UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549.

 

 

SCHEDULE 14A INFORMATION

Proxy Statement Pursuant to Section 14(a) of the

Securities Exchange Act of 1934

(Amendment No.     )

 

 

Filed by the Registrantx

Filed by a Party other than the Registranto

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Check the appropriate box:

 

o
Preliminary Proxy Statement

 oConfidential, Forfor Use of the Commission Only (as Permitted by Rule 14a-6(e)(2))

x
Definitive Proxy Statement

o
Definitive Additional Materials

o
Soliciting Material Pursuant tounder §240.14a-12

WABASH NATIONAL CORPORATION

(Name of Registrant as Specified in Its Charter)

 

(Name of Person(s) Filing Proxy Statement, if other than the Registrant)

Payment of Filing Fee (Check the appropriate box)all boxes that apply):

 

x
No fee required.

 oFee paid previously with preliminary materials.
Fee computed on table belowin exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(1) and 0-11.

 

(1)Title of each class of securities to which transaction applies:

 

(2)Aggregate number of securities to which transaction applies:

 

(3)Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined):


LOGO

(4)Proposed maximum aggregate value of transaction:

Letter from the President and Chief Executive Officer

(5)Total fee paid:

Dear Fellow Stockholders,

oFee paid previously with preliminary materials.

I write this letter during a period of historic transformation at Wabash.

oCheck box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the form or schedule and the date of its filing.

For 36 years, our company has delivered engineered solutions that have achieved new innovation frontiers within the commercial transportation industry. From a humble beginning with 20 employees at one facility in Lafayette, Indiana, to more than 6,000 employees throughout North America, our growth story is a tale of progress and a steadfast conviction that we are never done innovating.

(1)Amount Previously Paid:

As Wabash celebrates its 37th anniversary on April 15, 2022, the next chapter of our transformation comes to life at a pivotal moment in the transportation, logistics and distribution landscape.

(2)Form, Schedule or Registration Statement No.:

There is a momentous transition happening in our industry as it adapts to a compilation of disruptive forces. Never before has our industry experienced such rapid change, driven by exponential technological advancements and major shifts in consumer behavior.

(3)Filing Party:

At Wabash, we work every day with our sights on the future: where supply chains are increasingly interconnected and indispensable to our economy; where our customers buy first to final mile solutions seamlessly from one source; and where advancements in material and digital technologies expand what’s possible.

(4)Date Filed:

In 2021, we completed the realignment of our organization in order to operate in lockstep with our customers’ ever-changing needs. As we have improved ease of doing business with Wabash, a strategic shift in our brand strategy—merging Wabash National and our portfolio of brands under one, powerful Wabash brand—is the final piece of the puzzle to uniting our strategy, organization, products and our customers as “One Wabash.”

As One Wabash we’re applying new technologies to deliver breakthrough value for customers, and our teams are dedicated to planning and designing to incorporate emerging technologies and a sustainable future. To further those efforts, we are partnering with some of the largest and most innovative e-commerce and retail companies to reimagine how goods are transported and delivered, and an expanded partnership with Purdue University enhances our speed in the market, with special attention on advanced engineering, material sciences, and electrification to bring solutions to market faster in the transportation, logistics and distribution industries.

Wabash has always led the industry in product design, and in recent years we set our focus on environmental impact, which has gained customers’ attention as they work toward meeting carbon reduction goals. Our products will continue to extend benefits like weight savings and thermal efficiency as competitive differentiators in an operating environment that increasingly prioritizes environmental, social and governance (ESG) initiatives.

Our cross-functional corporate responsibility team has made significant progress in enhancing our public disclosures on ESG initiatives, and I encourage you to review our latest corporate responsibility report to learn more about how we are embracing these initiatives as core to our strategy. After two years of publicly disclosing our ESG initiatives, Wabash was already recognized as one of America’s Most Responsible Companies by Newsweek (2022)—an independent evaluation of all U.S. public companies that identifies the top 500 companies that take ESG matters more seriously than others.

With a refined strategy, a redesigned organizational structure, a powerful brand, and an acceleration of innovation and product development activities shaped by the changing transportation landscape and intensified focus on sustainability, we are well positioned to keep moving the industry forward.

Wabash is a different kind of company that is Changing How the World Reaches You.

As always, I am ever grateful for the hard work and dedication of our people; the strategic oversight of our board of directors; the trust and support of our customers and suppliers; and the confidence of you, our stockholders, in Wabash and our long-term success.

With appreciation,

 

LOGO

Brent L. Yeagy

President and Chief Executive Officer


 

 

 

WABASH NATIONAL CORPORATION

1000 Sagamore Parkway South3900 McCarty Lane

Lafayette, Indiana 47905

NOTICE OF ANNUAL MEETING OF STOCKHOLDERS

To Be Held On May 12, 2016

To the StockholdersNotice of Wabash National Corporation:

The 2016 Annual Meeting of Stockholders of Wabash National Corporation will be held at theWabash National Corporation Ehrlich Innovation Center, located at 3233 Kossuth Street, Lafayette, IN 47905, on Thursday, May 12, 2016, at 10:00 a.m. local time for the following purposes:

 

LOGOLOGOLOGOLOGO

When:

Wednesday, May 11, 2022,
at 10:00 a.m. Eastern time

Items of Business:

3 proposals as listed
below

Date of Mailing:

The date of mailing of
this Proxy Statement or
Notice of Internet
Availability is on or
about March 29, 2022.

Who Can Vote:

Stockholders of
each share of common
stock at the close of
business on
March 14, 2022.

Attending the Meeting:

As a result of the ongoing public health and travel concerns related to coronavirus or COVID-19, the 2022 Annual Meeting of Stockholders will be held in a virtual meeting (via live audio webcast) format only. You will not be able to attend the 2022 Annual Meeting of Stockholders physically. You or your proxyholder may participate, vote, and examine our stockholder list at the 2022 Annual Meeting of Stockholders by visiting www.virtualshareholder meeting.com/WNC2022 and using your control number found on your proxy card.

Items of Business:

1.

To elect seven members of the Board of Directors from the nominees named in the accompanying proxy statement;

 

2.

To holdapprove, on an advisory vote onbasis, the compensation of our named executive officers;

 

3.To re-approve the performance goals included in the Wabash National Corporation 2011 Omnibus Incentive Plan;

4.To ratify the appointment of Ernst & Young LLP as Wabash National Corporation’s independent registered public accounting firm for the year ending December 31, 2016;2022; and

5.To consider any other matters that properly come before the Annual Meeting or any adjournment or postponement thereof. Management is currently not aware of any other business to come before the Annual Meeting.

Each outstanding share of Wabash National Corporation (NYSE:WNC) Common Stock entitles the holder of record at the close of business on March 14, 2016,2022 to receive notice of, and to vote at, the Annual Meeting or any adjournment or postponement of the Annual Meeting. Shares of our Common Stock can be voted at the Annual Meeting only if the holder is present in personby virtual presence online or by valid proxy. Management cordially invites you to attend the Annual Meeting.Meeting by virtual presence online.

IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR THE STOCKHOLDERS MEETING TO BE HELD ON MAY 11, 2022:

The Proxy Statement, Annual Report and the means to vote by internet are available at http://www.proxyvote.com.

By Order of the Board of Directors,

 

IF YOU PLAN TO ATTEND

LOGO

M. Kristin Glazner

Senior Vice President and General Counsel,

Corporate Secretary, Chief Human Resources Officer

March 29, 2022

Whether or not you expect to attend by virtual presence online, we urge you to vote your shares at your earliest convenience. This will ensure the presence of a quorum at the Annual Meeting. Promptly voting your shares by signing, dating and returning the proxy card mailed with your notice, or by voting via the internet or by telephone, will save us the expense and extra work of additional solicitation. An addressed envelope for which no postage is required if mailed in the United States is enclosed with your proxy card. Submitting your proxy now will not prevent you from voting your shares at the meeting by virtual presence online if you desire to do so, as your proxy is revocable at your option. Your vote is important, so please act today.


 

Please note that space limitations make it necessary to limit attendance to stockholders and one guest. Registration and seating will begin at 9:00 a.m. Stockholders holding stock in brokerage accounts (“street name” holders) will need to bring a copy of a brokerage statement reflecting stock ownership as of the record date. Cameras, recording devices and other electronic devices will not be permitted at the meeting.

By Order of the Board of Directors
ERIN J. ROTH
Senior Vice President
March 31, 2016General Counsel andCorporate Secretary

IMPORTANT: WHETHER OR NOT YOU EXPECT TO ATTEND IN PERSON, WEURGE YOU TO VOTE YOUR SHARES AT YOUR EARLIEST CONVENIENCE. THIS WILL ENSURE THEPRESENCE OF A QUORUM AT THE ANNUAL MEETING. PROMPTLY VOTING YOUR SHARES BY SIGNING,DATING AND RETURNING THE PROXY CARD MAILED WITH YOUR NOTICE, OR BY VOTING VIA THE INTERNET OR BY TELEPHONE, WILL SAVE US THE EXPENSE AND EXTRA WORKOF ADDITIONAL SOLICITATION. AN ADDRESSED ENVELOPE FOR WHICH NO POSTAGE IS REQUIRED IFMAILED IN THE UNITED STATES IS ENCLOSED WITH YOUR PROXY CARD. SUBMITTING YOUR PROXY NOW WILL NOT PREVENTYOU FROM VOTING YOUR SHARES AT THE MEETING IF YOU DESIRE TO DO SO, AS YOUR PROXY ISREVOCABLE AT YOUR OPTION. YOUR VOTE IS IMPORTANT, SO PLEASE ACT TODAY.

TABLE OF CONTENTS

PROXY STATEMENT

2022 Annual Meeting of Stockholders on May 12, 201611, 2022

Proxy Statement

Table of Contents

 

Proxy Statement Summary1
Information About the Annual Meeting, Proxy Materials and Voting113
Proposal 1:1 – Election of Directors417
Corporate Governance Matters and Termination of Shareholder Rights Plan4

Related Persons Transactions Policy

4
Director Independence5
Qualifications and Nominations of Director Candidates6
Information on Directors Standing for Election

617
Corporate GovernanceMeetings24

Governance Guidelines & Code of the Business Conduct & Ethics

24

Board of Directors, its Leadership Structure and its CommitteesRole in Risk Oversight

924
Nominating and Corporate Governance Committee Responsibilities9

Compensation Committee ResponsibilitiesDirector Independence

1024
Audit Committee Responsibilities10

Independent Chairman

24

Director Refreshment

25

Director Attendance

25

Board’s Role in Risk Oversight

1126

Committees of the Board

27

Nominating, Corporate Governance and Sustainability Committee

27

Compensation Committee

28

Audit Committee

28

Finance Committee

29

Related Persons Transactions Policy

29

Nomination of Director Candidates

30

Qualifications of Director Candidates

30

Director Nomination Process

1230
Communications with the Board of Directors12

Director Compensation

1331
Non-employee Director Stock Ownership Guidelines14
Beneficial Ownership Reporting15
Executive Compensation Discussion and Analysis1734
Executive Summary – 2015 Financial Highlights17

Compensation Highlights

34

Compensation Best Practices

1834

Summary of Compensation Elements

35

Our 2021 Say-on-Pay Vote

35

Compensation Program Objectives and Philosophy

1936
Summary of Key Compensation Decisions and Outcomes for 201520

Our 2015 Say on Pay VoteCompensation Methodology and Process

2137
Philosophy and Objectives of Wabash National’s Compensation Program21
Independent Review and Approval of Executive Compensation23

The Role of the Compensation Committee’s Independent Compensation Consultant

2437

Peer Group Analysis and Market Compensation Market Data

2438

Direct Compensation Program Elements

39

Base Salary

2639

Direct Compensation Elements – Short TermShort-Term Incentive Plan

2739
Performance Metrics for the 2015 STI Plan27

Approval of STI RatesLong-Term Incentive Plan

2741
2015 Performance Results for STI28

Direct Compensation Elements – Long Term Incentive PlanPerquisites

2945
Approval of LTI Award Values29

LTI Award MixRetirement and Deferred Compensation Benefits

3045
Performance Stock Units (“PSU”) Performance Metrics31

Payout of PSUs for 2013 to 2015 Performance CycleSeverance and Change in Control Benefits

3246

LTI Grant PracticesChanges to Compensation Program for 2022

3247

Executive Stock Ownership Guidelines and

47

Insider Trading Policy and Anti-Hedging Rules

3347
Deductibility Cap on Executive Compensation33

Indirect Compensation Elements – Perquisites, Retirement Benefits, Deferred Compensation BenefitsRisk Assessment

3448
Potential Payments Upon Change-in-Control and Other Potential Post-Employment Payments34
Compensation Committee Report3649
Executive Compensation Tables3750

Summary Compensation Table and Footnotesfor the Year Ended December 31, 2021

3750

Grants of Plan-Based Awards Table and Footnotesfor the Year Ended December 31, 2021

3952

Outstanding Equity Awards at Fiscal Year-End Table and Footnotesas of December 31, 2021

4153

Option Exercises and Stock Vested TableDuring 2021

4455

Non-Qualified Deferred Compensation Contributions and Earnings Table

4455

Potential Payments on Termination or Change-in-ControlChange in Control

4556

Potential Payments on Termination or Change-in-ControlChange in Control – Payment and Benefit Estimates

5059

Pay Ratio Disclosure

60
Equity Compensation Plan Information5262
Restricted Stock Grants53
Proposal 2:2 – Advisory Vote on the Compensation of Our Named Executive Officers5463
Proposal 3:  Re-Approval of Performance Goals Included in the Corporation’s 2011 Omnibus Incentive Plan57
Proposal 4:3 – Ratification of Appointment of Independent Registered Public Accounting Firm64

Independent Registered Public Accounting Firm

64

Principal Accounting Fees and Services

64

Pre-Approval Policy for Audit and Non-Audit Fees

65

Audit Committee Report

65
Beneficial Ownership Information66

Beneficial Ownership of Common Stock

66

General MattersDelinquent Section 16(a) Reports

67
General Information68

Availability of Certain Documents

68

Communications with the Board of Directors

68

Stockholder Proposals and Nominations

68

Householding of Proxy Materials

69

 

 

 

WABASH NATIONAL CORPORATION2022 Proxy Statementi

1000 Sagamore Parkway South


WABASH NATIONAL CORPORATION

3900 McCarty Lane

Lafayette, Indiana 47905

Proxy Statement Summary

 

PROXY STATEMENTTo assist you in reviewing the proposals that may be acted upon at our 2022 Annual Meeting, the summary below highlights certain information that is contained elsewhere in this Proxy Statement. This summary does not contain all of the information that you should consider, and you should read the entire Proxy Statement carefully before voting. Page references are supplied to help you find further information in this Proxy Statement.

Annual Meeting of Stockholders on May 12, 2016

 

This Proxy Statement is furnished on or about March 31, 2016 to stockholders

Date and Time:

10:00 a.m. Eastern time on Wednesday, May 11, 2022

Virtual Meeting Site:

www.virtualshareholdermeeting.com/WNC2022

Record Date:

March 14, 2022

Voting:

Stockholders as of the record date are entitled to vote. Each share of Common Stock is entitled to one vote for each director nominee and one vote for each of the other proposals to be voted on.

Company Overview

Wabash National Corporation, (hereinafter, “we,which we refer to herein as “Wabash,” the “Company,” “us,” “Company,“we,“Wabash,or “our,is Changing How the World Reaches YouTM. Wabash was founded in 1985 and “Wabash National”), 1000 Sagamore Parkway South,incorporated as a corporation in Delaware in 1991, with its principal executive offices in Lafayette, Indiana, 47905,as a dry van trailer manufacturer. Today we are an innovation leader of connected solutions for the transportation, logistics, and distribution industries.

