying expenditures and political activities is important and provides both required and voluntary disclosures with respect to its lobbying expenditures and political activities. In addition, the Company regularly reviews its disclosures relating to political activities and believes these disclosures are aligned with those of its peers. As such, the Board does not believe that the additional detailed disclosures contemplated by this proposal would be beneficial to stockholders.
The Company participates in the policymaking process by informing public officials about our positions on issues significant to our customers and other stakeholders and our business. These issues are discussed in the context of existing and proposed laws, legislation, regulations, and policy initiatives. Related to these discussions, the Company files required federal Lobbying Disclosure Act reports with Congress and complies with all state requirements. These reports are publicly available and provide the Company’s federal lobbying activities and expenses for the preceding quarter. These reports include information regarding the Company’s total federal lobbying expenditures, the issue that was the topic of communication, disclosure of the Company individuals who act as lobbyists on behalf of the Company, and identification of the legislative body or executive branch agency that was contacted.
In addition, the Company is a member of certain trade associations and coalitions that the company believes can assist us in achieving our long-term strategic objectives, and it participates in organizations that represent industries relevant to our business and that work on issues that align with the Company’s top priorities. Some of the trade associations and organizations engage in lobbying and policy advocacy. The Company voluntarily reports each U.S. trade association that has received material contributions (i.e., more than $25,000) from the Company in the most recently completed year.
Further, the Company posts information about political expenditures by the Company and disbursements by NiPAC, and describes policies and procedures for Company political contributions. All such policies and voluntary reports are available on the Company’s website at https://www.nisource.com/company/political-engagement.
Given the depth and breadth of our existing disclosures and frequency of our updates to our stockholders and the public about our public policy activities, our Board believes that the report requested by this proposal would not provide substantial additional information to our stockholders.
Summary
The Company is transparent about its direct and indirect lobbying activities, public policy priorities and strategies, political contributions, and trade association memberships. This transparency allows our stockholders and other stakeholders to evaluate the Company’s positions for consistency with the Company’s expressed goals and stockholder interests. Therefore, we believe the adoption of this proposal and the preparation of the requested report is unnecessary and not in the best interests of the Company and its stockholders.
Vote Required
If this proposal is properly presented at the meeting, approval requires the affirmative vote of a majority of the shares present at the virtual Annual Meeting consistentor represented by proxy, and entitled to vote. Proxies submitted without direction pursuant to this solicitation will be voted AGAINST the stockholder proposal. Abstentions will have the same effect as a vote against the proposal. We believe brokers will not have discretionary authority to vote on this proposal, so there could be broker non-votes.
THE BOARD BELIEVES THAT THIS PROPOSAL IS NOT IN THE BEST INTERESTS OF STOCKHOLDERS AND RECOMMENDS A VOTE “AGAINST” THIS PROPOSAL.
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AUDIT COMMITTEE REPORT
Our Audit Committee consists of Messrs. Bunting and Butler and Mss. Barbour and Lee. Each member of the Audit Committee is independent as defined by the applicable NYSE and SEC rules and meets the additional independence standard set forth by the Board in the Corporate Governance Guidelines. Each member of the Audit Committee also is “financially literate” for purposes of applicable NYSE rules. The Board has determined that Mr. Bunting, the Chair of the Audit Committee, and Mss. Barbour and Lee are each an “audit committee financial expert” as defined by SEC rules.
The Audit Committee is responsible for, among other things, assisting the Board in monitoring the integrity of our financial statements; reviewing the qualifications and independence of our independent registered public accounting firm; overseeing the performance of our internal audit function and independent registered public accounting firm; and reviewing our risk assessment process. The Audit Committee has the sole authority to appoint, retain or replace the independent registered public accounting firm and is directly responsible for the compensation and oversight of the work of the independent registered public accounting firm for the purpose of preparing or issuing an audit report or performing other audit, review or attest services for us. The independent registered public accounting firm reports directly to the Audit Committee.
In the performance of its responsibilities, the Audit Committee met regularly with the members of our internal audit function and Deloitte, our independent registered public accounting firm, with and without management present, to discuss the results of its examinations, evaluations of our internal controls, and the overall quality of our financial reporting. In addition, the Audit Committee Chair and members of the Audit Committee met with Deloitte on a recurring basis to discuss the audit process, accounting and internal control matters, among other things. The Audit Committee also met regularly with management to discuss accounting, auditing, internal control, financial reporting, earnings and risk management matters. During these meetings, the Audit Committee reviewed and discussed, among other items, the audited consolidated financial statements, the unaudited interim financial statements, significant accounting policies applied by us in our financial statements and non-GAAP financial measures, with management and Deloitte. The Audit Committee also discussed with, and received regular status reports from, our internal audit function and Deloitte on the overall scope and plans for their audits, including the scope and plans for evaluating the effectiveness of internal controls over financial reporting.
The Audit Committee has discussed with Deloitte the matters required to be discussed by the applicable requirements of Rule 14a-8 under the Exchange Act, all other rulesPublic Company Accounting Oversight Board (the “PCAOB”) and the SEC. The Audit Committee also has received the written disclosures and the letter from Deloitte required by the applicable requirements of the SEC relatingPCAOB regarding the independent registered public accounting firm’s communications with audit committees concerning independence and has discussed with Deloitte its independence. The Audit Committee has considered whether Deloitte’s provision of non-audit services to stockholder proposalsus is compatible with maintaining Deloitte’s independence. In reliance on the review and our Bylaws. Written notice containingdiscussions referred to above, the required information should be addressedAudit Committee recommended to the attention of our Corporate Secretary at NiSource Inc., 801 E. 86th Avenue, Merrillville, Indiana 46410. For your proposal to be considered for inclusion in our proxy statement in connection withBoard that the 2020 Annual Meeting, we must receive your written proposal no later than December 3, 2019.

