Shareholders are being asked to vote on the following matters
at the 2017 annual meeting of shareholders:
PROPOSAL 1 — ELECTION OF DIRECTORS
There are nine nominees for election to the Board.
Each of the nominees was elected at the 2016 annual meeting of shareholders: Michael D. Barnes, George P. Clancy, Jr., James W.
Dyke, Jr., Nancy C. Floyd, Linda R. Gooden, James F. Lafond, Debra L. Lee, Terry D. McCallister, and Dale S. Rosenthal. Each nominee
will, if elected, serve on the Board until the 2018 annual meeting of shareholders. On September 2, 2016, Stephen C.
Beasley resigned from the Board for health reasons,
and the Board adopted a resolution to reduce the size of the Board to nine members upon his resignation.
All of the nominees for director also currently
serve on the board of directors of our natural gas utility subsidiary, Washington Gas Light Company (“Washington Gas”).
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| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Election of Directors
Criteria for Selection of Board Nominees
The Governance Committee is responsible for identifying
director nominees for election to the Board. The Governance Committee may consider nominees suggested by several sources, including
outside search firms, incumbent Board members and shareholders.
As provided in its charter, the Governance Committee
seeks candidates with experience and abilities relevant to serving as a director of the Company and who will represent the best
interests of shareholders as a whole, and not any specific interest group or constituency. The Governance Committee, with input
from the Chairman of the Board and other directors, evaluates the qualifications of each director candidate in accordance with
the criteria described in the director qualification standards section of our Corporate Governance Guidelines. In evaluating the
qualifications of director nominees, the Governance Committee considers factors including, but not limited to, the following:
Commitment
.
Directors should be able to contribute the time necessary to be actively involved on the Board and its decision-making
and should be able and willing to prepare for and attend required meetings.
Diversity.
The Board does not have a formal policy regarding the consideration of diversity in identifying nominees for director.
Nevertheless, directors should be selected so that the Board is a diverse body. The Board considers the term “diversity”
to include differences of viewpoint, professional experience, education, skill and other individual qualities and attributes,
as well as differences in race, gender and ethnicity.
Experience.
Directors should be or have been in leadership positions in their field of endeavor and have a record of excellence
in that field.
Independence.
A director should neither have, nor appear to have, a conflict of interest that would impair his or her ability to
represent the interests of all of the Company’s shareholders and to fulfill the responsibilities of a director.
Integrity.
Directors should have a reputation of integrity and be of the highest ethical character.
Judgment.
Directors should have the ability to exercise sound business judgment on a wide range of matters.
Knowledge.
Directors should have a firm understanding of our operations, business strategy, corporate governance and Board operations.
Skills.
Directors should be selected so that the Board has an appropriate mix of skills in core areas such as: accounting, compensation,
finance, government relations, law, management, risk oversight and strategic planning.
The Governance Committee and the Board may take
into account such other factors as they consider to be relevant to the success of a publicly-traded company operating in the natural
gas utility and energy products and services industries. As part of the annual nomination process, the Governance Committee reviews
the qualifications of each director nominee, including currently serving Board members, and reports its findings to the Board.
On September 27, 2016 the Governance Committee determined that each Board member satisfies the criteria described above and
advised the Board that each of the director nominees listed under “Proposal 1 — Election of Directors” is qualified
to serve on the Board.
Diversity
The Governance Committee considers diversity
in connection with its evaluation of individual potential director nominees, and periodically considers the diversity of the Board
as a whole. The Board conducted a self-evaluation in 2016 and concluded that its efforts to achieve Board membership diversity
were effective. The Board believes that the
directors collectively represent a diverse array
of viewpoints, experiences, education, skills and other attributes that contribute to its effectiveness in overseeing the direction
of the Company. Three out of nine of our directors are African-American and four directors are women.
Shareholder Recommendations
The Governance Committee will consider director
nominees recommended by shareholders. Notice of such recommendation should be sent in writing to the Chairman of the Governance
Committee, c/o the Secretary of WGL Holdings, Inc.; 101 Constitution Ave., NW; Washington DC 20080. The recommendation must identify
the writer as a shareholder of the Company and provide sufficient detail for
the Governance Committee to consider the recommended
individual’s qualifications. The Governance Committee will evaluate the qualifications of candidates recommended by shareholders
using the same criteria as used for other Board candidates. The recommendation must be timely and include all information
specified in our bylaws.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
3
Election of Directors
Director Nominees
For purposes of the upcoming annual meeting,
the Governance Committee has recommended the re-election of each nominee as a director. Each nominee has informed the Board that
he or she is willing to serve as a director. If any nominee should decline or become unable or unavailable to serve as a director
for any reason, your proxy authorizes the persons named as proxies to vote for a replacement nominee, if the Board names one, as
such persons determine in their best judgment. The
following is a brief description of the age,
principal occupation, position and business experience, including other public company directorships, for at least the past five
years, and major affiliations of each nominee. Each director’s biographical information includes a description of the director’s
experience, qualifications, attributes or skills that qualify the director to serve on the Board.
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| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Election of Directors
The Board recommends a vote “FOR” the election
of each of the following nominees:
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Michael D. Barnes
Age:
73
Director Since:
1991 (Washington Gas), November 2000 (WGL Holdings)
Board Committees:
Governance Committee (Chairman), Executive Committee, Lead Director for the Board
Michael D. Barnes
is a
Senior Fellow at the Center for International Policy in Washington, DC. He was previously Senior Of Counsel to the law firm of
Covington & Burling LLP from 2007 through December 2010. He was President of The Brady Campaign and Brady Center to Prevent
Gun Violence from 2000 through 2006. He was previously a partner in the law firm of Hogan & Hartson LLP (now Hogan Lovells,
LLP). Mr. Barnes was United States Representative from Maryland’s 8th Congressional District from 1979 to 1987 and is currently
a member of the Board of the Office of Congressional Ethics. In January 2013, he was appointed to the Board of the Office of Congressional
Ethics by Speaker John Boehner and Minority Leader Nancy Pelosi. He has previously served as a Commissioner of the Maryland Public
Service Commission, as a director of the Metropolitan Washington Airports Authority, as a director of the Washington Metropolitan
Area Transit Authority and Chairman of the Washington Suburban Transit Commission, appointed by Governors of the State of Maryland.
He served six years in the United States Marine Corps and the Marine Corps Reserve.
Mr. Barnes has been a director of Washington Gas since 1991 and a
director of WGL Holdings since November 2000. Mr. Barnes has a B.A. degree from the University of North Carolina and a J.D. degree
with Honors from George Washington University.
Particular
experience, attributes or skills that qualify candidate for Board membership:
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Leadership Experience
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With over 35 years of legal experience and affiliations, including significant leadership positions, with a diverse array of business, political and philanthropic organizations in the Washington, DC metropolitan area, Mr. Barnes brings immense insight to the Board.
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Risk Management/Assessment
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Mr. Barnes’ legal expertise contributes to his skills in the areas of risk management, compliance and internal controls.
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Government Experience
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Mr. Barnes served as United States Representative from Maryland’s 8th Congressional District from 1979 to 1987, and is currently a member of the Board of the Office of Congressional Ethics.
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Strategic Planning
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Through his extensive involvement in civic, community and charitable activities, Mr. Barnes has gained significant strategic planning and corporate governance experience.
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Industry Experience
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Mr. Barnes’ service on the Maryland Public Service Commission and long tenure as a director of Washington Gas and WGL Holdings provide him with extensive experience and insights on the issues facing the gas utility and energy products and services industries generally, as well as the Company in particular.
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George P. Clancy, Jr.
Age:
73
Director Since:
December 2000 (Washington Gas and WGL Holdings)
Board Committees:
Audit Committee (Chairman), HR Committee,
Executive Committee
Other Public Company Board:
Saul Centers, Inc.
George P. Clancy, Jr.
is
a retired Executive Vice President and Mid-Atlantic Region Market President of Chevy Chase Bank, a division of Capital One, N.A.
(1995-2010). Mr. Clancy has extensive experience in banking, including having served as President and Chief Operating Officer
of The Riggs National Corporation (1985-1986) and President and Chief Executive Officer of Signet Bank, N.A. (1988-1995). Mr. Clancy
is on the board of directors of ASB Capital Management, Inc., Chevy Chase Trust Company, Saul Centers, Inc. and the Mary and Daniel
Loughran Foundation, and was a member of the board of directors of Catholic Charities of the Archdiocese of Washington until June
2016.
Mr. Clancy has been a director of Washington Gas and a director of
WGL Holdings since December 2000. Mr. Clancy has a B.A. degree in English from the University of Maryland and an M.B.A. degree
from Loyola University.
Particular
experience, attributes or skills that qualify candidate for Board membership:
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Leadership Experience
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Mr. Clancy has considerable senior executive level experience in business and management.
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Risk Management/Assessment
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Mr. Clancy developed significant skills in risk assessment as a senior executive, making him an important adviser to the Board and the Company.
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Strategic Planning
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Mr. Clancy’s experience managing investments and engaging in strategic planning as a senior executive enable him to serve meaningfully and effectively on the Board.
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High Level Financial Literacy
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Mr. Clancy has extensive experience in capital and financial markets, accounting and financial reporting and credit markets. He brings financial expertise and extensive experience in assessing and managing investments.
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WGL HOLDINGS, INC.
- 2017 Proxy Statement |
5
Election of Directors
James W. Dyke, Jr.
Age:
70
Director Since:
September 2003 (Washington Gas and WGL Holdings)
Board Committees:
Governance Committee, HR Committee, Executive
Committee (alternate)
James W. Dyke, Jr.
retired
on March 31, 2013 after 20 years as a partner in the Virginia law firm of McGuire Woods LLP, where he specialized in corporate,
education, voting rights, government relations and municipal law. On April 8, 2013, he became a Senior Adviser to McGuire Woods
Consulting LLC. In addition to his legal career, Mr. Dyke has extensive professional experience in government and public relations.
Among other appointments, he served as Secretary of Education for the Commonwealth of Virginia from 1990 to 1993 and as Domestic
Policy Adviser to former Vice President Walter Mondale. Mr. Dyke has assumed leadership positions in several business and community
organizations, including serving as former Chairman of the Fairfax County, Virginia Chamber of Commerce, the Northern Virginia
Business Roundtable and the Emerging Business Forum. During 2010, Mr. Dyke was also Chair of the Greater Washington Board of Trade
and he is a former member of the board of directors of the Washington Metropolitan Area Transit Authority (WMATA) and the Commonwealth
Transportation Board (CTB).
Mr. Dyke has been a director of Washington Gas and of WGL Holdings
since September 2003. Mr. Dyke has B.A. and J.D. degrees from Howard University. In addition, he holds honorary degrees from St.
Paul’s College, Virginia State University, the University of Richmond, Randolph-Macon College and the Northern Virginia Community
College.
Particular
experience, attributes or skills that qualify candidate for Board membership:
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Leadership Experience
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Mr. Dyke has over 35 years of legal experience and significant leadership positions and deep-rooted affiliations with a diverse array of business and philanthropic organizations in the Washington, DC metropolitan area.
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Risk Management/Assessment
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Mr. Dyke’s legal expertise contributes to his skills in the areas of risk management, compliance, internal controls, legislative and administrative issues and general corporate transactions.
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Government Experience
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Mr. Dyke has significant governmental experience nationally and in the Commonwealth of Virginia that enable him to bring invaluable insight to the Board.
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Strategic Planning
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Mr. Dyke lives and works in the Company’s operating territory and has held leadership positions with several local non-profit organizations and, as a result, has significant community ties within the region. In addition, through his extensive involvement in civic, community and charitable activities, Mr. Dyke has gained additional strategic planning and corporate governance insights.
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Nancy C. Floyd
Age:
62
Director Since:
June 2011 (Washington Gas and WGL Holdings)
Board Committees:
Audit Committee, Governance Committee, Executive
Committee (alternate)
Nancy C. Floyd
is the
founder and managing director of Nth Power, a San Francisco-based venture capital firm focused on advanced energy technologies,
energy efficiency and sustainability. Nth Power has invested $420 million in 56 companies. Ms. Floyd has served on the boards
of the American Council on Renewable Energy and the Center for Resource Solutions. She is an active member of Environmental Entrepreneurs
(E2), a national community of individual business leaders who advocate sound environmental policy while building economic prosperity.
Prior to founding Nth Power, Ms. Floyd launched two high-growth energy and telecommunications companies: NFC Energy Corporation
in 1982, an early wind development company, and PacTel Spectrum Services in 1985, both of which were successfully sold. She has
also worked on energy and telecommunications issues for the chairman of the Vermont Public Service Board.
Ms. Floyd has been a director of Washington Gas and of WGL Holdings
since June 2011. Ms. Floyd has a B.A. degree in Government from Franklin and Marshall College and an M.A. degree in Political Science
from the Rutgers University Eagleton Institute of Politics.
Particular
experience, attributes or skills that qualify candidate for Board membership:
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Leadership Experience
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Ms. Floyd brings many years of key senior management experience to the Board.
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Risk Management/Assessment
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Ms. Floyd’s business experience has given her significant risk management experience that provides the Board with a valuable perspective.
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Government Experience
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As a result of her past work with the Vermont Public Service Board, Ms. Floyd can provide important insight with respect to regulatory and policy matters relevant to public utilities, which enhances the Board’s overall knowledge and experience.
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Strategic Planning
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Ms. Floyd’s experience as a business founder and manager demonstrates significant strategic planning skills.
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Industry Experience
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Ms. Floyd brings a deep understanding of energy efficiency and renewable energy applications. Her comprehensive knowledge of many aspects of the energy industry provides the Board with a valuable perspective.
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6
| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Election of Directors
Linda R. Gooden
Age:
63
Director Since:
April 2013 (Washington Gas and WGL Holdings)
Board Committees:
HR Committee, Executive Committee (alternate)
Other Public Company Board:
Automatic Data Processing, Inc.; General Motors Co.; The Home Depot, Inc.
Linda R. Gooden
retired
in 2013 as Executive Vice President of Lockheed Martin Corp.’s Information Systems & Global Solutions, a $9 billion
business with 30,000 employees that provides integrated information technology solutions, systems and services globally to civil,
defense, intelligence and other government customers, after more than 34 years with the company. Ms. Gooden was responsible for
establishing and managing the first major contractor cyber center in Maryland. She led the development of cyber solutions for
federal defense, intelligence, and commercial customers.
Ms. Gooden has been inducted into the prestigious Career Communications
Hall of Fame. She was named one of Fortune’s 50 Most Powerful Women in Business for three consecutive years and one of the
100 Most Powerful Executives in Corporate America by Black Enterprise magazine in 2009. In 2010, Ms. Gooden was appointed by U.S.
President Barack Obama to the National Security Telecommunications Advisory Committee.
Ms. Gooden serves on the boards of: the American Heart Association;
the Armed Forces Communications and Electronics Association International; TechAmerica; the University Systems of Maryland Board
of Regents; Automatic Data Processing, Inc.; General Motors Co.; and The Home Depot, Inc.
Ms. Gooden has been a director of WGL Holdings and Washington Gas
since April 2013. Ms. Gooden has a B.A. degree in Computer Science from Youngstown State and a B.A. degree in Business Administration
from the University of Maryland. She also has an M.B.A. degree from the University of Maryland.
Particular
experience, attributes or skills that qualify candidate for Board membership:
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Leadership Experience
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Ms. Gooden’s experience as a senior executive officer of a Fortune 100 company demonstrates her leadership capability and general business acumen.
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Risk Management/Assessment
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In addition to her deep understanding of operations and strategy, Ms. Gooden has sophisticated risk management, cyber-security and information technology experience that is extremely valuable to the decision-making processes of the Board.
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Government Experience
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Ms. Gooden has experience as a presidential appointee to the National Security Telecommunications Advisory Committee.
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Strategic Planning
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Ms. Gooden provides the Board with extensive experience in operations and strategic planning. Ms. Gooden’s experience also demonstrates her extensive knowledge of governance and complex financial issues faced by public companies.
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High Level Financial Literacy
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Ms. Gooden provides the Board with extensive experience in corporate finance.
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James F. Lafond
Age:
74
Director Since:
September 2003 (Washington Gas and WGL Holdings)
Board Committees:
HR Committee (Chairman), Executive
Committee
Other Public Company Board:
VSE Corporation
James F. Lafond
is a retired
Area Managing partner for the greater Washington, DC area for PricewaterhouseCoopers LLP. He is a retired certified public accountant
with extensive experience serving in leadership positions with PricewaterhouseCoopers and with its predecessor, Coopers &
Lybrand LLP. He has been active in several civic and non-profit organizations, including serving as Chairman of the INOVA Health
System Foundation and the Washington Performing Arts Society. Among other recognitions, he has received the Lifetime Achievement
Award from the Leukemia and Lymphoma Society. He is currently a director of VSE Corporation as well as not-for-profit entities.
Mr. Lafond has been a director of Washington Gas and of WGL Holdings
since September 2003. Mr. Lafond has a B.S. degree in Accounting and an M.B.A. degree from American International College. Mr.
Lafond has also completed the Executive Development program at Dartmouth College.
Particular
experience, attributes or skills that qualify candidate for Board membership:
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Leadership Experience
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Mr. Lafond gained significant leadership experience as an Area Managing Partner for PricewaterhouseCoopers LLP and in leadership positions in civic and non-profit organizations.
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Risk Management/Assessment
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Mr. Lafond has expertise in risk management processes through his experience as Area Managing Partner for PricewaterhouseCoopers LLP and as an engagement partner for entities in various industries.
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Strategic Planning
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Mr. Lafond’s experience as a member of the nominating and corporate governance committee and chair of the audit committee of the board of directors of another public company allows him to provide particular governance insight to the Board that is essential to strategic planning.
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High Level Financial Literacy
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Mr. Lafond brings many years of audit experience and financial accounting knowledge that are critical to the Board. Mr. Lafond’s experience with accounting principles, financial reporting rules and regulations, evaluating financial results and generally overseeing the financial reporting process of large public companies from an independent auditor’s perspective makes him an invaluable asset to the Board.
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WGL HOLDINGS, INC. - 2017 Proxy Statement |
7
Election of Directors
Debra L. Lee
Age:
62
Director Since:
July 2000 (Washington Gas), November 2000 (WGL Holdings)
Board Committees:
Audit Committee, Executive Committee (alternate)
Other Public Company Board:
Marriott International, Inc.; Twitter, Inc.
Debra L. Lee
is Chairman
and Chief Executive Officer of BET Networks, a global multi-media company that owns and operates Black Entertainment Television
and several other ventures. BET Networks is a division of Viacom, Inc. Ms. Lee previously was Executive Vice President and General
Counsel of BET Holdings (1992-1995), President and Chief Operating Officer (1995-May 2005), President and Chief Executive Officer
(June 2005-January 2006), and was elected to her present position in January 2006. Ms. Lee serves on the board of directors of
the Alvin Ailey American Dance Theater and the Paley Center. Ms. Lee is also on the board of directors of Marriott International,
Inc. and Twitter, Inc., and previously served on the board of directors of Revlon, Inc. from 2006 through 2015.
Ms. Lee has been a director of Washington Gas since July 2000 and
a director of WGL Holdings since November 2000. Ms. Lee has a B.A. degree in Political Science from Brown University, a J.D. degree
from the Harvard Law School and an M.P.P. from the Harvard University John F. Kennedy School of Government.
Particular
experience, attributes or skills that qualify candidate for Board membership:
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Leadership Experience
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Ms. Lee’s experience as a chief executive officer of a major media and entertainment company demonstrates her leadership ability and general business acumen.
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Risk Management/Assessment
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Ms. Lee’s legal expertise contributes to her skills in the areas of risk management, compliance and internal controls.
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Strategic Planning
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Through her experience as a chief executive officer and her involvement in civic, community and charitable activities, Ms. Lee has gained significant strategic planning, operational and corporate governance insights. Her extensive experience with consumer marketing is also a significant asset to the Board.
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High Level Financial Literacy
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Ms. Lee provides the Board with extensive experience in corporate finance. In addition, her experience on the board of directors of other public companies demonstrates her knowledge of complex financial issues faced by public companies.
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Terry D. McCallister
Age:
61
Director Since:
October 2009 (Washington Gas and WGL Holdings)
Board Committees:
Chairman of the Board, Executive Committee
(Chairman)
Terry D. McCallister
has
served as Chairman and Chief Executive Officer of WGL Holdings and of Washington Gas since October 1, 2009. Mr. McCallister previously
served as President and Chief Operating Officer of WGL Holdings and Washington Gas (2001-2009); Mr. McCallister joined Washington
Gas in April 2000 as Vice President of Operations. He was previously with Southern Natural Gas, where he served as Vice President
and Director of Operations and with Atlantic Richfield Company, where he held various leadership positions. Mr. McCallister serves
on the Board of Directors of the American Gas Association and served as its Board Chairman for 2015. He is a past Chairman of
the Board of Directors of the Southern Gas Association and is currently Chairman of the Board of Directors of the Gas Technology
Institute. Mr. McCallister serves on the National Petroleum Council. He also serves on the boards of several business and community
organizations, including, among others, the Greater Washington Board of Trade (Chair-elect), the Federal City Council, the Alliance
to Save Energy, the Smithsonian National Zoo, the National Symphony Orchestra (President) and the INOVA Health System Foundation
(Immediate Past Chairman).
Mr. McCallister has a B.S. degree in Engineering Management from the
University of Missouri-Rolla and is a graduate of the University of Virginia’s Darden School of Business Executive Program.
Particular
experience, attributes or skills that qualify candidate for Board membership:
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Leadership Experience
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With 38 years of energy industry experience at several levels of management, Mr. McCallister is well positioned to lead our management team and provide essential insight and guidance to the Board on the day-to-day operations of the Company. Mr. McCallister’s service on the boards of local non-profit and charitable organizations provides an important connection between our Company and the communities we serve.
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Strategic Planning
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Mr. McCallister serves a key leadership role on the Board and provides the Board with in-depth knowledge of each area of our business, the energy industry generally, and the Company’s challenges and opportunities. Mr. McCallister’s leadership roles in key industry organizations provide a unique opportunity to help shape the environment in which the Company can be successful. In addition, through his extensive involvement in civic, community and charitable activities, Mr. McCallister has gained additional strategic planning and corporate governance insights.
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Industry Experience
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Mr. McCallister’s extensive energy experience and comprehensive understanding of many aspects of the natural gas industry provides the Board with crucial insight.
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8
| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Election of Directors
Dale S. Rosenthal
Age:
60
Director Since:
October 2014 (Washington Gas and WGL Holdings)
Board Committees:
Audit Committee, Executive Committee (alternate)
Dale S. Rosenthal
was
Division President of Clark Financial Services Group, where she set strategy for Clark’s entry into the alternative energy
space, leveraging Clark Construction’s core turnkey construction competence into alternative energy development, finance,
and management. She was Clark’s Chief Financial Officer for eight years, leading all of the financial functions of Clark,
a multi-billion dollar company. She serves on the board of directors of the Strathmore Foundation for the Performing Arts and
on the Greater Washington Board of Trade.
Ms. Rosenthal has been a director of Washington Gas and of WGL Holdings
since October 2014. She has a J.D. and M.B.A. from Harvard University and a B.A. in Economics from Cornell University.
Particular
experience, attributes or skills that qualify candidate for Board membership:
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Leadership Experience
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Ms. Rosenthal brings many years of senior management and new business development experience in both the private and non-profit sectors to the Board.
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Risk Management/Assessment
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Ms. Rosenthal’s financial and legal background in the construction industry contributes to her skills in risk assessment, mitigation, compliance, and internal controls.
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Strategic Planning
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Ms. Rosenthal’s formal business training, significant experience in business development and experience as a strategist in the alternative energy sector provide her with significant strategic planning skills.
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Industry Experience
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Ms. Rosenthal brings significant business expertise in the alternative energy sector.
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High Level Financial Literacy
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Ms. Rosenthal has managed financial budgeting and reporting in corporate and non-profit organizations.
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WGL HOLDINGS, INC. - 2017 Proxy Statement |
9
Corporate Governance
CORPORATE GOVERNANCE
Corporate governance is a continuing focus at WGL Holdings, starting
with the Board and extending to all employees. In this
section, we describe some of our key corporate governance policies
and practices.
Corporate Governance Practices
WGL Holdings is committed to maintaining the highest standards
of corporate governance, which we believe are essential to sustained success. We have implemented corporate governance practices
that we believe promote our goal of maximizing long-term shareholder value. In light of this goal, the Board oversees, counsels
and guides management in the long-term interests of the Company and its shareholders. The Board’s responsibilities include,
but are not limited to:
•
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overseeing the management of our business and the assessment of our business risks;
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•
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overseeing the processes for maintaining the integrity of our financial statements and other public disclosures, and compliance with law and ethics;
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•
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reviewing and approving our major financial objectives and strategic and operating plans; and
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•
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overseeing our talent management and succession planning.
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The Board discharges its responsibilities through regularly scheduled
meetings, special meetings, actions taken by unanimous written consent and other communications with management as appropriate.