To that end, we design and manufacture a diverse range of products, including dry freight and refrigerated trailers, platform trailers, tank trailers, dry and refrigerated truck bodies, structural composite panels and products, transportation, logistics, and distribution industry parts and services, and specialty food grade equipment. We have achieved this diversification through acquisitions, organic growth, and product innovation.

We believe our position as a leader in connectionour key industries is the result of longstanding relationships with our core customers, our demonstrated ability to attract new customers, our broad and innovative product lines, our engineering leadership, and our extensive distribution and service network. More importantly, we believe our leadership position is indicative of the Values and Leadership Principles that guide our actions.

At Wabash, it’s our focus on people, purpose, and performance that drives us to do better. Our Purpose is to change how the world reaches you; our Vision is to be the innovation leader of connected solutions for the transportation, logistics, and distribution industries; and our Mission is to enable our customers to succeed with breakthrough ideas and solutions that help them move everything from first to final mile.

Our Values are the qualities that govern our critical leadership behaviors and accelerate our progress.

Be Curious: We will make bold choices and encourage creativity, collaboration and risk-taking to turn breakthrough ideas into reality.

Have a Growth Mindset: We will be resilient and capable of the change required to succeed in a world that does not stand still.

Create Remarkable Teams: We will create a workplace culture that allows individuals to be their best in order to retain and attract talent from diverse industries, geographies and backgrounds.

WABASH NATIONAL CORPORATION2022 Proxy Statement1


Proxy Statement Summary

Our Leadership Principles are the behaviors that provide definition to our actions and bring our values to life.

Embrace Diversity and Inclusion: We solicit and respect the input of others, celebrate our differences and strive for transparency and inclusiveness.

Seek to Listen: We listen to our customers, partners, and each other to reach the best solutions and make the strongest decisions.

Always Learn: To model a growth mindset, we continue learning through every stage of our careers. We do not quit and we are not satisfied with the status quo.

Be Authentic: Employees who thrive at Wabash are honest, have incredible energy and demonstrate grit in everything they do.

Win Together: We collaborate, seek alignment and excel at cross-group communication to succeed as one team and One Wabash.

Corporate Responsibility and Governance Highlights

At Wabash, it’s our focus on people, purpose and performance that drives us to do better so we can continue Changing How the World Reaches You. We believe that our leadership principles, as set forth above, create a workplace culture in which our colleagues can share their talents and perspectives and are empowered to make a difference for our customers, for each other, for our communities and for our environment. Wabash is committed to growing its business in a sustainable and socially responsible manner. We support the passions and interests of our employees and empower them to be a positive influence in the world. We are proud to provide many opportunities to be good neighbors by volunteering time and talent to support the causes that matter most to our employees. We publicly disclosed substantial information about our business in our Corporate Responsibility Report, available on the Governance/Corporate Responsibility page of the Investor Relations section of our website at ir.onewabash.com, which details our commitments, programs and progress on a variety of topics including our products and supply chain, sustainability and environmental impact, diversity and inclusion, workplace safety, ethics and compliance, risk management and governance. We have mapped our disclosures on environmental, social and governance topics to metrics outlined by the Sustainability Accounting Standards Board (SASB) and the Task Force on Climate-Related Financial Disclosures (TCFD) in our SASB and TCFD Indices, included in our Corporate Responsibility Report. The Corporate Responsibility Report is not incorporated herein by reference or otherwise. Below are some of the highlights of our focus and commitment:

Board Nominee Diversity

LOGO

Executive Team Diversity

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22022 Proxy StatementWABASH NATIONAL CORPORATION


Proxy Statement Summary

LOGO

Diversity and Inclusion. We actively pursue and embrace diversity and inclusion throughout our entire organization.

  Our Nominating, Corporate Governance and Sustainability Committee actively prioritizes diversity in searches for new director candidates.

  We have a diverse Board: 2 out of 7 of our director nominees are female and 1 is African-American.

  We focus on preventing pay imbalances among genders, including proactive adjustments to pay, titles and/or benefits to prevent gender pay gaps.

  We work to promote diversity through our supply chain. Before we add any significant vendor to our supply chain, we complete a thorough pre-screen, including an assessment form that ensures that the vendor’s actions and activities around environmental practices, human rights and general ethics align with our cultural and values.

LOGO

Community Involvement. We succeed as one team and One Wabash, including through our devotion to philanthropy, volunteerism, charitable giving and community involvement.

  Wabash’s charitable giving program combines volunteer work with financial support to make a meaningful, lasting impact on our communities. We actively partner with nonprofit groups and projects to donate time, needed materials and financial resources to support the communities where we live and work. We place special emphasis on serving children, people with disabilities and the military community.

  We believe that enriching the lives of those around us is a powerful investment in the future, including through our partnerships with, among many others, United Way, Junior Achievement, Purdue Foundation, YWCA, YMCA, local schools and more.

  In 2021, we donated more than $550,000 through corporate gifts and employee donations.

  As a way to support charitable giving, we have also established a Day of Giving Program, which allows all full-time hourly and salaried employees with the opportunity to volunteer one scheduled workday each calendar year in that employee’s chosen volunteer program.

  In 2021, employees reported more than 1,600 Day of Giving service hours to support local homeless shelters, veteran services agencies, local agriculture organizations, food pantries, local schools’ leadership and career readiness programs, Junior Achievement, Salvation Army, Wreaths Across America, and youth athletics and art programs.

LOGO

Environmental Sustainability. We are resilient and capable of the change required to succeed in a world that does not stand still, including with respect to environmental sustainability and climate change.

  We measure and compare our energy management metrics, including greenhouse gas emissions and overall energy use, on a yearly basis. Our current metrics and comparisons are disclosed in our Corporate Responsibility Report.

  We were the first semi-trailer manufacturer in North America to earn an ISO 14001 certification, which demonstrates our focus on minimizing our environmental footprint and promoting responsible manufacturing. Our environmental stewardship registrations and certifications include:

  ISO 14001:2015 Registrations for Environmental Management

  Cadiz, KY (since 2015)

  Harrison, AR (since 2017)

WABASH NATIONAL CORPORATION2022 Proxy Statement3


Proxy Statement Summary

  Lafayette, IN (since 2005)

  San José Iturbide, Guanajuato, Mexico (since 2015)

  Federal Clean Industry Certification (2017, San José Iturbide, Guanajuato, Mexico)

  Our products are designed to be fuel efficient and reduce emissions by reducing weight, improving aerodynamics, and improving thermal efficiency.

  In 2019, we introduced our DuraPlate® Cell Core technology, which delivers a 300-pound-lighter weight trailer compared to traditional designs, without compromising durability.

  Our innovative and award-winning EcoNex Technology is a molded structural composite that improves thermal efficiency by up to 30% and reduces weight by up to 20% compared to traditional designs. Compared to a conventional refrigerated trailer, a trailer with EcoNex Technology saves 81.1 tons of eCO2 per year. The California Air Resources Board has approved a refrigerated trailer with EcoNex Technology.

  We configure and install telematics systems, providing real-time monitoring and analysis of performance and environmental data and allowing drivers to increase performance, reduce maintenance and prolong equipment life.

  We have a product line that reduces aluminum content, which ultimately reduces water needed to produce the aluminum.

  We have reduced air emissions from our painting operations by reformulating and reducing the volatile organic compound content in our coatings.

  We have produced a solar-powered, zero-emissions refrigerated trailer, which was first shown at the American Trucking Associations’ Technology and Maintenance Council annual meeting in February 2020.

  By sourcing post-consumer resin to manufacture our DuraPlate® panels, we have diverted more than 1 billion plastic bottles from landfills. Furthermore, at the end of the product lifespan, DuraPlate® is 100% recyclable.

  All Wabash facilities use energy-efficient lighting.

  Our manufacturing operations use pulse welders, which produce the same high-quality result as traditional welders but require only 1/3rd of the energy to run.

  In 2021, Wabash’s recycling program and use of recycled materials saved nearly 6.55 cubic yards of landfill airspace per new trailer shipped, 1,417.39 kilowatt-hours of electricity per new trailer shipped, 0.69 mature trees per new trailer shipped and 1.25 metric tons of greenhouse gas emissions per new trailer shipped. “New trailer shipped” does not include truck body shipments.

  We help customers extend the useful life of their equipment with remanufacturing and repair services, limiting the amount of raw materials needed to produce new machinery.

  We leverage partnerships with government entities and industry associations to develop efficient, effective and practical solutions to

42022 Proxy StatementWABASH NATIONAL CORPORATION


Proxy Statement Summary

problems facing the manufacturing and transportation segments. Affiliations include:

  Government and Regulatory Bodies:

  California Air Resource Board (CARB)

  U.S. Department of Transportation (DOT)

  Environmental Protection Agency (EPA)

  National Highway Transportation Safety Administration (NHTSA)

  Transport Canada

  Transportation Associations:

  American Trucking Associations (ATA)

  ATA’s Technology and Maintenance Council (TMC)

  Cargo Tank Risk Management Committee (CTRMC)

  National Tank Truck Carriers (NTTC)

  National Trailer Dealers Association (NTDA)

  National Truck Equipment Association (NTEA)

  Truck Trailer Manufacturers Association (TTMA)

  Manufacturing Associations:

  Indiana Manufacturers Association (IMA)

LOGO

Education. To model a growth mindset, we continue learning through every stage of our careers, and we also believe in supporting the next generation of leaders who will continue to change how the world reaches you.

  Full-time Wabash employees can pursue various courses, undergraduate and graduate degree programs, or relevant certifications at an accredited college or university without added financial burden by using our Accelerator tuition reimbursement program.

  We provide all employees a wide range of professional development experiences, both formal and informal, at all stages in their careers.

  Wabash employees and dependents of employees are eligible for a variety of scholarships offered by Wabash and the industry associations to which we belong.

  We support the youth in our communities through program funding, training programs, internships and co-ops.

  We also sponsor youth clubs in our communities, including robotics clubs, STEM programs and the Purdue University’s Women in Engineering Program.

  We have developed an annual scholarship program whereby we award scholarships to certain dependents of Wabash employees to help them pursue their academic goals. In 2021, we awarded 10 high school graduates with Wabash scholarships totaling $50,000.

LOGO

Ethics and Compliance. Employees who thrive at Wabash are honest, have incredible energy, and demonstrate grit in everything they do. We also work to hold our entire supply chain accountable.

  We maintain a Code of Business Conduct and Ethics that lays the foundation for our ethics and compliance program and defines our overall management approach to human rights, anti-corruption, the environment, governance and social matters.

  Our Employee Handbook is founded on and incorporates the values, policies and rules set forth in our Code of Business Conduct and Ethics. All employees and directors are expected to take the values, policies, and rules set forth and apply them to all situations that arise in the course and scope of employment.

WABASH NATIONAL CORPORATION2022 Proxy Statement5


Proxy Statement Summary

  We maintain an AlertLine whereby employees are able to report violations of Wabash’s Code of Business Conduct and Ethics.

  Our Code of Business Conduct and Ethics also provides key directions to our suppliers, vendors, dealers and agents to abide by the same ethical and legal standards applicable to Wabash employees, including:

  Labor and human rights, including child labor and human trafficking

  Restrictions against corruption, bribery and extortion

  Health and safety activities

  Environmental accountability

  We require all facilities to practice equal opportunity employment and have zero tolerance for harassment, racism or bigotry of any kind. Employees, contract workers, visitors and other non-employees are encouraged to immediately report harassment or any ethics or compliance violations committed by anyone.

  Our Conflict Minerals Policy is in place to prevent the use of minerals that directly or indirectly finance or benefit armed groups in the Democratic Republic of the Congo or in neighboring countries.

  We ask our suppliers to demonstrate that they source “conflict minerals” from outside the conflict region and/or can certify that conflict minerals sourced from within the conflict region are “conflict free.”

LOGO

Awards and Recognition. Our efforts to make bold choices and encourage creativity, collaboration, and risk-taking to turn breakthrough ideas into reality have been recognized throughout the years.

  Safety and Environmental Awards:

  2017 Kentucky Governor’s Safety and Health Award (Cadiz, KY)

  Truck Trailer Manufacturers Association Plant Safety Awards:

  2020: Fond du Lac, WI and San José Iturbide, Guanajuato, Mexico

  2019: New Lisbon, WI

  2018: San José Iturbide, Guanajuato, Mexico

  2016: New Lisbon, WI, and San José Iturbide, Guanajuato, Mexico

  2015: New Lisbon, WI

  2013: San José Iturbide, Guanajuato, Mexico

  Product Awards:

  Heavy Duty Trucking Top 20 Products (EcoNex Refrigerated Trailer Powered by eNow Solar Energy, 2021)

  SSAB Swedish Steel Prize Finalist (RIG-16 Rear Impact Guard, 2017)

  IIHS Toughguard Award (RIG-16 Rear Impact Guard, 2017)

  Heavy Duty Trucking Top 20 Products (Cold Chain and Final Mile equipment, 2016)

  Corporate Awards:

  Newsweek’s America’s Most Responsible Companies (2022)

  Indiana Manufacturer’s Association Innovation Excellence Award (2021)

  IndustryWeek 50 Best U.S. Manufacturers (2018, 2017, 2016, 2015, 2013, 2006)

  INVESTIndiana Equity Conference Top 5 Indiana Public Company (2016)

62022 Proxy StatementWABASH NATIONAL CORPORATION


Proxy Statement Summary

  Supplier Diversity Development Coalition of Greater Lafayette Golden Handshake Award for Diversity and Excellence (2016)

  Forbes 100 Most Trustworthy Companies in America (2015)

  Indiana Employer Support of the Guard and Reserve Above and Beyond Award (2014)

Environmental, Health and Safety

  Reflected in our corporate Environmental, Health and Safety Policy, we maintain high standards for manufacturing safety. We commit to meet or exceed all applicable environmental, health, and safety standards, regulations and other requirements.

  The Operations Management at each of our facilities is directly responsible for implementing this policy and ensuring full compliance with all environmental, health, and safety laws, internal standards and requirements applicable within their respective organizations.

  We commit to manage all of our business activities in a responsible manner with respect for the environment through pollution prevention and with our highest priority being the health and safety of our employees.

  We continually focus on reducing the severity and frequency of workplace injuries to create a safe environment for our employees.

  We believe that all injuries and occupational illnesses, as well as environmental incidents, are preventable. In support of this, all employees are expected to perform their work in such a manner as to not jeopardize the environment or the safety and health of themselves and their fellow workers.

  We work to ensure that our products, processes, services, and facilities minimize the generation of waste, pollution and adverse impact on the environment.

  We work on innovations to protect the people who operate our equipment and partner with others to promote higher standards in transportation and manufacturing by sharing best practices and ideas.

  We also demonstrate a commitment to highway safety in our products. Our Upper ID/Aux Stoplights enhance collision avoidance by making trailer braking more visible to motorists and our Rear Underride Guard System—RIG-16 surpasses U.S. and Canadian standards and prevents underride in multiple offset impact scenarios.

Director Independence

  6 out of 7 director nominees are independent.

  3 fully independent Board committees: Nominating, Corporate Governance and Sustainability Committee, Compensation Committee and Audit Committee.

Board Accountability

  All directors are elected annually via majority voting standard.

  Stockholders may amend our bylaws.