Stockholder proposals not intended toaudited consolidated financial statements be included in our proxy statement (including director nominations) may be brought before the 2020 Annual Meeting by filing a notice of stockholder’s intent to do so no earlier than January 8, 2020, and no later than February 7, 2020. The notice must include all of the information required to be set forth in any such notice by our Bylaws.

Stockholders who intend to submit director nominees for inclusion in our proxy materials for the 2020 Annual Meeting must comply with the requirements of proxy access as set forth in our Bylaws. The stockholder or group of stockholders who wish to submit director nominees pursuant to proxy access must deliver the required materials to us no earlier than November 3, 2019, and no later than December 3, 2019.

If you would like a copy of our Bylaws, please contact our Corporate Secretary at the above address or access our Bylaws filed with the SEC as Exhibit 3.1 to our Current Report on Form 8-K filed10-K for the year ended December 31, 2022.

The Audit Committee has appointed Deloitte to serve as our independent registered public accounting firm for the year ending December 31, 2022. In determining whether to reappoint Deloitte, the Audit Committee took into consideration various factors, including the historical and recent performance of Deloitte on January 26, 2018. Failure to comply with our Bylaw procedure and deadlines may preclude presentation and considerationthe audit; the professional qualifications of the matter orfirm and the lead audit partner; the quality of ongoing discussions with Deloitte; the results of an internal survey of Deloitte’s service and quality; the appropriateness of fees; and evidence supporting the firm’s independence, objectivity and professional skepticism. Although the Audit Committee has sole authority to appoint the independent registered public accounting firm, the Audit Committee has recommended that the Board seek stockholder ratification of the proposed nominee for electionappointment at the 2020 Annual Meeting.

Meeting as a matter of good corporate governance.
Audit Committee
Theodore H. Bunting, Jr., CPA, Chair
Sondra Barbour
Eric L. Butler
Cassandra Lee, CPA
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INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM FEES
The following table represents the aggregate fees for professional services billed by Deloitte for the fiscal years ended December 31, 2022 and 2021.
2022
2021
Audit Fees(1)
$5,395,170
$4,691,000
Audit-Related Fees(2)
442,294
516,041
Tax Compliance(3)
Tax Advice and Tax Planning(4)
43,437
All Other Fees(5)
13,584
101,649
(1)
Audit Fees — Fees for professional services performed by Deloitte for the audit of our annual financial statements in our Annual Report on Form 10-K and review of financial statements included in our Quarterly Report on Form 10-Q filings and services that are normally provided in connection with statutory and regulatory filings or engagements.
(2)
Audit-Related Fees — Fees for the assurance and related services performed by Deloitte that are reasonably related to the performance of the audit or review of our financial statements. These fees included services provided by Deloitte in connection with the audit of our benefit plans.
(3)
Tax Compliance — Fees for professional services performed by Deloitte with respect to tax compliance.
(4)
Tax Advice and Tax Planning — Fees for professional services performed by Deloitte with respect to tax advice and tax planning.
(5)
All Other Fees — Fees for permissible work performed by Deloitte that does not fit within the above categories.
Pre-Approval Policies and Procedures. During 2022, the Audit Committee approved all audit, audit-related and non-audit services provided to us by Deloitte prior to management engaging the independent registered public accounting firm for those purposes. The Audit Committee’s current practice is to consider for pre-approval annually all audit, audit-related and non-audit services proposed to be provided by our independent registered public accounting firm for the year. Additional fees for other proposed audit-related or non-audit services (not within the scope of the approved audit engagement) which have been properly presented to the Pre-Approval Subcommittee of the Audit Committee (consisting of Theodore H. Bunting, Jr.) by our Vice President and Chief Accounting Officer may be considered and, if appropriate, approved by the Pre-Approval Subcommittee of the Audit Committee, subject to later ratification by the full Audit Committee. In no event, however, will any non-audit service be approved by the Pre-Approval Subcommittee that would result in the independent registered public accounting firm no longer being considered independent under the applicable SEC rules. In appointing Deloitte as our independent registered public accounting firm, the Audit Committee has considered whether the provision of the non-audit services rendered by Deloitte is compatible with maintaining the firm’s independence.
DELINQUENT SECTION 16(a) BENEFICIAL OWNERSHIP REPORTING COMPLIANCE

16(A) REPORTS

Based on a review of reports filed with the SEC and written representations that no other reports were required under Section 16(a) of the Exchange Act, we believe that all of our directors, officers and beneficial owners of more than 10% of our common stock who are required to file such reports did file all such reports on a timely basis during 2018.