Directors are expected to attend all meetings of the Board and of each Board committee on which they serve. During FY 2016, the
Board held seven meetings.
The Board has established four standing committees: (i) the Audit
Committee; (ii) the Governance Committee, (iii) the HR Committee; and (iv) the Executive Committee. Each of these committees is
described in more detail below.
During FY 2016, the Audit Committee held five meetings; the HR
Committee held three meetings; and the Governance Committee held three meetings. The Executive Committee did not meet in FY 2016.
No director attended fewer than 75% of each of: (1) the total number of meetings of the Board, and (2) the total number of meetings
held by all committees of the Board on which he or she served during FY 2016. The Company expects Board members to attend all annual
meetings of shareholders at which they are standing for election or re-election as directors but recognizes that, from time to
time, other commitments may prevent all directors from attending each annual meeting. All of the directors attended the 2016 annual
meeting of shareholders.
The Board has long adhered to governance principles designed to
assure excellence in the execution of its duties, and regularly reviews the Company’s governance policies and practices.
These principles are outlined in the WGL Holdings Corporate Governance Guidelines, which, in conjunction with our articles of incorporation,
bylaws, Board committee charters and related policies, form the framework for the effective governance of WGL Holdings.
The full text of the Corporate Governance Guidelines, the charters
for each of the Board committees and the Company’s code of conduct are available on WGL Holdings’ website, www.wglholdings.com,
under “Corporate Governance.” These materials are also available in print to any person, without charge, upon written
request to Assistant Secretary, WGL Holdings, Inc., 101 Constitution Ave., NW, Washington, DC 20080.
Board Leadership Structure
Combined Chairman of the Board and Chief Executive Officer
Position
Terry D. McCallister serves as the Chairman of the Board and Chief
Executive Officer (“CEO”). The Board evaluated its leadership structure in 2016 and determined that the use of the
Lead Director, as described below, along with the combined Chairman and CEO positions, is an effective leadership structure. Mr.
McCallister has 38 years of experience in a variety of positions of increasing responsibility and leadership in many facets of
the utility and energy industry. As the individual having primary responsibility for the day-to-day management of our business
operations, he is best positioned to chair regular Board meetings as the directors discuss key business and strategic issues. Coupled
with an independent Lead Director, this leadership structure allows the Board to exercise independent oversight and enables the
Board to have direct access to information related to the day-to-day management of business operations.
The leadership responsibilities of the Board are shared among
the Chairman of the Board, the Lead Director and the Chairmen of the Board’s four standing committees. This structure has
been developed over time based on the recommendations of the Governance Committee and on the decisions of the full Board. The Board
is comprised of eight independent directors within the meaning of the listing standards of the New York Stock Exchange (“NYSE”),
with Mr. McCallister as the only management director. All members of the Audit, HR and Governance Committees are independent. Mr.
McCallister is invited to attend meetings of the independent committees, but he does not have a vote on any committee matter (other
than the Executive Committee). The Board and the Board committees (other than matters presented to the Executive Committee) regularly
meet in executive sessions, at which no management representative is present.
10
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Corporate Governance
Lead Director
Our Corporate Governance Guidelines and bylaws establish a Lead
Director of the Board, and designate the Chairman of the Governance Committee to serve in that position. Among other powers and
responsibilities, the Lead Director will:
•
|
preside at all meetings of the Board at which the Chairman of the Board is not present, including executive sessions of the Board;
|
|
|
•
|
approve meeting agendas for the Board;
|
|
|
•
|
approve meeting schedules to assure that there is sufficient time for discussion of all agenda items;
|
|
|
•
|
have the authority to convene meetings of the independent directors;
|
|
|
•
|
be available to communicate or meet with any shareholder controlling a significant amount of the outstanding voting stock of the Company; and
|
|
|
•
|
function as a liaison between the Chairman of the Board and the independent directors, as necessary.
|
Mr. Barnes served as the Lead Director during FY 2016 and will
continue to serve in FY 2017.
The Lead Director presides in executive sessions of the Board
at which management is not present. If the executive session includes or is devoted to a report of a Board committee, the Chairman
of that committee presides in that portion of the executive session. The Board believes that its leadership structure facilitates
proper risk oversight for the Company for a number of reasons, the most significant of which are the following:
•
|
A combined Chairman and CEO role allows for more productive meetings. The CEO is the individual selected by the Board to manage the Company on a day-to-day basis, and his direct involvement in our operations makes him best positioned to lead productive Board strategic planning sessions and to determine the time allocated to each agenda item in discussions of our short and long-term objectives.
|
|
|
•
|
The Board structure provides strong oversight by independent directors. The Lead Director’s responsibilities include leading executive sessions of the Board during which our independent directors meet without management. These executive sessions allow the Board to review key decisions and discuss matters in a manner that is independent of the CEO, and where necessary, critical of the CEO and senior management.
|
The Lead Director informs the Chairman of the Board and CEO, subject
to the discretion of the independent directors, about the substance of the discussions that took place during each executive session
meeting of the Board. The Board is aware of the potential conflicts that may arise when an executive officer chairs the Board,
but believes these potential conflicts are offset by existing safeguards, including: the designation of a Lead Director, regular
meetings of the independent directors in executive session, the fact that management compensation is determined by a committee
of independent directors who make extensive use of peer benchmarking and the fact that much of our operations are highly regulated.
Policy on Director Resignation Following
Shareholder Vote
In 2016, the Board adopted a director resignation policy as a
part of our Corporate Governance Guidelines. Under this policy, any nominee for director in an uncontested election (that is, an
election where the only nominees are those proposed by the board) who receives a greater number of votes “withheld”
from his or her election than votes “for” such election shall promptly tender an offer of resignation for consideration
by the Board. The policy provides that the Governance Committee shall evaluate the director’s offer of resignation, taking
into account the best interests of the Company and its shareholders, and shall recommend to the Board whether to accept or reject
such offer of resignation. In making this recommendation, the Governance Committee may consider all factors it deems
relevant, including, without limitation, the underlying reasons
why shareholders voted against the director (if ascertainable), the qualifications of the director, the director’s past and
expected future contributions to the Company, and whether accepting such resignation will cause the Company to fail to be in compliance
with any applicable law, rule, regulation or governing document. The policy provides that the Board shall act to accept or reject
such offer of resignation within 120 days following certification of the shareholder vote at the shareholder meeting at which the
election of directors was held. In making its decision, the Board may consider the factors considered by the Governance Committee
and such additional information and factors the Board deems relevant.
Board Oversight of Risk
The Board recognizes that WGL Holdings and its subsidiaries are
exposed to certain financial, operational and strategic risks that can affect our earnings and our ability to provide value to
our shareholders and service to our customers. The Board has delegated certain risk oversight responsibilities to its Audit Committee.
In accordance with NYSE requirements and as set forth in its charter, the Audit Committee periodically reviews and discusses our
risk management and risk assessment policies
with senior management. The Audit Committee incorporates its risk
assessment function into its regular reports to the Board. The Audit Committee is directly responsible for overseeing our risk
assessment and risk management policies.
At the direction of the Audit Committee and in consultation with
the full Board and executive management, the Company created a Risk Management Committee. The Risk Management Committee is comprised
of senior members of management, and is chaired
WGL HOLDINGS, INC. - 2017 Proxy Statement
|
11
Corporate Governance
by the Senior Vice President and Chief Financial Officer of the
Company. The Risk Management Committee is responsible for ensuring that the Company is managing its principal enterprise-wide risks.
The Risk Management Committee does this by using an enterprise risk management (“ERM”) process which is based on the
Company’s risk management policy. The ERM process involves the application of a well-defined, enterprise-wide methodology
that enables our executives to identify, categorize, prioritize, and mitigate the principal risks to the Company such as: business
continuity, compliance, credit, environmental, information technology, strategic, financial, operational and reputational risks.
In addition to known risks, the ERM process focuses on emerging risks as well as risks that are rare and difficult to predict,
but which, if they were to occur, would have a significant impact on the Company. The findings of the ERM process are reported
regularly to the Audit Committee by the Chairman of the Risk Management Committee. The Risk Management Committee periodically conducts
a full review and update of its assessment of the risks facing the Company and presents the updated assessment to the Audit Committee
for its review.
In fulfilling its risk oversight function, the Audit Committee
also periodically, and as needed, discusses key risks with the Chairman of the Board and Chief Executive Officer, the President
and Chief Operating Officer, the Senior Vice President and Chief Financial Officer, the Senior Vice President, General Counsel
and Corporate Secretary, the Company’s internal auditors, and the Company’s independent registered public accounting
firm. The Board evaluated the risk assessment function as part of its Board evaluation process in 2016 and determined that the
Company’s risk management structure (including its risk management policy and risk management committee), plus regular reports
to the Board from management and Board committees, enable the Board to perform its risk oversight responsibilities in an appropriate
and effective manner.
Additionally, each Board committee oversees risks within its area
of responsibility and has principal responsibility for reviewing and discussing with management the risk exposures specified in
their charters or identified from time to time by the committees themselves.
Management Development and Succession Planning
The Board is actively engaged in our talent management program.
The Human Resources Committee oversees the process for succession planning for the Chief Executive Officer and senior management
positions. The Board maintains an emergency succession plan as well as a long-term succession plan for the position of Chief Executive
Officer. The Human Resources Committee holds a formal succession planning and talent review session annually which includes succession
planning for all senior
management positions, and management presents an overview to the
full board. These talent review and succession planning discussions take into account desired leadership skills, key capabilities
and experience in light of our current and evolving business and strategic direction. Directors also have exposure to leaders through
Board presentations and discussions, as well as informal events and interactions with key talent throughout the year.
Executive Committee
The Executive Committee, which comprises the Chairman of the Board
and the chairmen of the three independent standing committees, includes Terry D. McCallister (Chairman), Michael D. Barnes, George
P. Clancy, Jr. and James F. Lafond. There are five
alternate members: James W. Dyke, Jr., Nancy C. Floyd, Linda R.
Gooden, Debra L. Lee and Dale S. Rosenthal. This committee may exercise all of the authority of the Board when the Board is not
in session.
Audit Committee
The Audit Committee members are: George P. Clancy, Jr. (Chairman),
Nancy C. Floyd, Debra L. Lee and Dale S. Rosenthal. Members of the Audit Committee are independent under the rules of the Securities
and Exchange Commission (the “SEC”) and the NYSE Listed Company Manual. The Board has determined that each member of
the Audit Committee meets the qualifications of an “audit committee financial expert,” as that term is defined by rules
of the SEC. As provided in its charter, functions of the Audit Committee include:
•
|
the appointment, compensation and oversight of independent public accounting firm;
|
•
|
reviewing with management and the independent public accounting firm the financial statements and the accompanying report of the independent public accounting firm; and
|
|
|
•
|
reviewing the system of internal controls and the adequacy of the internal audit program.
|
The Audit Committee also is directly responsible for overseeing
the Company’s risk assessment and risk management policies. The report of the Audit Committee, which appears later in this
proxy statement, and the Audit Committee charter provide a further description of the responsibilities of this committee.
Governance Committee
The Governance Committee members are: Michael D. Barnes (Chairman),
James W. Dyke, Jr. and Nancy C. Floyd. Each member of the Governance Committee is independent under the rules of the NYSE Listed
Company Manual. As provided in its charter, functions of the Governance Committee include consideration of criteria for
selection of candidates for election to the Board and committees
of the Board and adoption of policies and principles concerning Board service and corporate governance. This committee also considers
criteria for oversight and evaluation of the Board and management and the adoption of a code of conduct.
12
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Corporate Governance
Human Resources Committee
General.
The HR Committee members are: James F. Lafond,
(Chairman), George P. Clancy, Jr., James W. Dyke, Jr., and Linda R. Gooden. Each member of the HR Committee is independent under
the rules of the NYSE Listed Company Manual. The HR Committee discharges the Board’s responsibilities relating to compensation
of our executive officers.
As provided in its charter, primary functions of the HR Committee
include setting corporate goals and objectives relevant to compensation of the CEO, evaluating the CEO’s performance and
setting the CEO’s compensation based on this evaluation. The HR Committee also recommends compensation levels, sets performance
targets and evaluates the performance of our other executive officers and recommends any incentive and equity-based compensation
to be awarded to those officers. The HR Committee also considers succession planning for the Company’s leadership positions.
Under its charter, the HR Committee may delegate authority to
act upon specific matters, within specified parameters, to a subcommittee consisting of one or more members or to management. Any
such delegates are required to report any action to the full HR Committee at its next meeting. Please see the discussion under
the Compensation Discussion and Analysis (“CD&A”) section for information relating to processes and procedures
for the consideration and determination of executive compensation.
Governance.
The HR Committee focuses on good governance
practices in its operation. In FY 2016, this included, among other practices:
•
|
reviewing tally sheets prepared by its independent adviser regarding
the CEO, Chief Financial Officer and the next three most highly compensated officers (the “Named Executive Officers”).
Tally sheets identify the material elements of such executives’ compensation, show the cumulative impact of prior grants
of long-term incentive awards, and quantify severance and other payouts to which the executive would be entitled under various
employment termination scenarios.
The HR Committee concluded, based on the tally sheets, that cumulative
pay was reasonable and suggested that no changes be made to our pay philosophy;
|
|
|
•
|
considering compensation for the executive officers listed in compensation tables of this proxy statement in the context of all of the components of total compensation, and ensuring the implementation of the Company’s total compensation philosophy;
|
|
|
•
|
receiving meeting materials several days in advance of meetings;
|
|
|
•
|
conducting regular executive sessions of HR Committee members; and
|
|
|
•
|
maintaining direct access to an independent executive compensation adviser.
|
Compensation Adviser.
The HR Committee has the sole authority
to retain and terminate any compensation adviser engaged to assist the HR Committee in the evaluation of the compensation of our
executive officers and directors. During FY 2016, the HR Committee’s retained adviser was a partner at Meridian Compensation
Partners, LLC (“Meridian” or the “adviser”). Meridian is an independent firm that provides only executive
and director compensation advisory services. The HR Committee’s adviser attended each of the three HR Committee meetings
held during FY 2016.
The adviser provided data and information to the HR Committee
but did not make recommendations with respect to specific levels of compensation. Services provided by Meridian to the HR Committee
for FY 2016 included:
•
|
development of market data in line with the Company’s compensation philosophy (as discussed in the CD&A);
|
|
|
•
|
pay and performance comparisons;
|
|
|
•
|
tally sheets;
|
|
|
•
|
update of the compensation risk review;
|
|
|
•
|
legislative, regulatory, and market trend updates;
|
|
|
•
|
peer program design information; and
|
|
|
•
|
review of the CD&A and other proxy disclosures.
|
Adviser Independence.
The HR Committee concluded that its
compensation adviser had no conflicts of interest during FY 2016. In reaching this conclusion, the HR Committee considered all
relevant factors, including the six independence factors relating to committee advisers that are specified in Rule 10C-1 under
the Securities Exchange Act of 1934, as amended (“Exchange Act”) and the NYSE’s listing standards. These factors
are:
•
|
the provision of other services to the Company by the adviser’s employer;
|
|
|
•
|
the amount of fees received from the Company by the adviser’s employer as a percentage of the total revenue of the adviser’s employer;
|
|
|
•
|
the policies and procedures of the adviser’s employer that are designed to prevent conflicts of interest;
|
|
|
•
|
any business or personal relationship of the adviser with a member of the HR Committee;
|
|
|
•
|
any stock of the Company owned by the adviser; and
|
|
|
•
|
any business or personal relationship of the adviser or the adviser’s employer with an executive officer of the Company.
|
In addition, the HR Committee retains the individual adviser as
well as the adviser’s firm, and the adviser reports directly to the HR Committee.
WGL HOLDINGS, INC. - 2017 Proxy Statement
|
13
Corporate Governance
Security Ownership of Management and Certain
Beneficial Owners
The following table sets forth the information as of December
5, 2016, regarding outstanding common stock of WGL Holdings beneficially owned by each director, each nominee for election as a
director, the executive officers named in the Summary Compensation Table in this proxy statement, and all directors,
nominees and executive officers as a group. Each of the individuals
listed, as well as all directors and executive officers as a group, beneficially owned less than 1% of the Company’s outstanding
common stock.
SECURITY OWNERSHIP OF DIRECTORS AND OFFICERS
Name
of Beneficial Owner
|
|
Amount
and Nature of
Beneficial Ownership
(1)
|
|
Vincent L. Ammann, Jr.
(2)
|
|
|
44,867
|
|
Michael D. Barnes
|
|
|
13,758
|
|
Gautam Chandra
|
|
|
31,114
|
|
Adrian P. Chapman
|
|
|
77,417
|
|
George P. Clancy, Jr.
|
|
|
23,561
|
|
James W. Dyke, Jr.
|
|
|
10,328
|
|
Nancy C. Floyd
|
|
|
7,178
|
|
Luanne S. Gutermuth
|
|
|
11,474
|
|
Linda R. Gooden
|
|
|
6,653
|
|
James F. Lafond
|
|
|
20,639
|
|
Debra L. Lee
|
|
|
13,406
|
|
Terry D. McCallister
|
|
|
122,216
|
|
Dale S. Rosenthal
(3)
|
|
|
4,554
|
|
All directors, nominees and executive officers as a group (23 people):
|
|
|
509,187
|
|
(1)
|
Except as noted below and except for 14,784 shares held indirectly by executive officers through our 401(k) Plan (discussed below), all shares are directly owned by persons shown in this table. None of the individuals listed above nor any other executive officers own stock options.
|
|
|
(2)
|
Includes 300 shares held by one of Mr. Ammann’s children who shares Mr. Ammann’s residence.
|
|
|
(3)
|
Includes 800 shares held by the Robert Rosenthal Marital Trust.
|
The following table sets forth information as of December 5, 2016
regarding any person who is known to WGL Holdings to be
the beneficial owner of more than five percent of WGL Holdings
common stock.
Name
and Address of Beneficial Owner
|
|
Amount
and Nature
of Beneficial Ownership
|
|
Percent
of Class
|
The Vanguard Group, Inc., 100 Vanguard Blvd., Malvern, PA 19355
|
|
5,040,861
(1)
|
|
9.84%
|
BlackRock, Inc., 55 East 52nd Street, New York, NY 10022
|
|
4,406,209
(2)
|
|
8.60%
|
State Street Corporation, State Street Financial Center, One Lincoln Street, Boston, MA 02111
|
|
3,523,420
(3)
|
|
6.88%
|
(1)
|
This information is based on a Form 13G/A, filed on February 10, 2016, with the SEC by The Vanguard Group, Inc., which reported that it had sole and shared voting authority over 63,180 and 2,700 shares, respectively, and sole and shared investment authority over 4,978,081 and 62,780 shares, respectively.
|
|
|
(2)
|
This information is based on a Form 13G/A, filed on January 27, 2016, with the SEC by Black Rock, Inc., which reported that it had sole voting authority over 4,270,495 shares and sole investment authority over the shares.
|
|
|
(3)
|
This information is based on a Form 13G, filed on February 16, 2016, with the SEC by State Street Corporation, which reported that it had shared voting authority and shared investment authority over the shares.
|
Section 16(a) Beneficial Ownership Reporting
Compliance
Section 16(a) of the Exchange Act requires our executive officers
and directors to file reports of securities ownership and changes in such ownership with the SEC. Based on our records and
information, we believe that all persons required to file such
forms have done so during FY 2016.
18
| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Human Resources Committee Report
HUMAN RESOURCES COMMITTEE REPORT*
The following Compensation Discussion and Analysis section has
been prepared by the management of the Company. The Company is responsible for the Compensation Discussion and Analysis and for
the disclosure controls relating to executive compensation. The Compensation Discussion and Analysis is not a report or disclosure
of the HR Committee.
The HR Committee has reviewed and discussed with management the
Compensation Discussion and Analysis section of this proxy statement. Based upon this review and its discussions, the HR Committee
recommended to the Board that the following Compensation Discussion and Analysis section be included in this proxy statement.
HUMAN RESOURCES COMMITTEE
James F. Lafond (Chairman)
George P. Clancy,
Jr.
James W. Dyke, Jr.
Linda R. Gooden
* Notwithstanding
anything to the contrary set forth in any of the Company’s filings under the Securities Act of 1933, as amended, or
the Exchange Act, as amended, that might incorporate other filings with the SEC, including this information statement, in
whole or in part, the Human Resources Committee Report shall not be deemed to be incorporated by reference into any such filings.
|
WGL HOLDINGS, INC. - 2017 Proxy Statement |
19
Compensation Discussion and Analysis
COMPENSATION DISCUSSION AND ANALYSIS
This Compensation Discussion and Analysis (“CD&A”)
provides information about the principles underlying our executive compensation programs and the key executive compensation decisions
that were made for FY 2016, including the most important factors relevant to those decisions. This CD&A is
intended to provide additional context and background for the
compensation earned by and awarded to the following officers, whom we refer to as the Named Executive Officers, for FY 2016, as
reported in the Summary Compensation Table that follows this discussion:
Name
|
Title
|
Terry D. McCallister
|
Chairman of the Board and Chief Executive Officer
|
Vincent L. Ammann, Jr.
|
Senior Vice President and Chief Financial Officer
|
Adrian P. Chapman
|
President and Chief Operating Officer
|
Gautam Chandra
|
Senior Vice President, Strategy, Business Development and Non-Utility Operations
|
Luanne S. Gutermuth
|
Senior Vice President, Shared Services and Chief Human Resource Officer
|
Program Highlights
Our executive compensation program is market-based, performance-oriented
and reasonable, as evidenced by the following:
•
|
Our pay philosophy is conservative.
|
|
|
|
o
|
We have no employment contracts with executives and no guaranteed pay other than base salary and retirement benefits thereon.
|
|
|
|
|
o
|
Our program is targeted at the size-adjusted 50th percentile of the utilities marketplace. Use of a utilities market rather than general industry results in lower market benchmarks.
|
|
|
|
|
o
|
The HR Committee’s consultant size-adjusts the market data to be appropriate based on our revenues relative to the total compensation peer group. The market capitalizations of peers do not impact the market data we develop for use in pay decisions.
|
|
|
|
|
o
|
Executive perquisites are few and have low value.
|
|
|
|
•
|
Our actual pay opportunities are moderate and are aligned with our utility peers.
|
|
|
|
|
o
|
Our FY 2016 target total compensation opportunities for Named Executive Officers were targeted to the 50th percentile of the utilities market.
|
|
|
|
|
o
|
We take retirement benefits into account when comparing target total compensation to the size-adjusted 50th percentile. That is, if retirement benefits are above-market, we reduce long-term incentive opportunities to offset them.
|
|
|
|
•
|
Our short-term incentive (“STI”) program has had moderate actual payouts and is regarded favorably by our regulators.
|
|
|
|
o
|
The plan pays a maximum of 150% of target.
|
|
|
|
|
o
|
The factor that relates to the Company’s performance, which we refer to as the Corporate Factor, was 130% of target for FY 2016 and has averaged 117% of target for the past three fiscal years.
|
|
o
|
Our design, which uses 13 performance measures, achieves favorable regulatory treatment due to its high customer orientation by focusing on the delivery of safe, reliable and reasonably priced natural gas service. We believe that favorable regulatory treatment reflects the fact that our plan adds value for all of our stakeholders, including shareholders.
|
|
|
|
•
|
Our long-term incentive (“LTI”) plan is entirely performance-based.
|
|
|
|
o
|
Our performance share and performance unit payouts for our most recently completed performance periods depend on how our 3-year total sharehol
der return (“TSR”) compares to that of utilities deemed most like us. The measure is intended to reflect the success of our business strategy and our ability to execute it. Our TSR-based LTI awards have paid zero or below target for three of the
last
five performance periods.
|
|
|
|
|
o
|
In FY 2016, we broadened our LTI program to include two new metrics. One-half of performance units issued will depend on how our 3-year consolidated return on equity compares to the weighted average return on equity authorized by our three regulatory commissions. This measure is intended to reward the achievement of 3-year consolidated operating earnings, including our non-utility operations, that meets or exceeds the earnings opportunity in our utility operations. In addition, one-half of performance shares issued will depend on whether our operating earnings per share exceed our dividends per share.
|
|
|
|
|
o
|
The value to our employees of vesting performance shares increases or decreases in direct proportion to the appreciation or depreciation of our shares over the performance period.
|
|
|
|
|
o
|
We have not granted solely time-based restricted stock since 1996
or stock options since 2006.
|
20
| WGL HOLDINGS,
INC. - 2017 Proxy Statement
Compensation Discussion and Analysis
Response to Shareholder Advisory Vote on
Executive Compensation
Each year at the Company’s annual meeting, shareholders
have the opportunity to cast an advisory vote to approve our executive compensation program. This vote is commonly referred to
as a “say-on-pay” vote. Our HR Committee considers the outcome of the shareholder advisory vote when making decisions
relating to the compensation of our named executive officers and our executive compensation program design, structure and policies.
Because the shareholder advisory votes relating to FY 2013 and
FY 2014 were below our expectations, we revised our executive compensation program in FY 2015, as summarized in the table
below. We signaled these changes in our proxy statement last year
and, at our 2016 annual meeting, the favorable voting result on our executive compensation program was 96.7%.