  Our Nominating, Corporate Governance and Sustainability Committee is evolving its oversight of ESG, including the areas of energy consumption,

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Proxy Statement Summary

climate change, greenhouse gas and other criteria relevant to our business practices.

Board Leadership

  We review board leadership, committee structure and committee membership annually and conduct an annual assessment of board effectiveness.

  We have an independent Chairperson who has a strong role and significant governance duties, including presiding over all executive sessions of independent directors.

Stockholder Engagement

  We routinely meet with stockholders for conversations focused on a variety of topics, including governance, Company strategy, growth, risk management and ESG issues.

  During 2021, we held multiple discussions with stockholders.

Board Evaluation and Effectiveness

  Annual Board and Committee self-assessments.

  Annual two-way feedback and evaluation sessions with each director.

  Annual independent director evaluation of the Chairperson and CEO.

Board Risk Oversight

  The Board and its Committees exercise robust oversight of the Company’s enterprise risk management system.

Board Refreshment and Diversity

  During 2019, we added 2 new directors, and we appointed a new independent Chairperson following the 2020 Annual Meeting.

  Board members represent diverse perspectives, including 2 female director nominees and 1 African-American director nominee.

  We have a specified director retirement age.

Director Engagement

  All of our directors attended 75% or more of the aggregate number of meetings of our Board and the Committees on which they served.

  We have limits on director/CEO membership on other public company boards.

Succession Planning

  CEO and leadership succession planning is one of our Board’s most important responsibilities. At least once a year, our Board dedicates itself to examining the succession plans for our complete leadership team and the board.

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Proxy Statement Summary

Our Management Approach

Our Wabash Management System (“WMS”) is a set of principles and standardized business processes for the purpose of achieving our strategic objectives. These principles are centered around lean thinking and state that lean application must extend across and throughout our entire enterprise, not only our manufacturing processes. By codifying what makes our Company great, the WMS drives focus on the interconnected processes that are critical for success across our business. WMS is based on forward planning and continuous capability evaluation as we simultaneously drive execution and breakthrough performance. WMS requires everyone to be an active contributor to our enterprise-wide lean efforts and enables growth through innovation and industry leading customer satisfaction and alliances.

Our WMS principles underpin an ongoing improvement cycle that includes Strategic Planning and Deployment, Kaizen and Daily Management. Through the WMS, we create scalable and sustainable processes that:

Drive organic growth within existing and new businesses

Provide a means to acquire/obtain and integrate new businesses and capabilities

Create and exploit new markets

Allow for breakthrough improvement within key areas of the business

While delivering the daily execution of our established businesses

It is through this set of standards and thinking that we create a “One Wabash” approach to our customers, add new business capabilities, and enable profitable growth.

The One Wabash Strategic Approach to Serving Customers

Our One Wabash organizational transformation began during the first quarter of 2020 with the solicitationintroduction of value streams. Our One Wabash organizational structure enables long-term growth for the Company with an intense focus on value streams, streamlined processes, product innovation, and a consistent, superior experience for all customers who seek our solutions in the transportation, logistics and distribution markets. The value streams leverage the power of our processes to close the cycle of customer needs and customer fulfillment.

We believe our One Wabash approach coupled with our Wabash Management System is uniquely designed to achieve breakthrough customer value. Our value streams align resources and processes on serving the customer, and our strategy is centered around our ability to scale core competencies by our Board of Directors of proxiesgrowing in and around core markets with known customers.

WABASH NATIONAL CORPORATION2022 Proxy Statement9


Proxy Statement Summary

Voting Matters and Vote Recommendation (page 15)

The following table summarizes the proposals to be votedconsidered at the Annual Meeting and the Board’s voting recommendation with respect to each proposal.

PROPOSALS

BOARD VOTE
RECOMMENDATION
PAGE

Election of Directors

FOR EACH NOMINEE17

Advisory Vote on the Compensation of Our Named Executive Officers (“Say-on-Pay”)

FOR63

Ratification of Appointment of Independent Registered Public Accounting Firm

FOR64

Board Nominees (page 17)

The following table provides summary information about each director nominee, as of Stockholdersthe Record Date.

NAME

AGEDIRECTOR
SINCE
OCCUPATIONINDEPENDENTOTHER
PUBLIC
BOARDS

Therese M. Bassett

58November 2019Managing Director, NuVentures LLCYesNo

John G. Boss

62December 2017Former President and Chief Executive Officer, Momentive Performance Materials Inc.YesNo

Larry J. Magee

67January 2005President, Magee Ventures GroupYesNo

Ann D. Murtlow

61February 2013President and Chief Executive Officer, United Way of Central IndianaYesYes

Scott K. Sorensen

60May 2005President, Chief Financial Officer, Thatcher Company, Inc.YesNo

Stuart A. Taylor II

61August 2019Chief Executive Officer, The Taylor Group LLCYesYes

Brent L. Yeagy

51October 2016President and Chief Executive Officer, Wabash National CorporationNoNo

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Proxy Statement Summary

The table below summarizes key qualifications, skills and attributes most relevant to the decision to nominate the candidates to serve on our Board. A mark indicates a specific area of focus or experience on which the Board relies most. The lack of a mark does not mean the director nominee does not possess that qualification or skill. Each director nominee biography in this proxy statement describes each nominee’s qualifications and relevant experience in more detail.

DIRECTORS

Therese M.
Bassett
John G.
(“Jack”)
Boss
Larry J.
Magee
Ann D.
Murtlow
Scott K.
Sorensen
Stuart A.
Taylor II
Brent L.
Yeagy

Independent

Diversity

Logistics, Transportation and/or First to Final Mile

Diverse Manufacturing

Risk Management (Including Supply

Chain/Commodities Management)

Technology and Materials Innovation

Legislative/Regulatory

Qualified Financial Expert/Finance/Treasury

Accounting, Finance and Capital Markets

M&A

Technology/Cybersecurity

Distribution and Digital Marketplace

Competitive Pricing/Sales

ESG

Strategy

Named Executive Officer Compensation (Say-on-Pay) (page 63)

We are asking stockholders to vote to approve, on an advisory (non-binding) basis, the compensation of our named executive officers. The primary objectives and philosophy of our compensation programs are to (i) drive executive behaviors that maximize long-term stockholder value creation, (ii) attract and retain talented executive officers with the skills necessary to successfully manage and grow our business, and (iii) align the interests of our executive officers with those of our stockholders by rewarding them for strong Company performance. In support of these objectives, in 2021, we:

Weighted a significant portion of our executives’ compensation toward variable and performance-based compensation. Specifically, in 2021, approximately 81.2% of our CEO’s target direct compensation (consisting of base salary, annual cash incentives and long-term equity incentives) and, on average, 67.5% of our other named executive officers’ target direct compensation, was delivered in stock-based and cash-based incentive compensation through our short-term and long-term incentive plans.

Engaged an independent compensation consultant to conduct a market review of our compensation package to ensure it was competitive with our peers.

Encouraged our executives to be held at the Wabash National Corporation Ehrlich Innovation Center, located at 3233 Kossuth Street, Lafayette, IN 47905, on Thursday, May 12, 2016 at 10:00 a.m. local time, (the “Annual Meeting”)long-term stockholders through rigorous stock ownership guidelines and at any adjournments or postponementsproviding a significant portion of the Annual Meeting.our NEOs compensation through equity awards.

 

WABASH NATIONAL CORPORATION2022 Proxy Statement11


Proxy Statement Summary

Independent Registered Public Accounting Firm (page 64)

We ask that our stockholders ratify the selection of Ernst & Young LLP as our independent registered public accountants for the year ending December 31, 2022.

Important Notice Regarding the Availability of Proxy Materials for the Stockholder Meeting to Be Held on May 12, 2016.

11, 2022.

Our Annual Report and this Proxy Statement are available athttp://material.proxyvote.com/929566. www.proxyvote.com. To access our Annual Report and Proxy Statement, enter the control number referenced on your proxy card.

 

ABOUT THE MEETING

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Information About the Annual Meeting, Proxy Materials and  Voting

 

What is Thethe Purpose of the Annual Meeting?

At the Annual Meeting, our management will report on our performance during 20152021 and respond to questions from our stockholders. In addition, stockholders will act upon the matters outlined in the accompanying Notice of Annual Meeting of Stockholders, which include the following fourthree proposals:

 

Proposal 1To elect seven members of the Board of Directors;
Directors.
Proposal 2To hold an advisory vote on the compensation of our named executive officers;
officers.
Proposal 3To re-approve the performance goals included in the Wabash National Corporation 2011 Omnibus Incentive Plan; and
Proposal 4To ratify the appointment of Ernst & Young LLP as Wabash National Corporation’s independent registered public accounting firm for the year ending December 31, 2016.2022.

Stockholders will also consider any other matters that properly come before the Annual Meeting or any adjournment or postponement thereof. Management is currently not aware of any other business to come before the Annual Meeting.

Stockholders may act on the proposals by voting a proxy or voting by virtual presence online at the Annual Meeting.

What is the purpose of the proxy materials?

We are providing these proxy materials in connection with the solicitation by the Company of proxies to be voted at the Annual Meeting and at any adjournments or postponements thereof. The proxy materials (including the Notice of Annual Meeting, this Proxy Statement, and our Annual Report on Form 10-K) include information that we are required to provide to you under the rules of the Securities and Exchange Commission (the “SEC”) and are designed to assist you in voting on the matters presented at the Annual Meeting. We first mailed the proxy materials to stockholders on or about March 29, 2022.

What is a proxy?

A proxy is your legal designation of another person to vote on your behalf. By voting your proxy, you are giving the persons named on the proxy card the authority to vote your shares in the manner you indicate on your proxy card.

Who is Entitled to Vote?

Only stockholders of record at the close of business on March 14, 20162022 (the “Record Date”) are entitled to receive notice of the Annual Meeting and to vote the shares of common stock of the Company (“Common(the “Common Stock”) that they held on the Record Date at the Annual Meeting, or any postponement or adjournment of the Annual Meeting. As of the Record Date, we had 49,032,640 shares of Common Stock outstanding and entitled to vote. Each share of Common Stock entitles its holder to cast one vote on each matter to be voted upon.

A list of stockholdersWhat is the difference between a stockholder of record asand a beneficial owner?

If your shares are registered directly in your name with our transfer agent, Equiniti Trust Company, you are a “stockholder of record.” If your shares are held in a stock brokerage account or by a bank or other custodian or nominee, you are considered the Record Date will be available for inspection during ordinary business hours at our offices located at 1000 Sagamore Parkway South, Lafayette, Indiana 47905, from May 5, 2016beneficial owner of shares held in “street name.” As a beneficial owner, you have the right to the date of our Annual Meeting. The list will also be available for inspection at the Annual Meeting.

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direct your broker, bank or other custodian or nominee on how to vote your shares.

Who can Attend the Annual Meeting?Meeting by virtual presence online?

All stockholders of record as of the close of business on the Record Date, or their duly appointed proxies, may attend the Annual Meeting.Meeting by virtual presence online by visiting www.virtualshareholdermeeting.com/WNC2022 at 9:45 a.m. Eastern time through the conclusion of the meeting and providing the control number found on the

 

Please note

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Information About the Annual Meeting, Proxy Materials and Voting

proxy card. If your shares are held in “street name,” you must first obtain a proxy issued in your name from your bank or other custodian or nominee before attending the Annual Meeting by virtual presence online. You will need to provide the control number found on the proxy card provided by such bank or other custodian or nominee.

Technical support, including related technical support phone numbers, will be available at 9:45 a.m. Eastern time through the conclusion of the meeting.

The 2022 Annual Meeting of Stockholders will be accessible through the Internet. This is due to an abundance of caution related to the coronavirus (COVID-19) and the priority we place on the health and well-being of our stockholders, employees and other stakeholders. We have worked to offer the same participation opportunities as were provided at the in-person portion of our past meetings while further enhancing the online experience available to all stockholders regardless of their location. You are entitled to participate in the Annual Meeting if you were a stockholder as of the close of business on March 14, 2022. The Annual Meeting will begin promptly at 10:00 a.m. Eastern time, and you should allow ample time for the online check-in procedures.

Whether or not you participate in the Annual Meeting, it is important that your shares be part of the voting process. The other methods by which you may vote are described below.

This year’s stockholder question and answer session will provide our stockholders with the opportunities to ask questions regarding our business submitted live during the Annual Meeting. Questions may be submitted at the Annual Meeting through www.virtualshareholdermeeting.com/WNC2022. We will post questions and answers if applicable to our business on our Investor Relations website as soon as practicable after the meeting.

How do I Vote?

If you are a “stockholder of record,” you can vote on matters to come before the Annual Meeting in the following four ways:

Visit the website noted on your proxy card to vote via the internet;

Use the telephone number on your proxy card to vote by telephone;

Vote by mail by completing, dating and signing the proxy card mailed with your notice and returning it in the provided postage-paid envelope. If you do so, you will authorize the individuals named on the proxy card, referred to as the proxies, to vote your shares according to your instructions. If you provide no instructions, the proxies will vote your shares according to the recommendation of the Board of Directors or, if no recommendation is given, in their own discretion; or

Attend the Annual Meeting by virtual presence online and cast your vote.

If you hold your shares in “street name” (that is, through a broker, then you can vote by following the materials and instructions provided by your broker, or other nominee), you will need to bring a copy of a brokerage statement reflecting your stock ownership as of the Record Date and check in at the registration deskcan vote by virtual presence online at the Annual Meeting. Alternatively, to

What if I vote and then change my mind?

If you are a “stockholder of record,” you may revoke your proxy at any time before it is exercised by:

Providing written notice of revocation to the Corporate Secretary, Wabash National Corporation, 3900 McCarty Lane, Lafayette, Indiana 47905;

Voting again, on a later date, via the internet or by telephone (only your latest internet or telephone proxy submitted prior to the Annual Meeting will be counted);

Submitting another duly executed proxy bearing a later date; or

Attending the Annual Meeting by virtual presence online and casting your vote.

Only your last vote will be the vote that is counted.

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Information About the Annual Meeting, Proxy Materials and Voting

If you hold your shares in “street name,” then you must contact the person in whose namerecord holder of your shares to change your voting instructions.

What are the Board’s Recommendations?

The Board recommends that you vote FOR the election of each of the director nominees, FOR the approval, on an advisory basis, of the compensation of our named executive officers, and FOR ratification of the appointment of our auditors.

What Vote is Required for Each Proposal?

The following table summarizes the vote threshold required for approval of each proposal and the effect of abstentions, uninstructed shares held by brokers, and unmarked, signed proxy cards. On all proposals, if you sign and return a proxy or voting instruction card, but do not mark how your shares are registeredto be voted, they will be voted as the Board recommends.

  PROPOSAL

  NUMBER

ITEMVOTE REQUIRED FOR
APPROVAL OF EACH
ITEM
ABSTENTIONSUNINSTRUCTED
SHARES
UNMARKED,
SIGNED
PROXY
CARDS

1

Election of DirectorsMajority of votes castNo effectNot votedVoted “for”

2

Advisory vote on executive compensationMajority of shares present and entitled to voteSame effect as “against”Not votedVoted “for”

3

Ratification of Appointment of Independent AuditorMajority of shares present and entitled to voteSame effect as “against”Discretionary vote

Voted “for”

If you hold your shares in “street name” through a broker and obtainyou do not provide your broker with voting instructions, then, under New York Stock Exchange (“NYSE”) Rules, your broker may elect to exercise voting discretion with respect to “routine matters,” which includes the ratification of the appointment of our independent auditor (Proposal 3). However, on “non-routine” matters, which include the election of directors (Proposal 1) and the advisory vote on executive compensation (Proposal 2), your broker may not vote your shares unless you provide your broker with instructions. These so-called broker “non-votes” will be counted in determining whether there is a proxy from that person and bring it to the Annual Meeting.

quorum.