2022, except that Gunnar Gode’s disposition of 1,224 shares to satisfy his tax withholding obligations in connection with the vesting of an award of restricted stock units on August 10, 2022 was reported after the filing deadline on a Form 5 filed on January 4, 2023. This delinquent filing was due to an administrative error.
STOCKHOLDER PROPOSALS AND NOMINATIONS FOR 2024 ANNUAL MEETING
Stockholders may submit proposals appropriate for stockholder action at the 2024 Annual Meeting consistent with the requirements of Rule 14a-8 under the Exchange Act, all other rules of the SEC relating to stockholder proposals and our Bylaws. Written notice containing the required information should be addressed to the attention of our Corporate
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Secretary at NiSource Inc., 801 E. 86th Avenue, Merrillville, Indiana 46410. For your proposal to be considered for inclusion in our proxy statement in connection with the 2024 Annual Meeting, we must receive your written proposal no later than December [], 2023.
Stockholder proposals not intended to be included in our proxy statement (including director nominations) may be brought before the 2024 Annual Meeting by filing a notice of stockholder’s intent to do so no earlier than January 24, 2024, and no later than February 23, 2024. The notice must include all of the information required to be set forth in any such notice by our Bylaws.
Stockholders who intend to submit director nominees for inclusion in our proxy materials for the 2024 Annual Meeting must comply with the requirements of proxy access as set forth in our Bylaws. The stockholder or group of stockholders who wish to submit director nominees pursuant to proxy access must deliver the required materials to us no earlier than November [], 2023, and no later than December [], 2023.
In addition to satisfying the foregoing requirements under our Bylaws, to comply with the universal proxy rules (once effective), stockholders who intend to solicit proxies in support of director nominees other than the Company’s nominees must provide notice that sets forth the information required by Rule 14a-19 under the Exchange Act no later than March 24, 2023.
If you would like a copy of our Bylaws, please contact our Corporate Secretary at the above address or access our Bylaws filed with the SEC as Exhibit 3.1 to our Current Report on Form 8-K filed on August 10, 2022. Failure to comply with our Bylaw procedure and deadlines may preclude presentation and consideration of the matter or of the proposed nominee for election at the 2024 Annual Meeting.
FORM 10-K, ANNUAL REPORT AND FINANCIAL STATEMENTS

Attention is directed to the financial statements contained in our Annual Report for the year ended December 31, 2018. As of the mail date of this Proxy Statement, a copy of the Annual Report has been sent, or is concurrently being sent, to stockholders of record as of March 12, 2019. These statements and other reports filed with the SEC are available through our website at https://www.nisource.com/filings.

AVAILABILITY OF FORM 10-K

A copy of our Annual Report on Form 10-K for the fiscal year ended December 31, 2018,2022, including the financial statements and the financial statement schedules, but without exhibits, is contained within our Annual Report which has been sent, or is concurrently being sent, to you and is available on our website at https://www.nisource.com/filings. We will mail a copy of our Annual Report on Form 10-K for the fiscal year ended December 31, 2022, including the financial statements and the financial statement schedules, but without exhibits, free of charge to any stockholder upon written request to NiSource Inc., c/o Corporate Secretary, 801 East 86th86th Avenue, Merrillville, Indiana 4641046410.
AVAILABILITY OF PROXY MATERIALS
In accordance with SEC rules, we are using the internet as our primary means of furnishing proxy materials to stockholders. Consequently, most stockholders will not receive paper copies of our proxy materials. We will instead send these stockholders a Notice of Internet Availability of Proxy Materials with instructions for accessing the proxy materials, including our Proxy Statement and isAnnual Report for the year ended December 31, 2022, and voting via the internet. The Notice of Internet Availability of Proxy Materials also availableprovides information on how stockholders may obtain paper copies of our website at https://www.nisource.com/filings.

proxy materials if they so choose. This makes the proxy distribution process more efficient and less costly and helps conserve natural resources. If you previously elected to receive our proxy materials electronically, these materials will continue to be sent via email unless you change your election.

MULTIPLE STOCKHOLDERS SHARING THE SAME ADDRESS — “HOUSEHOLDING”

The SEC has adopted rules that permit companies and intermediaries (e.g., brokers) to satisfy the delivery requirements for proxy statements with respect to two or more stockholders sharing the same address by delivering a single set of proxy materials addressed to those stockholders. This process, which is commonly referred to as “householding,” may potentially provide extra convenience for stockholders and cost savings for companies or the intermediary.

You may receive proxy materials through an intermediary who uses householding to deliver proxy materials. If so, a single copy of the proxy materials, including the Notice of Internet Availability of Proxy Materials, may be delivered to
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multiple stockholders sharing an address unless the affected stockholder provides contrary instructions. Once you have received notice from your broker that they will be householding communications to your address, householding will continue until you are notified otherwise or until you revoke your consent. If this applies to you and you would prefer to receive separate copies of the proxy materials, including the Notice of Internet Availability of Proxy Materials, please notify your broker that you no longer wish to participate in householding. Additionally, you may direct your written request for a copy of the proxy materials to NiSource Inc., c/o Corporate Secretary, 801 East 86th86th Avenue, Merrillville, Indiana 46410, or you may request a copy by telephone at (877) 647-5990. If your broker is not currently householding (i.e., you received multiple copies of our proxy statement)Notice of Availability of Proxy Materials), and you would like to request delivery of a single copy, you should contact your broker and find out if this option is available to you.