This voting result suggests strong shareholder support for the
philosophy, design and structure of our revised executive compensation program. The Committee will continue to consider the results
of the shareholders’ advisory votes on executive compensation when making decisions about our executive compensation program.
SUMMARY OF CHANGES TO EXECUTIVE COMPENSATION PROGRAM
Concerns
Raised by Investors
and Proxy Advisers
|
|
Key Changes
|
|
Effective
in
FY 2016
|
Overly Large Companies
in Total Compensation
Peer Group
|
|
Eliminated five largest companies from total compensation peer group
|
|
ü
|
Discretionary STI Plan
|
|
Moved to a formulaic plan with specific weightings applied to corporate scorecard goals
|
|
ü
|
|
|
HR Committee retains negative discretion
|
|
|
|
|
Designed to continue to achieve favorable regulatory treatment
|
|
|
Single Performance
|
|
Broadened LTI program to include two new metrics (25% weight each):
|
|
ü
|
Measure for LTI Awards
|
|
Added performance
units based on Return on Equity (ROE) Ratio
|
|
|
|
|
|
|
|
|
|
|
|
|
|
ROE Ratio =
|
Average consolidated non-GAAP ROE
(1)
|
|
|
|
|
|
|
Weighted average allowed utility ROE
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Payout occurs on a Sliding Scale:
|
|
|
|
|
|
|
ROE Ratio
|
|
Payout
|
|
|
|
|
|
Maximum
|
120% or greater
|
|
200% of Target
|
|
|
|
|
|
Target
|
100%
|
|
100% of Target
|
|
|
|
|
|
Threshold
|
90%
|
|
50% of Target
|
|
|
|
|
|
|
|
|
|
Added performance shares based on dividend coverage
|
|
|
|
|
|
|
|
|
|
Operating earnings per share must exceed dividends per share
(all-or-nothing
vesting with no upside)
|
|
|
|
|
|
|
|
|
|
Reduced TSR-based performance units and performance shares to 50% of grants
(25% weight each)
|
|
|
|
|
|
|
|
|
|
Eliminated payout for dividend growth below lowest TSR performance
|
|
|
Single-Trigger Vesting on Change in Control for 50% of LTI Awards
|
|
Moved to double-trigger change in control vesting for all LTI awards
|
|
ü
|
Grandfathered Excise Tax Gross-Ups
|
|
All excise tax gross-ups will be eliminated in October 2018 if no change in control has occurred or is pending
|
|
Effective
in
October 2018
|
CEO Ownership Guideline of 3x Base Salary
|
|
Increased CEO Ownership Guideline to 5x base salary
|
|
ü
|
(1)
|
Calculated using non-GAAP operating earnings and common equity as adjusted for non-GAAP adjustments. For a description of our non-GAAP adjustments, see Appendix A.
|
WGL HOLDINGS, INC. - 2017 Proxy Statement |
21
Compensation Discussion and Analysis
FY 2016 in Review
WGL Holdings and its subsidiaries achieved significant financial,
business and operational successes in FY 2016, as set forth below.
FY 2016 Financial and Operating Highlights
•
|
WGL Holdings reported record net income applicable to common stock of $167.6 million for FY 2016, compared to
$131.3 million for FY 2015, and generated operating earnings* for FY 2016 of $165.1 million, an improvement of $6.9 million
over operating earnings of $158.2 million for FY 2015. Net income per share increased by $0.69 per share from $2.62 in FY 2015
to $3.31 in FY 2016, and operating earnings per share increased by $0.11 per share from $3.16 in FY 2015 to $3.27 in FY 2016,
an increase of 3.5%.
|
|
|
•
|
WGL Holdings established 31 new stock intra-day trading highs during the fiscal year.
|
|
|
•
|
WGL Holdings increased its annual dividend by 10 cents, an increase of more than 5%, to $1.95 per share. This marks the 40
th
consecutive year that the Company has increased the dividend on its common stock.
|
|
|
•
|
In March 2016, WGL Holdings confirmed expectations for growth in operating earnings per share* over the next five years of between 7% and 10%. This growth is expected to be balanced across the Company’s business segments and is expected to be driven largely by energy infrastructure investments that will generate predictable revenue streams.
|
|
|
•
|
WGL Midstream exercised an option to invest $89 million and acquire
a 30% interest in the Stonewall System in West Virginia. The project became operational in January of 2016, making the Stonewall
System our first pipeline investment to become
|
|
operational. The investment is expected to generate annual operating earnings of $13 million by 2020.
|
|
|
•
|
WGL Energy Systems added 37 megawatts of solar generating capacity and generated 211,000 megawatt hours of clean electricity in fiscal 2016. The unit had a total generating capacity of 145 megawatts in service at the end of the fiscal year.
|
|
|
•
|
Washington Gas tied for first in business customer satisfaction among gas utilities in the Eastern region according to the J.D. Power and Associates 2016 Gas Utility Business Customer Satisfaction Study.
|
|
|
•
|
Washington Gas added more than 12,200 new customer meters within its service territory, which we believe demonstrates the Company’s successful marketing and sales efforts.
|
|
|
•
|
Company employees and their families volunteered nearly 12,300 hours of their time to a variety of community service projects in the Washington DC metropolitan area.
|
|
|
•
|
Washington Gas achieved a 74 percent reduction in absolute GHG emissions from its fleet and facilities (compared to 2008) and a 20 percent reduction in methane emissions (measured from a 2008 baseline) for every unit of natural gas delivered, exceeding its goals of 70 percent and 18 percent, respectively, and achieving these goals four years ahead of schedule.
|
* Operating
earnings is a financial measure that is not calculated and presented in accordance with generally accepted accounting principles
(“GAAP”) and should not be viewed as an alternative to a GAAP measure of performance. See Appendix A of the proxy
statement for a reconciliation to the nearest comparable measure presented in accordance with GAAP. In providing our expectations
for per share non-GAAP operating earnings growth, we note that there will likely be differences between our future reported
GAAP earnings growth and our non-GAAP operating earnings growth due to matters such as, but not limited to, unrealized mark-to-market
positions for our energy-related derivatives and changes in the measured value of our trading inventory for our midstream
operating segment. Non-GAAP adjustments can change significantly and are subject to swings from period to period and, as a
result, WGL Holdings management is not able to reasonably estimate the aggregate impact of these items to derive GAAP earnings
growth expectations and therefore is not able to provide a corresponding GAAP equivalent for its non-GAAP operating earnings
growth expectations.
|
22
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Compensation Discussion and Analysis
What We Pay and Why: Elements of Compensation
We have three main elements of direct compensation: base salary,
annual incentive and long-term equity compensation. The majority of direct compensation for our Named Executive Officers is performance-based
and not guaranteed. We also provide
various retirement and benefit programs and modest business-related
perquisites. The dashboard below provides a snapshot and describes why we provide each element.
COMPENSATION
DASHBOARD
TOTAL DIRECT COMPENSATION
(1)
(1)
|
Chart depicts the relative percentages of each element of direct compensation for the Named Executive Officer as a group on a weighted basis. The relative percentages of each element of direct compensation will vary for each Named Executive Officer.
|
|
|
(2)
|
LTI awards granted prior to FY 2016 (vesting through September 30, 2017) are exclusively TSR-based. LTI grants in the form of ROE performance units and dividend coverage performance shares were first granted in FY 2016 and will first vest on September 30, 2018.
|
OTHER ELEMENTS OF COMPENSATION
WELFARE
BENEFITS
|
|
PERQUISITES
|
|
RETIREMENT
PROGRAMS
|
|
|
|
|
|
• Provide
a safety net to protect against financial catastrophes that can result from illness, disability or death.
• Include
medical, dental, disability, life insurance and severance plans.
• Named
Executive Officers generally participate in the same benefit plans as the broader employee population.
|
|
• We
believe the benefit the Company receives from providing perquisites significantly outweighs the cost of providing them.
• Additional
detail and the business rationale for each perquisite are described on page 37.
|
|
• Provide
for basic retirement needs and serve as an additional means to attract and retain employees.
• Include
pension plans, retirement savings plans and deferred compensation plans.
• For
additional details, see “Retirement Benefits” beginning on page 35.
|
WGL HOLDINGS, INC. - 2017 Proxy Statement |
23
Compensation Discussion and Analysis
Objectives of Executive Compensation Program
Our executive compensation program is intended to achieve the
following fundamental objectives:
•
|
attract and retain qualified executives;
|
|
|
•
|
focus executives’ attention on specific strategic and operating objectives of WGL Holdings;
|
|
|
•
|
align executives’ interests with the long-term interests of WGL Holdings’ shareholders; and
|
|
|
•
|
align management’s interests with the customers of its regulated utility subsidiary (Washington Gas) by rewarding the provision of a safe and reliable gas supply to customers at a
|
|
reasonable cost, and align management’s interests with the customers of its non-utility entities and the communities in which we operate.
|
To accomplish these objectives, the HR Committee provides the
Named Executive Officers competitive total compensation opportunities based on the size-adjusted 50th percentile of the range of
compensation paid by similar utility industry companies for positions of similar responsibility. Actual pay reflects WGL Holdings’
short and long-term performance and each individual’s performance.
Elements of Executive Compensation Program
Our compensation program for our executive officers, including
the Named Executive Officers, consisted of several compensation elements, each of which is discussed in more detail below. Each
element of the executive compensation program is structured to help achieve one or more of the compensation objectives described
above. Decisions with respect to one element of pay generally do not impact other elements of pay, with the exception that above-market
retirement benefits reduce LTI opportunities so that total target compensation remains near market compensation.
A significant percentage of total compensation is allocated to
incentives, both short-term and long-term. Short-term incentives focus on internal performance measures and goals that we set each
year, and are paid in cash. Long-term incentives focus on
(i) our TSR relative to our peers (50% of LTI, denominated in
and paid in a combination of stock and cash), (ii) our return on equity compared to the weighted average authorized return on equity
for Washington Gas as approved by its regulators (25% of LTI, denominated and paid in cash) and (iii) whether our earnings per
share over the performance period were at least equal to the dividends per share declared during the period (25% of LTI, denominated
and paid in stock).
There is no pre-established policy or target for the allocation
between cash and non-cash compensation or between short-term and long-term compensation. Rather, the HR Committee uses market data
and its business judgment to determine the appropriate level and mix of incentive compensation.
Analysis
Key Analytic Tools
The HR Committee uses specific analytic tools and its
seasoned business judgment to form recommendations and decisions regarding executive compensation matters. To facilitate the HR
Committee’s decision-making process for FY 2016, the HR Committee’s independent executive compensation adviser, a
partner at Meridian Compensation Partners, LLC (“Meridian” or the “adviser”) prepared an executive compensation
market study, compensation tally sheets for each executive, pay and performance comparisons, an incentives risk evaluation and
information on executive compensation trends. These materials were delivered to the HR Committee members in advance of HR Committee
meetings and were the subject of discussion between HR Committee members and the adviser.
In addition, the HR Committee received and considered comprehensive
reports from management on corporate and individual executive performance. Corporate performance was discussed with the HR Committee
at the time that our financial results for FY 2016 were being released to the public. The HR Committee considered our corporate
performance as measured
by our reported financial results for FY 2016 and by the corporate
scorecard for FY 2016.
Prior to the beginning of the fiscal year, the HR Committee approved
specific weightings for each corporate scorecard goal as a means to evaluate corporate performance. There were 13 items on the
corporate scorecard for FY 2016. Details regarding the targets and results for our corporate scorecard are reported elsewhere in
this CD&A.
Individual performance of our Named Executive Officers is measured
each year by the HR Committee and our management. Several specific individual performance factors, described elsewhere in this
proxy statement, were considered by the HR Committee. The HR Committee members also have direct knowledge of the performance of
several of the executives through regular and special reports by these executives to the Board and Board committees. Our Chairman
and CEO discusses the performance of our other executives in detail with the HR Committee.
24
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Compensation Discussion and Analysis
Human Resources Committee Decisions
The HR Committee sets the compensation for the Chief Executive
Officer and makes compensation recommendations to the full Board for the other Named Executive Officers and
certain other senior executives. The following describes the basis
on which the HR Committee made decisions and recommendations for FY 2016.
Market Data and Total Compensation Peer Groups
Our philosophy is to provide pay opportunities for each component
of pay and for total compensation at the size-adjusted 50th percentile of the utilities market. During FY 2015, in support of compensation
decisions for FY 2016, the adviser collected and analyzed comprehensive market data on base salary, short and long-term incentives,
and the sum of those components. The adviser separately analyzed the market competitiveness of our executive retirement benefits
and the prevalence of perquisites.
To develop market information for our executive officers, including
the Named Executive Officers, the adviser determined compensation opportunities for comparable positions at comparable companies
of comparable revenue size, using statistical techniques to adjust the market data to be appropriate for our particular revenue
size. The adviser used all relevant available data for comparable positions in the total compensation peer group. The relative
market capitalizations of the Company and our peers do not impact the development of the market benchmarks, given that the adviser
uses regression analysis based on revenues to size-adjust the data. The elements of pay were benchmarked both individually and
in total to the same peer companies.
The total compensation peer group used in the market study that
supported our FY 2016 pay decisions is shown below. The list is subject to change each year depending on the availability of the
companies’ data through the Aon Hewitt Total Compensation Measurement database (used by the adviser for FY 2016), and the
continued appropriateness of the companies. All companies were chosen because they are utility companies in a size range reasonably
near WGL Holdings.
The total compensation peer group is not the same as the long-term
incentive peer group described on page 33. The total compensation peer group is intended to benchmark the market compensation for
executives in comparable positions and is constrained by the availability of data in the compensation database used. In contrast,
the long-term incentive peer group is selected to benchmark share performance as measured by TSR for comparable investment opportunities
and is not constrained by database participation.
FY 2016 TOTAL COMPENSATION PEER GROUP
AGL Resources Inc.
|
|
Integrys Energy Group, Inc.
|
|
Pinnacle West Capital Corporation
|
ALLETE, Inc.
|
|
MGE Energy, Inc.
|
|
PNM Resources, Inc.
|
Alliant Energy Corporation
|
|
New Jersey Resources Corporation
|
|
SCANA Corporation
|
Ameren Corporation
|
|
Northwest Natural Gas Company
|
|
South Jersey Industries, Inc.
|
Atmos Energy Corporation
|
|
Northwestern Corporation
|
|
Southwest Gas Corporation
|
Black Hills Corporation
|
|
OGE Energy Corporation
|
|
Spire Inc. (formerly Laclede Group Inc.)
|
Cleco Corporation
|
|
Pepco Holdings, Inc
|
|
TECO Energy, Inc.
|
Chesapeake Utilities Corporation
|
|
One Gas, Inc.
|
|
UIL Holdings Corporation
|
Eversource Energy
|
|
Piedmont Natural Gas Company, Inc.
|
|
Vectren Corporation
|
A few companies that are larger than WGL Holdings are included
in the total compensation peer group in order to ensure a sufficient data sample. As noted above, we size-adjusted the results
to be appropriate to WGL Holdings’ revenues size.
As illustrated in the chart below, a 50th percentile “line
of best fit” was drawn through the data, and the compensation level on the line that corresponded to our revenues size was
treated as the “market” for purposes of setting compensation.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
25
Compensation Discussion and Analysis
ILLUSTRATIVE REGRESSION ANALYSIS: CEO TARGET TOTAL CASH COMPENSATION
FOR FY 2016
The graph below exhibits the determination of the size-adjusted
50th percentile, or “market,” total cash compensation (corresponding to base salary plus target STI compensation) for
the Chief Executive
Officer position for FY 2016 compensation based on compensation
data from the total compensation peer group:
Market Percentile for Target Pay and Pay Changes for FY 2016
Target pay levels of the Named Executive Officers and our other
executive officers in FY 2016 and in prior years were set at a level approximately equal to the size-adjusted 50th percentile of
the utility market for officers of similar experience and responsibility. The HR Committee utilized comprehensive executive compensation
data provided by its adviser to determine these market levels, which were then used to establish compensation levels for all of
our officers. This approach places base salaries at overall market rates for base pay, and creates the opportunity for each officer
to achieve, exceed or fall short of total target compensation through incentive pay. This continuing practice is designed to provide
an incentive to achieve higher levels of performance by the officers. We believe this practice also aligns the interests of the
officers of WGL Holdings and Washington Gas with the interests of shareholders, customers and the communities in which our businesses
operate.
The market data demonstrated a higher level of base pay and incentive
opportunities for the Chairman and CEO position as compared to other executive officers. Therefore, the HR Committee granted Mr.
McCallister higher levels of target pay than other officers.
Mr. McCallister, our Chairman and CEO, made specific recommendations
for FY 2016 salary adjustments for all officers except himself, considering the data provided by the HR Committee’s adviser
on industry compensation levels, the scope of each Named Executive Officer’s role, and the Named Executive Officer’s
sustained individual performance, results and time in position. These recommendations were presented to the
HR Committee for discussion and recommendation to the Board at
the September 21, 2015 HR Committee meeting and were effective October 1, 2015.
The HR Committee met with its adviser in executive session at
that meeting to consider Mr. McCallister’s base salary and target incentives for FY 2016, which it has sole authority to
approve. In September 2015, the HR Committee increased Mr. McCallister’s base salary by 3.0%, and increased his STI and LTI
percentage opportunities slightly in order to bring his target pay in line with the 50th percentile market data.
FY 2016 target pay opportunities for all executive officers were
established based on considerations of market data and internal pay equity — that is, the relationship between target award
opportunities of the Named Executive Officers and those of other officers at the same level in the Company. For all Named Executive
Officers, above-market retirement benefits served to decrease the LTI grants made, in order to be at or below market for all compensation
elements.
The base salary that was paid to each Named Executive Officer
for FY 2016 is the amount reported for such officer in column (c) of the Summary Compensation Table that appears later in this
proxy statement. STI target opportunities and the target payout for performance units under the LTI program are reflected in column
(d) of the Grants of Plan-Based Awards Table that appears later in this proxy statement, and target payouts for performance shares
under the LTI program (denominated in the number of shares to be issued) are reflected in column (g) of the Grants of Plan-Based
Awards Table.
26
| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Compensation Discussion and Analysis
Short-Term Incentive Compensation
Purpose of Short-Term Incentives
The STI program is designed to reward the level of performance
of officers of WGL Holdings and its subsidiaries. We choose
to pay it to encourage higher annual corporate and individual
performance.
Short-Term Incentive Awards
The FY 2016 STI program set target percentages of base salary
that could be earned for the achievement of corporate and individual performance goals. Payouts could be higher or lower
than target depending on FY 2016 corporate and individual performance,
ranging from 0% to 150% of target per the scale below.
Item
|
|
Corporate
|
|
Individual
|
|
Total
|
Weighting
|
|
75%
|
|
25%
|
|
100%
|
Corporate or Individual Factor, as applicable
|
|
maximum 1.5
|
|
maximum 1.5
|
|
—
|
Individual Factor applied again to the corporate portion
|
|
maximum 1.0
|
|
—
|
|
—
|
Maximum payout as % of target
|
|
112.5%
|
|
37.5%
|
|
150%
|
The amounts listed in columns (c), (d) and (e) of the “Grants
of Plan-Based Awards” table in this proxy statement show the potential range of STI cash awards for FY 2016 for each Named
Executive Officer.
At its September 21, 2015 meeting, the HR Committee set FY 2016
target STI award opportunities for each Named Executive Officer at or near the size-adjusted 50th percentile of the market data
provided by the HR Committee’s adviser. It also approved FY 2016 performance goals and targets that governed payout under
the plan.
FY 2016 Corporate Performance
The corporate performance goals making up our FY 2016 corporate
scorecard recognize that shareholders in a regulated utility achieve their investing objectives when customers are well-served
through reliable, efficient operations. The Company’s FY 2016 performance goals included multiple metrics in eight corporate
performance categories related to: rewarding investors, safe delivery, customer value, performance improvement, supplier diversity,
sustainability, employer of choice and reliable supply.
As noted above, for FY 2016, the HR Committee approved a formulaic
calculation for the Corporate Factor, involving the assignment of specific weightings for each corporate scorecard goal. Under
this methodology, each scorecard goal is assigned a specific percentage weighting, which collectively total 100%. An indicative
corporate factor is then determined as follows (using straight line interpolation between the values indicated):
Percent
Met or Exceeded
(by weighting)
|
|
Indicative
Corporate Factor
|
At least
95%
|
|
1.5
|
70%
|
|
1.0
|
50%
|
|
0.6
|
Less
than 50%
|
|
—
|
In most cases, the indicative corporate factor will be the Corporate
Factor. However, the HR Committee retains discretion to reduce the Corporate Factor (including to set the Corporate Factor at zero)
as it deems appropriate. The HR Committee might exercise this negative discretion, for example, if the Company’s financial
performance for the fiscal year was significantly below expectations or if the Company’s performance was otherwise substantially
below expectations in a way that was not adequately reflected by the application of this methodology.
The corporate scorecard goals measure the results of short-term
activities that drive the long-term strategic objectives of the Company. The performance targets are intended to challenge the
Company and its executive officers to achieve significant accomplishments in each of these areas. Set forth below are the FY 2016
performance goals and a brief discussion of the relationship between each goal and shareholder interests.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
27
Compensation Discussion and Analysis
Reward Investors.
This
category includes a goal for utility return on equity (“ROE”) and a goal for non-utility earnings. Our utility ROE
performance goal measures the ability of our natural gas utility business to earn the weighted average ROE allowed by our three
regulatory commissions in the District of Columbia, Maryland and Virginia. Non-utility earnings is a measure of the ability of
WGL Holdings to deliver earnings against our goals through non-utility activities.
Safe Delivery.
This
category includes an Employee Work Safety goal and a System Safety/Pipeline Integrity goal. The safe delivery of natural gas is
fundamental to our business, is an essential foundation for sustainable success, and reflects our safety culture. Low employee
injury rates reduce our costs due to injury (medical, worker’s compensation and costs associated with backfilling vacancies)
and increases our employees’ availability for work. In addition, lower injury levels improve overall health and well-being,
bolstering employee morale and retention. Our focus on system safety and pipeline integrity measures enables us to maximize the
return on our system investments by limiting costly emergency repairs and remediation, ensuring the system’s ability to serve
existing customers reliably and meet the demands of meter growth, achieving favorable regulatory treatment, limiting liability
and helping to ensure that investments in our pipeline, such as investments in our accelerated pipe replacement programs, are eligible
for regulatory cost recovery.
Customer Value.
This
category includes a customer satisfaction goal, a utility customer revenue growth goal and a customer information system goal.
Customer satisfaction, based on surveys of customers who have interacted with us during the year, is a key measure of our success
in delivering core services to our customers, and is critical to achieving positive regulatory treatment and growing our customer
base. Our utility customer revenue growth goal focuses management on one of the principal drivers of revenue opportunity for our
natural gas utility business. Our customer information system (“CIS”) goal measures our success in implementing our
new customer service and billing system, which includes mobile dispatch capability, on time and
on budget. We expect the new system to improve the efficiency
and effectiveness of our customer service and field service operations and provide a platform for customer growth.
O&M per Customer.
This
metric measures the level of our operation and maintenance cost (“O&M”) per customer. Managing our O&M per
customer helps to ensure the efficiency of our operations as we maintain and grow the number of active customer meters.
Supplier Diversity.
We
have set significant goals to increase our spending with diverse-owned businesses. By supporting expanded opportunities for minority
and woman-owned businesses, we increase competition and vendor options in the marketplace, which benefits the Company and the communities
that we serve. These goals are consistent with commitments we have made to our regulators and demonstrate our continued commitment
to promoting diversity.
Sustainability.
This
metric tracks our progress in achieving our 2020 Greenhouse Gas Reduction Goals and creating a culture and corporate processes
that support their achievement. We believe this goal demonstrates our commitment to being a leading provider of clean energy solutions
to our customers and reinforces our WGL
Energy Answers
brand position.
Employer of Choice.
This
category includes an employee engagement goal and a community involvement goal. We believe a high level of employee engagement
improves employee performance, morale and retention, which lead to higher levels of customer satisfaction and, ultimately, to financial
success. Our community involvement goal helps to ensure that our employees are connected to the communities they serve and improves
customer relationships and loyalty.
Reliable Supply.
The
percentage of our customers who experience no unplanned interruptions in service is a key performance metric for our utility operations.
Low outage levels are fundamental to our business, and are essential to high customer satisfaction, favorable regulatory treatment
and our ability to grow and create new revenue opportunities.