What Constitutes a Quorum?

The presence at the Annual Meeting, in personby virtual presence online or by valid proxy, of the holders of a majority of the shares of our Common Stock outstanding on the Record Date will constitute a quorum, permitting us to conduct our business at the Annual Meeting. As of the Record Date, 65,315,924 shares of Common Stock, held by 662 stockholders of record, were outstanding and entitled to vote at the Annual Meeting. Proxies received but marked as abstentions and broker non-votes will be included in the calculation of the number of shares considered to be present at the Annual Meeting.

How do I Vote?

You can vote on matters to come before the Annual Meeting in the following four ways:

Visit the website noted on your proxy card to votevia the internet;
Use the telephone number on your proxy card to voteby telephone;
Voteby mail by completing, dating and signing the proxy card mailed with your notice and returning it in the provided postage-paid envelope. If you do so, you will authorize the individuals named on the proxy card, referred to as the proxies, to vote your shares according to your instructions. If you provide no instructions, the proxies will vote your shares according to the recommendation of the Board of Directors or, if no recommendation is given, in their own discretion; or,
Attend the Annual Meeting and cast your votein person.

What if I Vote and Then Change my Mind?

You may revoke your proxy at any time before it is exercised by:

Providing written notice of revocation to the Corporate Secretary, Wabash National Corporation, 1000 Sagamore Parkway South, Lafayette, Indiana 47905;
By voting again, on a later date, via the internet or by telephone (only your latest internet or telephone proxy submitted prior to the Annual Meeting will be counted);
Submitting another duly executed proxy bearing a later date; or
Attending the Annual Meeting and casting your vote in person.

Your last vote will be the vote that is counted.

What are the Board’s Recommendations?

The Board recommends that you vote FOR election of the nominated slate of directors (p. 4), FOR the approval of the compensation of our executive officers (p. 54), FOR the re-approval of the performance goals included in the Wabash National Corporation 2011 Omnibus Incentive Plan (p. 57), and FOR ratification of the appointment of our auditors (p. 65). Unless you give other instructions, the persons named as proxy holders on the proxy card will vote in accordance with the Board’s recommendation. With respect to any other matter that properly comes before the meeting, the proxy holders will vote in their own discretion.

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What Vote is Required for Each Proposal?

The following table summarizes the vote threshold required for approval of each proposal and the effect of abstentions, uninstructed shares held by banks or brokers, and unmarked, signed proxy cards. If you hold your shares in “street name” through a broker or other nominee, your broker or nominee may elect to exercise voting discretion with respect to the appointment of our auditors. Under New York Stock Exchange (“NYSE”) Rules, this proposal is considered a “discretionary” item, meaning that brokerage firms that have forwarded this Proxy Statement to clients 25 days or more before the Annual Meeting may vote in their discretion for this item on behalf of clients who have not furnished voting instructions at least 15 days before the date of the Annual Meeting and brokerage firms that have forwarded this Proxy Statement to clients less than 25 days before the Annual Meeting may vote in their discretion for this item on behalf of clients who have not furnished voting instructions at least 10 days before the date of the Annual Meeting. If you do not give your broker or nominee specific instructions, your broker or nominee may elect not to exercise its discretion on the ratification of the appointment of our auditors, in which case your shares will not be voted on this matter.

If you hold your shares in “street name” through a broker or other nominee, your broker or nomineemay not exercise discretion to vote your shares with respect to the election of directors, the re-approval of the performance goals included in the 2011 Omnibus Incentive Plan or the advisory vote on executive compensation. Shares for which the broker does not exercise its discretion or for which it has no discretion and for which it has received no instructions, so-called broker “non-votes,” will not be counted in determining the number of shares necessary for approval of such matters; however, those shares will be counted in determining whether there is a quorum.

On all proposals, if you sign and return a proxy or voting instruction card, but do not mark how your shares are to be voted, they will be voted as the Board recommends.

Proposal
Number
ItemVote Required for
Approval of Each Item
AbstentionsUninstructed
Shares
Unmarked
Proxy Cards
1Election of DirectorsMajority of votes castNo effectNot votedVoted "for"
2Advisory vote on executive compensationMajority of shares present and entitled to voteSame effect as "against"Not votedVoted "for"
3Re-approval ofperformance goals included in the Corporation’s 2011 Omnibus Incentive PlanMajority of votes castNo effectNot votedVoted "for"
4Ratification of Appointment of Independent AuditorMajority of shares present and entitled to voteSame effect as "against”Discretionary voteVoted "for"

Who will Bear the Costs of this Proxy Solicitation?

We will bear the cost of solicitation of proxies. This includes the charges and expenses of brokerage firms and others for forwarding solicitation material to beneficial owners of our outstanding Common Stock. We may solicit proxies by mail, personal interview, telephone or via the Internet through our officers, directors and other management associates,employees, who will receive no additional compensation for their services. In addition, we have retained Laurel Hill Advisory Group, LLC to assist with proxy solicitation. For their services, we will pay a fee of $5,500$7,000 plus out-of-pocket expenses.

 

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Information About the Annual Meeting, Proxy Materials and Voting

How will my shares be voted if other matters are presented at the Annual Meeting?

As of the date of this Proxy Statement, the Board of Directors does not intend to present at the Annual Meeting any matters other than those described in this Proxy Statement and does not know of any matters that will be presented by other parties. If any other matter is properly brought before the meeting for action by the stockholders, proxies will be voted in accordance with the recommendation of the Board of Directors or, in the absence of such a recommendation, in accordance with the judgment of the proxy holder.

162022 Proxy StatementWABASH NATIONAL CORPORATION


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Proposal 1 – Election of Directors

PROPOSAL 1

Election of Directors

 

Our Bylaws provide that our Board of Directors, or the Board, shall be comprised of not less than three, nor more than nine,twelve, directors with the exact number to be fixed by resolution of the Board. TheAs of the date of this Proxy Statement, the Board is comprised of eight directors. John E. Kunz is not standing for re-election at the 2022 Annual Meeting. As a result, the Board has fixed the authorized number of directors at seven directors.

directors following the 2022 Annual Meeting. At the Annual Meeting, stockholders will be asked to elect each of the seven directors are to be elected,director nominees listed below, each of whom shall serve for a term of one year or until his or her successor is duly elected and qualified or until his or her earlier death, resignation or removal. Proxies representing shares held on the Record Date that are returned duly executed will be voted, unless otherwise specified, in favor

Below is information regarding each of the sevendirector nominees. Information regarding the Board’s process for nominating directors and director qualifications can be found below under the “Corporate Governance” section of this Proxy Statement.

Information on Directors Standing for Election

The biographies of each of the nominees forbelow contains information regarding the Board named below. In accordance with our Bylaws, each nominee, as a condition to nomination, has submitted toexperiences, qualifications, attributes or skills that caused the Nominating, and Corporate Governance and Sustainability Committee an irrevocable resignation from the Board that is effective only in the event a nominee does not receive the required vote of our stockholders to be elected to the Board and the Board acceptsto determine that the nominee’s resignation. Eachperson should serve as a director of the nominees has consented to be named in this Proxy StatementCompany. The name, age, business experience, and to serve onpublic company directorships of each nominee for director, during at least the Board if elected. It is not anticipated that any nominee will become unable or unwilling to accept nomination or election, but, if that should occur, the persons namedlast five years, are set forth in the proxy intend to vote for the election in his or her stead, such other person as the Nominating and Corporate Governance Committee may recommend to the Board.

Corporate Governance Matters and Termination of Shareholder Rights Agreementtable below.

 

Our

Therese M. Bassett

LOGO

Age: 58

Director since: November 2019    

Ms. Bassett is the Managing Director of NuVentures LLC., a consulting firm focused on strategy, innovation and M&A pipeline development. Prior to NuVentures, she served as Chief Strategy, Innovation, and Mergers and Acquisitions Officer at Avnet, Inc., an electronic components and services company, where she was responsible for identifying growth opportunities to enhance the overall business portfolio, financial strength and global market value. During her 26-year career with Avnet, Ms. Bassett also held the positions of Senior Vice President, Global HR Solutions (2010- 2016), Vice President, Strategic Planning and Business Intelligence (1998-2010), Manager, Electronic Manufacturing Services Business Development (1995-1998), and International Export and Transportation Manager (1993-1995). She is a graduate of Temple University and received an MBA from the University of Phoenix.

Qualifications: Ms. Bassett’s M&A, innovation and strategy expertise and her senior leadership experience reflected in her biography support the Board’s conclusion that she should again be nominated as a director.

WABASH NATIONAL CORPORATION2022 Proxy Statement17


Proposal 1 – Election of Directors

John G. Boss

LOGO

Age: 62

Director since: December 2017    

Mr. Boss is the former President and Chief Executive Officer of Momentive Performance Materials Inc. (“MPM”). Mr. Boss served in this role from December 2014 to March 2020. MPM is a global producer of silicones, quartz and specialty ceramic materials. Mr. Boss served as a director of MPM Holdings Inc. from October 2014 to March 2020. Mr. Boss served as the President of the Silicones & Quartz Division at MPM since joining in March 2014 to December 2014 and served as its Executive Vice President from March 2014 to March 2020. In April 2014, shortly after Mr. Boss joined the company, MPM filed voluntary petitions for reorganization relief pursuant to Chapter 11 of the United States Bankruptcy Code. Mr. Boss’ career spans more than 30 years in the specialty chemicals and materials industry, including various executive leadership positions with Honeywell International, a producer of commercial and consumer products from 2003 through 2014. Mr. Boss served as Vice President and General Manager of Specialty Products, Vice President and General Manager of Specialty Chemicals and President of Honeywell Safety Products at Honeywell International. Prior to joining Honeywell, Mr. Boss held positions of increasing responsibility at Great Lakes Chemical Corporation and Ashland Corporation (formerly International Specialty Products). Since 2020, Mr. Boss has served as a Director for Cooper Standard Corporation and as a Director and Audit Committee Member for Libbey, Inc. Mr. Boss has a Master of Business Administration degree in Marketing and Finance from Rutgers Graduate School of Management in 1996 and a Bachelor’s Degree in Mechanical Engineering from West Virginia University in 1981.

Qualifications: As reflected in his biography, Mr. Boss’ service in various leadership positions at other public companies, particularly, his recent service as a sitting chief executive officer at another public company and concomitant understanding of the day-to-day complexities and challenges of running such an organization, and his service on our Board, support the Board’s conclusion that he should again be nominated as a director.

182022 Proxy StatementWABASH NATIONAL CORPORATION


Proposal 1 – Election of Directors

Larry J. Magee

LOGO

Age: 67

Director since: January 2005    

Chairman of the Board since:
May 2020

Mr. Magee has served as President of Magee Ventures Group, a consulting firm, since May 2018. Prior to his current position, he served as Interim CEO of Magnolia Group, LLC in Waco, Texas from April 2017 until May 2018. Mr. Magee was President and CEO of Heartland Automotive Services, Inc., the largest operator of quick lube retail service centers, operating over 540 Jiffy Lube locations in North America. He held this position from April 2015 until his retirement in October 2016. Prior to assuming the role of President and CEO of Heartland Automotive, Mr. Magee was the President, Consumer Tire U.S. & Canada, for Bridgestone Americas Tire Operations, LLC, a tire and rubber manufacturing company, a position he held from January 2011 until his retirement from Bridgestone in September 2013. He also served as Chairman of BFS Retail & Commercial Operations, LLC and Bridgestone of Canada, Inc. From December 2001 until January 2011, he served as Chairman, Chief Executive Officer and President of BFS Retail & Commercial Operations, LLC. Prior to December 2001, Mr. Magee served as President of Bridgestone/Firestone Retail Division, beginning in 1998. Mr. Magee has over 38 years combined experience in sales, marketing, and operational management, and held positions of increasing responsibility within the Bridgestone/Firestone family of companies during his 38-year tenure with Bridgestone/Firestone.

Qualifications: The retail leadership expertise reflected in Mr. Magee’s biography, including his performance as the chief executive officer and as a board member for divisions of another company, as well as his participation on our Board, support the Board’s conclusion that he should again be nominated as a director.

WABASH NATIONAL CORPORATION2022 Proxy Statement19


Proposal 1 – Election of Directors

Ann D. Murtlow

LOGO

Age: 61

Director since: February 2013    

Ms. Murtlow is the President and Chief Executive Officer of United Way of Central Indiana, an organization that fights for the education, financial stability, health and basic needs for Central Indiana through the development and support of programs and organizations that serve struggling families and move them to self-sufficiency, a position she has held since April 1, 2013 and will retire from effective June 30, 2022. Prior to assuming this role, Ms. Murtlow had a 30-year career in the global energy industry. Ms. Murtlow began her career as a design engineer with Bechtel Power Corporation, one of the world’s leading designers and constructors of electric utility infrastructure. Ms. Murtlow then joined AES Corporation (“AES”), where she developed a specialty in environmental permitting and became a leader in domestic and international power plant project development. She subsequently joined AES’s London office where she was named Vice President and Group Manager of AES’s development and operations in northern and central Europe. In 2002, Ms. Murtlow was named President and Chief Executive Officer at IPALCO Enterprises, Inc., and its subsidiary, Indianapolis Power & Light Company. Ms. Murtlow currently serves as a Director of Evergy, Inc., and its subsidiaries, Evergy Kansas Central, Inc. (Kansas corporation), Evergy Kansas South, Inc., Evergy Metro, Inc., and Evergy Missouri West, Inc. Ms. Murtlow served as a Director of First Internet Bancorp and its subsidiary, First Internet Bank, from 2013 until March 2020. Ms. Murtlow holds a Bachelor of Science degree in Chemical Engineering from Lehigh University and is a National Association of Corporate Directors Board Leadership Fellow.

Qualifications: The financial and strategic leadership experience reflected in Ms. Murtlow’s biography, her service as the former chief executive officer of a regulated electric utility company, service on the boards of other public companies, her participation on our Board and her experience in corporate social responsibility, support the Board’s conclusion that she should again be nominated as a director.

202022 Proxy StatementWABASH NATIONAL CORPORATION


Proposal 1 – Election of Directors

Scott K. Sorensen

LOGO

Age: 60

Director since: May 2005    

Mr. Sorensen is currently the President, Chief Financial Officer and a member of the Board of Directors of Thatcher Company, Inc., a privately-held industrial chemical manufacturer. He has served in this role since January 2022. Previously, Mr. Sorensen served as Managing Director of Sorensen Capital, LLC from November 2019 until January 2022. From May 2018 through November 2019, Mr. Sorensen served as the President and Chief Operating Officer of Ivanti Software and member of its Board of Directors. Ivanti is a leading enterprise software provider of unified IT solutions for the security, endpoint management and service management requirements of customers. Prior to his role as President and Chief Operating Officer of Ivanti Software, Mr. Sorensen served as the President and Chief Executive Officer and was a member of the Board of Directors of Sorenson Holdings which is a leading provider of assistive communications products and services from 2016 – 2018. Mr. Sorensen also held the position of Chief Operating Officer from 2012 – 2016 and served as the Chief Financial Officer from 2007 – 2016. Previously, Mr. Sorensen served as the Chief Financial Officer of Headwaters Inc. from 2005 – 2007 which was a diversified energy and construction materials provider. Prior to joining Headwaters, Mr. Sorensen was the Vice President and Chief Financial Officer of Hillenbrand Industries, a manufacturer and provider of products and services for the health care and funeral services industries, from 2001 – 2005. Mr. Sorensen also served in various financial leadership roles at Westinghouse Electric and worked in the operations and aerospace practices with McKinsey & Company.