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OTHER BUSINESS

The Board does not intend to bring any other matters before the Annual Meeting other than those described in this proxy statement.Proxy Statement. If any other matters do properly come before the meeting, it is the intention of the persons named in the enclosed form of proxy to vote the proxy in accordance with their judgment on such matters.

Whether or not you plan to attend the virtual Annual Meeting, you can be sure your shares are represented at the meeting by submitting your completed proxy by telephone, through the Internet or by promptly marking, dating, signing and returning the enclosed proxy card.

BY ORDER OF THE BOARD OF DIRECTORS
John G. Nassos
Kimberly S. Cuccia
Senior Vice President, General Counsel and
Corporate Secretary
Dated: April 1, 2019[] , 2023

Cautionary Note Regarding Forward-Looking Information

61

This Proxy Statement contains “forward-looking statements” as defined by the Private Securities Litigation Reform Act of 1995. The use of “might,” “may,” “could,” “should,” “anticipates,” “believes,” “estimates,” “expects,” “intends,” “plans,” “projects,” “forecasts,” “predicts,” “assumes,” “goal” and other similar words is intended to identify forward-looking statements that involve risk and uncertainty. These forward-looking statements are subject to various factors that could cause actual results to differ materially from the results anticipated in these statements. These factors include, but are not limited to, those discussed in the “FORWARD-LOOKING STATEMENTS AND INFORMATION” and “RISK FACTORS” sections of Annual Report on Form 10-K for the year ended December 31, 2022 as updated in subsequent reports we file with the SEC. We have no obligation to update or revise forward-looking statements regardless of whether new information, future events, or any other factors affect the information contained in the statements. References to our website or other links to our publications or other information are provided for the convenience of our stockholders. None of the information or data included on our websites or accessible at these links is incorporated into, and will not be deemed to be a part of, this Proxy Statement or any of our other filings with the SEC.
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APPENDIX A TO PROXY STATEMENT
RECONCILIATION OF CONSOLIDATED NET INCOME AVAILABLE TO COMMON SHAREHOLDERS TO NET OPERATING EARNINGS AVAILABLE TO COMMON SHAREHOLDERS
Schedule 1 - Reconciliation of Consolidated Net Income Available to Common Shareholders to Net Operating Earnings Available to Common Shareholders (Non-GAAP) (unaudited)
Twelve Months
Ended
December 31,
(in millions, except per share amounts)
2022
2021
2020
GAAP Net Income Available to Common Shareholders
$749.0
$529.8
$(72.7)
Adjustments to Operating Income:
Operating Revenues:
Weather - compared to normal
(24.9)
1.2
24.0
FAC adjustment(1)
8.0
Massachusetts Business transaction revenue
(9.0)
Operating Expenses:
Greater Lawrence Incident(1)
9.2
16.7
Plant retirement costs(2)
14.1
4.6
NiSource Next initiative(2)
3.3
24.7
45.8
Massachusetts Business related amounts(3)
(105.0)
6.8
400.3
Gain on sale of assets, net
(1.8)
Total adjustments to operating income
(118.6)
56.0
480.6
Other Income (Deductions):
Interest rate swap settlement gain
(10.0)
Loss on early extinguishment of long-term debt
243.5
Income Taxes:
Income taxes - discrete items
47.9
Tax effect of above items(4)
27.8
(14.6)
(191.8)
Total adjustments to net income (loss)
(100.8)
41.4
580.2
Net Operating Earnings Available to Common Shareholders (Non-GAAP)
$648.2
$571.2
507.2
Diluted Average Common Shares
442.7
417.3
385.3
GAAP Diluted Earnings Per Share
$1.70
$1.27
$(0.19)
Adjustments to diluted earnings per share
(0.23)
0.10
1.51
Non-GAAP Diluted Net Operating Earnings Per Share(5)
$1.47
$1.37
$1.32
(1)
Represents fuel costs deemed over-collected from customers through the FAC mechanism and ordered to be refunded to customers.
(2)
Represents incremental severance and third-party consulting costs incurred in connection with the NiSource Next initiative.
(3)
2022 represents proceeds from a property insurance settlement related to the Greater Lawrence Incident. 2021 primarily represents final net working capital adjustments to the purchase price for the loss incurred on the sale of the Massachusetts Business.
(4)
Represents income tax expense calculated using the statutory tax rates by legal entity.
(5)
The Non-GAAP diluted NOEPS numerator is equal to net operating earnings available to common shareholders adjusted for add-backs for interest expense incurred, net of tax, related to Series A Equity Unit purchase contracts. The add-backs for the three months ended December 31, 2022 and 2021 were $0.5M and $0.6M, respectively.The add-back for the twelve months ended December 31, 2022 and 2021 were $2.0M and $1.6M, respectively.
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TABLE OF CONTENTSExhibit A

APPENDIX B TO PROXY STATEMENT
CERTIFICATE OF AMENDMENT OF AMENDED AND RESTATED CERTIFICATE OF INCORPORATION OF NISOURCE INC.
NiSource Inc. (the “Corporation”), a corporation organized and existing under and by virtue of the General Corporation Law of the State of Delaware, does hereby certify:
FIRST: that this Certificate of Amendment to Ouramends the provisions of the Corporation’s Amended and Restated Certificate of Incorporation to Increasefiled with the NumberSecretary of Authorized SharesState of Common Stock

(additions are underlined; deletions are struck-out)

the State of Delaware, as amended (the “Amended and Restated Certificate of Incorporation”).