28
| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Compensation Discussion and Analysis
CORPORATE SCORECARD RESULTS IN FY 2016
The table below sets forth the Company’s performance against
our performance goals, and indicates the relative weightings used to determine the Corporate Factor for FY 2016.
|
|
Corporate
Goals
|
|
FY
2016 Target
|
|
|
FY
2016 Results
|
|
|
Met
or
Exceeded?
|
|
Weighting
|
|
1.
|
|
Reward Investors
(1)
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Utility ROE
|
|
Greater than or equal to the allowed utility ROE of 9.57%
|
|
|
9.92%
|
|
|
Yes
|
|
10%
|
|
|
|
Non-Utility Earnings
|
|
Greater than or equal to 100% of targeted non-utility earnings
|
|
|
115.0%
|
|
|
Yes
|
|
10%
|
|
2.
|
|
Safe Delivery
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Employee Work Safety
|
|
Less than or equal to a DART
(2)
rate of 1.0
|
|
|
0.85
|
|
|
Yes
|
|
10%
|
|
|
|
System Safety/Pipeline Integrity
|
|
Greater than or equal to 100%
|
|
|
106.4%
|
|
|
Yes
|
|
10%
|
|
3.
|
|
Customer Value
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Customer Satisfaction
|
|
Greater than or equal to 87.5%
|
|
|
79.8%
|
|
|
No
|
|
10%
|
|
|
|
Utility Customer Revenue Growth
|
|
Greater than or equal to $8.90 million
|
|
|
$9.3 million
|
|
|
Yes
|
|
6.25%
|
|
|
|
Customer Information System
|
|
Greater than or equal to 90%
|
|
|
96%
|
|
|
Yes
|
|
6.25%
|
|
4.
|
|
O & M Per Customer
|
|
Less than or equal $273
|
|
|
$283
|
|
|
No
|
|
6.25%
|
|
5.
|
|
Supplier Diversity
|
|
Greater than or equal to 23%
|
|
|
29.3%
|
|
|
Yes
|
|
6.25%
|
|
6.
|
|
Sustainability
|
|
Greater than or equal to 95%
|
|
|
99.7%
|
|
|
Yes
|
|
6.25%
|
|
7.
|
|
Employer of Choice
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Employee engagement
|
|
Completion of at least 96% of designated activities by business units
|
|
|
100%
|
|
|
Yes
|
|
6.25%
|
|
|
|
Community involvement
|
|
Greater than or equal to 11,250 hours of community service by WGL employees and family
|
|
|
12,283
|
|
|
Yes
|
|
6.25%
|
|
8.
|
|
Reliable Supply
|
|
|
|
|
|
|
|
|
|
|
|
|
|
System Reliability
|
|
Percentage of customers who experience no unplanned service interruptions of at least 99.7%
|
|
|
99.85%
|
|
|
Yes
|
|
6.25%
|
|
|
|
Goals Met or Exceeded
|
|
|
|
|
|
|
|
11 out of 13
|
|
83.75%
|
|
(1)
|
Utility ROE is calculated by dividing net income of our utility segment, adjusted for after-tax non-GAAP adjustments, by the average common equity for the fiscal year, also adjusted for after-tax non-GAAP adjustments. Non-utility earnings is equal to the adjusted EBIT of our non-utility operating segments, which is defined as net income before interest and taxes, adjusted for non-GAAP adjustments. For a discussion of our non-GAAP adjustments, see Appendix A.
|
|
|
(2)
|
“DART” refers to Days Away/Restricted or Job Transfer.
|
For FY 2016, 11 of 13 scorecard goal targets, constituting 83.75%
by weighting, were met or exceeded, resulting in an indicative corporate factor of 1.3.
Based on these results, on November 15, 2016, Mr. McCallister recommended,
and the HR Committee approved, a Corporate Factor of 1.3 for FY 2016.
FY 2016 Individual Performance
Named Executive Officers had individual goals for FY 2016 which encompassed:
•
|
their contributions to meeting established corporate and departmental goals;
|
|
|
•
|
managing resources within established departmental budgets; and
|
|
|
•
|
effectiveness in areas of leadership, planning and teamwork.
|
After a comprehensive performance appraisal of each Named Executive
Officer and a review of their individual achievements, contributions to the corporate scorecard results and personal effectiveness
in leading their respective areas of responsibility, Mr. McCallister recommended an Individual Factor specific to each Named
Executive Officer except for himself. The HR Committee discussed and approved the Individual Factors recommended by the CEO for
these Named Executive Officers.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
29
Compensation Discussion and Analysis
In executive session, the HR Committee developed an Individual Factor
of 1.3 for Mr. McCallister. The other Named Executive Officers received the following Individual Factors: Chapman: 1.3, Ammann:
1.25, Chandra: 1.25, and Gutermuth: 1.25.
Mr. McCallister’s Individual Factor reflects achievement of
11 of 13 goals on the corporate scorecard, including the achievement of both our utility and non-utility financial targets, improvements
in safety performance and damage prevention, high employee engagement scores and community involvement, excellent results in diversity
spending and the Company’s achievement of its 2020 sustainability goals for both greenhouse gas reduction in its fleet and
facilities and emissions from its pipe infrastructure four years ahead of schedule. His individual factor also reflects continued
progress toward meeting the Company’s 7%-10% operating earnings per share growth plan, which we believe is the strongest
growth target in our industry, and the Company’s strong control environment. In addition, this factor reflects significant
business developments, including WGL Midstream’s acquisition of a 30% interest in the Stonewall System, which became operational
in January 2016, the signing by WGL Energy
Services of large electricity contracts, strong results in our asset
optimization activities, and the addition by WGL Energy Systems of 37 megawatts of solar generating capacity. At Washington Gas,
Mr. McCallister also oversaw the return of the customer call center from an offshore location to the Commonwealth of Virginia,
considerable investment in pipe replacement and the filing of rate cases in Maryland and the District of Columbia. Under Mr. McCallister’s
leadership, the Company continued to strengthen its leadership team and continued to garner recognition as a leader in diversity.
In addition, during FY 2016, Mr. McCallister began his year of service as Chair-elect of the Greater Washington Board of Trade
and, after a successful tenure as Chairman of the American Gas Association, began his term as Finance Committee Chairman and Nominating
Committee Chairman. He also continued his significant involvement in several other industry and community organizations, and will
again serve as Chairman of the Gas Technology Institute board of directors. Finally, Mr. McCallister led the Company in achieving
the other accomplishments listed under the heading “FY 2016 Financial and Operating Highlights” section of this CD&A.
FY 2016 Target Opportunities
Target FY 2016 STI award opportunities were determined primarily by
considering the market compensation data discussed above, and secondarily by considering internal pay equity. The amounts listed
in columns (c), (d) and (e) of the Grants of Plan-
Based Awards Table following this CD&A represent the potential
range of STI awards for FY 2016 and are based on a percentage of each Named Executive Officer’s base salary at October 1,
2015, as follows:
FY 2016 SHORT-TERM INCENTIVE TARGET OPPORTUNITY
Named Executive
Officer
|
|
Target Short-Term Incentive
Compensation as
Percent of Base Salary
|
|
McCallister
|
|
|
90%
|
|
Ammann
|
|
|
55%
|
|
Chapman
|
|
|
75%
|
|
Chandra
|
|
|
55%
|
|
Gutermuth
|
|
|
50%
|
|
For tax purposes, the HR Committee set a limitation on FY 2016 STI
payouts for Messrs. McCallister and Chapman of 0.85% and 0.46% of FY 2016 net income, respectively. The HR Committee then used
negative discretion as provided under Section 162(m) of the Internal Revenue Code to arrive at actual, lower FY 2016 payouts based
on our performance for the year.
The amounts of STI awards relating to FY 2016 were paid in December
2016 and are set forth under column (g) of the Summary Compensation Table in this proxy statement, entitled Non-Equity Incentive
Plan Compensation. The amounts of such STI awards for the Named Executive Officers range from 128.5%% to 130.0%% of target.
Clawback Policy — Forfeiture and Recoupment of Short-Term
Incentives
We have a Forfeiture and Recoupment Policy to recoup short-term incentive
awards paid to certain officers of the Company and its subsidiaries, including the Named Executive Officers, under certain circumstances.
Pursuant to this policy, the Board, upon the recommendation of the HR Committee, may direct that all or a portion of any STI payout
made to these officers be recovered if such payout was based on materially inaccurate financial statements or any other materially
inaccurate performance metric criteria.
The HR Committee will determine whether such recovery will be effectuated
by: (i) seeking repayment from the officer, (ii) reducing the amount that would otherwise be payable to the officer under any compensatory
plan, program or arrangement maintained by the Company, (iii) withholding payment of future increases in compensation (including
the payment of any discretionary bonus amount) or grants of compensatory awards that would otherwise have been made in accordance
with the Company’s otherwise applicable compensation practices, or (iv) any combination of the
30
| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Compensation Discussion and Analysis
foregoing. In each instance in which the potential for recovery of
STI exists, the Company will not seek recovery after a period of 24 months following the first public issuance or filing with the
SEC (whichever occurs first) of a financial report containing the
materially inaccurate statement or reporting the achievement of the
performance metric that is later deemed to have been materially inaccurate.
Long-Term
Incentive Compensation
Purpose of Long-Term Incentive Awards
The LTI program is designed to reward our senior executives for our
performance for shareholders, as measured by (i) performance of an investment in our common stock relative to comparable investments
in other utilities, (ii) the extent to which our consolidated business, including our non-utility businesses, earns a return that
equals or exceeds the utility’s earnings opportunity and (iii) achieving earnings sufficient to cover our dividends. For
FY 2016, it granted performance shares and performance units in a 50%-50% ratio. We choose to provide long-term incentive opportunities
to achieve the following goals:
Align executives’ interests with shareholder interests.
One-half of the performance shares and performance units granted in FY 2016 are dependent on WGL Holdings common stock performance
— including stock price appreciation and dividends — compared to peer companies. The remaining performance units
granted in FY 2016 will vest on the basis of our return on equity compared to the weighted average return on equity authorized
by Washington Gas’ three commissions, and the remaining performance shares depend on our achieving
earnings per share that exceed the amount of dividends per share declared
on our common stock during the performance period.
In addition, the value of performance share awards rise and fall in
value with the price of our common stock during the performance period. In addition, their value will, on average, rise based on
the amount of dividends we pay, as performance shares will be deemed to earn dividends (to the extent that the performance shares
ultimately vest), with the amount of such dividends being paid in cash.
Match market practice.
Our plan design for FY 2016 is typical
of the plan designs of the regulated utility companies in our total compensation peer group.
Promote common stock ownership
. Payout of earned performance
share awards is made in common stock.
Encourage retention.
Vesting provisions in the performance
share and performance unit programs provide an incentive for executives to stay with us and to focus on the long-term interests
of the Company, its shareholders and customers.
Award Size Determinations
The target values of the LTI awards for Named Executive Officers issued
at the beginning of FY 2016 (for the FY 2016-2018 performance period) were determined by the HR Committee based on the size-adjusted
50th percentile of the market data for total target compensation provided by its adviser, taking into consideration the aggregate
amount of base salary, STI awards and the value of retirement benefits, and considering internal pay equity. To arrive at the actual
award size for performance
shares and performance units, we divided the executive officer’s
target value applicable to performance shares and performance units (for each, 50% of the total LTI award) by the value of one
performance share or performance unit, as appropriate, on the date of grant. The value of a performance share was equal to the
closing price of a share of common stock of WGL Holdings on the last day of the prior fiscal year ($57.67 for FY 2016 grants) and
the value of a performance unit was $1.
Performance Share and Performance Unit Awards
Performance share awards are denominated and are paid out in shares
of WGL Holdings common stock. Performance unit awards are denominated in dollars and are paid out in cash.
Performance shares and performance units granted in FY 2016 will be
paid out at the end of the performance period if certain long-term performance criteria are achieved and the Named Executive Officer
remains an employee. In the event of the Named Executive Officer’s retirement during the performance period, awards will
be prorated based on the number of months worked in the performance period. If the Named Executive Officer leaves the Company before
the performance period has ended for any other reason, he or she will forfeit any payouts for the performance period. Upon death
or disability, however, the HR Committee has discretion to prorate awards based on the number of months worked in the performance
period.
TSR Performance Shares and Performance Units.
The measure of
performance for one-half of the value of LTI grants for FY 2016 (split evenly between performance shares and performance units)
is TSR relative to the long-term incentive peer group for the performance period. TSR is calculated as follows:
Total
Shareholder Return =
|
|
Change in stock price + dividend paid
|
|
Beginning stock price
|
|
|
|
Return on Equity (ROE) Performance Units
. One-quarter of the
value of LTI grants for FY 2016 was issued in the form of performance units for which the measure of performance is our return
on equity (ROE) ratio. ROE ratio is calculated as follows:
ROE Ratio =
|
|
Average consolidated non-GAAP ROE
|
|
Weighted average utility authorized ROE
|
|
|
|
WGL HOLDINGS, INC. - 2017 Proxy Statement |
31
Compensation Discussion and Analysis
Average consolidated non-GAAP ROE is the average of actual consolidated
non-GAAP ROE for the three fiscal years in the performance period. Consolidated non-GAAP ROE for each fiscal year is calculated
as non-GAAP operating earnings divided by average non-GAAP equity. Average non-GAAP equity for any fiscal year is equal to the
average of common equity at the end of that year and at the end of the prior year, in each case, as adjusted for after-tax non-GAAP
adjustments. The weighted average utility authorized ROE is the weighted average ROE allowed by Washington Gas’ three regulatory
commissions in the District of Columbia, Maryland and Virginia.
Dividend Coverage Performance Shares.
One-quarter of the value
of LTI grants for FY 2016 was issued in the form of performance shares for which the measure of performance is whether our non-GAAP
operating earnings per share on a diluted basis for the performance period exceed dividends per share of common stock declared
during the period. Non-GAAP operating earnings per share is equal to non-GAAP operating earnings divided by the weighted average
number of shares of common stock outstanding during the performance period.
Performance shares and performance units were and are our only form
of long-term incentive award; no grants are made containing time-based vesting.
TSR Performance Shares and Units
Performance/Payout Relationship
The table below shows the performance and payout scale for TSR performance
share and performance unit grants made to the Named Executive Officers on October 1, 2015.
Performance
in TSR vs. Peers
|
|
Payout
of Performance Shares or
Performance Units
(% of Target Awarded)
|
|
90
th
percentile+
|
|
|
200%
|
|
70
th
percentile
|
|
|
150%
|
|
50
th
percentile
|
|
|
100%
|
|
25
th
percentile
|
|
|
50%
|
|
Less than 25
th
percentile
|
|
|
–%
|
|
Generally, the percentile rank will not fall directly on one of the
ranks listed in the left column. When this occurs, performance is interpolated between the percentiles listed in the columns on
a straight-line basis.
In order to smooth end-of-period volatility, the Company’s relative
cumulative TSR is calculated at the end of each fiscal quarter of the third year of the performance period. The hypothetical payouts
from these four TSR calculations are averaged to determine the final payout amount.
Long-Term Incentive Peer Group Selection
The HR Committee chose companies to include in the long-term incentive
peer group based on the following criteria:
•
|
Classification as an energy related company under the Standard Industrialization Classification codes;
|
|
|
•
|
Public equity ownership and headquarters in the United States;
|
|
|
•
|
Annual net revenues greater than $175 million;
|
|
|
•
|
At least 70% of assets related to U.S. natural gas distribution;
|
|
|
•
|
No significant exploration and production or electric generation assets;
|
|
|
•
|
No significant energy trading operations;
|
•
|
An investment grade credit rating by Standard & Poor’s and Moody’s; and
|
|
|
•
|
No announced merger plans.
|
Companies that meet most, but not all, of the above criteria were
considered and included in the long-term incentive peer group if deemed to be comparable based on other market indicators.
The long-term incentive peer group is not the same as the total compensation
peer group discussed on page 25. The total compensation peer group is intended to benchmark market compensation for executives
in comparable positions and is constrained by the availability of data in the compensation database used. In contrast, the long-term
incentive peer group is selected to benchmark share performance as measured by TSR for comparable investment opportunities and
is not constrained by database participation.
Long-Term Incentive Peer Groups
The payout of TSR performance shares and performance units, which
constitute 50% of the LTI grants in FY 2016 and 100% of the LTI grants made in FY 2015, will be based on our TSR
performance during the FY 2016-2018 and FY 2015-2017 performance periods,
respectively, compared to our long-term incentive peer groups for each grant year.
32
| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Compensation Discussion and Analysis
The chart below reflects the peer companies that were included in
the long-term incentive peer groups for the performance periods indicated, as approved by the HR Committee. The FY 2016-2018 peer
companies listed below were approved at the HR
Committee’s September 21, 2015 meeting based on the criteria
described under the heading, “Long-Term Incentive Peer Group Selection.”
LONG-TERM INCENTIVE PEER GROUP COMPANIES FOR FY 2014, FY 2015
AND FY 2016 GRANTS
Long-Term
Incentive
|
|
|
|
Performance
Period
|
|
|
Peer
Group Companies
|
|
FY
2014-2016
|
|
FY
2015-2017
|
|
FY
2016-2018
|
AGL Resources Inc.
|
|
•
|
|
•
|
|
|
Atmos Energy Corp.
|
|
•
|
|
•
|
|
•
|
Black Hills Corp
|
|
|
|
|
|
•
|
CenterPoint Energy Inc.
|
|
•
|
|
•
|
|
•
|
Chesapeake Utilities Corp.
|
|
•
|
|
•
|
|
•
|
Consolidated Edison, Inc.
|
|
•
|
|
•
|
|
•
|
Eversource Energy (formerly Northeast Utilities)
|
|
•
|
|
•
|
|
•
|
Integrys Energy Group, Inc.
|
|
•
|
|
|
|
|
MGE Energy Inc.
|
|
•
|
|
•
|
|
•
|
New Jersey Resources
|
|
•
|
|
•
|
|
•
|
NiSource Inc.
|
|
|
|
|
|
•
|
Northwest Natural Gas Co.
|
|
•
|
|
•
|
|
•
|
Northwestern Corp.
|
|
•
|
|
•
|
|
•
|
One Gas Inc.
|
|
|
|
•
|
|
•
|
Pepco Holdings, Inc.
|
|
•
|
|
|
|
|
Piedmont Natural Gas Co.
|
|
•
|
|
•
|
|
•
|
South Jersey Industries
|
|
•
|
|
•
|
|
•
|
Southwest Gas Corp.
|
|
•
|
|
•
|
|
•
|
Spire Inc. (formerly Laclede Group Inc.)
|
|
•
|
|
•
|
|
•
|
TECO Energy
|
|
|
|
•
|
|
|
UIL Holdings Corp.
|
|
•
|
|
•
|
|
|
Vectren Corporation
|
|
•
|
|
•
|
|
•
|
WEC Energy Group
|
|
|
|
|
|
•
|
WGL HOLDINGS, INC. - 2017 Proxy Statement |
33
Compensation Discussion and Analysis
Return on Equity Performance Units – Performance/Payout
Relationship
The table below shows the performance and payout scale for ROE performance
unit grants made to the Named Executive Officers on October 1, 2015.
ROE Ratio
|
|
|
Payout of Performance Units
(% of Target Awarded)
|
|
120% or greater
|
|
|
|
200%
|
|
110%
|
|
|
|
150%
|
|
100%
|
|
|
|
100%
|
|
90%
|
|
|
|
50%
|
|
Less than 90%
|
|
|
|
–%
|
|
Generally, the percentile rank will not fall
directly on one of the ranks listed in the left column. When this occurs, performance
is interpolated between the percents listed in the columns on a straight-line
basis.
Dividend Coverage Performance Shares – Performance/Payout
Relationship
Dividend coverage performance share grants made to the Named Executive
Officers on October 1, 2015 will pay out at 100% of target if our non-GAAP operating earnings per share on a diluted
basis for the performance period exceed dividends per share of common
stock declared during the period; otherwise the dividend coverage performance shares will pay out at 0%.
Realized Long-Term Incentive Payouts
Compensation granted to the Named Executive Officers and reported
in the “stock awards” column of the Summary Compensation Table on page 40 represents a long-term incentive for future
performance, not current cash compensation. This LTI payout will not actually be received by the Named Executive Officers for three
years, may not pay out at the target level shown, and remains at risk of not being earned or of being forfeited due to termination
of employment. While the amounts shown in the “stock awards” column of the Summary Compensation Table
reflect the grant date fair value of equity awards received by a Named
Executive Officer, they do not reflect how the Company’s performance over the three-year vesting period will impact the actual
payout. The individual may be compensated considerably more or less based on the Company’s TSR compared to the long-term
incentive peer group and, for LTI grants made in FY 2016 or later, the Company’s ROE ratio and the Company’s operating
earnings per share compared to dividends declared.
Historical Long-Term Incentive Payouts
Performance share and performance unit grants made in FY 2014
vested and were paid out in October 2016 based on our TSR performance during the FY 2014-2016 performance period compared to our
long-term incentive peer group for the FY 2014
grants. WGL Holdings’ TSR percentile rankings among our long-term
incentive peer group through the end of the last four fiscal quarters of the performance period, and the respective hypothetical
payout percentages, were as follows:
LTI PERFORMANCE AND PAYOUT CALCULATION FOR FY 2014-2016 PERFORMANCE
PERIOD
Period
Oct. 1, 2013 through:
|
|
TSR
Percentile Among Peer Group
|
|
Hypothetical
Payout Percentage
(Percentage of Target)
|
December 31, 2015
|
|
80.00%
|
|
175.0%
|
March 31, 2016
|
|
86.67%
|
|
191.7%
|
June 30, 2016
|
|
80.00%
|
|
175.0%
|
September 30, 2016
|
|
66.67%
|
|
141.7%
|
This performance translated into a payout percentage for performance
share and performance unit grants at 170.9% of target.
The tables on the next page outline the aggregate realized LTI earned
payouts for the performance periods ended September 30
of each of the last five fiscal years in contrast to the target long-term
award values for the same periods. The tables illustrate the pay for performance nature of our long-term incentive program.
34
| WGL
HOLDINGS, INC. - 2017 Proxy Statement
Compensation Discussion and Analysis
LTI PAYOUTS COMPARED TO AGGREGATE TARGET AWARD VALUE FOR YEARS
ENDED SEPTEMBER 30, 2012 – 2016
|
|
Actual
TSR Performance
|
|
Payout
% of Target
|
LTI vested 9/30/12
|
|
22nd Percentile
|
|
0.0%
|
LTI vested 9/30/13
|
|
34th Percentile
|
|
61.0%
|
LTI vested 9/30/14
|
|
24th Percentile
|
|
0.0%
|
LTI vested 9/30/15
|
|
76th Percentile
|
|
166.2%
|
LTI vested 9/30/16
|
|
78th Percentile
|
(1)
|
170.9%
|
(1)
|
Average of percentile rankings from the beginning of the performance period through the last day of each of the four fiscal quarters in the last year of the performance period.
|
|
|
McCallister
|
|
|
Ammann
|
|
|
Chapman
|
|
|
Chandra
|
|
|
Gutermuth
(1)
|
|
LTI
Vesting
Date
|
|
Target
Award
Value
(2)
|
|
|
Total
Value
Delivered
(3)
|
|
|
Target
Award
Value
(2)
|
|
|
Total
Value
Delivered
(3)
|
|
|
Target
Award
Value
(2)
|
|
|
Total
Value
Delivered
(3)
|
|
|
Target
Award
Value
(2)
|
|
|
Total
Value
Delivered
(3)
|
|
|
Target
Award
Value
(2)
|
|
|
Total
Value
Delivered
(3)
|
|
9/30/2012
|
|
$
|
1,087,012
|
|
|
$
|
–
|
|
|
$
|
450,000
|
|
|
$
|
–
|
|
|
$
|
525,974
|
|
|
$
|
–
|
|
|
$
|
277,272
|
|
|
$
|
–
|
|
|
|
|
|
|
|
|
|
9/30/2013
|
|
$
|
1,372,728
|
|
|
$
|
891,994
|
|
|
$
|
473,376
|
|
|
$
|
307,618
|
|
|
$
|
640,910
|
|
|
$
|
416,460
|
|
|
$
|
358,442
|
|
|
$
|
232,928
|
|
|
|
|
|
|
|
|
|
9/30/2014
|
|
$
|
1,706,480
|
|
|
$
|
–
|
|
|
$
|
540,025
|
|
|
$
|
–
|
|
|
$
|
898,348
|
|
|
$
|
–
|
|
|
$
|
428,844
|
|
|
$
|
–
|
|
|
|
|
|
|
|
|
|
9/30/2015
|
|
$
|
1,770,038
|
|
|
$
|
3,578,394
|
|
|
$
|
559,796
|
|
|
$
|
1,131,741
|
|
|
$
|
944,020
|
|
|
$
|
1,908,469
|
|
|
$
|
440,840
|
|
|
$
|
891,250
|
|
|
|
|
|
|
|
|
|
9/30/2016
|
|
$
|
1,801,783
|
|
|
$
|
3,799,850
|
|
|
$
|
572,729
|
|
|
$
|
1,207,865
|
|
|
$
|
963,964
|
|
|
$
|
2,032,939
|
|
|
$
|
514,813
|
|
|
$
|
1,085,707
|
|
|
$
|
270,269
|
|
|
$
|
569,965
|
|
TOTAL
|
|
$
|
7,738,041
|
|
|
$
|
8,270,238
|
|
|
$
|
2,595,926
|
|
|
$
|
2,647,224
|
|
|
$
|
3,973,216
|
|
|
$
|
4,357,868
|
|
|
$
|
2,020,211
|
|
|
$
|
2,209,885
|
|
|
$
|
270,269
|
|
|
$
|
569,965
|
|
(1)
|
Ms. Gutermuth first became a named executive officer in FY 2016.
|
|
|
(2)
|
Target award value represents the sum of the target value of performance shares and the target value of performance units vested on the applicable date. The target value of performance units is $1 per performance unit, and the target value of performance shares is the closing stock price of WGL Holdings common stock on the day preceding the date of grant (which is the last trading day of the fiscal year preceding the date of grant), in each case, times the target number of performance units or performance shares granted. Target award values are not the same as the grant date fair values of the equity awards (calculated in accordance with FASB ASC Topic 718), which are reflected in the Summary Compensation Table on page 40 (for grants made at the beginning of FY 2016, FY 2015 and FY 2014). Equity awards reflected above were granted at the beginning of the fiscal years ended September 30, 2009, 2010, 2011, 2012 and 2013.
|
|
|
(3)
|
Realized LTI payout (or “total value delivered”) means the cash value of earned performance units and the share value of earned performance shares on the date of vesting.
|
Retirement Benefits
Retirement benefits are designed to reward continued service. We choose
to offer them to provide post-employment security to our employees and because they are an essential part of a total compensation
package that is competitive with those offered by other companies, particularly other gas and electric utilities.