Qualifications: Mr. Sorensen’s financial expertise and experience in corporate finance, combined with his experience in manufacturing, technology, strategy and mergers and acquisitions, as reflected in his biography, and his participation on our Board, support the Board’s conclusion that he should again be nominated as a director.

WABASH NATIONAL CORPORATION2022 Proxy Statement21


Proposal 1 – Election of Directors

Stuart A. Taylor II

LOGO

Age: 61

Director since: August 2019    

Mr. Taylor is the Chief Executive Officer of The Taylor Group LLC, a private equity firm focused on creating and acquiring businesses. In this role, which he has held since 2001, Mr. Taylor oversees the firm’s sourcing and execution of investments and acquisition and disposition transactions. In addition, Mr. Taylor delivers deep financial and transactional expertise based on his Wall Street career along with significant experience as a director for publicly traded companies. He previously held positions as senior managing director at Bear, Stearns & Co. Inc. (1999-2001), and managing director of CIBC World Markets and head of its Global Automotive Group and Capital Goods Group (1996-1999). He also served as managing director of the Automotive Industry Group at Bankers Trust (1993-1996), following a 10-year position in corporate finance at Morgan Stanley & Co.

Mr. Taylor was previously a member of the Board of Directors of Essendant Inc. formerly known as United Stationers Inc., a wholesale distributor of business products, from 2011 until its sale to Staples Inc. in January 2019. In addition, in October 2020, Mr. Taylor was appointed to the board of directors of Solenis LLC, a privately-held global producer of specialty chemicals for water-intensive industries, where he serves on the Compensation Committee. He also serves as a director for Hillenbrand Inc. and Ball Corporation. He is a graduate of Yale University and received an MBA from the Harvard Graduate School of Business.

Qualifications: Mr. Taylor’s in-depth knowledge of strategic M&A and corporate development, financial expertise and service on other public company boards, as reflected in his biography, support our Board’s conclusion that he should again be nominated as a director.

222022 Proxy StatementWABASH NATIONAL CORPORATION


Proposal 1 – Election of Directors

Brent L. Yeagy

LOGO

Age: 51

Director since: October 2016    

Mr. Yeagy serves as President and Chief Executive Officer of Wabash National Corporation, a position he has held since June 2018. Prior to his current role, Mr. Yeagy was President and Chief Operating Officer of Wabash from October 2016 to June 2018. Mr. Yeagy joined Wabash in 2003 and held a number of positions with increasing responsibility, including Vice President of Manufacturing, Vice President and General Manager of Commercial Trailer Products, and Senior Vice President – Group President, Commercial Trailer Products. Prior to Wabash, from 1999 to 2003, Mr. Yeagy held various positions within human resources, environmental engineering and safety management for Delco Remy International. Mr. Yeagy served in various plant engineering roles at Rexnord Corporation from December 1995 through 1999. He also served in the United States Navy from 1991 to 1994.

Mr. Yeagy holds a Bachelor of Science in Environmental Engineering Science and a Master of Science in Safety Engineering from Purdue University, and an MBA in Business Management from Anderson University. He has also attended executive programs at the University of Michigan’s Ross School of Business as well as Stanford’s Graduate School of Business. Mr. Yeagy is a graduate of the U.S. Navy’s Naval Nuclear Power Program and participated in the Navy’s Officer Candidate Program.

Qualifications: Mr. Yeagy’s more than 25 years of experience in executive leadership, beginning with his career in the United States Navy, and his strong background in managing many facets of operations in a manufacturing company, as reflected in his biography, and his role as our President and Chief Executive Officer, support the Board’s conclusion that he should again be nominated as a director.

Board Recommendation

The Board of Directors UNANIMOUSLY recommends a vote “FOR” the election of each of the director nominees listed above.

WABASH NATIONAL CORPORATION2022 Proxy Statement23


Corporate Governance

Governance Guidelines & Code of Business Conduct & Ethics

The Board has adopted Corporate Governance Guidelines (the “Guidelines”). Our Board has also adopted a Code of Business Conduct and Ethics and a Code of Business Conduct and Ethics for the Chief Executive Officer and Senior Financial Officers (the “Codes”). The Guidelines which set forth a framework within which the Board oversees and directsgoverns the affairs of Wabash National.Wabash. The Guidelines cover, among other things, the composition and functions of the Board, director independence, director stock ownership, management succession and review, Board committees, the selection of new directors, and director responsibilities and duties.

Our Board has also adopted a Code of Business Conduct and Ethics (which applies to all of our directors, officers, and employees) and an additional Code of Business Conduct and Ethics for the Chief Executive Officer and Senior Financial Officers (together, the “Codes”). The Codes cover, among other things, compliance with laws, rules and regulations (including insider trading), conflicts of interest, corporate opportunities, confidentiality, protection and use of companyCompany assets, and the reporting process for any illegal or unethical conduct. The Code of Business Conduct and Ethics applies to all of our directors, officers, and associates, including our Chief Executive Officer and Chief Financial Officer. The Code of Business Conduct and Ethics for the Chief Executive Officer and Senior Financial Officers includes provisions that are specifically applicable to our Chief Executive Officer, Chief Financial Officer and senior financial executives.

Any amendment to, or waiver from, a provision of the Codes for a director or executive officer (including for our Chief Executive Officer, or CEO, and Chief Financial Officer, or CFO) will be promptly disclosed and posted on our website as required by law or the listing standards of the NYSE.

The Guidelines and the Codes are available on the Governance/Governance Documents page of the Investor Relations/Corporate Governance pageRelations section of our website at www.wabashnational.comir.onewabash.com and are available in print without charge by writing to: Wabash National Corporation, Attention: Corporate Secretary, 1000 Sagamore Parkway South,3900 McCarty Lane, Lafayette, Indiana 47905.

Board Structure and its Role in Risk Oversight

Director Independence

In February 2022, our Board of Directors undertook its annual review of director independence to determine the independence of our directors in accordance with NYSE listing standards and the Guidelines. As a result of this review, the Board of Directors affirmatively determined that all of the directors nominated for election at the Annual Meeting and all currently serving directors are independent of Wabash and its management within the meaning of the rules of NYSE, with the exception of Brent L. Yeagy, our President and Chief Executive Officer.

Independent Chairman

The Board does not have a formal policy on whether the roles of Board Chairman and Chief Executive Officer should be separate or combined. Rather, the Guidelines provide that the independent members of the Board may select the Chairman of the Board and the Company’s Chief Executive Officer in the manner they consider in the best interests of the Company.

Currently, the Board believes that it is in the best interests of the Company for the Chairman and Chief Executive Officer positions to be held by separate persons, given the differences between the two roles in our current management structure. Our Chief Executive Officer, among other duties, is responsible for setting the strategic direction for the Company and the day-to-day leadership and performance of the Company, while the Chairman of the Board, among his other responsibilities, presides at the executive sessions of our independent and non-management directors (unless a lead independent director has been appointed) and facilitates communication between our independent directors and management. However, the Board reserves the right to combine the positions of the Chief Executive Officer and Chairman, should it determine that such a change is appropriate for our Company in the future.

In the event that our Board’s Chairman is not an independent director in accordance with NYSE listing standards and our Corporate Governance Guidelines, the independent directors shall appoint from among themselves a lead independent director. If appointed, such lead independent director shall preside at executive sessions. Our current Chairman is an independent director and we have no lead independent director at this time.

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Corporate Governance

Director Refreshment

Our Shareholder Rights Agreement,Guidelines require that once any Board member reaches the age of 72, the Nominating, Corporate Governance and Sustainability Committee must annually consider the member’s continuation on the Board, and recommend to the Board whether, in light of all the circumstances, the Board should request that such member continue to serve on, or “poison pill”retire from, the Board. As of the date of the 2022 Annual Meeting, none of the director nominees will have reached the age of 72.

Director Attendance

During 2021, our Board held 4 meetings. In 2021, all of the directors attended 75% or more of the total meetings of the Board and of the committees on which they serve that were held during the period that the director served on the Board. Our Board strongly encourages all of our directors to attend our Annual Meeting, and in 2021, all of our then serving directors attended the Annual Meeting.

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Corporate Governance

Board’s Role in Risk Oversight

Board of Directors

The Board believes that strong and effective internal controls and risk management processes are essential elements in achieving long-term stockholder value. The Board, directly and through its committees, is responsible for overseeing material risks potentially affecting the Company, while management is responsible for implementing processes and controls to mitigate the effects of identified risks on the Company and managing day-to-day risks. Management also provides the Board with regular reports regarding oversight of financial and systemic risks within the Company.

The risk oversight by each of the Board committees is detailed below. Each committee reports to the Board of Directors quarterly regarding the committee’s risk management considerations and actions.

Audit

Committee

  Reviews audit and financial controls

  Investigates any matters pertaining to the integrity of management, including conflicts of interest, compliance with our financial controls, and adherence to Company policies

  Regularly meets with our General Counsel and members of management to discuss and assess potential enterprise risks, including potential cyber security risks and risk management related to information privacy

  Regularly meets with our external auditors to discuss and assess potential risks

  Reviews our risk management practices and risk-related policies (including the Codes)

  Evaluates potential related person transactions

Nominating, Corporate Governance and Sustainability Committee

  Reviews our Governance Guidelines and Code of Business Conduct and Ethics and recommends revisions as necessary

  Evaluates director independence, board structure and committee membership

  Oversees annual evaluation of the Board, Committees, Chairman of the Board and CEO

  Reviews the Corporate Responsibility Report and recommends revisions as appropriate

  Oversees Board succession and professional development

Compensation

Committee

  Monitors our executive compensation packages and our incentive compensation plans, which seek to encourage appropriate, and not excessive, risk-taking by our executives and other employees

Finance

Committee

  Assists the Board in its oversight of the Company’s capital structure, financing, investment and other financial matters of importance to the Company

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Corporate Governance

Committees of the Board

The Board has four standing committees: (1) the Nominating, Corporate Governance and Sustainability Committee, (2) the Compensation Committee, (3) the Audit Committee and (4) the Finance Committee. Each committee maintains a charter, which can be accessed electronically from the Governance/Governance Documents page of the Investor Relations section of our website at ir.onewabash.com or by writing to us at Wabash National Corporation, Attention: Corporate Secretary, 3900 McCarty Lane, Lafayette, Indiana 47905.

The following table indicates each standing committee or committees on which our directors served in 2021:

  NAMENOMINATING,
CORPORATE
GOVERNANCE AND
SUSTAINABILITY
COMMITTEE
COMPENSATION
COMMITTEE
AUDIT
COMMITTEE
FINANCE
COMMITTEE

Therese M. Bassett

Member

Member

John G. Boss

Member

Member

John E. Kunz

ChairMember

Larry J. Magee

MemberMember

Ann D. Murtlow

ChairMember

Scott K. Sorensen

ChairMember

Stuart A. Taylor II

MemberChair

Brent L. Yeagy

Member

Nominating, Corporate Governance and Sustainability Committee

The Nominating, Corporate Governance and Sustainability Committee met 4 times during 2021. The Nominating, Corporate Governance and Sustainability Committee’s responsibilities include:

Assisting the Board by leading board member recruitment efforts, including identifying individuals or reviewing stockholder-nominated individuals qualified to become directors, recommending to the Board the director nominees for the next annual meeting of stockholders, and performing initial interviews of potential board member candidates;

Developing and recommending to the Board a set of corporate governance principles applicable to the Company;

Leading the Board in its annual review of the Board’s performance; and

Recommending to the Board director nominees for each Board committee.

As part of the Nominating, Corporate Governance and Sustainability Committee’s annual review of the Board’s performance, and its process for recommending director nominees for the next annual meeting of stockholders (which is described in more detail below under “Nomination of Director Candidates,”) it regularly considers each member’s attendance and overall contributions to the Board, the diversity of the Board’s composition (including diversity of expertise, geography, age, gender, race, and ethnicity), and the willingness of a member to represent and serve the long-term interests of our stockholders.

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Corporate Governance

Compensation Committee

The Compensation Committee met 5 times during 2021. The Compensation Committee’s responsibilities include:

Considering, recommending, and approving our incentive compensation plans and our equity-based plans for our executive officers;

Annually reviewing and recommending to the Board the forms and amounts of director compensation; and

Annually reviewing and approving the corporate goals and objectives relevant to the CEO’s and other executive officers’ compensation, evaluating their performance in light of those goals and objectives, and setting compensation levels based on the evaluations.

In 2021, as in past years, the Compensation Committee engaged an independent compensation consultant, Meridian Compensation Partners LLC (“Meridian”). The Compensation Committee requested that Meridian provide competitive market assessments regarding executive officer compensation, which was originally adopted on December 29, 2005, was terminatedwere used by the Compensation Committee in determining the appropriate executive officer compensation levels for 2021 that are in line with the Company’s compensation plans, philosophies and goals. Meridian also provides market assessments regarding non-employee director compensation.

Additional information regarding the Compensation Committee’s process for determining executive officer compensation can be found below in the Compensation Discussion and Analysis section of this Proxy Statement under the heading “Compensation Methodology and Process.”

Audit Committee

The Board has established a separately designated standing Audit Committee in accordance with the requirements of the Securities Exchange Act of 1934, as amended (the “Exchange Act”). The Audit Committee met 8 times during 2021. In addition to the Board’s determination that each member of the Audit Committee is “independent” within the meaning of the rules of the NYSE, the Board also determined that Messrs. Kunz, Sorensen and Taylor are “audit committee financial experts” as defined by the rules of the SEC, and that they have accounting and related financial management expertise within the meaning of the listing standards of the NYSE.

The Audit Committee’s responsibilities include:

Reviewing the independence of the independent auditors and making decisions regarding engaging and discharging independent auditors;

Reviewing with the independent auditors the plans and results of auditing engagements;

Reviewing and approving non-audit services provided by our Boardindependent auditors and the range of audit and non-audit fees;

Reviewing the scope and results of our internal audit procedures and the adequacy of the system of internal controls;

Overseeing special investigations, if any;

Reviewing our financial statements and reports filed with the SEC;

Overseeing our efforts to ensure that our business and operations are conducted in March 2015, earlier than its scheduled expiration datecompliance with legal and regulatory standards applicable to us, as well as ethical business practices;

Overseeing the Company’s internal reporting system regarding compliance with federal, state and local laws;

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Corporate Governance

Establishing and implementing procedures for confidential communications for “whistleblowers” and others who have concerns with our accounting, internal accounting controls and audit matters; and

Reviewing our significant accounting policies.

Cybersecurity is a critical part of December 28, 2015.risk management for the Company. The Audit Committee appreciates the rapidly evolving nature of threats presented by cybersecurity incidents and is committed to the prevention, timely detection, and mitigation of the effects of any such incidents on the Company.

Finance Committee

The Finance Committee met 3 times during 2021. The Finance Committee’s responsibilities include evaluating and making recommendations to the Board with respect to:

Strategic transactions, including mergers, acquisitions, and divestitures, as well as joint ventures and other equity investments;

The Company’s capital structure, including potential issuances of debt and equity securities, credit agreements and material changes thereto, capital investment policy, leverage and liquidity levels, share repurchases, stock splits, and dividends;

Cash generation capability and cash forecasts;

The Company’s operational objectives and priorities for the deployment of capital to advance the corporate strategy;

The parameters of, and assumptions underlying, the Company’s annual operating plan, capital plan and long-term financial plan; and

The Company’s performance with respect to strategies, investments, and initiatives versus original projections.