SECOND: that the first paragraph of Article IV of the Amended and Restated Certificate of Incorporation to beis hereby amended as follows:

The total number of shares of all classes of stock which the Corporation shall have authority to issue is Fourseven hundred twenty Six hundred twentyseventy million (420,000,000 620,000,000)(770,000,000), of which Twentytwenty million (20,000,000) shares of the par value $.01 each are to be of a class designated Preferred Stock and Fourseven hundred Six hundred fifty million (400,000,000 600,000,000)(750,000,000) shares of the par value of $.01 each are to be of a class designated Common Stock.

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Exhibit B

Amendment to Our CertificateTHIRD: that the foregoing amendment was duly adopted in accordance with the provisions of Incorporation to Eliminate the Requirement of “Cause” for Removal of Directors

(additions are underlined; deletions are struck-out)

Article V.A.4Section 242 of the Certificate of Incorporation to be amended as follows:

4. Subject to the rightsGeneral Corporation Law of the holdersState of any seriesDelaware.

FOURTH: All other provisions of Preferred Stock to elect directors under specified circumstances, any director or directors may be removed from office at any time, but only for cause and only by the affirmative vote of a majority of the combined voting power of all of the then-outstanding shares of stock of the Corporation entitled to vote generally, voting together as a single class (it being understood that for all purposes of this Article V, each share of Preferred Stock shall have the number of votes, if any, granted to it pursuant to this Amended and Restated Certificate of Incorporation of any resolution adopted pursuant to Article IV).

shall remain in full force and effect.

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Exhibit C

AMENDED AND RESTATED NISOURCE INC.

EMPLOYEE STOCK PURCHASE PLAN

This Amended and Restated NiSource Inc. Employee Stock Purchase Plan (“ESPP” or “Plan”), adopted by the Board as of February 1, 2019, provides eligible employees (referred to herein as “you”) of NiSource Inc. (“NiSource”) and its participating subsidiaries (as described below) with the opportunity to purchase shares of common stock of NiSource, $.01 par value (“Common Stock”), at a discount from market value through payroll deductions. The primary purposes of the Plan are to provide employees of NiSource and its participating subsidiaries an additional means of saving a portion of their earnings and to encourage employee ownership of Common Stock. Further information concerning the Plan, including the number of shares of Common Stock to be offered pursuant to the Plan, is set forth herein. The Plan, as amended and restated herein, will become effective upon stockholder approval of the Plan within 12 months following the date on which it was adopted by the Board.

1. WHAT IS THE PLAN?

The Plan offers a convenient and economical way for eligible employees of NiSource to initiate or increase their ownership of Common Stock. Once you are enrolled in the Plan, your payroll deductions will be used by Fidelity Investments to purchase Common Stock (both full and fractional shares) for you.

2. WHO MAY PARTICIPATE?

Participating companies are:

(1) NiSource; and

(2) those subsidiaries of NiSource whose Boards of Directors have adopted resolutions requesting participation in the Plan for their employees and whose requests are approved by the NiSource Benefits Committee.

You may participate if:

(1) you are an active employee of NiSource or a participating subsidiary; and

(2) you are either: (a) a (i) full-time employee, or (ii) a part-time employee whose customary employment is more than 20 hours per week and more than five months in any calendar year; or (b) if you are part-time employee whose customary employment is 20 hours or less per week, you are customarily employed by NiSource or a participating subsidiary for at least six months in any calendar year.

However, even if you qualify under these rules, you may not acquire any right to purchase Common Stock under the Plan if:

(1) immediately after participating, you would own at least 5% of the total combined voting power or value of all classes of stock of NiSource or any subsidiary including any stock which the employee may purchase under outstanding rights and options; or

(2) such right would permit you to purchase stock under this Plan or any similar employee stock purchase plan of NiSource with a fair market value of more than $25,000 in a calendar year.

3. HOW DOES THE PLAN OPERATE?

The Plan provides for four Savings Periods during each calendar year. Savings accumulated by you through payroll deductions will be used at the end of each Savings Period to purchase as many full and fractional shares of Common Stock as possible at the purchase price determined for that Savings Period.

4. WHAT ARE THE SAVINGS PERIODS?

Savings Periods are the three-month periods from January 1 to March 31, April 1 to June 30, July 1 to September 30 and October 1 to December 31. Each Savings Period includes all paydays within that period.

5. WHEN CAN I START MY PARTICIPATION IN THE PLAN?

You become eligible to participate in the Plan with respect to the first Savings Period commencing on or after the day on which you first meet the criteria listed in response to question 2. Whether or not you participate in the Plan is your decision.