We provide retirement benefits to the Named Executive Officers under
the terms of qualified and non-qualified defined-benefit and defined-contribution retirement plans. Retirement benefit programs
applicable to the Named Executive Officers are:
•
|
tax-qualified employee benefit plans that are available to our employees, including the Washington Gas Light Company Savings Plan (which we refer to, together with the Washington Gas Light Company Capital Appreciation Plan/ Union Employees’ Savings Plan, as the “401(k) Plans”), and the Washington Gas Light Company Employees’ Pension Plan (the “Pension Plan”);
|
|
|
•
|
the defined benefit Washington Gas Light Company Supplemental Executive Retirement Plan (“DB SERP”);
|
|
|
•
|
the Washington Gas Light Company Defined Contribution Supplemental Executive Retirement Plan (“DC SERP”);
|
|
|
•
|
the Washington Gas Light Company Defined Contribution Restoration Plan (the “Defined Contribution Restoration Plan” or “DC Restoration Plan”); and
|
•
|
the Washington Gas Light Company Defined Benefit Restoration Plan (the “Defined Benefit Restoration Plan” or “DB Restoration Plan”).
|
The 401(k) Plans are tax-qualified retirement plans in which the Named
Executive Officers participate on the same terms as our other participating employees.
The Pension Plan is a tax-qualified, non-contributory pension plan
covering active employees (including certain executive officers) and vested former employees of Washington Gas and certain affiliates
hired before July 1, 2009. Effective July 1, 2009, the Pension Plan was closed to new management employee entrants. Each Named
Executive Officer participates in the Pension Plan.
The DB SERP is a defined benefit plan that allows accrual of a higher
benefit than the qualified plan, but vests this benefit more slowly. This plan was intended to allow us to: (i) attract mid-career
executive hires by replacing foregone pension benefits at former employers, and (ii) be competitive with pensions provided to executives
at peer companies, aiding in the retention of our executive officers. The DB SERP was closed to new participants on December 31,
2009.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
35
Compensation Discussion and Analysis
On December 18, 2009, the DC SERP was adopted. Employees hired or
promoted after December 31, 2009 are eligible to participate in the DC SERP. Employees who were executives on December 31, 2009
had the option either to remain in the DB SERP or to join the DC SERP. Closing the DB SERP to new participants and creating the
DC SERP enabled the Company to: (i) reduce its risk, (ii) provide greater predictability of its long-term financial obligations,
and (iii) align executive compensation with prevailing market practices. On December 19, 2009, the Board also adopted the Defined
Benefit Restoration Plan and the Defined Contribution Restoration Plan. The Defined Benefit Restoration Plan provides supplemental
pension benefits to employees selected by the Board of Directors who are not participants in the DB SERP. The Defined Contribution
Restoration Plan provides supplemental retirement benefits to employees who are not participants in the DB SERP and whose base
salary exceeds the limit set forth in Section 401(a)(17) of the Internal Revenue Code. Ms. Gutermuth is the only Named Executive
Officer who is a participant in these plans.
The benefits provided under the DC SERP were designed to be at the
market median and competitive with those offered by other gas and electric utilities. Each of the Named Executive
Officers, except Ms. Gutermuth, is a participant under the DB SERP.
Ms. Gutermuth is a participant in the DC SERP.
The DB SERP, DC SERP, DB Restoration and DC Restoration each include
“clawback” provisions that require a participant to forfeit benefit payments under certain circumstances. Under this
clawback provision, if a plan participant willfully performs any act or willfully fails to perform any act, and such act or such
failure to act may result in material discredit or substantial detriment to the Company, then upon a majority vote of the Board,
the participant (and his or her surviving spouse or other beneficiary) will forfeit any benefit payments owing on and after a date
fixed by the Board. After this fixed date, the Company will have no further obligation under the plan to the participant, his or
her spouse or any beneficiary. Also, under the clawback provision, if a participant has received a lump-sum benefit, the participant
or the beneficiary would be required to return a proportionate share of that lump sum payment to Washington Gas.
See “Pension and Other Retirement Benefits” later in this
proxy statement for a discussion of other aspects of the Pension Plan, the DB SERP, the DC SERP, the Defined Benefit Restoration
Plan and the Defined Contribution Restoration Plan.
Severance/Change in Control Protections
Severance/change in control provisions are designed to reward executives
for remaining employed with us during a time when their prospects for continued employment following a change in control transaction
may be uncertain. We choose to provide severance/change in control protections so that executives will remain focused on shareholders’
and customers’ interests during the change in control. This strategy serves to retain a stable executive team during the
transition process. Such protections are also helpful in hiring executives from well-compensated positions in other companies and
in retaining executives who may consider opportunities with other companies.
Pursuant to the WGL Holdings, Inc. and Washington Gas Light Company
Change in Control Severance Plan for Certain Executives (the “CIC Plan”), executive officers are entitled to limited
severance benefits in the event of a change in control of WGL Holdings or Washington Gas. These benefits include a cash severance
benefit equal to a pro-rata STI payment and two or three years’ worth of target-level compensation upon the occurrence of
both a change in control and either: (i) an involuntary termination of employment or (ii) a voluntary termination with good reason
(commonly referred to as a “double-trigger”).
Beginning with grants issued on October 1, 2015 (having performance
periods from FY 2016-2018 and from FY 2017-2019), all LTI award grants reflect double-trigger vesting upon a change in control.
For outstanding LTI grants that were issued in FY 2015 (which have a performance periods from FY 2015-2017), vesting of one-half
of all outstanding LTI awards is subject to a “double trigger,” with the other one-half vesting immediately upon a
change in control.
Because the Named Executive Officers do not have employment agreements
that provide for fixed positions or duties, fixed base salaries or actual or target annual bonuses, we believe that a “good
reason” termination severance trigger is appropriate to prevent potential acquirers from having an incentive to cause voluntary
termination of a Named Executive Officer’s employment to avoid paying any severance benefits at all. The “good reason”
termination severance trigger under the CIC Plan includes material demotions and material reductions in salary and annual bonus
opportunities.
For executive officers that were first covered by the CIC Plan prior
to January 1, 2011 (including all of the Named Executive Officers), the CIC Plan provides that, if a change in control payment
exceeds the limit for deductible payments under Section 280G of the Internal Revenue Code by 10% or more, reimbursement will be
made for the full amount of any excise taxes (but not income taxes) imposed, and for all taxes due on the amount of that reimbursement.
This provision is intended to preserve the level of change in control severance protections that we have determined to be appropriate.
Pursuant to an amendment to the CIC Plan on November 12, 2015, however, the excise tax reimbursement provisions will expire on
September 30, 2018 unless a change in control transaction has occurred or is then pending.
See “Potential Payments Upon Termination or Change in
Control – Change in Control Severance Plan for Certain Executives” later in this proxy statement for a
discussion of the other aspects of the CIC Plan.
36
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Compensation Discussion and Analysis
Perquisites
Our limited perquisites are not designed to reward any particular
performance or behavior. We choose to provide them to Named Executive Officers only when the perquisite provides competitive value
and promotes retention of executives, or when the perquisite provides shareholder value.
We have a program of income tax, estate and financial planning services
for our executive officers. We pay the actual cost of these services provided to the executive officer up to a pre-determined
ceiling. We also pay the cost of certain other perquisites for executive
officers, including parking at our offices, a vehicle allowance and an annual physical examination. Benefits available to the Named
Executive Officers are noted in the footnotes to the Summary Compensation Table. The values of perquisites provided to each Named
Executive Officer in FY 2016 are included as a component of the figure that is reported in Column (i) of the Summary Compensation
Table in this proxy statement.
Timing of Compensation
We grant LTI awards effective each October 1, the first day of the
fiscal year. Short-term incentive payouts are generally made in December following the end of the fiscal year. The HR Committee
has the discretion to make awards at any time.
Following is a discussion of the timing of compensation decisions
for FY 2016:
•
|
Base salary changes for FY 2016 were determined at the September 21, 2015 HR Committee
meeting and the September 22, 2015 Board meetings;
|
•
|
Short and long-term incentive goals for FY 2016 were set at the September 21, 2015 HR Committee meeting and the September
22, 2015 Board meetings;
|
|
|
•
|
Performance share and performance unit grants were approved at the
September 21, 2015 HR Committee meeting for grants effective on October 1, 2015 using the common stock price on September
30, 2015; and
|
|
|
•
|
STI payments for FY 2016 were approved at the HR Committee meeting
held on November 15, 2016 and the Board meeting held on November 16, 2016.
|
Impact of Prior Compensation
Amounts realizable from prior compensation did not serve to increase
or decrease FY 2016 compensation amounts. The
HR Committee’s primary focus was on achieving market-level compensation
opportunities.
Factors Considered in Decisions to Increase or
Decrease Compensation Materially
As described above, market data, retention needs, performance and
internal pay equity have been the primary factors considered in decisions to increase or decrease compensation opportunities
materially. Corporate performance and individual performances are
the primary factors in determining the ultimate value of those compensation opportunities.
Role of Executive Officers
Mr. McCallister, our Chairman and CEO, recommended to the HR Committee
the compensation opportunities for the other Named Executive Officers. Mr. McCallister was not involved in determining his own
compensation. In determining STI payouts
for FY 2016, Mr. McCallister recommended a specific Individual Factor
for each Named Executive Officer, except for himself. None of the other Named Executive Officers had any role in determining their
executive compensation.
Policies Relating to Stock Ownership
Executive Officer Stock Ownership Guidelines
Our executive officers are subject to mandatory stock ownership guidelines.
Under these requirements:
•
|
the CEO is required to hold 5x base salary in WGL Holdings common stock;
|
|
|
•
|
the President and Chief Operating Officer, Senior Vice President and Chief Financial Officer, and the Senior Vice President,
General Counsel and Corporate Secretary are each required to hold 2x base salary in WGL Holdings common stock; and
|
•
|
all other executive officers are required to hold 1x base salary in WGL Holdings common stock.
|
Only actual stock ownership (including shares held directly or through
retirement accounts) is counted towards this requirement; unvested performance shares granted pursuant to our LTI program are not
counted. Executive officers are required to retain shares issued to them through the LTI program net of tax withholding until the
applicable holding requirement described above is met.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
37
Compensation Discussion and Analysis
Company Policy Regarding Insider Trading
Our code of conduct prohibits executive officers, directors and other
individuals who may have access from time to time to material non-public information from engaging in purchases, sales or option
transactions with respect to WGL Holdings common
stock while in possession of material non-public information or outside
of certain trading window periods, except in accordance with trading plans that comply with Rule 10b5-1 under the Exchange Act.
Anti-Hedging and Pledging Policy
Effective November 1, 2012, the Company adopted an anti-hedging and
pledging policy that prohibits all employees,
including executive officers, and members of the Board, from hedging
or pledging WGL Holdings common stock.
Other Compensation Matters
We do not have any written or unwritten employment agreements with
any of the Named Executive Officers. Each Named Executive Officer is an employee at will. All elements of executive compensation
are regularly benchmarked against
executive compensation of peer companies. Base salary, short-term
incentive, and long-term incentive compensation are benchmarked annually.
Compensation Risk Evaluation
For FY 2016, Meridian conducted an update of a risk evaluation
of the Company’s compensation policies and practices for all employees, including executives, which was initially
conducted in 2011. Management reviewed the evaluation results with the HR Committee and Meridian. The goal of the evaluation
was to identify any features of the Company’s compensation policies and practices that could encourage excessive
risk-taking. The evaluation utilized a process that inventoried existing incentive plans and their salient features and
examined design and administrative features of these plans to determine risk-aggravating or risk-mitigating factors.
In order to focus employees on performance objectives that promote
the best interests of the Company and its shareholders, short-term and long-term incentive-based compensation is linked to the
achievement of measurable financial and business goals and, in the case of short-term incentives, individual performance goals.
The risk evaluation conducted by Meridian found that these arrangements are coupled with compensation design elements and other
controls that discourage business decision-making focused solely on compensation consequences, and thus mitigate risk.
Based on the results of the evaluation, we believe that our executive
compensation program reflects an appropriate mix of compensation elements and balances current and long-term performance objectives,
cash and equity compensation, and
risks and rewards associated with executive roles. The following features
of our executive incentive compensation program illustrate this point:
•
|
Our performance goals and objectives reflect a balanced mix of performance measures to avoid excessive weight on a certain
goal or performance measure;
|
|
|
•
|
Our annual and long-term incentives provide a defined and capped range of payout opportunities;
|
|
|
•
|
Total direct compensation levels are heavily weighted towards long-term, equity-based incentive awards with vesting schedules
that fully materialize over a number of years;
|
|
|
•
|
Equity incentive awards are granted annually so executives always have unvested awards that could decrease significantly
in value if our business is not managed for the long term; and
|
|
|
•
|
We have implemented meaningful executive officer stock ownership requirements so that executive officer personal wealth
is significantly tied to the long-term success of our Company.
|
Based on the above combination of program features, we believe that:
(i) our executives are encouraged to manage the Company in a prudent manner, and (ii) our incentive programs are not designed in
a manner to encourage our senior business leaders to take risks that are inconsistent with the best interests of the Company’s
customers, shareholders and other stakeholders.
38
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Compensation of Executive Officers
COMPENSATION OF EXECUTIVE OFFICERS
The following tables and related footnotes and discussion present
information about compensation for the Named Executive Officers. The “Summary Compensation Table” on the next page
quantifies the value of the different forms of compensation awarded to, earned by, or paid to Named Executive Officers in FY 2014,
FY 2015 and FY 2016.
The Summary Compensation Table should be read in conjunction with
the tables and narrative descriptions that follow. The “Grants of Plan-Based Awards in FY 2016” table and the description
of the material terms of the performance shares and performance units granted in FY 2016 that follows it provide information regarding
the long-term equity incentives awarded
to Named Executive Officers that are reported in the Summary Compensation
Table. The “Outstanding Equity Awards at FY 2016 Year End” table and the “Stock Vested in FY 2016”
section provide further information on the Named Executive Officers’ potential realizable value and actual value realized
with respect to their equity awards.
The “Pension and Other Retirement Benefits” and “Non-Qualified
Deferred Compensation” tables and the related description of the material terms of the retirement plans describe each Named
Executive Officer’s retirement benefits and deferred compensation to provide context to the amounts listed in the Summary
Compensation Table.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
39
Compensation of Executive Officers
Summary Compensation Table
The following table presents information about compensation for the
Named Executive Officers. It includes compensation awarded to, earned by or paid to the Named Executive Officers during FY 2014,
FY 2015 and FY 2016. Each of the below-named
individuals was also an executive officer of Washington Gas, our utility
subsidiary.
The compensation shown in the following table was paid to the individual
by Washington Gas.
Name
and Principal Position
(1)
(a)
|
|
Fiscal
Year
(b)
|
|
|
Salary
(c)
|
|
|
Stock
Awards
(2)
(e)
|
|
|
Non-Equity
Incentive
Compensation
(3)
($)
(g)
|
|
|
Change
in
Pension Value
and
Non-qualified
Deferred
Compensation
Earnings
(4)
($)
(h)
|
|
|
All
Other
Compensation
(5)
($)
(i)
|
|
|
|
Total
($)
(j)
|
|
Terry D. McCallister
|
|
|
2016
|
|
|
$
|
849,000
|
|
|
$
|
2,161,740
|
|
|
|
$993,000
|
|
|
$
|
2,271,170
|
|
|
|
$31,309
|
|
|
$
|
6,306,219
|
|
Chairman of the Board and
|
|
|
2015
|
|
|
$
|
824,000
|
|
|
$
|
1,962,032
|
|
|
|
$946,000
|
|
|
$
|
558,472
|
|
|
|
$36,287
|
|
|
$
|
4,326,791
|
|
Chief Executive Officer
|
|
|
2014
|
|
|
$
|
800,000
|
|
|
$
|
1,808,991
|
|
|
|
$697,000
|
|
|
$
|
2,356,517
|
|
|
|
$36,971
|
|
|
$
|
5,699,479
|
|
Vincent L. Ammann, Jr.
|
|
|
2016
|
|
|
$
|
465,000
|
|
|
$
|
655,034
|
|
|
|
$329,000
|
|
|
$
|
1,016,318
|
|
|
|
$30,513
|
|
|
$
|
2,495,865
|
|
Senior Vice President and
|
|
|
2015
|
|
|
$
|
460,000
|
|
|
$
|
625,878
|
|
|
|
$329,000
|
|
|
$
|
373,276
|
|
|
|
$29,874
|
|
|
$
|
1,818,028
|
|
Chief Financial Officer
|
|
|
2014
|
|
|
$
|
445,000
|
|
|
$
|
575,019
|
|
|
|
$250,869
|
|
|
$
|
659,124
|
|
|
|
$29,708
|
|
|
$
|
1,959,720
|
|
Adrian P. Chapman
|
|
|
2016
|
|
|
$
|
556,000
|
|
|
$
|
1,084,302
|
|
|
|
$542,000
|
|
|
$
|
1,432,814
|
|
|
|
$39,331
|
|
|
$
|
3,654,447
|
|
President and Chief Operating Officer
|
|
|
2015
|
|
|
$
|
551,000
|
|
|
$
|
1,049,566
|
|
|
|
$548,000
|
|
|
$
|
185,485
|
|
|
|
$36,611
|
|
|
$
|
2,370,662
|
|
|
|
|
2014
|
|
|
$
|
535,000
|
|
|
$
|
967,820
|
|
|
|
$411,281
|
|
|
$
|
1,205,367
|
|
|
|
$35,849
|
|
|
$
|
3,155,317
|
|
Gautam Chandra
|
|
|
2016
|
|
|
$
|
430,000
|
|
|
$
|
605,640
|
|
|
|
$304,000
|
|
|
$
|
931,389
|
|
|
|
$35,297
|
|
|
$
|
2,306,326
|
|
Senior Vice President, Business
|
|
|
2015
|
|
|
$
|
420,000
|
|
|
$
|
571,469
|
|
|
|
$300,000
|
|
|
$
|
216,303
|
|
|
|
$29,536
|
|
|
$
|
1,537,308
|
|
Development, Strategy and
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Non-Utility Operations
|
|
|
2014
|
|
|
$
|
400,000
|
|
|
$
|
516,873
|
|
|
|
$214,500
|
|
|
$
|
579,855
|
|
|
|
$27,204
|
|
|
$
|
1,738,432
|
|
Luanne S. Gutermuth
(6)
|
|
|
2016
|
|
|
$
|
450,000
|
|
|
$
|
536,352
|
|
|
|
$290,000
|
|
|
$
|
396,861
|
|
|
|
$83,187
|
|
|
$
|
1,756,400
|
|
Senior Vice President, Shared Services
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
and Chief Human Resources Officer
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1)
|
The principal positions shown are as of September 30, 2016. Please note that columns (d) “Bonus”
and (f) “Option Awards” have been omitted in accordance with SEC rules because no such compensation was awarded
to, earned by, or paid to the Named Executive Officers during FY 2016, FY 2015 or FY 2014.
|
|
|
(2)
|
Stock awards consist of performance shares and performance units. For a description of the vesting conditions of
performance shares and performance units, see “Performance Shares and Performance Units” following the
Grants of Plan-Based Awards in FY 2016 table. These amounts represent the aggregate grant date fair value of the
performance share and performance unit awards computed in accordance with FASB ASC Topic 718. TSR-based awards made
in FY 2015 included a dividend growth standard pursuant to which, if relative TSR falls below a certain threshold, a
fractional payout will still be earned so long as dividend growth during the performance period exceeds 9%; the grant
date fair value of the FY 2015 awards assumes that the dividend growth standard will be met. The amounts in column
(e) include the sum of the values for performance shares and performance units. In FY 2016, the following Named
Executive Officers were granted performance units having the following grant date fair values: Mr. McCallister
— $1,080,874; Mr. Ammann — $327,488; Mr. Chapman — $542,183; Mr. Chandra — $302,838; and Ms.
Gutermuth — $268,166. In FY 2015, the following Named Executive Officers were granted performance units having
the following grant date fair values : Mr. McCallister — $980,975; Mr. Ammann — $312,932; Mr. Chapman
— $524,774; and Mr. Chandra — $285,720. In FY 2014, the following Named Executive Officers were granted
performance units having the following grant date fair values: Mr. McCallister — $904,505; Mr. Ammann —
$287,503; Mr. Chapman — $483,910; and Mr. Chandra — $258,430. The aggregate grant date fair values of the
awards in column (e), assuming that maximum payouts are achieved, are as follows: FY 2016: Mr. McCallister —
$3,824,691; Mr. Ammann — $1,158,916; Mr. Chapman — $1,918,433; Mr. Chandra — $1,071,546; and Ms.
Gutermuth — $948,944. FY 2015: Mr. McCallister — $3,924,064; Mr. Ammann — $1,251,756; Mr. Chapman
— $2,099,132; and Mr. Chandra — $1,142,938. FY 2014: Mr. McCallister — $3,617,982; Mr. Ammann
— $1,150,038; Mr. Chapman — $1,935,640; and Mr. Chandra — $1,033,746. For a discussion of the
assumptions and methodologies used to calculate the amounts in column (e), see the discussion of performance shares
and performance units contained in Note 11 (Stock-Based Compensation) to the WGL Holdings Consolidated Financial
Statements, included as part of the Company’s 2016 Annual Report on Form 10-K filed with the SEC on November
22, 2016. The actual amount ultimately realized by a Named Executive Officer from the disclosed awards listed under
column (e) will likely vary based on a number of factors, including our actual operating performance, stock price
fluctuations, and differences from the valuation assumptions used and the timing of applicable vesting.
|
|
|
(3)
|
The amounts shown in column (g) constitute the short-term incentive payouts made to the Named Executive Officers as described
in the CD&A. The FY 2016 short-term incentive payout amounts were paid in December 2016.
|
|
|
(4)
|
Column (h) reflects pension accruals for the officers. There are no above market or preferential earnings on compensation
deferred on a basis that is not tax-qualified, including such earnings on non-qualified contribution plans. The pension accrual
amounts represent the difference in present value (measured at the respective fiscal year-end dates shown in the table) based
on assumptions shown in the text following the “Pension and Other Retirement Benefits” table set forth later in
this proxy statement.
|
|
|
(5)
|
The amounts in column (i) represent the values of perquisites and matching contributions under the 401(k) Plan and, with
respect to Ms. Gutermuth, the amount of Company contributions under the DC SERP and the Defined Contribution Restoration
Plan. The value of perquisites is set forth in the “Perquisites” table. The following Named Executive
Officers received the following amounts as matching contributions under the 401(k) Plan during FY 2016: Mr. McCallister
— $10,510; Mr. Ammann — $10,600; Mr. Chapman — $10,302, Mr. Chandra — $10,558; and Ms. Gutermuth
— $10,600. The following Named Executive Officers received the following amounts as matching contributions under
the 401(k) Plan during FY 2015: Mr. McCallister — $10,600; Mr. Ammann — $10,600; Mr. Chapman — $10,371;
and Mr. Chandra — $10,338. The following Named Executive Officers received the following amounts as matching
contributions under the 401(k) Plan during FY 2014: Mr. McCallister — $10,400; Mr. Ammann — $10,400; Mr.
Chapman — $10,092; and Mr. Chandra — $10,115. The Company contributions to the DC SERP and the Defined
Contribution Restoration Plan for Ms. Gutermuth were as follows: FY 2016 – $42,649 and $7,985 respectively.
|
|
|
(6)
|
Ms. Gutermuth first became a named executive officer in FY 2016.
|
40
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Compensation of Executive Officers
Perquisites
We have a program of income tax, estate and financial planning services
for our executive officers. We pay the actual cost of these services provided to the executive up to a pre-determined ceiling depending
on the level of the executive officer. The highest amount provided to any executive under the income tax, estate and financial
planning program is $10,000 per year. We also pay the cost of certain other
perquisites for executive officers, including: parking at our headquarters
building, a vehicle allowance and an annual physical examination.