Related Persons Transactions Policy

Our Board has adopted a written Related Persons Transactions Policy. The Related Persons Transactions Policy that sets forth our policy and procedures for review, approval and monitoring of transactions in whichbetween the Company and “related persons” are participants.persons.” Related persons include directors, nominees for director, executive officers, stockholders owning 5% or greater of our outstanding stock, and any immediate family members of the aforementioned. The Related Persons Transactions Policy is administered by a committee designated by the Board, which is currently the Audit Committee.

The Related Persons Transactions Policy covers any related person transaction that meetsPursuant to the minimum threshold for disclosure in our annual meeting proxy statement under the relevant Securities and Exchange Commission (the “SEC”) rules, which currently coverspolicy, transactions involving amounts exceeding $120,000, in which a related person has a direct or indirect material interest. Related person transactionsinterest, must be approved, ratified, rejected or referred to the Board by the Audit Committee. The policy provides that as a general rule all related person transactions should be on terms reasonably comparable to those that could be obtained by the Company in arm’s length dealings with an unrelated third party. However, the policy takes into account that in certain cases it may be impractical or unnecessary to make such a comparison. In such cases, the transaction may be approved in accordance with the provisions of the Delaware General Corporation Law. When evaluating potential related person transactions, the Audit Committee considers all reasonably available facts and circumstances and approves only the related person transactions determined in good faith to be in compliance with, or not inconsistent with, our Code of Business Conduct and Ethics, and the best interests of our stockholders.

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The Related Persons Transaction Policy provides that management, or the affected director or officer will bring any potentially relevant transaction to the attention of the Audit Committee. Additionally, each year, our directors and executive officers complete annual questionnaires designed to elicit information about potential related person transactions, and the directors and officers must promptly advise the Corporate Secretary if there are any changes

WABASH NATIONAL CORPORATION2022 Proxy Statement29


Corporate Governance

to the information previously provided. If a director is involved in the transaction, he or she will be recused from all discussions and decisions with regard to the transaction, to the extent practicable. The transaction must be approved in advance whenever practicable, and if not practicable, must be ratified as promptly as practicable.advance. All related person transactions will be disclosed to the full Board and will be included in the Company’s proxy statement and other appropriate filings as required by the rules and regulations of the SEC and the NYSE.

Our General Counsel, Erin J. Roth, disclosed to the Audit Committee that she is married to an equity partner in the law firm of Barnes & Thornburg, LLP, a firm retained by the Company for several legal matters, including product liability, commercial and employment litigation matters, and for associate benefits, environmental, real estate, intellectual property, tax, anti-corruption, and export compliance legal counseling services. The Company has retained Barnes & Thornburg for such services since 2006, which pre-dates Ms. Roth’s employment with the Company. The process for retaining Barnes & Thornburg is the same as for retaining other law firms on behalf of the Company, with members of the legal department considering attorney expertise and familiarity with the Company and the legal issue, jurisdiction, any actual or potential conflicts of interest, past performance and/or referral recommendations, as well as fee/rate structure prior to engaging any law firm for any legal matters. During 2015, the Company paid Barnes & Thornburg approximately $744,000 for legal services rendered. The fees the Company paid to Barnes & Thornburg were consistent with fees paid to – and were retained under similar terms and fee arrangements as – other law firms retained in 2015 by the Company. Pursuant to our Related Persons Transaction Policy and the Audit Committee Charter, this transaction was approved by the Audit Committee, and subsequently approved by the Board, after determining that it is not inconsistent with our Code of Business Conduct and Ethics.

Our Senior Vice President, Group President – Commercial Trailer Products, Brent L. Yeagy, disclosed to the Audit Committee that the Company has utilized MidState Engineering LLC (“Midstate”), a company owned by Mr. Yeagy’s brother, to provide the following services from time to time: automation and controls programming, facility engineering, machine fabrication and design, and equipment fabrication/maintenance services. Multiple parties and functions throughout Wabash National are involved in the decision to retain the services of MidState, including maintenance services, facilities services, van operations, platform operations, advanced manufacturing and Wabash Composites – none of which are under the direct supervision or control of Mr. Yeagy. The process to retain MidState is the same as the process for retaining other vendors of facilities, equipment and maintenance-related services, and is ultimately managed through our Global Supply Chain function, which does not report to Mr. Yeagy. During 2015, the Company paid MidState approximately $1,583,000. The fees the Company paid to MidState were consistent with fees paid to, and were contracted under similar terms of, other facilities, equipment and maintenance-related services retained in 2015 by Wabash National. Pursuant to our Related Persons Transaction Policy and the Audit Committee Charter, this transaction was approved by the Audit Committee, and subsequently approved by the Board, after determining that it is not inconsistent with our Code of Business Conduct and Ethics.

Director Independence

Under the rules of the NYSE, the Board must affirmatively determine that a director has no material relationship with the Company for the director to be considered independent. Our Board of Directors undertook its annual review of director independence in February 2016. The purpose of the review was to determine whether any relationship or transaction existed that was inconsistent with a determination that the director or director nominee is independent. The Board considered transactions and relationships between each director and director nominee, and any member of his or her immediate family, and Wabash and its subsidiaries and affiliates. The Board also considered whether2021, there were any transactions or relationships between directors or director nominees or any member of their immediate families (or any entity of which a director or director nominee or an immediate family member is an executive officer, general partner or significant equity holder) and members of our senior management or their affiliates. As a result of this review, the Board of Directors affirmatively determined that all of the directors nominated for election at the Annual Meeting are independent of Wabash National and its management within the meaning of the rules of NYSE, with the exception of Richard J. Giromini who is the CEO of Wabash National.no required disclosures arising from such relationships.

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On May 24, 2007, Dr. Martin Jischke assumed the position of Chairman of the Board. Among his other responsibilities, our Chairman of the Board presides at the executive sessions of our independent and non-management directors and facilitates communication between our independent directors and management.

Qualifications and Nomination of Director Candidates

Qualifications of Director Candidates

To be considered by the Nominating, and Corporate Governance and Sustainability Committee, a director nominee must meet the following minimum criteria:

Has the highest personal and professional integrity;

Has a record of exceptional ability and judgment;

Possesses expertise, skills, experience and knowledge useful to our oversight;

Able

Is able and willing to devote the required amount of time to our affairs, including attendance at Board and committee meetings; and

Has the interest, capacity and willingness, in conjunction with the other members of the Board, to serve the long-term interests of the Company and its stockholders;

May be required to be a “financial expert” as defined in Item 401 of Regulation S-K; and
Free of any personal or professional relationships that would adversely affect their ability to serve our best interests and those of our stockholders.

Pursuant to the Guidelines, the Nominating and Corporate Governance Committee also reviews, among other things, expertise, skills, knowledge, and experience. In reviewing these items,and other relevant criteria, the Board may consider the diversity of director candidates, including diversity of expertise, geography, gender, race, and ethnicity. We seek independent directors who represent a mix of backgrounds and experiences that will enhance the quality of the Board’s deliberations and decisions. The goal in reviewing these considerationscharacteristics and the professional skills and knowledge for individual director candidates is that they, when taken together with those of other Board members, will lead to a Board that is effective, collegial, and responsive to the needs of the Company and its stockholders.

Information on Directors Standing for ElectionDirector Nomination Process

The biographies of each of the nominees below contains information regarding the experiences, qualifications, attributes or skills that caused the Nominating and Corporate Governance Committee and the Board to determine that the person should serve as a director for the Company. The name, age, business experience, and public company directorships of each nominee for director, during at least the last five years, are set forth in the table below. For additional information concerning the nominees for director, including stock ownership and compensation, see “Director Compensation” and “Beneficial Ownership of Common Stock,” which follow:

NAMEAGEOCCUPATION, BUSINESS EXPERIENCE & DIRECTORSHIPSSINCE

Richard J. Giromini

62

Mr. Giromini has served as our President and Chief Executive Officer since January 1, 2007. He had been Executive Vice President and Chief Operating Officer from February 28, 2005 until December 2005 at which time he was appointed President and a Director of the Company. He had been Senior Vice President — Chief Operating Officer since joining the Company on July 15, 2002. Prior to joining Wabash National, Mr. Giromini was with Accuride Corporation from April 1998 to July 2002, where he served in capacities as Senior Vice President — Technology and Continuous Improvement; Senior Vice President and General Manager — Light Vehicle Operations; and President and CEO of AKW LP. Previously, Mr. Giromini was employed by ITT Automotive, Inc. from 1996 to 1998 serving as Director of Manufacturing. Prior to 1996, Mr. Giromini was employed with Hayes Wheels, Doehler-Jarvis and General Motors in roles of increasing responsibility. Mr. Giromini previously served as a Director of Robbins & Myers, Inc., a leading supplier of engineered equipment and systems for critical applications in global energy, industrial chemical and pharmaceutical markets, from 2008 until its acquisition by National Oilwell Varco in 2013.

The sales, operations and strategic leadership experience reflected in Mr. Giromini’s summary, as well as his performance as our Chief Executive Officer, his participation on our Board, and his prior experience as a board member for another public company, supported the Board’s conclusion that he should again be nominated as a director.

December 2005

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NAMEAGEOCCUPATION, BUSINESS EXPERIENCE & DIRECTORSHIPSSINCE

Dr. Martin C. Jischke

74

Dr. Jischke served as President of Purdue University, West Lafayette, Indiana, from August 2000 until his retirement in July 2007. Dr. Jischke became Chairman of our Board of Directors at the 2007 Annual Meeting. Dr. Jischke also serves as a Director of Vectren Corporation and Duke Realty Corporation, and on the Board of Trustees of the Illinois Institute of Technology. Dr. Jischke has served in leadership positions, including as President, of four major research universities in the United States, in which he was charged with the strategic and financial leadership of each organization. He was also previously appointed as a Special Assistant to the United States Secretary of Transportation.

The financial and strategic leadership experience reflected in Dr. Jischke’s summary, the diversity of thought provided by his academic background, his service on the boards of other large public companies and his performance as Chairman of our Board, supported the Board’s conclusion that he should again be nominated as a director.

January 2002

James D. Kelly

63

Prior to his retirement in September 2010, Mr. Kelly was the Vice President Enterprise Initiatives for Cummins Inc., a position he held since March 2010. Previously, Mr. Kelly served as the President, Engine Business and as a Vice President for Cummins Inc. from May 2005 until March 2010. Between 1976 and 1988, and following 1989, Mr. Kelly was employed by Cummins in a variety of positions of increasing responsibility including the Vice President and General Manager — Mid Range Engine Business between 2001 and 2004, and the Vice President and General Manager — Mid Range and Heavy Duty Engine Business from 2004 through May 2005. Prior to his resignation in October, 2015, Mr. Kelly served as a Director of AM Castle & Co., and previously served on the advisory board of MAG US Holdings, LLC until its reorganization in January 2015.

The sales and operational expertise reflected in Mr. Kelly’s summary, as well as his participation on our Board and his prior experience as a board member for another public company, supported the Board’s conclusion that he should again be nominated as a director.

February 2006

John E. Kunz

51

Mr. Kunz is the Vice President and Controller of Tenneco Inc., a global manufacturer of automotive emission control and ride control systems. In this role, which he has held since March 1, 2015, Mr. Kunz serves as the company's principal accounting officer with responsibility for the company’s corporate accounting and financial reporting globally. Prior to his current position, Mr. Kunz served as Tenneco’s Vice President, Treasurer and Tax, a position he held since July 2006, preceded by his position as Tenneco’s Vice President and Treasurer, which he held from February 2004 until July 2006. Prior to his employment with Tenneco, Mr. Kunz was the Vice President and Treasurer of Great Lakes Chemical Corporation, a position he held from August 2001 until February 2004, after holding several finance positions of increasing responsibility at Great Lakes, beginning in 1999. Additionally, Mr. Kunz was employed by KPMG, LLP from 1986 to 1990.

As reflected in his summary, Mr. Kunz’s financial expertise, his experience managing the financial aspects of cyclical manufacturers in the transportation, chemical and steel sectors, as well as his expertise in managing financing and equity transactions, and his participation on our Board all supported the Board’s conclusion that he should again be nominated as a director.

March 2011

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NAMEAGEOCCUPATION, BUSINESS EXPERIENCE & DIRECTORSHIPSSINCE

Larry J. Magee

61

Mr. Magee is the President and CEO of Heartland Automotive Services, Inc., thelargest operator of quick lube retail service centers, operating over 540 Jiffy Lube locations in North America. He has held thisposition since April 2015. Prior to assuming this role, Mr. Magee was the President, Consumer Tire U.S. & Canada, for Bridgestone Americas Tire Operations, LLC a position he held from January 2011 until his retirement from Bridgestone in September 2013. He also served as Chairman of BFS Retail & Commercial Operations, LLC and Bridgestone of Canada, Inc. From December 2001 until January 2011, he served as Chairman, Chief Executive Officer and President of BFS Retail & Commercial Operations, LLC. Prior to December 2001, Mr. Magee served as President of Bridgestone/Firestone Retail Division, beginning in 1998. Mr. Magee has over 38 years combined experience in sales, marketing, and operational management, and held positions of increasing responsibility within the Bridgestone/Firestone family of companies during his 38-year tenure with Bridgestone/Firestone.

The retail leadership expertise reflected in Mr. Magee’s summary, including his performance as the chief executive officer and as a board member for divisions of another company, as well as his participation on our Board, supported the Board’s conclusion that he should again be nominated as a director.

January 2005

Ann D. Murtlow

55

Mrs. Murtlow is the President and Chief Executive Officer of United Way of Central Indiana, a position she has held since April 1, 2013. Prior to assuming this role, beginning in 2011, she was the principal in a consulting firm, AM Consulting LLC, which provided global energy and utility mergers and acquisition advisory services. From 2002 to 2011, Mrs. Murtlow was an AES Corporation executive, where she was one of the few female CEOs in the electric utility industry, holding the role of President and Chief Executive Officer at Indianapolis Power & Light Company. Mrs. Murtlow also currently serves as a Director of First Internet Bancorp and its subsidiary First Internet Bank, and Great Plains Energy and its subsidiaries Kansas City Power & Light Company and KCP&L Greater Missouri Operations. She previously served as a Director of Herff Jones from 2009 until its sale to an investment group in 2014, and as a director of the Federal Reserve Bank of Chicago from 2007 to 2012.

The financial and strategic leadership experience reflected in Mrs. Murtlow’s summary, her service on the boards of other public and private companies, and her participation on our Board supported the Board’s decision that she should again be nominated as a director.

February 2013

Scott K. Sorensen

54

Mr. Sorensen is the Chief Executive Officer and a member of the Board of Directors of Sorenson Holdings and its subsidiary Sorenson Communications, a provider of communication services and products. Mr. Sorensen held the position of Chief Financial Officer of Sorenson Communications from August 2007 to March 2016. Previously, Mr. Sorensen was the Chief Financial Officer of Headwaters, Inc. from October 2005 to August 2007. Prior to joining Headwaters, Mr. Sorensen was the Vice President and Chief Financial Officer of Hillenbrand Industries, Inc., a manufacturer and provider of products and services for the health care and funeral services industries, from March 2001 until October 2005.

Mr. Sorensen’s financial expertise and experience in corporate finance, combined with his experience in manufacturing and technology, as reflected in his summary, and his participation on our Board, supported the Board’s conclusion that he should again be nominated as a director.