6. IF I AM ELIGIBLE, HOW DO I ENROLL IN THE PLAN?

You may enroll at netbenefits.fidelity.com or by contacting a Fidelity Stock Plan Services Representative. As part of the enrollment process, you will establish a Fidelity Account® - an individual brokerage account, in order to manage your ESPP. You must also elect an amount that will be deducted from your paycheck to contribute towards the purchase of Common Stock. Fidelity will send your payroll deduction election to the NiSource Payroll Department so that your payroll deduction can be added to your

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payroll record. Your payroll deduction will begin as quickly as administratively possible. At the time that you enroll, or anytime thereafter, you can designate a beneficiary on your Fidelity Account. If you are a Plan participant at the time of your death, your Fidelity Account will be distributed to the beneficiaries designated by you. You can complete the beneficiary designation online at fidelity.com. Once you have successfully completed your beneficiary designation, you should receive confirmation by postal mail. Any payroll deductions that have not been used to purchase shares of Common Stock at the time of death will be paid to your estate in cash.

7. WHAT IS A PAYROLL ELECTION?

A payroll election directs your employer to deduct money from your pay in a specified amount while you are a participant in the Plan. The payroll election remains effective until you change your payroll election at netbenefits.fidelity.com or by calling a Fidelity Stock Plan Services Representative.

8. WHEN WILL THE PAYROLL DEDUCTIONS START AND IN WHAT AMOUNT MAY THEY BE MADE?

Your payroll deductions will begin as soon as administratively possible. Payroll deductions can be in any full dollar amounts, not less than $10 per regular pay period, and not more than $20,000 per calendar year.

9. WHAT IF I DECIDE TO CHANGE OR STOP MY PAYROLL DEDUCTION?

You may change or stop your payroll deduction at any time. To make this change, you must complete a new payroll election at netbenefits.fidelity.com or by calling a Fidelity Stock Plan Services Representative.

10. WHAT HAPPENS TO THE MONEY DEDUCTED FROM MY PAY?

Your payroll deductions will be credited to your NiSource Inc. Purchase Account (“Purchase Account”) under the Plan. On the last trading day of each Savings Period, the balance in your Purchase Account will be applied to purchase full and fractional shares of Common Stock as described in response to question 13. No interest is paid to any employee on the amounts accumulated in his or her Purchase Account under the Plan.

11. WHAT WILL BE THE PRICE OF SHARES PURCHASED UNDER THE PLAN?

The purchase price per share assigned to the Common Stock for any Savings Period will be 90% of the fair market value on the purchase date. For purposes of the Plan, fair market value is the closing price of the Common Stock on the New York Stock Exchange (“NYSE”) on the last trading day of the Savings Period.

Shares of Common Stock purchased under the Plan will come from treasury shares, authorized but unissued shares or open market purchases of Common Stock. You will pay no brokerage commissions, fees or service charges in connection with purchases of Common Stock under the Plan.

12. HOW MANY SHARES MAY BE PURCHASED BY PARTICIPANTS UNDER THE PLAN?

Under this Amended and Restated ESPP, the maximum number of shares of Common Stock that may be purchased in the future under the Plan is 1,243,244 as of February 1, 2019, pending approval of 1,000,000 of these shares by stockholders. This number may increase again in the future with stockholder approval. This number may also increase or decrease proportionately, as appropriate, in the event of a future stock dividend, stock split or combination of Common Stock, spin-off, reorganization or recapitalization. If the number of shares remaining available for purchase under the Plan is not sufficient to satisfy all then outstanding purchase rights, the available shares will be apportioned among all participants on an equitable basis.

13. HOW MANY SHARES CAN I BUY IN EACH SAVINGS PERIOD?

The number of shares of Common Stock purchased by you during each Savings Period will be determined by dividing your Purchase Account balance by the purchase price per share for that Savings Period (the last trading day of the Savings Period). Shares will be allocated to four decimal places. The number of shares you can purchase will depend on the size of your payroll deductions and the fair market value of the Common Stock as of each purchase date. For example, if you have authorized deductions of $200.00 for the Savings Period and the fair market value of a share of Common Stock on the purchase date is $20.00, then your purchase price would be 90% of $20.00 or $18.00, and you would purchase 11.1111 shares of Common Stock ($200/$18.00). The number of shares purchased is also subject to an annual limit as indicated in question 14. You can estimate the number of shares that will be purchased with your contributions at netbenefits.fidelity.com. See answer to question 27.

14. IS THERE AN ANNUAL CONTRIBUTION LIMIT ON THE NUMBER OF SHARES PURCHASED?

The Internal Revenue Service limits purchases under an Employee Stock Purchase Plan to $25,000 worth of stock in any one calendar year, valued as of the first day of the Savings Period. Therefore, the Plan will multiply the value of the Common Stock on the first trading date of the Savings Period by the number of shares purchased at the end of the Savings Period and limit the total value of shares purchased for all Savings Periods in the calendar year to $25,000. Any payroll deduction amounts not used to purchase shares as a result of the contribution limit will be refunded.

15. CAN COMMON STOCK BE PURCHASED UNDER THE PLAN FOR CASH?

No. Common Stock can be purchased only through payroll deductions.

16. WHAT HAPPENS TO THE SHARES I PURCHASE?

The shares you purchase will be considered credited to you as of the close of business on the last day of each Savings Period. Your shares will be deposited into your Fidelity Account as soon as administratively possible following the purchase date.