The following table sets forth the incremental value of perquisites
for the Named Executive Officers in FY 2014, FY 2015 and FY 2016 included in the “All Other Compensation” column
(i) of the Summary Compensation Table above.
FY 2014, FY 2015 AND FY 2016 INCREMENTAL COST OF PERQUISITES PROVIDED
TO NAMED EXECUTIVE OFFICERS
|
|
|
|
|
|
Tax
and
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Financial
|
|
|
Vehicle
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Tax
|
|
|
|
|
|
|
|
Fiscal
|
|
|
Counseling
|
|
|
Allowance
|
|
|
Parking
|
|
Physical
|
|
|
Insurance
|
|
|
Gross-up
|
|
|
Total
|
|
Name
and Principal Position
|
|
Year
|
|
|
($)
|
|
|
($)
|
|
($)
|
|
|
($)
|
|
|
($)
|
|
|
($)
|
|
|
($)
|
|
Terry D. McCallister
|
|
|
2016
|
|
|
$
|
–
|
|
|
$
|
–
|
|
|
$
|
7,040
|
|
|
$
|
1,865
|
|
|
$
|
6,792
|
|
|
$
|
5,102
|
|
|
$
|
20,799
|
|
Chairman of the Board and
|
|
|
2015
|
|
|
$
|
–
|
|
|
$
|
5,600
|
|
|
$
|
7,020
|
|
|
$
|
1,988
|
|
|
$
|
7,922
|
|
|
$
|
3,157
|
|
|
$
|
25,687
|
|
Chief Executive Officer
|
|
|
2014
|
|
|
$
|
–
|
|
|
$
|
8,400
|
|
|
$
|
6,770
|
|
|
$
|
1,804
|
|
|
$
|
6,512
|
|
|
$
|
3,085
|
|
|
$
|
26,571
|
|
Vincent L. Ammann, Jr.
|
|
|
2016
|
|
|
$
|
–
|
|
|
$
|
8,400
|
|
|
$
|
3,550
|
|
|
$
|
1,585
|
|
|
$
|
4,617
|
|
|
$
|
1,761
|
|
|
$
|
19,913
|
|
Senior Vice President and
|
|
|
2015
|
|
|
$
|
–
|
|
|
$
|
8,400
|
|
|
$
|
3,540
|
|
|
$
|
1,555
|
|
|
$
|
4,495
|
|
|
$
|
1,284
|
|
|
$
|
19,274
|
|
Chief Financial Officer
|
|
|
2014
|
|
|
$
|
223
|
|
|
$
|
8,400
|
|
|
$
|
3,390
|
|
|
$
|
2,073
|
|
|
$
|
4,358
|
|
|
$
|
864
|
|
|
$
|
19,308
|
|
Adrian P. Chapman
|
|
|
2016
|
|
|
$
|
3,935
|
|
|
$
|
8,400
|
|
|
$
|
7,040
|
|
|
$
|
2,621
|
|
|
$
|
4,882
|
|
|
$
|
2,151
|
|
|
$
|
29,029
|
|
President and Chief
|
|
|
2015
|
|
|
$
|
1,515
|
|
|
$
|
8,400
|
|
|
$
|
7,020
|
|
|
$
|
2,300
|
|
|
$
|
4,963
|
|
|
$
|
2,042
|
|
|
$
|
26,240
|
|
Operating Officer
|
|
|
2014
|
|
|
$
|
1,225
|
|
|
$
|
8,400
|
|
|
$
|
6,770
|
|
|
$
|
2,282
|
|
|
$
|
5,092
|
|
|
$
|
1,988
|
|
|
$
|
25,757
|
|
Gautam Chandra
|
|
|
2016
|
|
|
$
|
7,490
|
|
|
$
|
8,400
|
|
|
$
|
3,550
|
|
|
$
|
1,444
|
|
|
$
|
3,301
|
|
|
$
|
554
|
|
|
$
|
24,739
|
|
Senior Vice President
|
|
|
2015
|
|
|
$
|
2,262
|
|
|
$
|
8,400
|
|
|
$
|
3,540
|
|
|
$
|
1,628
|
|
|
$
|
2,971
|
|
|
$
|
397
|
|
|
$
|
19,198
|
|
|
|
|
2014
|
|
|
$
|
–
|
|
|
$
|
8,400
|
|
|
$
|
3,390
|
|
|
$
|
1,757
|
|
|
$
|
3,058
|
|
|
$
|
484
|
|
|
$
|
17,089
|
|
Luanne S. Gutermuth
|
|
|
2016
|
|
|
$
|
3,130
|
|
|
$
|
8,400
|
|
|
$
|
3,550
|
|
|
$
|
2,621
|
|
|
$
|
3,494
|
|
|
$
|
758
|
|
|
$
|
21,953
|
|
Senior Vice President,
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Shared Services and Chief
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Human Resources Officer
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
The amounts set forth in the “tax gross-up” column in
the above table represent the amount of taxes paid by the Company on behalf of officers relating to life insurance coverage with
benefits in excess of $50,000. We provide the executive officers (and all employees) life insurance equal to one times the employees’
salary. Under the Internal Revenue Code, the cost of the first $50,000 of life insurance paid by us is not taxable income to the
employee. However, the premium we paid for insurance in excess of $50,000 is taxable income (imputed income) to the employee.
The Company “grosses up” the income of the Named Executive
Officers for the taxes on this imputed income (i.e., we pay the taxes for the Named Executive Officers on this imputed income).
The imputed income amount and the amount of the tax gross-up are both taxable income to the Named Executive Officer. The amounts
under the column entitled, “Insurance” in the above table represent the premiums paid by the Company for the respective
Named Executive Officer’s long-term care and imputed income for life insurance.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
41
Compensation of Executive Officers
Grants of Plan-Based Awards
in FY 2016
The following Grants of Plan-Based Awards table sets forth information
concerning the range of short-term incentive opportunities and opportunities under grants of performance
shares and performance units to our Named Executive Officers during
FY 2016. The grants in the following table were made under the 2007 Plan.
|
|
|
|
Estimated
Future Payouts Under
Non-Equity Incentive Plan Awards
(1)
|
|
|
Estimated
Future Payouts Under Equity Incentive Plan Awards
(2)
|
|
|
|
|
Name
(a)
|
|
Grant
Date
(b)
|
|
Threshold
(3)
($) (c)
|
|
|
Target
($) (d)
|
|
|
Maximum
($) (e)
|
|
|
Threshold
Number
of Shares
of Stock
(4)
(#) (f)
|
|
|
Target
Number of
Shares of
Stock
(#) (g)
|
|
|
Maximum
Number
of Shares
of Stock
(#) (h)
|
|
|
Grant
Date Fair
Value of
Stock
(5)
($) (l)
|
|
Terry D. McCallister
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Short-term
Incentive
|
|
N/A
|
|
$
|
267,435
|
|
|
$
|
764,100
|
|
|
$
|
1,146,150
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Dividend Coverage Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
8,649
|
|
|
|
8,649
|
|
|
|
8,649
|
|
|
$
|
498,788
|
|
TSR Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
4,325
|
|
|
|
8,649
|
|
|
|
17,298
|
|
|
$
|
582,078
|
|
Return on Equity Performance Units
|
|
10/1/2015
|
|
$
|
249,394
|
|
|
$
|
498,788
|
|
|
$
|
997,576
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
498,788
|
|
TSR Performance Units
|
|
10/1/2015
|
|
$
|
249,394
|
|
|
$
|
498,788
|
|
|
$
|
997,576
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
582,086
|
|
Vincent L. Ammann,
Jr.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Short-term Incentive
|
|
N/A
|
|
$
|
89,513
|
|
|
$
|
255,750
|
|
|
$
|
383,625
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Dividend Coverage Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2,621
|
|
|
|
2,621
|
|
|
|
2,621
|
|
|
$
|
151,153
|
|
TSR Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1,311
|
|
|
|
2,621
|
|
|
|
5,242
|
|
|
$
|
176,393
|
|
Return on Equity Performance Units
|
|
10/1/2015
|
|
$
|
75,563
|
|
|
$
|
151,125
|
|
|
$
|
302,250
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
151,125
|
|
TSR Performance Units
|
|
10/1/2015
|
|
$
|
75,563
|
|
|
$
|
151,125
|
|
|
$
|
302,250
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
176,363
|
|
Adrian P. Chapman
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Short-term Incentive
|
|
N/A
|
|
$
|
145,950
|
|
|
$
|
417,000
|
|
|
$
|
625,500
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Dividend Coverage Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
4,338
|
|
|
|
4,338
|
|
|
|
4,338
|
|
|
$
|
250,172
|
|
TSR Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2,169
|
|
|
|
4,338
|
|
|
|
8,676
|
|
|
$
|
291,947
|
|
Return on Equity Performance Units
|
|
10/1/2015
|
|
$
|
125,100
|
|
|
$
|
250,200
|
|
|
$
|
500,400
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
250,200
|
|
TSR Performance Units
|
|
10/1/2015
|
|
$
|
125,100
|
|
|
$
|
250,200
|
|
|
$
|
500,400
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
291,983
|
|
Gautam Chandra
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Short-term Incentive
|
|
N/A
|
|
$
|
82,775
|
|
|
$
|
236,500
|
|
|
$
|
354,750
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Dividend Coverage Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2,423
|
|
|
|
2,423
|
|
|
|
2,423
|
|
|
$
|
139,734
|
|
TSR Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1,212
|
|
|
|
2,423
|
|
|
|
4,846
|
|
|
$
|
163,068
|
|
Return on Equity Performance Units
|
|
10/1/2015
|
|
$
|
69,875
|
|
|
$
|
139,750
|
|
|
$
|
279,500
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
139,750
|
|
TSR Performance Units
|
|
10/1/2015
|
|
$
|
69,875
|
|
|
$
|
139,750
|
|
|
$
|
279,500
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
163,088
|
|
Luanne S. Gutermuth
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Short-term Incentive
|
|
N/A
|
|
$
|
78,750
|
|
|
$
|
225,000
|
|
|
$
|
337,500
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
—
|
|
Dividend Coverage Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
2,146
|
|
|
|
2,146
|
|
|
|
2,146
|
|
|
$
|
123,760
|
|
TSR Performance Shares
|
|
10/1/2015
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1,073
|
|
|
|
2,146
|
|
|
|
4,292
|
|
|
$
|
144,426
|
|
Return on Equity Performance Units
|
|
10/1/2015
|
|
$
|
61,875
|
|
|
$
|
123,750
|
|
|
$
|
247,500
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
123,750
|
|
TSR Performance Units
|
|
10/1/2015
|
|
$
|
61,875
|
|
|
$
|
123,750
|
|
|
$
|
247,500
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$
|
144,416
|
|
Note that columns: (i) “All Other Stock Awards,” (j) “All
Other Option Awards: Number of Securities,” and (k) “Exercise Price of Option Awards,” have been omitted in accordance
with SEC rules because no such compensation was awarded to, earned by, or paid to the Named Executive Officers during FY 2016.
No consideration was paid by any of the Named Executive Officers for
the awards listed in the “Grants of Plan-Based Awards” table.
42
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Compensation of Executive Officers
(1)
|
Amounts in these columns represent the threshold, target and maximum payouts under our short-term incentive program based on FY 2016 performance, and the threshold, target and maximum payouts under our performance unit program for the 36-month performance period from October 1, 2015 through September 30, 2018.
|
|
|
(2)
|
Amounts in these columns represent the threshold, target and maximum payouts under our performance share program for the 36-month performance period from October 1, 2015 through September 30, 2018.
|
|
|
(3)
|
Threshold payout for non-equity incentive awards (as it relates to performance units) reflect payout amounts if our TSR is at the 25th percentile of the long-term incentive peer group and the ROE Ratio achieved is 90%. Threshold payout for non-equity incentive awards (as it relates to short-term incentive awards) equal to 35% of the target award and are based on the minimum individual factor and corporate factors for which a payout will be made. Although performance unit grants are considered equity incentive plan awards, the estimated future payouts under these grants are included in these columns because awards are denominated in dollars and paid out in cash, rather than shares of stock.
|
|
|
(4)
|
Threshold payout for equity incentive awards (as it relates to performance shares) reflect payout amounts if our TSR is at the 25th percentile of the long-term incentive peer group and the dividend coverage performance shares vest.
|
|
|
(5)
|
Amounts in this column represent the aggregate grant date fair value computed in accordance with FASB ASC Topic 718 of performance unit and performance share awards granted in FY 2016. The values of these awards, assuming that the highest level of performance conditions is achieved, are as follows: TSR performance shares: Mr. McCallister — $1,164,155; Mr. Ammann — $352,787; Mr. Chapman — $583,895; Mr. Chandra — $326,136; and Ms. Gutermuth — $288,852; dividend coverage performance shares: Mr. McCallister — $498,788; Mr. Ammann — $151,153; Mr. Chapman — $250,172; Mr. Chandra — $139,734; and Ms. Gutermuth — $123,760; TSR performance units: Mr. McCallister — $1,164,172; Mr. Ammann — $352,726; Mr. Chapman — $583,966; Mr. Chandra — $326,176; and Ms. Gutermuth — $288,832; ROE performance units: Mr. McCallister — $997,576; Mr. Ammann — $302,250; Mr. Chapman — $500,400; Mr. Chandra — $279,500; and Ms. Gutermuth — $247,500. For a discussion of the assumptions and methodologies used to calculate the amounts reported, see the discussion of performance shares and performance units contained in Note 11 (Stock Based Compensation) to the Company’s Consolidated Financial Statements, included as part of WGL Holdings’ 2016 Annual Report on Form 10-K filed with the SEC.
|
Performance Shares and Performance Units
Performance share awards are denominated and paid out in shares of
WGL Holdings common stock. Performance unit awards are denominated in dollars and are paid out in cash.
The vesting of performance share and performance unit awards is conditioned
upon the Company’s performance and the officer’s continued employment. As long as each Named Executive Officer remain
an employee, performance shares and performance units become earned and vested based on:
•
|
our relative TSR (as to one-half of performance shares and performance units)
|
|
|
•
|
our return on equity compared to the weighted average utility authorized ROE (as to one-half of performance units)
|
|
|
•
|
whether our earnings per share exceed dividends declared per share (as to one half of performance shares)
|
in each case, over a designated three-year performance period. Performance share award grantees do not have the rights of shareholders until the performance shares vest. Therefore, performance share grantees do not receive dividends on the performance share, until the performance shares vest; however, dividend equivalents are deemed to accrue on the number of shares that actually vest, and are paid in cash upon vesting. Since the performance units pay out in cash once vested, performance unit grantees do not receive dividends or other rights of shareholders.
For further information regarding the performance criteria for the
vesting of LTI grants, including the long-term incentive peer groups used for TSR-based awards, please see the discussion under
the heading, “Long-Term Incentive Compensation–Performance Share and Performance Unit Awards” in the Compensation
Discussion and Analysis section of this proxy statement.
Awards are converted to cash for shares to the extent necessary to
satisfy minimum tax withholding or any governmental levies. Performance shares and performance units are generally forfeited for
no value if a Named Executive Officer’s employment terminates prior to the end of the performance period. With respect to
awards granted on or after October 1, 2015, however, a pro rata portion (based on the number of months the participant was employed
during the performance period) of a participant’s outstanding performance shares or performance units may vest upon retirement,
in accordance with the terms of the grant. In addition, subject to the sole discretion of the HR Committee of the Company’s
Board, all or a portion of a participant’s outstanding performance shares or performance units may vest if his or her employment
terminates as a result of death, disability or, for awards granted on October 1, 2014, retirement. Under certain circumstances,
following a change in control, between 50% and 100% of an officer’s outstanding performance share or performance unit awards
granted on October 1, 2014 would become fully vested at target levels. See “Potential Payments Upon Termination or Change
in Control — Change in Control Severance Plan for Certain Executives,” below.
Options
The Company has not granted stock options since October 1, 2006 because
the Company’s compensation program changed to eliminate granting stock options and to begin granting
performance shares and performance units, and none of the Named Executive
Officers owned stock options during FY 2016.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
43
Compensation of Executive Officers
Outstanding Equity Awards
at FY 2016 Year-End
The following table summarizes the equity awards we have made to our
Named Executive Officers that were outstanding as of
September 30, 2016. Outstanding equity awards at fiscal year-end consist
of performance shares and performance units.
|
|
Stock
Awards
|
Name (a)
|
|
Equity
Incentive Plan
Awards: Number of
Unearned Shares or Other
Rights That Have Not
Vested
(1)
(#) (i)
|
|
Equity
Incentive Plan
Awards: Market or Payout
Value of Unearned Shares
or
Other Rights That Have
Not Vested
(1)
($) (j)
|
|
Equity
Incentive Plan
Awards: Number of
Unearned Shares or Other
Rights
That Have Not
Vested
(2)
(#)
(k)
|
|
Equity
Incentive Plan
Awards: Market or Payout
Value of Unearned Shares
or
Other Rights That Have
Not Vested
(2)
($) (l)
|
|
Terry D. McCallister
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Awarded 10-1-13
|
|
|
21,093
|
|
|
$
|
1,322,531
|
|
|
|
900,901
|
|
|
$
|
900,901
|
|
Awarded 10-1-14
|
|
|
22,076
|
|
|
$
|
1,384,165
|
|
|
|
929,834
|
|
|
$
|
929,834
|
|
Awarded 10-1-15
|
|
|
17,298
|
|
|
$
|
1,084,585
|
|
|
|
997,576
|
|
|
$
|
997,576
|
|
Vincent L. Ammann, Jr.
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Awarded 10-1-13
|
|
|
6,705
|
|
|
$
|
420,404
|
|
|
|
286,358
|
|
|
$
|
286,358
|
|
Awarded 10-1-14
|
|
|
7,042
|
|
|
$
|
441,533
|
|
|
|
296,618
|
|
|
$
|
296,618
|
|
Awarded 10-1-15
|
|
|
5,242
|
|
|
$
|
328,673
|
|
|
|
302,250
|
|
|
$
|
302,250
|
|
Adrian P. Chapman
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Awarded 10-1-13
|
|
|
11,285
|
|
|
$
|
707,570
|
|
|
|
481,982
|
|
|
$
|
481,982
|
|
Awarded 10-1-14
|
|
|
11,809
|
|
|
$
|
740,424
|
|
|
|
497,416
|
|
|
$
|
497,416
|
|
Awarded 10-1-15
|
|
|
8,676
|
|
|
$
|
543,985
|
|
|
|
500,400
|
|
|
$
|
500,400
|
|
Gautam Chandra
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Awarded 10-1-13
|
|
|
6,027
|
|
|
$
|
377,893
|
|
|
|
257,400
|
|
|
$
|
257,400
|
|
Awarded 10-1-14
|
|
|
6,430
|
|
|
$
|
403,161
|
|
|
|
270,825
|
|
|
$
|
270,825
|
|
Awarded 10-1-15
|
|
|
4,846
|
|
|
$
|
303,844
|
|
|
|
279,500
|
|
|
$
|
279,500
|
|
Luanne S. Gutermuth
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Awarded 10-1-15
|
|
|
4,292
|
|
|
$
|
269,108
|
|
|
|
247,500
|
|
|
$
|
247,500
|
|
Note that columns: (b), (c), (d), (e) and (f) relating to the number
of securities underlying unexercised options, exercise price and option expiration date have been omitted because none of the Named
Executive Officers owned any stock options at the end of FY 2016. Columns (g) and (h) relating to unvested shares have been omitted
because none of the Named Executive Officers owned any such unvested shares at the end of FY 2016.
(1)
|
Columns (i) and (j) relate to performance shares. Performance shares become earned and vested at the end of a three-year performance period, subject to: (i) such officer’s continued employment and (ii) WGL Holdings’ achievement of the relevant performance criteria. The number of performance shares shown in the “Awarded 10-1-13,” “Awarded 10-1-14” and “Awarded 10-1-15” rows for each Named Executive Officer in column (i) are the target number of shares that may become earned if WGL Holdings’ TSR for the three-year performance period is at the 50th percentile of the applicable long-term incentive peer group and, for performance shares shown in the “Awarded 10-1-15” row for each Named Executive Officer, if WGL Holdings’ operating earnings per share during the three-year performance period exceed the aggregate dividends declared per share during that period. The value shown in column (j) of the table is the number of shares shown in column (i) times the closing price of WGL Holdings common stock on September 30, 2016 ($62.70), the last trading day of FY 2016.
|
|
|
(2)
|
Columns (k) and (l) relate to performance units. Performance units are payable in cash and become earned and vested at the end of a three-year performance period, subject to: (i) such officer’s continued employment and (ii) WGL Holdings’ achievement of the relevant performance criteria. The number of performance units shown for each Named Executive Officer in column (k) in the “Awarded 10-1-13,” “Awarded 10-1-14” and “Awarded 10-1-15” rows are the target number of units that may be earned if WGL Holdings’ TSR for the three-year performance period is at the 50th percentile of the applicable long-term incentive peer group and, for performance units shown in the “Awarded 10-1-15” row for each Named Executive Officer, if WGL Holdings’ ROE is 100% of the weighted average allowed utility ROE. The aggregate amount shown in column (l) of the table is the number of performance units shown in column (k) multiplied by $1.00 which is the payout value of each performance unit.
|
44
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Compensation of Executive Officers
Stock Vested in FY 2016
The following table provides information about the value realized
by the Named Executive Officers on stock awards vesting during FY 2016.
|
|
Stock
Awards
|
|
Name (a)
|
|
Number
of Shares
Acquired on
Vesting
(1)
(#) (d)
|
|
|
Shares
Withheld to
Cover Taxes (#)
|
|
Value
Realized on
Vesting
($)
(2)
(e)
|
|
Terry D. McCallister
|
|
|
36,544
|
|
|
|
14,900
|
|
|
$
|
2,107,492
|
|
Vincent L. Ammann, Jr.
|
|
|
11,558
|
|
|
|
3,826
|
|
|
$
|
666,550
|
|
Adrian P. Chapman
|
|
|
19,490
|
|
|
|
6,766
|
|
|
$
|
1,123,988
|
|
Gautam Chandra
|
|
|
9,102
|
|
|
|
3,013
|
|
|
$
|
524,912
|
|
Luanne S. Gutermuth
|
|
|
4,866
|
|
|
|
1,611
|
|
|
$
|
280,622
|
|
(1)
|
The information in the above table reflects the vesting of performance shares. The performance period for the performance shares ended on September 30, 2015. The shares were issued in October 2015.
|
|
|
(2)
|
The amounts shown in column (e) equal the product of (i) the closing market price of WGL Holdings common stock on the last day of the performance share vesting period ($57.67) multiplied by (ii) the number of shares acquired upon vesting as set forth in column (d).
|
Non-Qualified
Deferred Compensation
The following table presents information regarding the contributions
to and earnings on the Named Executive Officers’ deferred compensation balances during FY 2016, and also shows the total
deferred amounts for the Named Executive Officers at the end of FY
2016.
Name
(a)
|
|
Plan
|
|
Executive
Contributions
in Last FY (b)
|
|
Registrant
Contributions
in Last FY
($) (c)
|
|
|
Aggregate
Earnings in
Last FY ($) (d)
|
|
|
Aggregate
Withdrawals /
Distributions
($) (e)
|
|
|
Aggregate
Balance at
Last FYE ($) (f)
|
|
Terry D. McCallister
|
|
n/a
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
Vincent L. Ammann, Jr.
|
|
n/a
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
Adrian P. Chapman
|
|
n/a
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
Gautam Chandra
|
|
n/a
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
|
|
—
|
|
Luanne S. Gutermuth
(1)
|
|
DC SERP
DC Restoration
|
|
|
—
|
|
|
$
|
42,649
|
|
|
$
|
22,581
|
|
|
|
—
|
|
|
$
|
192,607
|
|
(1)
|
Ms. Gutermuth received the indicated amounts as a participant in the DC SERP and the DC Restoration Plan. The terms of these plans are described under the “Pension and Other Retirement Benefits” section of this proxy statement. The amount indicated under column (f) included $255,848 in the DC SERP, in which Ms. Gutermuth was 70% vested as of the end of FY 2016, and $13,518 in the DC Restoration Plan, in which Ms. Gutermuth was 100% vested as of the end of FY 2016.
|
Pension
and Other Retirement Benefits
The following table and related discussion describes the present value
of accumulated benefits payable under the Pension Plan
(a qualified plan), the DB SERP (a non-qualified plan) and the Defined
Benefit Restoration Plan (a non-qualified plan).