March 2005

- 8 -

THE BOARD OF DIRECTORS UNANIMOUSLY RECOMMENDS A VOTE “FOR” THE ELECTION OF EACH OFTHE DIRECTOR NOMINEES LISTED ABOVE.

Meetings of the Board of Directors, its Leadership Structure and its Committees

Information concerning the Board and the three standing committees maintained by the Board is set forth below. Board committees currently consist only of directors who are not employees of the Company and whom the Board has determined are “independent” within the meaning of the listing standards of the NYSE.

During 2015, our Board held five meetings. In 2015, each director attended all meetings of the Board and of the committees on which s/he serves. Our Board strongly encourages all of our directors to attend our Annual Meeting. In 2015, all of our directors attended the Annual Meeting.

The Guidelines provide that the independent members of the Board may select the Chairman of the Board and the Company’s Chief Executive Officer in the manner they consider in the best interests of the Company. The Chairman of the Board and Chief Executive Officer positions are held by separate persons, and the Board believes that this is appropriate given the differences between the two roles in our current management structure. Our Chief Executive Officer, among other duties, is responsible for setting the strategic direction for the Company and the day-to-day leadership and performance of the Company, while the Chairman of the Board, among his other responsibilities, presides at the executive sessions of our independent and non-management directors and facilitates communication between our independent directors and management. The Board does not have a formal policy on whether the roles of Board Chairman and Chief Executive Officer should be separate or combined and reserves the right to change the Board’s current leadership structure when, in its judgment, such a change is appropriate for our Company.

The Board has three standing committees: the Nominating and Corporate Governance Committee; the Compensation Committee; and the Audit Committee. All committee charters can be accessed electronically from the Investor Relations/Corporate Governance page of our website at www.wabashnational.com or by writing to us at Wabash National Corporation, Attention: Corporate Secretary, 1000 Sagamore Parkway South, Lafayette, Indiana 47905.

The following table indicates each standing committee or committees on which our directors served in 2015:

Nominating and
CorporateCompensationAudit
NameGovernance CommitteeCommitteeCommittee
Richard J. Giromini
Dr. Martin C. JischkeXX
James D. KellyXX
John E. KunzX1X
Larry J. Magee  X1X
Ann D. MurtlowXX
Scott K. SorensenX   X  1

1 Indicates the current chair of the applicable committee.

Effective following the 2016 Annual Meeting, if all of the nominees for election at the Annual Meeting are elected, the directors who will serve on the Nominating and Corporate Governance Committee are currently expected to be Mrs. Murtlow and Messrs. Kelly and Magee, with Mr. Magee serving as chair; the directors who will serve on the Compensation Committee are currently expected to be Dr. Jischke, Mrs. Murtlow and Messrs. Kelly, Kunz, Sorensen and Magee, with Mr. Kunz serving as chair; and the directors who will serve on the Audit Committee are currently expected to be Dr. Jischke, and Messrs. Sorensen and Kunz, with Mr. Sorensen serving as chair.

Nominating and Corporate Governance Committee

The Nominating, and Corporate Governance Committee met three times during 2015. The Committee’s responsibilities include:

Assisting the Board by either identifying or reviewing stockholder-nominated individuals qualified to become directors and by recommending to the Board the director nominees for the next annual meeting of stockholders;
Developing and recommending to the Board corporate governance principles;
Leading the Board in its annual review of the CEO’s and the Board’s performance (including each of its members); and
Recommending to the Board director nominees for each Board committee.

As part of the Committee’s annual review of the Board’s performance, and its process for recommending director nominees for the next annual meeting of stockholders, it regularly considers each member’s attendance and overall contributions to the Board, the diversity of the Board’s composition (including diversity of expertise, geography, age, gender, and ethnicity), and the willingness of a member to represent and serve the long-term interests of our stockholders. And, as required by the Company’s Corporate Governance Guidelines, once any Board member reaches the age of 72, theSustainability Committee annually considers the member’s continuation on the Board, and recommends to the Board whether, in light of allnominees that best suit the circumstances,Board’s needs at the Board should request that such member continue to serve on or retire from the Board.

- 9 -

Compensation Committee

The Compensation Committee met five times during 2015. The Compensation Committee’s responsibilities include:

Considering, recommending, administering and implementing our incentive compensation plans and equity-based plans; 
Annually reviewing and recommending to the Board the forms and amounts of director compensation; and
Annually reviewing and approving the corporate goals and objectives relevant to the CEO’s and other executive officers’ compensation, evaluating their performance in light of those goals and objectives, and setting compensation levels based on the evaluations.

The Compensation Committee is responsible for determining our compensation policies for executive officers and for the administration of our equity and incentive plans, including our 2011 Omnibus Incentive Plan. The Compensation Committee works closely with our Senior Vice President of Human Resources in gathering the necessary market data to assess executive compensation. In addition, our CEO makes recommendations to the Compensation Committee for the other executive officers on the amount of base salary, target cash awards pursuant to our short-term incentive plan and target equity awards pursuant to our long-term incentive plan. Our CEO also discusses with and makes recommendations to the Compensation Committee regarding performance targets for our short-term and long-term incentive plans before they are established, and upon conclusiontime of the performance period. For a discussion of our CEO’s role and recommendations with respect to compensation decisions affecting our Named Executive Officers, see the Compensation Discussion and Analysis below. Pursuant to the Compensation Committee’s charter, the Committee may form and delegate to subcommittees of the Committee its responsibilities.

The Compensation Committee has historically engaged an independent compensation consultant, which is currently Meridian Compensation Partners LLC (“Meridian”). The Committee requested that Meridian provide competitive market assessments regarding executive officer compensation, which were usednomination. Nominees are selected by the Committee in determining the appropriate executive compensation levels for 2015 and 2016, in linecommittee with the Company’s compensation plans, philosophiesassistance of, if desired by the committee, a retained search firm, after reviewing the candidates’ credentials, clearing potential conflicts, performing reference checks, and goals.

Additionally, beginning in 2015, the Compensation Committee, instead of the Nominating and Corporate Governance Committee, became responsible for assessing and setting the compensation of the Company’s non-employee directors. At the request of the Committee, a competitive market assessment of director compensation was prepared by Meridian. In February 2016, the Committee reviewed this market assessment and following its review, recommended adjustments to director compensation levels consistentconducting interviews with the competitive market assessment data, withcandidates to determine if they meet the adjustments to take retroactive effect on January 1, 2016.See Schedule of 2016 Director Fees.

Audit Committee

The Board has established a separately-designated standing Audit Committee in accordance with Section 3(a)(58)(A) of the Securities Exchange Act of 1934 (the “Exchange Act”). The Audit Committee met eight times during 2015. In addition to the Board’s determination that each member of the Audit Committee is “independent” within the meaning of the rules of the NYSE, the Board also determined that Mr. Kunz and Mr. Sorensen are “audit committee financial experts” as defined by the rules of the SEC, and that they, along with Dr. Jischke, have accounting and related financial management expertise within the meaning of the listing standards of the NYSE. The experience of Mr. Kunz and Mr. Sorensen relevant to such determination isqualifications described above under “Information on Directors Standing for Election.”

The Audit Committee’s responsibilities include:

Reviewing the independence of the independent auditors and making decisions regarding engaging and discharging independent auditors;
Reviewing with the independent auditors the plans and results of auditing engagements;
Reviewing and approving non-audit services provided by our independent auditors and the range of audit and non-audit fees;
Reviewing the scope and results of our internal audit procedures and the adequacy of the system of internal controls;
Overseeing special investigations;
Reviewing our financial statements and reports filed with the SEC;
Overseeing our efforts to ensure that our business and operations are conducted in compliance with legal and regulatory standards applicable to us, as well as ethical business practices;

- 10 -

Overseeing the Company’s internal reporting system regarding compliance with federal, state and local laws;
Establishing and implementing procedures for confidential communications for “whistleblowers” and others who have concerns with our accounting, internal accounting controls and audit matters; and
Reviewing our significant accounting policies.

Board’s Role in Risk Oversight

The Board believes that strong and effective internal controls and risk management processes are essential elements in achieving long-term stockholder value. The Board, directly and through its committees, is responsible for overseeing risks potentially affecting the Company, while management is principally tasked with direct responsibility for management and assessment of risks and the implementation of processes and controls to mitigate their effects on the Company. The Board conducts oversight of risks that may affect the Company primarily through the Audit Committee and the Nominating and Corporate Governance Committee.

Specifically, the Audit Committee (i) reviews with senior management our internal system of audit and financial controls and steps taken to monitor and mitigate risk exposure and (ii) reviews and investigates any matters pertaining to the integrity of management, including conflicts of interest, compliance with our financial controls, and adherence to standards of business conduct as required in the policies of the Company. This is accomplished through the regular review of reports and presentations given by senior management, including our Senior Vice President – Chief Financial Officer and our Senior Vice President – General Counsel, as well as our Corporate Controller and Director of Internal Audit. The Audit Committee also regularly meets with our Vice President – Chief Information Officer to discuss and assess potential information/data security risks. In addition, the Audit Committee regularly meets with our external auditors to discuss and assess potential risks, and regularly reviews our risk management practices and risk-related policies (for example, the Company’s Code of Business Conduct and Ethics, information security policies, risk management and insurance portfolio, and legal and regulatory reviews).

above.

The Nominating, and Corporate Governance Committee oversees the Guidelines and other governance matters that contribute to successful risk oversight and management. This is accomplished through, among other tasks, reviewing succession plans for the CEO and other key executives, reviewing performance evaluations of the Board (including each of its members) and CEO, monitoring legal developments and trends regarding corporate governance practices, and evaluating potential related persons transactions.

The committees make full reports to the Board of Directors at each quarterly meeting regarding each committee’s considerations and actions. The Board of Directors also receives regular reports directly from officers responsible for oversight of financial and systemic risks within the Company, on both the nature of those risks and on how the officers assess and manage risks generally. The Company holds quarterly disclosure committee meetings prior to the submission of quarterly or annual reports on the financial performance of the Company at which areas of risk are discussed, and is adopting similar procedures for the Company’s submission of its reports on the Company’s reasonable country of origin inquiry and due diligence into the source country of certain “conflict minerals” necessary to the functionality of products manufactured by the Company, and reports to the Audit Committee on the results of those meetings. In addition, the Company’s Director of Internal Audit conducts regular interviews with officers responsible for oversight of financial and systemic risks within the Company, as well as testing regarding the same, and reports the results of those interviews to the Board on at least a quarterly basis.

The Board of Directors, primarily through the Compensation Committee, also considers the structure and nature of the Company’s compensation policies and procedures, with a focus on the level of risk to the Company, if any, from those policies and procedures. In carrying out its oversight in this area, the Board of Directors and Compensation Committee regularly interact with the Senior Vice President of Human Resources, who reviews with them the Company’s pay practices for salaried associates, including the Company’s compensation plans and the methods of review and approval for these plans. Additionally, the Company’s incentive-based pay programs are benchmarked and designed in consultation with the Compensation Committee’s independent compensation consultant, Meridian. Based on reports to the Board of Directors and Compensation Committee and discussions thereof, the Board of Directors has concluded that the Company’s compensation policies and practices are not reasonably likely to have a material adverse effect on the Company. This is due, in part, to the fact that the performance metrics for determining short-term incentive awards are based on publicly reported metrics and, therefore, are not easily susceptible to manipulation; the maximum payouts for short-term incentive awards are capped, thereby reducing the risk that executives might be motivated to pursue excessively high short-term goals to maximize short-term payouts; and, the maximum number of long-term incentive awards that are performance-based are also capped, thereby reducing the risk that executives may be motivated to pursue excessively high performance targets (at the expense of long-term strategic growth) to maximize the number of performance-based awards received. In addition, the Company’s stock ownership guidelines incentivize our executives to focus on the Company’s long-term, sustainable growth.

- 11 -

Director Nomination Process

The Nominating and Corporate GovernanceSustainability Committee will consider stockholder recommendations for director nominees sent to the Nominating, and Corporate Governance and Sustainability Committee, Wabash National Corporation, Attention: Corporate Secretary, 1000 Sagamore Parkway South,3900 McCarty Lane, Lafayette, Indiana 47905. Stockholder recommendations for director nominees should include:

 

The name and address of the stockholder recommending the person to be nominated;

A representation that the stockholder is a holder of record of our stock, including the number of shares held and the period of holding;

A description of all arrangements or understandings between the stockholder and the recommended nominee;

Such other information regarding the recommended nominee as would be required to be included in a proxy statement filed pursuant to Regulation 14A under the Exchange Act;

The consent of the recommended nominee to serve as a director if so elected; and

All other required information requirements set forth in our Bylaws.

302022 Proxy StatementWABASH NATIONAL CORPORATION


Corporate Governance

 

Stockholders’ nominees that comply with the procedures for submitting a stockholder nomination will receive the same consideration as other candidates identified by or to the Nominating, and Corporate Governance and Sustainability Committee. The procedures for submitting a stockholder nomination are set forth below under “Stockholderthe heading “General Information – Stockholder Proposals and Nominations.” Upon receipt by the Corporate Secretary of a stockholder notice of a director nomination, the Corporate Secretary will notify the stockholder that the notice has been received and will be presented to the Nominating, and Corporate Governance and Sustainability Committee for review.

Identifying and Evaluating Nominees for DirectorsDirector Compensation

The Nominating and Corporate GovernanceCompensation Committee makes recommendations to the full Board regarding non-employee director compensation. Meridian reviewed our director compensation with the assistanceCompensation Committee during 2021. As a result of such review, at the February 2021 Board meeting and based upon the recommendation of our Compensation Committee, the Board approved an increase of $15,000 to the equity retainer and kept the cash retainer at the same level that was approved in 2020, and additionally approved a $50,000 increase for the Chairman of the General Counsel and, if desired by the Nominating and Corporate Governance Committee,Board, a retained search firm, will screen candidates, perform reference checks, prepare a biography$5,000 increase for each candidate for the Nominating and Corporate Governance Committee to review and conduct interviews. The Nominating and Corporate Governance Committee, the Chairman, and the Chief Executive Officer will interview candidates that meet the criteria. The Nominating and Corporate Governance Committee will recommend to the Board of Directors nominees that best suit the Board’s needs.

Communications with the Board of Directors

Stockholders or other interested persons wishing to make known complaints or concerns about our accounting, internal accounting controls or auditing matters, or bring other concerns to the Board or the Audit Committee or to otherwise communicateChair, and a $3,000 increase for the Compensation Committee Chair. At the May 2021 Board meeting, in connection with our independent directors as a group or the entire Board, individually or as a group, may do so by sending an email to board@wabashnational.com or auditcommittee@wabashnational.com, or by writing to them care of Wabash National Corporation, Attention: General Counsel, 1000 Sagamore Parkway South, Lafayette, Indiana 47905.

Pursuant to the directionformation of the Finance Committee, the Board all correspondence will be receivedapproved initial retainers of $8,000 and processed by$15,000 for the General Counsel’s office. You will receive a written acknowledgment fromFinance Committee members and the General Counsel’s office upon receipt of your written correspondence. You may report your concerns anonymously or confidentially. All communications received in accordance with the above procedures will be reviewed initially by the General Counsel, who will relay all such communications to the appropriate director, directors or committee.