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17. HOW WILL SHARES PURCHASED UNDER THE PLAN BE REGISTERED?

The shares will be registered in “street name” at Fidelity. This means that your shares will be registered in the name of Fidelity and you will be designated as the beneficial owner.

18. HOW DO I SELL SHARES THAT I HAVE PURCHASED THROUGH THE PLAN?

Any shares held in your Fidelity Account can be sold by Fidelity at your direction. You will have the ability to place “real time” orders to sell your Common Stock (or any other brokerage order) during regular market hours. The proceeds from the sale of your shares will be deposited into your Fidelity Account. Any sale of shares in your Fidelity Account will be subject to commissions and fees governing that account, as outlined in the Brokerage Commission Schedule contained within the Customer Agreement that you will complete when you enroll. Please refer to the answer to question 20 or the Brokerage Commission Schedule contained within your Customer Agreement on Fidelity.com for further details. Commissions and fees are subject to change.

Fidelity also provides you the ability to place an order to sell your Common Stock, when and how you prefer. You can trade 24 hours a day online or using Fidelity’s Automated Service Telephone (FAST®). You can also place your trade with a Fidelity Stock Plan Services Representative, excluding holidays of the New York Stock Exchange.

Certain restrictions are imposed by the Federal securities laws and NiSource policy on sales of Common Stock by officers and certain other employees. All other employees may sell Common Stock purchased under the Plan without any restrictions.

19. ARE THERE ANY RESTRICTIONS ON THE TRANSFER OF SHARES PURCHASED UNDER THE PLAN?

Any shares purchased under the Plan are restricted from transfer to another financial institution for a two-year period. However, in light of certain Federal tax requirements, each employee on entering the Plan agrees to notify NiSource if he or she disposes of any shares of Common Stock purchased under the Plan within two years after the purchase date. You are still eligible to sell shares during this two year holding period, however, under current law you will be subject to additional federal income tax. See answer to question 35.

20. WHAT IS THE COST TO PARTICIPATE IN THE PLAN?

There are no brokerage commissions, fees or service charges connected with Common Stock purchases. These costs are paid by NiSource. However, you will pay all costs incurred in the sale of shares in your Fidelity Account. All sales will be subject to commissions and fees governing your Fidelity Account, as outlined in the Brokerage Commission Schedule contained within the Customer Agreement. Please refer to your Customer Agreement on Fidelity.com for further details. Commissions and fees are subject to change.

You will also be charged a regulatory transaction fee per dollar of the total principal amount of the sale proceeds or a portion thereof. This regulatory fee is paid to the Securities and Exchange Commission (“SEC”) at the time of sale and is required for all equity trades. This regulatory transaction fee is subject to modification by the SEC.

21. CAN MY RIGHTS UNDER THE PLAN BE ASSIGNED OR TRANSFERRED TO ANOTHER PERSON?

No. Your rights under the Plan cannot be assigned or transferred to another person.

22. MAY I TERMINATE MY PARTICIPATION IN THE PLAN AT ANY TIME?

Yes. Further, your death, retirement or termination of employment with NiSource, or your cessation of eligibility as a participating employee, will be considered your automatic termination from participation in the Plan.

23. HOW DO I TERMINATE MY PARTICIPATION IN THE PLAN AND WHEN IS IT EFFECTIVE?

You can terminate your participation by changing your contribution to $0 on netbenefits.fidelity.com or by calling a Fidelity Stock Plan Services Representative. If you terminate your participation, Fidelity will inform NiSource to stop any future payroll deductions and to refund any payroll deductions in your Purchase Account that have not been used to purchase Common Stock. Your payroll deduction and refund will be made as soon as administratively possible on your payroll check.

24. WHAT HAPPENS WHEN I TERMINATE MY PARTICIPATION?

The shares of Common Stock will remain in your Fidelity Account until transferred or sold. You cannot transfer shares to another financial institution until two years after the date of purchase. You can sell shares at any time but the sale will be subject to additional federal income tax as described in question 35. The cost to sell shares is described in the answer to question 20.

25. MAY I WITHDRAW THE CASH IN MY PURCHASE ACCOUNT OR SUSPEND MY PAYROLL DEDUCTIONS WITHOUT TERMINATING MY PARTICIPATION IN THE PLAN?

Withdrawing the cash balance credited to your Purchase Account does not terminate your participation in the Plan. However, it does discontinue your payroll deductions. To resume your payroll deductions, you will need to elect a new payroll deduction amount at netbenefits.fidelity.com.

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26. WHAT HAPPENS IF I DIE, RETIRE, TERMINATE MY EMPLOYMENT OR OTHERWISE CEASE TO BE ELIGIBLE TO PARTICIPATE?