Name
(a)
|
|
Plan Name (b)
|
|
Number
of Years
Credited Service (#) (c)
|
|
Present
Value of
Accumulated Benefit ($) (d)
|
|
Terry D. McCallister
|
|
Pension Plan
|
|
|
16.5
|
|
|
$
|
805,659
|
|
|
|
DB SERP
|
|
|
30.0
|
|
|
$
|
11,995,193
|
|
Vincent L. Ammann, Jr.
|
|
Pension Plan
|
|
|
13.0
|
|
|
$
|
561,402
|
|
|
|
DB SERP
|
|
|
24.0
|
|
|
$
|
3,464,442
|
|
Adrian P. Chapman
|
|
Pension Plan
|
|
|
35.0
|
|
|
$
|
1,444,567
|
|
|
|
DB SERP
|
|
|
30.0
|
|
|
$
|
5,964,251
|
|
Gautam Chandra
|
|
Pension Plan
|
|
|
14.0
|
|
|
$
|
474,312
|
|
|
|
DB SERP
|
|
|
25.0
|
|
|
$
|
2,585,555
|
|
Luanne S. Gutermuth
|
|
Pension Plan
|
|
|
18.5
|
|
|
$
|
746,397
|
|
|
|
DB Restoration
|
|
|
18.5
|
|
|
$
|
383,962
|
|
WGL HOLDINGS, INC. - 2017 Proxy Statement |
45
Compensation of Executive Officers
The following actuarial assumptions were used in determining the amounts
set forth in the “Pension and Other Retirement Benefits” table:
Measurement
Date
|
|
September
30, 2016
|
|
September
30, 2015
|
Discount Rate
|
|
|
|
|
DB SERP and DB Restoration
|
|
3.40%
|
|
4.10%
|
Pension Plan
|
|
3.70%
|
|
4.50%
|
Pre-retirement Mortality
|
|
None
|
|
None
|
Post-retirement Mortality
|
|
RP-2014 mortality tables with a base year of 2006 projected using the MP-2014 mortality improvement scale, adjusted to converge over 15 years to an ultimate rate of 0.75% at age 85, grading to 0% at age 115 in 2022
|
|
RP-2014 mortality tables with a base year of 2006 projected using the MP-2014 mortality improvement scale, adjusted to converge over 15 years to an ultimate rate of 0.75% at age 85, grading to 0% at age 115 in 2022
|
Retirement Age
|
|
65
|
|
65
|
Payment Form
|
|
|
|
|
Amount Earned After 12/31/2004 for DB
SERP and DB Restoration
|
|
Actual 409A Lump Sum Election
Reflecting a 1.90% Interest Rate
|
|
Actual 409A Lump Sum Election
Reflecting a 2.60% Interest Rate
|
Qualified Pension Plan and Pre-409A DB SERP
|
|
Qualified Joint & Survivor Annuity
|
|
Qualified Joint & Survivor Annuity
|
For a discussion of the assumptions and methodologies used to calculate
the amounts reported in the “Pension and Other Retirement Benefits” table above, see the discussion contained in Note
10 (Pension and Other Post-Retirement Benefit Plans)
to the Company’s Consolidated Financial Statements, and Management’s
Discussion and Analysis of Financial Condition and Results of Operations included as part of WGL Holdings’ 2016 Annual Report
on Form 10-K filed with the SEC.
Summary of Retirement Benefits
Washington Gas provides retirement benefits to the Named Executive
Officers under the terms of qualified and non-qualified defined-benefit and defined-contribution retirement plans.
Retirement benefits provide post-employment security to our employees.
As of the end of FY 2016, the following primary retirement benefit programs were available to the Named Executive Officers:
•
|
the 401(k) Plan, a tax-qualified defined-contribution plan in which the Named Executive Officers participate on the same terms
as our other participating employees;
|
|
|
•
|
the Pension Plan, a tax-qualified, non-contributory pension plan covering all active employees (including executive officers)
and vested former employees of Washington Gas;
|
•
|
the DB SERP, a non-qualified defined-benefit retirement plan which provides the Named Executive Officers a benefit up to 60% of the individual’s final average compensation, as determined under that plan;
|
|
|
•
|
the DC SERP, a non-qualified defined-contribution retirement plan;
|
|
|
•
|
the Defined Benefit Restoration Plan, a non-qualified defined-benefit retirement plan; and
|
|
|
•
|
the Defined Contribution Restoration Plan, a non-qualified defined-contribution retirement plan.
|
Pension Plan and 401(k) Plans
Each Named Executive Officer participates in the Pension Plan. The
Pension Plan is a tax-qualified, non-contributory pension plan covering active employees (including certain executive officers)
and vested former employees of Washington Gas and certain affiliates. The Pension Plan is now closed to new entrants. Participation
in the Pension Plan was closed: (i) to employees hired on or after January 1, 2009 who are covered under the collective bargaining
agreements with the International Brotherhood of Teamsters and Office and Professional Employees International Union Local 2, (ii)
to management employees first hired on or after July 1, 2009, (iii) to Hampshire Gas Company employees first hired on or after
January 1, 2010, and (iv) to employees first hired on or after January 1, 2010 who are covered by the collective bargaining agreement
between Washington Gas
and the International Brotherhood of Electrical Workers, Local 1900.
Instead of Pension Plan benefits, employees hired after the aforementioned dates receive an enhanced benefit in the form of an
employer contribution under the 401(k) Plans. This enhanced benefit provides a Company contribution between 4%-6% of base compensation
(depending on length of service) to subject employees. Executive officers receive this benefit on the same terms as our other participating
employees.
The Pension Plan provides an unreduced retirement benefit at termination
of employment at the normal retirement age of 65. A participant must have five years of accredited service under the Pension Plan
to vest in a pension benefit. The Pension Plan accrued benefit is calculated using a formula based on
46
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Compensation of Executive Officers
accredited service and highest three years (High Three) of average
compensation. High Three average compensation is the average of the employee’s rate of annual basic compensation on December
31 of each of three calendar years of accredited service preceding that reflects the employees highest compensation prior to the
employee’s normal retirement date, early or disability retirement date, actual date of retirement or date of termination
of employment, whichever is applicable. Annual basic compensation consists of the regular annual salary or wages of an employee,
excluding bonuses, compensation for overtime or other extra or special compensation, but including commissions, bonuses and other
forms of incentive compensation paid to salesmen. The rate of High Three average compensation is multiplied by the percentage rate
that applies to the participant’s years of accredited service. Bargaining units representing certain Washington Gas employees
have negotiated different percentages for their members. A change was made to the formula for calculating the retirement benefit
for management employees and for employees covered by the collective bargaining agreement with the International Brotherhood of
Electrical Workers, Local 1900 who retire on or after January 1, 2010 and for employees covered by Office and Professional Employees
International Union Local 2 who
retire on or after January 1, 2009. The retirement benefit for
these employees will be determined by using the average of the retiree’s highest three years of earnings, rather than the
average of the retiree’s last three years of earnings. The benefit for the International Brotherhood of Teamsters, Local
96 is still based on the employees last three years of final average compensation.
An early retirement benefit, discounted for age, is available
to employees at age 55 with five years of accredited service. Employees age 55 or older having any combination of age and accredited
service that equals 90 or more and employees with 30 years of accredited service may retire early without discounting their
pension for age. As of the date of this proxy statement, of the Named Executive Officers, Mr. McCallister, our Chairman and CEO,
Mr. Chapman, our President and Chief Operating Officer, and Mr. Ammann, our Chief Financial Officer, are eligible to receive an
early retirement benefit.
The normal form of pension benefit is a joint and survivor annuity
for an employee with an eligible spouse and a single-life annuity for an unmarried employee. Participants may elect among various
payment options that will be the actuarial equivalent of the normal form of retirement benefit. There is no lump sum optional form
of payment under the current Pension Plan.
Defined Benefit Supplemental Executive Retirement Plan
Each Named Executive Officer, except Ms. Gutermuth, participates
in the Company’s DB SERP, which is a non-qualified, unfunded defined benefit retirement plan. The purpose of the DB SERP
is to provide an additional incentive to attract and retain key employees designated by the Board. The Board of Washington Gas
designates participants in the DB SERP.
The DB SERP provides a retirement benefit that supplements the
benefit payable under the Pension Plan. The benefit amount is based on years of benefit service and the average of the participant’s
highest rates of annual basic compensation, including any short-term incentive awards, on December 31 of the three years out of
the final five years of the participant’s service as a participant. Benefit service under the DB SERP consists of years of
accredited service under the Pension Plan, plus the number of years of plan service under the DB SERP, to a maximum of 30 years.
There is a vesting schedule for the benefit that varies depending upon the point in time the individual became a participant in
the DB SERP.
At normal retirement, the DB SERP participant is entitled to an
annual benefit equal to the participant’s vested percentage of an amount equal to 2% of final average compensation multiplied
by the number of years of benefit service, reduced by the amount of the normal retirement benefit paid under the Pension Plan and
the amount of any other supplemental pension benefit provided by Washington Gas. Participants in the CIC Plan, described elsewhere
in this proxy statement, may earn extra years of benefit service under the DB SERP in certain events of termination following a
change in control, up to the maximum of 30 years of benefit service.
The DB SERP provides an unreduced retirement benefit at termination
of employment at the normal retirement age of 65.
An early retirement benefit, discounted for age, is available
to participants at age 55 with 10 years of benefit service. As of the date of this proxy statement, of the Named Executive Officers,
Mr. McCallister, our Chairman and CEO, Mr. Chapman, our President and Chief Operating Officer, and Mr. Ammann, our Chief Financial
Officer, are eligible to receive an early retirement benefit under the DB SERP.
A participant in the DB SERP can elect the same forms of benefit
available under the Pension Plan, and in addition can elect a lump sum payment form. For DB SERP benefits earned through December
31, 2004, the lump sum amount is limited to the amount of the benefit attributable to short-term incentive compensation. For benefits
earned on and after January 1, 2005, participants may elect a lump sum benefit in any percentage.
The lump sum amount is an actuarial determination based on the
participant’s life expectancy discounted using the yield on the zero-coupon U.S. Treasury security with maturity equal to
the maturity of each year’s payment. The lump sum shall equal the sum of the discounted payments.
The DB SERP is unfunded. Accordingly, all benefits constitute
an unfunded contractual payment obligation of the Company and a participant’s right to receive payments under the DB SERP
will be no greater than the right of an unsecured general creditor of the Company.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
47
Compensation of Executive Officers
Defined Contribution Supplemental Executive Retirement Plan
The DC SERP provides supplemental retirement benefits to executive
officers who: (i) are not participants in the DB SERP; and (ii) are selected by the Board to participate in the DC SERP. Subject
to certain conditions, the DC SERP provides the following benefits to participating employees: (i) a Company credit equal to 6%
of total pay (base salary and incentive pay); (ii) matching credit equal to 4% of annual short-term incentive pay only; and (iii)
for employees who do not participate in the Pension Plan, an incentive credit equal to 4-6% of annual short-term incentive pay
only depending on years of service. Benefits will be credited each pay period to a bookkeeping account
maintained on behalf of the participant. Participant accounts
will be credited with notional earnings and reduced for notional losses based upon the performance of investment alternatives selected
by participants. Benefits will be paid in a lump sum upon the participant’s termination of employment or disability (whichever
occurs first). The DC SERP is unfunded. Accordingly, all benefits constitute an unfunded contractual payment obligation of the
Company and a participant’s right to receive payments under the DC SERP will be no greater than the right of an unsecured
general creditor of the Company. Ms. Gutermuth is a participant in the DC SERP.
Defined Contribution Restoration Plan
The Defined Contribution Restoration Plan provides supplemental
retirement benefits to employees: (i) who are not participants in the DB SERP; and (ii) whose base pay exceeds the limit set forth
under Section 401(a)(17) of the Internal Revenue Code (i.e., $265,000 in 2016). Subject to certain conditions, the Defined Contribution
Restoration Plan provides the following benefits to participating employees: (i) a base pay matching credit equal to 4% of the
portion of the participant’s base pay only that exceeds the limit in Section 401(a)(17) of the Internal Revenue Code, and
(ii) for employees who do not participate in the Pension Plan, a base pay restoration credit equal to 4-6% of the portion of the
participant’s base pay only that exceeds the limit Section 401(a) (17) of the Internal Revenue Code. The actual percentage
is based on years of service. Benefits are credited each pay period to a bookkeeping account maintained on behalf of the participant.
Participant accounts are credited with notional earnings and reduced
for notional losses based upon the performance of investment alternatives selected by participants. Participants generally will
be 100% vested in their Defined Contribution Restoration Plan benefits at all times except in the case of certain terminations
of employment. Benefits will be paid in a lump sum upon a participant’s termination of employment or disability (whichever
occurs first). The Defined Contribution Restoration Plan is unfunded. Accordingly, all benefits constitute an unfunded contractual
payment obligation of the Company and a participant’s right to receive payments under the Defined Contribution Restoration
Plan will be no greater than the right of an unsecured general creditor of the Company. Ms. Gutermuth is a participant in the Defined
Contribution Restoration Plan.
Defined Benefit Restoration Plan
The Defined Benefit Restoration Plan provides supplemental retirement
benefits to employees designated by the Board of Washington Gas who are not also participants in the DB SERP. The Defined Benefit
Restoration Plan provides a retirement benefit that supplements the benefit payable under the Pension Plan. With certain exceptions,
benefits under the plan vest over five years. Ms. Gutermuth is a participant in the Defined Benefit Restoration Plan.
At normal retirement, the Defined Benefit Restoration Plan participant
is entitled to an annual benefit equal to the benefit under the Pension Plan, calculated (i) by including annual incentive compensation
in the definition of final average compensation, (ii) based on the final three calendar years of accredited service, and (iii)
without regard to the limits on compensation set forth in Section 401(a)(17) of the Internal Revenue Code; and then reduced by
the amount of the normal retirement benefit paid under the Pension Plan.
The Defined Benefit Restoration Plan provides an unreduced retirement
benefit at termination of employment at the normal retirement age of 65. An early retirement benefit, discounted for age, is available
to vested participants at age 55. As of the date of this proxy statement, Ms. Gutermuth is not eligible to receive an early retirement
benefit under the Defined Benefit Restoration Plan.
In general, a participant in the Defined Benefit Restoration Plan
can elect the same forms of benefit available under the Pension Plan, and in addition can elect a lump sum payment form. The Defined
Benefit Restoration Plan is unfunded. Accordingly, all benefits constitute an unfunded contractual payment obligation of the Company
and a participant’s right to receive payments under the Defined Benefit Restoration Plan will be no greater than the right
of an unsecured general creditor of the Company.
48
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Potential Payments Upon Termination or Change in Control
POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE
IN CONTROL
Change in Control Severance Plan for
Certain Executives
Each of the Named Executive Officers listed in the Summary Compensation
Table in this proxy statement participates in the CIC Plan. Change in control protections provide severance pay and, in some situations,
vesting or payment of long-term incentive awards, upon a change in control. The change in control provisions under the CIC Plan
are effective during the period of one year prior to, and two years following, a change in control of WGL Holdings or Washington
Gas. The CIC Plan incorporates the definition of a change in control as defined in the Change in Control Policy (“CIC Policy”).
“Change in control” is generally defined under the CIC Policy as the occurrence (subject to certain exceptions) of:
•
|
an acquisition by any person of 30% or more of the voting stock of WGL Holdings or Washington Gas;
|
|
|
•
|
a change in the majority of the Board of WGL Holdings;
|
|
|
•
|
a reorganization, merger, consolidation or sale of all or substantially all of the assets of WGL Holdings or Washington Gas; or
|
|
|
•
|
shareholder approval of a complete liquidation or dissolution of WGL Holdings.
|
Generally, during the one year prior and two years following a
change in control, the executive is entitled to base salary, annual incentives, savings and retirement plans, welfare benefit plans,
expenses, fringe benefits, office and vacation, consistent with those in place prior to the change in control or available after
the change in control if more beneficial.
Annual base salary is defined as the amount equal to the highest
base salary rate in effect during the period beginning 12 months immediately preceding a change in control and ending on the date
of the Named Executive Officer’s termination. The annual incentive bonus is equal to each executive’s target annual
bonus for the fiscal year in which the Named Executive Officer’s employment is terminated. With respect to all the Named
Executive Officers, if the Named Executive Officer is terminated during the effective period for reasons other than cause, death
or disability, or if the Named Executive Officer resigns for good reason, the Named Executive Officer is entitled to certain severance
benefits. These benefits include:
•
|
salary replacement benefits equal to the sum of the executive’s annual base salary plus annual target incentive bonus multiplied by three for Messrs. McCallister, Chapman, and Ammann; and multiplied by two for Mr. Chandra and Ms. Gutermuth.
|
|
|
•
|
the sum of any unpaid base salary and vacation pay through the termination date and the product of the executive’s annual bonus and a fraction, the numerator of which is the number of days in the current fiscal year through the termination date, and the denominator of which is 365;
|
|
|
•
|
medical and dental replacement benefits for three years for Messrs. McCallister, Chapman, and Ammann; and such benefits for two years for Mr. Chandra and Ms. Gutermuth;
|
•
|
an additional three years of benefit service under the DB SERP for Messrs. McCallister, Chapman and Ammann and two years for Mr. Chandra, provided, in no event shall such additional service, when added to the executive’s DB SERP benefit service, exceed the maximum of 30 years (Ms. Gutermuth does not participate in the DB SERP; her benefits under the DC SERP and DB Restoration are 100% vested upon a change in control); and
|
|
|
•
|
outplacement services of up to $25,000; provided that such services are incurred by the executive within 12 months of his or her termination.
|
If a change in control payment exceeds the limit for deductible
payments under Section 280G of the Internal Revenue Code by 10% or more, reimbursement will be made for the full amount of any
excise taxes imposed on severance payments and any other payments under Section 4999 of the Internal Revenue Code and for all taxes
due on the amount of that reimbursement. This excise tax gross-up provision is intended to preserve the level of change in control
severance protections that we have determined to be appropriate. On November 17, 2010, the Board eliminated the reimbursement by
the Company of excise taxes imposed on such severance payments for any executive officers that become covered by the terms of the
CIC Plan on or after January 1, 2011. Pursuant to an amendment to the CIC Plan on November 12, 2015, however, the excise tax
reimbursement provisions will expire on September 30, 2018 unless a change in control transaction has occurred or is then pending.
A Named Executive Officer’s outstanding performance shares
and performance units may also vest upon a change in control or a qualified termination of employment following a change in control.
For awards granted prior to September 22, 2015, half of the award vests at target upon the change in control and the other half
of the award vests at target upon a qualified termination following a change in control (“double-trigger” vesting).
All awards granted on or after September 22, 2015 are subject to double-trigger vesting at target or a specified change-in-control
value based on actual performance. Together, the CIC Plan and the CIC Policy provide that a “qualified termination”
triggers the receipt of severance benefits. Generally, a “qualified termination” of a participant in the CIC Plan means
an involuntary termination of the participant (other than as a result of death, disability or for cause) or any termination of
employment by the participant in the CIC Plan that is not initiated by the Company and that is caused by any one or more of the
following events, if such event occurs during the change in control effective period:
•
|
assignment to the participant, without his or her consent, of duties
inconsistent in any material respect with the executive’s then current position or duties (including, for Messrs. McCallister, Chapman and Ammann, not having their current position at the most senior resulting entity following the change in control), or any other action by the Company which would cause him or her to violate ethical or professional obligations,
|
WGL HOLDINGS, INC. - 2017 Proxy Statement |
49
Potential Payments Upon Termination or Change in Control
|
or which results in a significant diminution in such position or duties;
|
|
|
•
|
the participant, without his or her consent, being required to relocate to a principal place of employment that is both more than 35 miles from his or her existing principal place of employment, and farther from the participant’s current residence than his or her existing principal place of employment;
|
|
|
•
|
the Company materially reduces, without his or her consent, the participant’s base salary rate or target bonus opportunity, or materially reduces the aggregate value of other incentives and retirement opportunity, or fails to allow the participant to participate in all welfare benefit plans, incentive, savings and retirement plan, fringe benefit plans and vacation benefits applicable to other senior executives; or
|
|
|
•
|
the Company fails to obtain a satisfactory agreement from any successor entity to assume and agree to perform the Company’s obligations to the Named Executive Officer under the CIC Plan.
|
A Named Executive Officer will not be able to receive severance
benefits for a qualified termination if the executive continues in employment with the Company for more than 90 days following
the later of the occurrence or knowledge of an event or events that would constitute a qualified termination. Also, the Named Executive
Officer will not be entitled to receive severance benefits under the CIC Plan if the Named Executive Officer’s employment
with the Company terminates because of a change in control and the Named Executive Officer accepts employment, or has the opportunity
to continue employment, with a successor entity (other than under terms and conditions which would constitute a qualified termination).
The levels of change in control payments were developed in prior
years and were either reaffirmed or adjusted after a thorough re-evaluation of such protection by the HR Committee in 2006. That
re-evaluation included input from the HR Committee’s executive compensation adviser and considered both market practice and
best practice. The HR Committee, with the advice of its compensation adviser, also re-evaluated certain elements of the change-in-control
arrangements in 2016. The circumstances and payments of compensation following a change in control are provided by the CIC Plan.
In approving the CIC Plan, the HR Committee considered data provided by its adviser regarding competitive market practices regarding
change in control benefits
for senior executives. The HR Committee also considered the corporate
and shareholder value of retaining certain executives following a change in control. The multiples of pay for various levels of
officers reflect the HR Committee’s judgment that those levels are fair, appropriate and reasonable for each officer.
In determining the appropriate payment and benefit levels under
the CIC Plan, the HR Committee also considered the potential importance of retaining certain executives following a change in control
to assist in a successful transition to a new organization and management.
The CIC Plan is intended in part to provide some protection of
employment and benefits for executives who agree to remain with a new organization following a change in control. The CIC Plan
is a material part of our total compensation program. Each component of this program, including base salary, incentives, retirement
benefits and the CIC Plan, has been designed to meet certain unique purposes. In the absence of a CIC Plan, it is unlikely that
other elements of the total compensation program would have been different to offset the risk posed by the lack of a CIC Plan.
The reason for this is that no other element of compensation can achieve the aims of the CIC Plan.
The severance benefits available under the CIC Plan are not additive
or cumulative to severance or termination benefits that a Named Executive Officer might also be entitled to receive under the terms
of any other arrangement or agreement with the Company. As a condition of participating in the CIC Plan, the Named Executive Officer
must expressly agree that the CIC Plan supersedes all prior plans or agreements providing for severance benefits.
The following table lists the amounts the Named Executive Officers
were eligible to receive from the Company under the CIC Plan if a change in control had occurred and the Named Executive Officer’s
employment was terminated either involuntarily without cause or as a result of a good reason termination effective as of September
30, 2016, the end of FY 2016. The amounts would be payable in a single lump sum and, to the extent required to comply with Section
409A of the Internal Revenue Code, would not be paid to the Named Executive Officer prior to the date that is six months from the
date of termination. The calculations in the table below are based on a common stock price equal to $62.70 per share which was
the closing price of WGL Holdings common stock on September 30, 2016, which was the last trading day of FY 2016.
50
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Potential Payments Upon Termination or Change
in Control
INCREMENTAL PAYMENTS DUE TO CHANGE IN CONTROL
(Assuming termination of employment on September 30, 2016)
Payments
Due to Change In Control
|
|
McCallister
|
|
|
Ammann
|
|
|
Chapman
|
|
|
Chandra
|
|
|
Gutermuth
|
|
Cash severance
|
|
$
|
4,839,300
|
|
|
$
|
2,162,250
|
|
|
$
|
2,919,000
|
|
|
$
|
1,333,000
|
|
|
$
|
1,350,000
|
|
Additional value due to vesting of unvested performance shares
and performance units
|
|
$
|
3,702,095
|
|
|
$
|
1,158,781
|
|
|
$
|
1,934,128
|
|
|
$
|
1,257,321
|
|
|
$
|
1,034,929
|
|
Additional SERP amount due to vesting and service credits
(1)
|
|
$
|
—
|
|
|
$
|
591,612
|
|
|
$
|
—
|
|
|
$
|
1,558,096
|
|
|
$
|
76,194
|
|
Medical and dental continuation
|
|
$
|
47,472
|
|
|
$
|
62,802
|
|
|
$
|
47,472
|
|
|
$
|
48,440
|
|
|
$
|
48,442
|
|
Outplacement (maximum)
|
|
$
|
25,000
|
|
|
$
|
25,000
|
|
|
$
|
25,000
|
|
|
$
|
25,000
|
|
|
$
|
25,000
|
|
Sec 280G excise tax and related gross-up (paid to IRS)
(2)
|
|
$
|
—
|
|
|
$
|
1,784,000
|
|
|
$
|
—
|
|
|
$
|
1,439,000
|
|
|
$
|
1,156,000
|
|
Cutback to avoid excise tax
(3)
|
|
$
|
(255,000)
|
|
|
$
|
—
|
|
|
$
|
(356,000)
|
|
|
$
|
—
|
|
|
$
|
—
|
|
TOTAL
|
|
$
|
8,358,867
|
|
|
$
|
5,784,445
|
|
|
$
|
4,569,600
|
|
|
$
|
5,660,857
|
|
|
$
|
3,690,565
|
|
(1)
|
SERP calculations were made using a 3.4% discount rate.
|
|
|
(2)
|
Rounded to the nearest $1,000 due to use of estimates in calculation. Represents a reimbursement to the executive to cover excise tax paid to the Internal Revenue Service on change in control benefits. The Board eliminated this benefit for employees who became covered under the CIC Plan after January 1, 2011.
|
|
|
(3)
|
Reduction in severance to avoid excise tax since CIC payments did not exceed the limit for deductible payments under Section 280G of the Internal Revenue code by at least 10%.
|
All severance benefits payable under the CIC Plan are subject
to each participant’s compliance with a post-employment restrictions policy. The policy defines the scope of restrictions
that will apply to post-employment actions undertaken by executives who receive severance benefits following a termination of
employment. The policy is intended to protect (i) confidential information belonging to the Company that the executive had access
to and possesses due to the nature of his or her position and (ii) the competitive business operations of the Company. The restrictions
under the policy last for one year following the executive’s date of termination. The policy prohibits any terminated Named
Executive Officer that receives the severance benefits described above from soliciting employees or customers
and disclosing “confidential information” of the Company.
For the purposes of the policy, “confidential information” includes, but is not limited to, non-public information
regarding computer programs, discoveries or improvements, marketing, manufacturing, or organizational research and development,
or business plans; sales forecasts; personnel information, including the identity of employees, their responsibilities, competence,
abilities, and compensation; pricing and financial information; current and prospective customer lists and information on customers
or their employees; information concerning planned or pending acquisitions or divestitures; and information concerning purchases
of major equipment or property.
Incremental Payments Due to Other
Terminations
The Company has no employment contracts and no guaranteed severances
for terminations other than upon a change in control. Upon retirement, (i) performance shares and performance units granted on
or after September 22, 2015 will vest pro rata based on the number of months of employment during the performance
period, and (ii) vesting of performance shares and performance
units granted prior to September 22, 2015 is at the discretion of the HR Committee (the HR Committee has historically not vested
such awards upon retirement).
WGL HOLDINGS, INC. - 2017 Proxy Statement |
51
Equity Compensation Plan Information
EQUITY COMPENSATION PLAN INFORMATION
The table below presents information regarding compensation
plans under which common stock may be issued to employees and non-employees as compensation as of September 30, 2016. The
Company currently has three such plans: the Directors’ Stock Plan, the 2016 Omnibus Incentive Compensation Plan (the
“2016 Plan”) and the 2007 Omnibus Incentive Compensation Plan (the “2007 Plan”).
Total shares shown in the below table include 68,694 shares available
for future issuance under the Directors’ Stock Plan, 593,166 shares available for issuance under the 2007 Plan and 2,197,546
shares available for issuance under the 2016 Plan. No further grants will be made under the 2007 Plan.
|
|
|
Number
of securities
|
|
|
|
|
remaining
available for
|
|
|
Number
of securities
|
|
future
issuance under
|
|
|
to
be issued upon
|
Weighted-average
|
equity
compensation
|
|
|
exercise
of outstanding
|
exercise
price of
|
plans
(excluding
|
|
|
options,
warrants and
|
outstanding
options,
|
securities
reflected in
|
|
Plan
Category
|
rights
(a)
|
warrants
and rights (b)
|
column
(a))(c)
(1)
|
|
Equity compensation plans approved by security holders
|
—
|
$—
|
2,859,406
|
|
Equity compensation plans not approved by security holders
|
—
|
$—
|
—
|
|
TOTAL
|
—
|
$—
|
2,859,406
|
|
(1)
|
Includes 292,179 non-vested and outstanding performance shares. The number of shares of common stock that are issued upon the vesting of performance shares may range from zero to 200 percent of the number of performance shares outstanding (for grants made in FY 2014) and from zero to 150% of the number of performance shares outstanding (for grants made in FY 2015 or later). The number of shares that are issued is determined under formulas based on one of the following criteria: (i) our achievement of performance goals for total shareholder return relative to the long-term incentive peer group and (ii) whether our earnings per share exceed dividends declared per share, in each case, during the performance period. These formulas are further described above in this proxy statement in the Compensation Discussion and Analysis section under the caption, “Long-Term Incentive Compensation.” The number of securities remaining available for future issuance under the 2016 Plan is reduced upon the issuance of shares underlying performance shares, not at the time of grant.
|
52
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Proposal 2 — Advisory Vote on Executive Compensation
PROPOSAL 2 — ADVISORY VOTE ON EXECUTIVE
COMPENSATION
We are asking shareholders to cast an advisory vote to approve
the compensation of our Named Executive Officers, as required by Section 14A of the Exchange Act and related SEC rules. Because
the required vote is advisory, it will not be binding upon the Board. This non-binding advisory vote is commonly referred to as
a “say-on-pay” vote.
The Company has in place comprehensive executive compensation
programs. The proxy statement fully discloses all material information regarding the compensation of the Company’s Named
Executive Officers, so that shareholders can evaluate the Company’s approach to compensating its executives. The Company
and the HR Committee continually monitor executive compensation programs and adopt changes to reflect the dynamic marketplace in
which the Company competes for talent, as well as general economic, regulatory and legislative developments affecting executive
compensation.
The Company will continue to emphasize compensation arrangements
that align the financial interests of our executives with the interests of long-term shareholders and encourage executives to retain
ownership of a significant portion of WGL Holdings stock that they receive as compensation. Please refer to the section entitled,
“Compensation of Executive Officers” and the Compensation Discussion and Analysis section of this proxy
statement for a detailed discussion of the Company’s executive
compensation practices and philosophy.
The Board has adopted a policy providing for an annual advisory
vote on executive compensation. Unless the Board modifies this policy (which it will evaluate based upon the results of the advisory
vote under Proposal 3) the next advisory vote on executive compensation will be at our 2018 annual meeting of shareholders.
You have the opportunity to vote “for,” “against”
or “abstain” from voting on the following resolution relating to executive compensation:
“RESOLVED, that the holders of WGL Holdings, Inc. common
stock approve the compensation of the Company’s executives as disclosed pursuant to the compensation disclosure rules of
the Securities and Exchange Commission, including the Compensation Discussion and Analysis, the compensation tables and related
material disclosed in the proxy statement.”
Board of Directors’ Recommendation —
The Board recommends that shareholders vote “FOR” this proposal 2.
Please refer to PROGRAM HIGHLIGHTS on the
first page of the Compensation Discussion and Analysis for the reasons behind this recommendation.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
53
Proposal 3 — Advisory Vote Regarding Frequency of Executive
Compensation Approval
PROPOSAL
3 —
|
ADVISORY VOTE
REGARDING FREQUENCY OF EXECUTIVE COMPENSATION APPROVAL
|
In addition to providing shareholders with the opportunity to
cast an advisory vote on the compensation of our Named Executive Officers, in accordance with Section 14A of the Exchange Act and
related SEC rules, we are also providing our shareholders with the opportunity to indicate how frequently they would like us to
hold an advisory vote on the compensation of our Named Executive Officers in the future. This non-binding advisory vote is commonly
referred to as a “say-on-frequency” vote. Under this proposal, our shareholders may vote to recommend that we hold
an advisory vote on executive compensation every year, every two years or every three years.
The HR Committee and the Board believe that the advisory vote
on executive compensation should be conducted every year so that our shareholders may annually provide us with direct input on
the most recent executive compensation information,
as disclosed in our proxy statement. Setting a one-year period
for conducting this advisory shareholder vote will enhance shareholder communication by providing a simple means for the Company
to obtain information on investor sentiment about our executive compensation program design, structure and policies.
The say-on-frequency vote is advisory, and therefore not binding
on the Company, the Board, or the HR Committee. However, the Board and the HR Committee value the opinions expressed by shareholders
in their vote on this proposal, and will consider the option that receives the most votes in determining the frequency of future
advisory votes on the compensation of our Named Executive Officers.
Board of Directors’ Recommendation —
The Board recommends that shareholders vote for a frequency of “EVERY YEAR.”
54
| WGL HOLDINGS, INC. - 2017 Proxy Statement
Proposal 4 — Ratification of Appointment of Independent Public
Accounting Firm
PROPOSAL 4 — RATIFICATION OF APPOINTMENT
OF INDEPENDENT PUBLIC ACCOUNTING FIRM
At a meeting held on November 15, 2016, the Audit Committee of the
Board appointed Deloitte as the Company’s independent public accounting firm to audit the books, records and accounts of
the Company for FY 2017. The Board recommends that the shareholders ratify this appointment.
In the event shareholders do not ratify this appointment, the Audit
Committee will reconsider its selection, but still may determine that the appointment of Deloitte is in the best interests of the
Company and its shareholders. Even if the appointment of Deloitte is ratified by shareholders, the Audit Committee, in its discretion,
may appoint a different
independent public accounting firm to act as the Company’s auditor
at any time during the year if the Audit Committee determines that such a change would be in the best interests of the Company
and its shareholders.
Representatives of Deloitte will be present at the annual meeting
and will have the opportunity to make a statement if they desire to do so, and will be available to respond to appropriate questions.
Board of Directors’ Recommendation —
The Board recommends that shareholders vote “FOR” this Proposal 4.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
57
Questions and Answers About the Annual Meeting and Voting
QUESTIONS AND ANSWERS ABOUT THE ANNUAL MEETING
AND VOTING
1.
|
Who is soliciting my vote?
|
The Board is soliciting your vote for the WGL Holdings, Inc. 2017
annual meeting of shareholders.
2.
|
When will the meeting take place?
|
The annual meeting will be held on Wednesday, February 1,
2017 at 10:00 a.m., Eastern Time, at the headquarters of WGL Holdings, Inc., at 101 Constitution Ave., NW, 3rd Floor,
Washington, DC 20080.
3.
|
What is the purpose of the annual meeting?
|
You will be voting on:
•
|
the election of each of the nine nominees named herein as directors of WGL Holdings;
|
|
|
•
|
the approval, on an advisory basis, of compensation paid to Named Executive Officers;
|
|
|
•
|
a recommendation for the frequency with which the Company holds an advisory vote on
executive compensation;
|
|
|
•
|
the ratification of the selection of Deloitte as our independent public accounting
firm for FY 2017; and
|
|
|
•
|
any other business that may properly come before the meeting.
|
4.
|
What are the Board’s recommendations?
|
The Board recommends a vote:
1.
|
for the election of each of the nine directors nominated by our Board and named in the proxy statement;
|
|
|
2.
|
for the approval, on an advisory basis, of compensation paid to certain executive officers;
|
|
|
3.
|
to elect, on an advisory basis, to hold an annual advisory vote on executive compensation; and
|
|
|
4.
|
for the ratification of the appointment of Deloitte as our independent public accounting firm for FY 2017.
|
We do not expect any other items of business to be brought before
the annual meeting because the deadlines for shareholder proposals and director nominations have already passed. Nonetheless, in
case there is an unforeseen need, your proxy gives discretionary authority to the persons named on the proxy card to vote your
shares with respect to any other matters that might be brought before the meeting. Those persons intend to vote the proxy in accordance
with their best judgment.
5.
|
Who is entitled to vote at the annual meeting?
|
The Board set December 5, 2016 as the Record Date for the annual meeting.
All shareholders who owned WGL Holdings common stock at the close of business on the Record Date may attend and vote at the annual
meeting and any postponements or adjournments thereof.
6.
|
Why did I receive a notice in the mail regarding the Internet
availability of proxy materials instead of a paper copy of proxy materials?
|
Under the “Notice and Access” rules of the SEC, instead
of mailing printed copies of proxy materials, we are permitted to furnish proxy materials, including this proxy statement and our
FY 2016 Annual Report, to our shareholders by providing a Notice of Internet Availability of Proxy Materials (sometimes referred
to as the “Notice”). Most shareholders will not receive printed copies of the proxy materials unless they request them.
The Notice instructs you as to how you may access proxy materials on the Internet and how you may submit your proxy via the Internet.
If you would like to receive a paper or electronic copy of our proxy materials, you should follow the instructions for requesting
such materials in the Notice. Any request to receive proxy materials by mail or electronically will remain in effect until you
revoke it.
7.
|
Can I vote my shares by filling out and returning the Notice?
|
No. The Notice identifies the items to be voted on at the annual meeting,
but you cannot vote by marking the Notice and returning it. The Notice provides instructions on how to: (i) vote by Internet, (ii)
vote by telephone, or (iii) request and return a paper proxy card or voting instruction card.
8.
|
Why didn’t I receive a Notice in the mail regarding
the Internet availability of proxy materials?
|
If you previously elected to access proxy materials over the Internet,
you will not receive a Notice in the mail. You should have received an email with links to the proxy materials and online proxy
voting. Additionally, if you previously requested paper copies of the proxy materials or if applicable regulations require delivery
of the proxy materials, you will not receive the Notice.
If you received a paper copy of the proxy materials or the Notice
by mail, you can eliminate all such paper mailings in the future by electing to receive an email that will provide Internet links
to these documents. Opting to receive all future proxy materials online will save us the cost of producing and mailing documents
and help us conserve natural resources. Enrollment for electronic delivery is effective until canceled.
9.
|
How many votes do I have?
|
You will have one vote for each share of our common stock you owned
at the close of business on the Record Date, provided those shares are either held directly in your name as the shareholder of
record or were held for you as the beneficial owner through a broker, bank or other nominee.
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| WGL HOLDINGS, INC. - 2017 Proxy Statement
Questions and Answers About the Annual Meeting and Voting
10.
|
What is the difference between holding shares
as a shareholder of record and as a beneficial owner?
|
Most of our shareholders hold their shares through a broker, bank
or other nominee rather than directly in their own name. As summarized below, there are some differences between shares held of
record and those owned beneficially.
Shareholder of Record.
If your shares are registered directly
in your name with our transfer agent, Computershare, you are considered the shareholder of record with respect to those shares,
and the Notice or these proxy materials are being sent directly to you. As the shareholder of record, you have the right to grant
your voting proxy directly to us, to submit proxies electronically or by telephone or to vote in person at the annual meeting.
If you have requested printed proxy materials, we have enclosed a proxy card for you to use.
Beneficial Owner.
If your shares are held in a stock brokerage
account or by a bank or other nominee, you are considered the beneficial owner of shares held in “street name,” and
the Notice or these proxy materials are being forwarded to you by your broker, bank or nominee who is considered the shareholder
of record with respect to those shares. As the beneficial owner, you have the right to direct your broker, bank or nominee on how
to vote and are also invited to attend the annual meeting. However, since you are not the shareholder of record, you may not vote
these shares in person at the annual meeting unless you request, complete and deliver a legal proxy from your broker, bank or nominee.
If you requested printed proxy materials, your broker, bank or nominee has enclosed a voting instruction card for you to use in
directing the broker, bank or nominee regarding how to vote your shares.
11.
|
How many votes must be present to hold the annual
meeting?
|
A majority of our issued and outstanding shares entitled to vote at
the annual meeting as of the Record Date must be present at the annual meeting in order to hold the annual meeting and conduct
business. This is called a “quorum.” Shares are counted as present at the annual meeting if you are present and vote
in person at the annual meeting or by telephone or on the Internet or a proxy card has been properly submitted by you or on your
behalf. Both abstentions and broker non-votes are counted as present for the purpose of determining the presence of a quorum.
As of the Record Date, there were 51,210,353 shares of WGL
Holdings common stock outstanding.
12.
|
How many votes are required to elect directors and adopt
the other proposals?
|
Proposal 1
– Election of Directors. Directors are elected
by a plurality vote. Therefore, director nominees receiving the greatest number of “FOR” votes cast will be elected.
Abstentions and, if applicable, broker non-votes are not counted as votes “FOR” or “WITHHELD” with respect
to any nominee; therefore, they will have no effect on the outcome of the vote on this proposal.
However, pursuant to our director resignation policy, any director
who receives more votes “WITHHELD” than voted “FOR” his or her election is required to offer his or her
resignation for consideration by the Board.
Proposal 2
– Advisory Vote on Executive
Compensation. This proposal, which is non-binding, requires an affirmative “FOR” vote of a majority of the votes
cast to be approved. Abstentions and, if applicable, broker non-votes, are not counted as votes “FOR” or
“AGAINST” this proposal; therefore, they will have no effect on the outcome of the vote on this proposal.
Proposal 3
– Advisory Vote Regarding Frequency of
Executive Compensation Approval. The alternative that receives a plurality of the votes cast will be deemed to have been
selected by shareholders. Abstentions and, if applicable, broker non-votes, are not counted as votes for any of the three
alternatives presented – “EVERY YEAR”, “EVERY TWO YEARS” or “EVERY THREE YEARS”;
therefore, they will have no effect on the outcome of the vote on this proposal.
Proposal 4
– Ratification of Independent Public Accounting
Firm. This proposal requires an affirmative “FOR” vote of a majority of the votes cast to be approved. Abstentions
are not counted as votes “FOR” or “AGAINST” this proposal; therefore, they will have no effect on the outcome
of the vote on this proposal.
13.
|
What if I don’t give specific voting instructions?
|
Shareholders of Record.
If you are a shareholder of record
and you:
•
|
Indicate when voting by Internet or by telephone that you wish to vote as recommended
by our Board; or
|
|
|
•
|
Return a signed proxy card but do not indicate how you wish to vote,
|
then your shares will be voted in accordance with
the recommendations of the Board on all matters presented in this proxy statement and as the persons named as proxies may determine
in their discretion regarding any other matters properly presented for a vote at the meeting. If you indicate a choice with respect
to any matter to be acted upon on your proxy card or voting instruction card, the shares will be voted in accordance with your
instructions.
Beneficial Owners.
If you hold shares beneficially in street
name and do not provide your broker with voting instructions, your shares may constitute “broker non-votes” on certain
proposals. Generally, broker non-votes occur on a non-routine proposal where a broker is not permitted to vote on that proposal
without instructions from the beneficial owner, and instructions are not given. Broker non-votes are considered present at the
annual meeting, but not as voting on a matter. Thus, broker non-votes are counted as present for purposes of determining the existence
of a quorum, but are not counted for purposes of determining whether a matter has been approved. Thus, broker non-votes will not
affect the outcome of the election of directors, approval of the Company’s executive compensation or the advisory vote on
the frequency of the executive compensation vote.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
59
Questions and Answers About the Annual Meeting and Voting
Your broker will vote your street name shares at the annual meeting
with respect to: (i) the election of directors; (ii) approval of the Company’s executive compensation; and (iii) the
advisory vote on the frequency of the executive compensation vote only if you instruct your broker how to vote. You should instruct
your broker how to vote. If you do not provide your broker with instructions, under the rules of the New York Stock Exchange, your
broker will not be authorized to vote your street name shares with respect to Proposal 1, Proposal 2 or Proposal 3.
Your broker, at his or her discretion, may vote your street name
shares on the ratification of the independent auditors if you do not provide voting instructions.
14.
|
Can I change my vote after I voted?
|
Yes. Even if you voted by telephone or on the Internet or if you
requested paper proxy materials and signed the proxy card or voting instruction card in the form accompanying this proxy statement,
you retain the power to revoke your proxy or change your vote. You can revoke your proxy or change your vote at any time before
it is exercised by giving written notice to the Corporate Secretary of WGL Holdings specifying such revocation. You may change
your vote by a later-dated vote by telephone or on the Internet or timely delivery of a valid, later-dated proxy or by voting by
ballot at the annual meeting. However, please note that if you would like to vote at the annual meeting and you hold your shares
through a broker, bank or other nominee and have instructed the broker, bank or other nominee as to how to vote your shares, you
must obtain a legal proxy and bring it to the meeting in order to change your vote or to vote at the annual meeting. Please contact
your broker, bank or other nominee for specific information on how to obtain a legal proxy in order to vote your shares at the
meeting.
15.
|
What does it mean if I receive more than
one Notice, proxy or voting instruction card?
|
It generally means your shares are registered differently or are
held in more than one account. Please provide voting instructions for all Notices, proxy cards and voting instruction cards you
receive.
16.
|
Are
there other matters to be acted upon at the meeting?
|
WGL Holdings does not know of any matter to be presented at
the annual meeting other than those described in this proxy statement. If, however, other matters are properly presented for
action at the annual meeting, the persons named as proxies - Terry D. McCallister, Chairman and Chief Executive Officer,
Adrian P. Chapman, President and Chief Operating Officer, and Vincent L. Ammann, Jr., Senior Vice President and Chief
Financial Officer-will have the discretion to vote your shares, if you complete and return a proxy. Under our bylaws, the
deadline for notifying us of any additional proposals to be presented at the annual meeting has passed and, accordingly,
shareholders may not present any additional proposals at the annual meeting.
17.
|
Who
is paying for the solicitation of proxies?
|
WGL Holdings is making this solicitation and will pay the entire
cost of preparing, assembling, printing, mailing and distributing these proxy materials and soliciting votes. Our officers and
employees may, without any compensation other than the compensation they receive in their capacities as officers and employees,
solicit proxies personally or by telephone, facsimile, e-mail or further mailings. We will, upon request, reimburse brokerage firms
and others for their reasonable expense in forwarding proxy materials to beneficial owners of WGL Holdings common stock. We have
engaged the services of Morrow Sodali, 470 West Avenue, Stamford, CT 06902, with respect to proxy soliciting matters at an expected
cost of approximately $5,500, not including incidental expenses.
18.
|
What
if I have any questions about voting, electronic delivery or Internet voting?
|
Questions regarding voting, electronic delivery or Internet voting
should be directed to the Assistant Secretary of WGL Holdings at (202) 624-6701 or e-mail address, bbrennan@washgas.com.
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| WGL HOLDINGS, INC. - 2017 Proxy Statement
How Do I Vote?
HOW DO I VOTE?
Your vote is important. You may vote on the Internet, by telephone,
by mail or by attending the annual meeting and voting by ballot, all as described below. The Internet and telephone voting procedures
are designed to authenticate shareholders by use of a control number and to allow you to confirm that
your instructions have been properly recorded. If you vote by telephone
or on the Internet, you do not need to return your Notice, proxy card or voting instruction card. Telephone and Internet voting
facilities are available now and will be available 24 hours a day until 11:59 p.m., Eastern Time, on January 31, 2017.
Vote
on the Internet
|
|
If you have Internet access, you may submit your proxy by following
the instructions provided in the Notice, or if you requested printed proxy materials, by following the instructions provided with
your proxy materials and on your proxy card or
voting instruction card. On the Internet voting site, you can confirm
that your instructions have been properly recorded. If you vote on the Internet, you can also request electronic delivery of future
proxy materials.
Vote
by Telephone
|
|
You can also vote by telephone by following the instructions provided
on the Internet voting site, or if you requested printed proxy materials, by following the instructions provided with
your proxy materials and on your proxy card or voting instruction
card.
Vote by Mail
|
|
If you elected to receive printed proxy materials by mail, you may
choose to vote by mail by marking your proxy card or voting instruction card, dating and signing it, and returning it to Broadridge
Financial Solutions, Inc. in the postage-paid envelope provided. If the envelope is missing, please mail your
completed proxy card or voting instruction card to WGL Holdings, c/o
Broadridge Financial Solutions, Inc., 51 Mercedes Way, Edgewood, New York 11717. Please allow sufficient time for mailing if you
decide to vote by mail.
Voting at the Annual Meeting
|
|
The method or timing of your vote will not limit your right to vote
at the annual meeting if you attend the annual meeting and vote in person. However, if your shares are held in the name of a bank,
broker or other nominee, you must obtain a legal proxy, executed in your favor, from the holder of record to be able to vote at
the annual meeting. You should allow
yourself enough time prior to the annual meeting to obtain this proxy
from the holder of record.
The shares voted electronically, by telephone or represented by the
proxy cards received, properly marked, dated, signed and not revoked, will be voted at the annual meeting.
Participants in the 401(k) Plans
If you participate in either the Washington Gas Light Company Savings
Plan or the Washington Gas Light Company Capital Appreciation Plan/Union Employees’ Savings Plan and you own WGL Holdings
common stock in one of those 401(k) Plans, your proxy card will serve as a voting instruction to the 401(k) Plan trustee. If you
are also a shareholder of record outside of the 401(k) Plans, your proxy card (or Internet or telephone vote) will vote both your
record shares and your 401(k) Plan shares, as long as your registration information is identical in both accounts. For
example, if your registered stock account is in your single name and
also lists the same address as your 401(k) account, you should receive one proxy card, or Notice for both the 401(k) Plan shares
and for the shares held by our transfer agent. However, if your shares held by the transfer agent are in joint names, or at a different
address, you will receive separate proxy materials for each account. To allow sufficient time for voting by the administrator of
the 401(k) Plans, your voting instructions must be received by 11:59 p.m. Eastern Time on January 30, 2017.
WGL HOLDINGS, INC. - 2017 Proxy Statement |
61
Other Matters
OTHER MATTERS
The Board knows of no other matters to be brought before the annual
meeting. However, if any other matters come before the meeting, the persons named as proxies (and listed elsewhere in this proxy
statement) will vote in accordance with their best judgment on such matters. The annual report for FY 2016, including financial
statements, was posted to our web site www.wglholdings.com on November 22, 2016.
Upon written request, the Company will furnish without charge a copy
of its most recent annual report on Form 10-K, excluding certain exhibits. Please direct these requests to: Director of Investor
Relations, WGL Holdings, Inc., 101 Constitution Ave., NW, Washington, DC 20080. The Company will furnish exhibits to the Form 10-K
to shareholders upon payment of a reasonable fee.