Upon the occurrence of such event, your participation in the Plan will stop. The cash balance in your Purchase Account will be refunded to you, or your estate in the event of your death. The shares of Common Stock will remain in your Fidelity Account or in the event of your death will be transferred to your designated beneficiary

27. HOW DO I LEARN ABOUT THE STATUS OF MY PURCHASE AND FIDELITY ACCOUNTS?

Each payroll deduction will be shown on your pay stub. In addition, you will receive a monthly statement from Fidelity if you have any activity (purchase, sale, transfer or dividend reinvestment) in your Fidelity Account. Should you have no activity in your Fidelity Account, you will receive a quarterly statement. You will also receive confirmations for transactions that are made in your account. If you would prefer to receive information online, you can sign up for e-delivery at Fidelity.com. Even if you do not elect to sign up for e-delivery, you can access your statements and confirmation online at any time.

These statements contain information that is helpful for tax reporting and cost basis purposes; therefore, you should keep the statements until all shares of Common Stock purchased under the Plan and Fidelity Account have been disposed of and all tax obligations have been met. You can also access your Fidelity Account information at any time at netbenefits.fidelity.com. You will be able to view your accumulated contributions and estimate the number of shares that will be purchased with your contributions at any time. Once logged in, click on the link for the NiSource ESPP and select Estimate Purchase. There, you will see your total accumulated contributions for the current savings period and the estimated number of shares that will be purchased with your contributions. You will also receive all reports issued to stockholders of NiSource, including annual reports and proxy solicitation material.

28. WHO ADMINISTERS THE PLAN?

The Compensation Committee of the Board of Directors of NiSource is the Administrator of the Plan. However, should you have questions concerning the Plan or your Fidelity Account, you should contact Fidelity or NiSource Stockholder Services.

29. WHAT IS THE RESPONSIBILITY OF NISOURCE AND THE ADMINISTRATOR UNDER THE PLAN?

NiSource and the Administrator of the Plan will not be liable for any act done in good faith in connection with the Plan, or for any good faith omission to act, including, without limitation, any claim of liability arising out of failure to terminate a participant’s Purchase Account upon such participant’s death or retirement prior to the receipt of notice in writing of the event.

30. WHO INTERPRETS THE PLAN?

The Administrator of the Plan reserves the right to interpret the terms of the Plan, in his or her sole discretion.

31. HOW LONG WILL THE PLAN BE IN EFFECT?

Unless earlier terminated by the Board of Directors of NiSource, the Plan will terminate when the maximum number of shares of Common Stock available for sale under the Plan have been purchased. (See response to question 12.)

32. MAY THE PLAN BE TERMINATED OR AMENDED?

NiSource reserves the right to modify, suspend or terminate the Plan, by action of the Board of Directors of NiSource or its Compensation Committee, at such time designated by the Board or Compensation Committee, which in no event shall be earlier than the first day of any Savings Period in which such change is made. Notice of suspension, modification or termination will be given to all participants.

In no event, however, may the Board or the Compensation Committee amend the Plan to (i) materially adversely affect any rights outstanding under the Plan during the Savings Period in which such amendment is to be effective, (ii) increase the maximum number of shares of Common Stock which may be purchased under the Plan (except with the approval of the stockholders of NiSource, or as described in response to question 12), (iii) decrease the purchase price of the Common Stock below 90% of the fair market value, or (iv) adversely affect the qualification of the Plan under Section 423 of the Internal Revenue Code.

Upon termination of the Plan for any reason, the cash then credited to your Purchase Account will be refunded to you by the NiSource Payroll Department. All full and fractional shares of Common Stock held in your Fidelity Account will be available to you in your Fidelity Account.

33. HOW ARE MY RIGHTS UNDER THE PLAN AFFECTED BY EVENTS SUCH AS A DISSOLUTION, LIQUIDATION OR MERGER OF NISOURCE?

In the event of the proposed dissolution or liquidation of NiSource, any and all offerings under the Plan will terminate immediately prior to the consummation of such proposed action, unless otherwise provided by the Board. The Board may, in its sole discretion, declare that your right to purchase shares under the Plan will terminate as of a date fixed by the Board and give you the right to purchase shares of Common Stock under the Plan.

In the event of a proposed sale of all or substantially all of the assets of NiSource, or the merger of NiSource with or into another corporation (or a parent or subsidiary of another corporation) when NiSource is not the surviving corporation, any and all offerings under the Plan shall terminate

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immediately prior to the consummation of such proposed action, unless otherwise provided by the Board. The Board may, in the exercise of its sole discretion in such instances, and in lieu of assumption or substitution of the rights to purchase shares of Common Stock under the Plan by a successor corporation, provide that you will have the right to purchase shares under the Plan.

If the Board permits a share purchase under the Plan in lieu of the assumption or substitution of the right to purchase shares of Common Stock by a successor corporation in the event of a merger or sale of assets, the Board will notify you that the rights shall be fully exercisable for a period of ten (10) days from the date of such notice (or such other period of time as the Board shall determine), and the rights shall terminate upon the expiration of such period.

34. IS AN EMPLOYEE REQUIRED TO ENTER THE PLAN?

Absolutely not. Each employee who participates in the Plan does so on a strictly voluntary basis. Each employee should decide whether the purchase of shares is a wise investment for him or her. An employee may wish to consult a specialist in investment or tax matters before making his or her decision.

35. IS THE PLAN SUBJECT TO ANY PROVISIONS OF THE EMPLOYEE RETIREMENT INCOME SECURITY ACT OF 1974 (“ERISA”)?

The Plan is not subject to any provisions of ERISA.

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