- 12 -

Director Compensation

Non-employee directors were compensated in 2015 for their service as a director as shownFinance Committee Chair, respectively, resulting in the chart below:following annual retainers for 2021 and 2022:

Schedule of 2015 Director Fees

Effective January 1, 2015

  Amount 
Annual Retainers(1)    
Board $150,000(2)
Member:    
Audit Committee $10,000 
Compensation Committee  8,000 
Nominating and Corporate Governance Committee  8,000 
Chairman of the Board  25,000 
Audit Committee Chair  15,000 
Compensation Committee Chair  12,000 
Nominating and Corporate Governance Committee Chair  10,000 

 

  ANNUAL RETAINERS (1)AMOUNT

  Board

$205,000

 (2)

  Member:

  Audit Committee

$  10,000

  Compensation Committee

$    8,000

  Nominating, Corporate Governance and Sustainability Committee

$    8,000

  Finance Committee

$    8,000

  Chairman of the Board

$  75,000

  Audit Committee Chair

$  20,000

  Compensation Committee Chair

$  15,000

  Nominating, Corporate Governance and Sustainability Committee Chair

$  10,000

  Finance Committee Chair

$  15,000

(1)

All annual cash retainers are paid in quarterly installments. Annual grants of restricted stock units, referenced infootnote2 below, are paid in fullgranted as a single award following the election of directors at the annual meeting.

(2)

Consists of a $75,000an $80,000 cash retainer and an award of restricted stock units of Company stock having an aggregate market value at the time of grant of $75,000.$125,000. Restricted stock units vest in full on the first anniversary of the grant date.

 

At the February 2016 Board meeting, the Board resolved that, effective January 1, 2016, and concomitant with increases in base salary compensation to executive officers, compensation for the Non-employee directors shall be as follows (with the exception of the annual grant of restricted stock units, which shall be paid following the election of directors at the annual meeting):

Schedule of 2016 Director Fees

Effective January 1, 2016

  Amount 
Annual Retainers(1)    
Board $175,000(2)
Member:    
Audit Committee $10,000 
Compensation Committee  8,000 
Nominating and Corporate Governance Committee  8,000 
Chairman of the Board  25,000 
Audit Committee Chair  15,000 
Compensation Committee Chair  12,000 
Nominating and Corporate Governance Committee Chair  10,000 

 

(1)All annual cash retainers are paid in quarterly installments. Annual grants of restricted stock units, referenced infootnote 2 below, are paid in full following the election of directors at the annual meeting.
WABASH NATIONAL CORPORATION2022 Proxy Statement31

 

(2)Consists of a $75,000 cash retainer and an award of restricted stock units of Company stock having an aggregate market value at the time of grant of $100,000. Restricted stock units vest in full on the first anniversary of the grant date.


Corporate Governance

- 13 -

 

The following table summarizes the compensation paid to our directors during 2015,2021, other than Mr. Giromini,Yeagy, whose compensation is discussed below under Executive Compensation.

 

Director Compensation for Year-End

December 31, 2015

 

(1)

Fees Earned or Paid in

Cash

 

(2)

Stock Awards

 

(3)

All Other

Compensation

  Total 
Name ($)  ($)  ($)  ($) 
Martin C. Jischke $118,000  $75,000     $193,000 
James D. Kelly $91,000  $75,000  $3,590  $169,590 

Director Compensation for the Year Ended

December 31, 2021

Director Compensation for the Year Ended

December 31, 2021

 

NAME

  

(1)

FEES EARNED OR

PAID IN CASH
($)

   

(2)

STOCK AWARDS
($)

   

(3)

ALL OTHER
COMPENSATION
($)

   TOTAL
($)
 

Larry J. Magee

  

$

171,000

 

  

$

125,017

 

  

$

6,840

 

  

$

302,857  

Therese M. Bassett

  

$

96,000

 

  

$

125,017

 

  

$

 

  

$

221,017  

 

John G. Boss

  

$

96,000

 

  

$

125,017

 

  

$

3,840

 

  

$

224,857  

 

John E. Kunz $97,000  $75,000  $3,830  $175,830   

$

 108,000

 

  

$

125,017

 

  

$

4,320

 

  

$

237,337  

 

Larry J. Magee $93,000  $75,000  $3,760  $171,670 
Ann D. Murtlow $91,000  $75,000     $166,000   

$

98,000

 

  

$

125,017

 

  

$

 

  

$

223,017  

 

Scott K. Sorensen $98,000  $75,000  $3,870  $176,870   

$

105,000

 

  

$

125,017

 

  

$

4,200

 

  

$

234,217  

 

Stuart A. Taylor II

  

$

102,462

 

  

$

125,017

 

  

$

 

  

$

227,479  

 

 

(1)

Consists of cash fees earned in 2015, some of which were not paid until January 2016,2021 for annual retainers and per meeting fees, as described on the previous page. Directors are entitled to defer a portion of their cash compensation pursuant to our Non-Qualified Deferred Compensation Plan, whose material terms are described in the narrative preceding theNon-QualifiedDeferred Compensation Tablein the Executive Compensation section below.retainers. This column includes any amounts a director elects to defer pursuant to the Non-Qualified Deferred Compensation Plan. The terms of this plan are discussed below.

(2)Consists

For each director, consists of a grant of 7,504 restricted stock units on May 14, 2015,12, 2021, which will vest on May 14, 2016.12, 2022. As of December 31, 2021, each of the non-employee directors held 7,504 unvested restricted stock units.

(3)

Consists of the Company’s match pursuant to our Non-Qualified Deferred Compensation Plan. The Company fully matches the first 3% of earnings deferred by a participant under the non-qualified deferred compensation plan.Non-Qualified Deferred Compensation Plan. In addition, the Company will contribute ½%1/2% for each additional percent of deferred earnings contributed by the participant, up to a maximum of 5% of the participant’s deferred earnings (thus resulting in a maximum of a 4% Company match on a participant’s deferral of 5% of his/her earnings).

Non-employee Director Stock Ownership Guidelines

The Board believes that it is important for each director to have a financial stake in the Company aligningbecause it aligns the director’s interests with those of the Company’s stockholders. To meet this objective, the Board has established stock ownership guidelines, which provide thatrequire each non-employee director is required to hold 65%50% of all Company shares received through Company incentive compensation plansfrom annual retainers (the “Director Holding Requirement”) until the non-employee director achieves a target ownership level equal to five (5) times the cash portion of the non-employee director’s Annual Board Retainer.Retainer (provided, however, that the Director Holding Requirement shall never prohibit a director from withholding, selling, or tendering enough shares from an equity award to satisfy all applicable withholding taxes on such award). Once a non-employee director has achieved his/her stated target ownership level, s/he is no longer required to adhere to the Director Holding Requirement, unless and until his/her ownership level falls below the target.

For purposes of calculating target ownership levels, the following types of Company shares are counted: stock owned by the non-employee director; director and vested orand unvested restricted stock and restricted stock units; and performance shares deemed earned, but not yet vested.units, including those deferred under the non-qualified deferred compensation plan.

Non-employee directors are required to comply with the guidelinesDirector Holding Requirement immediately upon their appointment as a director however, they may forfeit sharesand are required to pay taxes upon vestingmeet their target ownership level within five years of shares and/or the exercise price upon stock option exercise.becoming a director. As of December 31, 2015,2021, all non-employee directors had either met their target ownership level or had more time to do so, and all directors who had not yet met their target ownership level were in compliance with the guidelines.Director Holding Requirement.

 

322022 Proxy StatementWABASH NATIONAL CORPORATION


Corporate Governance

Non-Qualified Deferred Compensation Plan

Directors may defer their cash retainer and their restricted stock unit awards under the Company’s non-qualified deferred compensation plan. The Company matches dollar-for-dollar the first 3% of cash retainers that a director defers into the plan and one-half of the next 2% the director contributes to the plan. The Company does not make matching contributions with respect to any deferred restricted stock unit awards. Deferrals of cash retainers may be invested into one or more investment funds available under the plan from time to time, and directors can elect to have the funds paid out in a lump sum or up to 10 annual installments following termination from the Board, as well as limited in-service distributions. Deferrals of restricted stock units are deemed invested in shares of the Company’s common stock and are paid out in shares at the time the director terminates from the Board. The deferred compensation plan is unfunded and subject to forfeiture in the event of bankruptcy.

Other

The Board requires that every new director participate in a detailed orientation, which includes a review of business and financial operations, meetings with company executives and others, and an overview of our corporate governance policies and procedures. Additionally, all Board members travel at least annually to visit some of our key operations and meet with business and operations leadership at these sites.

The Company reimburses all directors for travel and other reasonable, necessary business expenses incurred in the performance of their services for the Company and extends coverage to them under the Company’s travel accident and directors’ and officers’ liability insurance policies. In addition, the Company allocates to each director a biennialan allowance of $10,000 (every two years) to reimburse costs associated with attending continuing education courses related to Board of Directors service.

 

- 14 -

Section 16(a) Beneficial Ownership Reporting Compliance

Section 16(a) of the Exchange Act requires our directors, executive officers and 10% stockholders to file reports of ownership of our equity securities. To our knowledge, based solely on our review of the copies of such forms furnished to us in 2015 and written representations from our executive officers and directors, we believe that all Section 16(a) filing requirements of our directors and executive officers were met.

Beneficial Ownership of Common Stock

The following table sets forth certain information as of March 14, 2016 (unless otherwise specified), with respect to the beneficial ownership of our Common Stock by each person who is known to own beneficially more than 5% of the outstanding shares of Common Stock, each person currently serving as a director, each nominee for director, each Named Executive Officer (as defined in the Compensation Discussion & Analysis below), and all directors and executive officers as a group:

NAME AND ADDRESS OF BENEFICIAL OWNER 

SHARES OF(1)

COMMON STOCK

BENEFICIALLY

OWNED

  

PERCENT

OF CLASS

(rounded)

 
         
Black Rock, Inc. and affiliates  4,792,282(2)  7.2%
40 East 52nd Street        
New York, New York 10022        
         
The Vanguard Group, Inc.  8,543,358(3)  12.8%
100 Vanguard Boulevard        
Malvern, Pennsylvania 19355        
         
Richard J. Giromini  1,011,424(4)  1.6%
Martin C. Jischke  88,794   * 
James D. Kelly  66,308   * 
John E. Kunz  31,443   * 
Larry J. Magee  88,800   * 
Ann D. Murtlow  17,035(5)  * 
William D. Pitchford  29,445(6)  * 
Erin J. Roth  119,976(7)  * 
Scott K. Sorensen  69,900(8)  * 
Jeffery L. Taylor  24,882(9)  * 
Mark J. Weber  228,406(10)  * 
Brent L. Yeagy  108,139(11)  * 
All executive officers and directors as a group (12 persons)  1,854,126(12)  2.9%

 

*Less than one percent
WABASH NATIONAL CORPORATION2022 Proxy Statement33

 


(1)Beneficial ownership is determined in accordance with the rules of the SEC and generally includes voting or investment power with respect to securities. Shares of Common Stock subject to restricted stock units and/or performance share units are not deemed outstanding by the Company for purposes of reporting on common stock outstanding. As such, only those units that will vest within 60 days of March 14, 2016 are deemed outstanding for purposes of computing the percentage ownership of the person holding such units. Shares of Common Stock subject to options currently exercisable or exercisable within 60 days of March 14, 2016 are deemed outstanding for purposes of computing the percentage ownership of the person holding such options, but are not deemed outstanding for purposes of computing the percentage ownership of any other person. Except where indicated otherwise, and subject to community property laws where applicable, the persons named in the table above have sole voting and investment power with respect to all shares of Common Stock shown as beneficially owned by them.

(2)Based solely on a Schedule 13G/A filed January 27, 2016 by BlackRock, Inc. on its own behalf and on behalf of its subsidiaries BlackRock Institutional Trust Company, N.A., BlackRock Fund Advisors, BlackRock Asset Management Canada Limited, BlackRock Investment Management (Australia) Limited, BlackRock Advisors, LLC, BlackRock Investment Management, LLC, BlackRock Asset Management Ireland Limited, BlackRock Asset Management Schweiz AG, BlackRock Financial Management, Inc., BlackRock Investment Management (UK) Limited, BlackRock International Limited, and BlackRock Japan Co Ltd. (collectively, the “BlackRock Subsidiaries”). BlackRock, Inc. has sole voting power with respect to 4,582,095 shares. None of the BlackRock Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock.

 

(3)Based solely on the Schedule 13G/A filed February 11, 2016 by The Vanguard Group, Inc. on its own behalf

Compensation Discussion and on behalf of its subsidiaries Vanguard Fiduciary Trust Company and Vanguard Investments Australia, Ltd. (collectively, the “Vanguard Subsidiaries”). The Vanguard Group has sole voting power with respect to 148,772 shares, shared voting power with respect to 7,700 shares, sole dispositive power with respect to 8,391,186 shares, and shared dispositive power with respect to 152,172 shares. None of the Vanguard Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock.Analysis

 

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(4)Includes options held by Mr. Giromini to purchase 502,494 shares that are currently, or will be within 60 days of March 14, 2016, exercisable. Does not include any restricted stock units or performance share units, as no such awards held by Mr. Giromini will vest within 60 days of March 14, 2016.

(5)Through a family estate-planning structure, Mrs. Murtlow shares voting and investment power on all reported shares with her spouse.

(6)Includes options held by Mr. Pitchford to purchase 18,940 shares that are currently, or will be within 60 days of March 14, 2016, exercisable. Does not include any restricted stock units or performance share units, as no such awards held by Mr. Pitchford will vest within 60 days of March 14, 2016.

(7)Includes options held by Ms. Roth to purchase 55,137 shares that are currently, or will be within 60 days of March 14, 2016, exercisable. Does not include any restricted stock units or performance share units, as no such awards held by Ms. Roth will vest within 60 days of March 14, 2016.

(8)Through a family estate-planning structure, Mr. Sorensen shares voting and investment power on all reported shares with his spouse.

(9)Includes options held by Mr. Taylor to purchase 13,861 shares that are currently, or will be within 60 days of March 14, 2016, exercisable. Does not include any restricted stock units or performance share units, as no such awards held by Mr. Taylor will vest within 60 days of March 14, 2016.

(10)Includes options held by Mr. Weber to purchase 118,465 shares that are currently, or will be within 60 days of March 14, 2016, exercisable. Includes 14,000 shares of which Mr. Weber shares voting and investment power with his spouse. Does not include any restricted stock units or performance share units, as no such awards held by Mr. Weber will vest within 60 days of March 14, 2016.

(11)Includes options held by Mr. Yeagy to purchase 75,968 shares that are currently, or will be within 60 days of March 14, 2016, exercisable. Does not include any restricted stock units or performance share units, as no such awards held by Mr. Yeagy will vest within 60 days of March 14, 2016.

(12)Includes options held by our executive officers to purchase an aggregate of 784,865 shares that are currently, or will be within 60 days of March 14, 2016, exercisable. The Company’s directors do not hold any options. Does not include any restricted stock units or performance share units, as no such awards held by our executive officers will vest within 60 days of March 14, 2016.

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Executive Compensation Highlights

Compensation DiscussionOur compensation program is designed to motivate our executives and Analysis

The Board of Directorsother salaried employees to execute our business strategies and thestrive for higher Company recognize thatperformance, while maintaining our stockholders should havecore values, as much trustdescribed in the integrity of the Company’s executiveour Proxy Statement Summary. Although Wabash’s compensation process as our customers have inprogram applies to most salaried employees, the quality of our products. We place tremendous effort and rigor into our executive compensation processes. We strive to be fair and reasonable while simultaneously aligning the interests of our stockholders and the executives who have been entrusted to lead the Company.

The following compensation discussion and analysis (“CD&A”) provides information regarding the objectives and elements offocuses on our compensation philosophyprogram and policies forpolicies’ applicability to our NEOs in 2015 and key changes to the policies in 2016. Throughout this CD&A, Wabash National’s Named Executive Officers, orwhom we refer to as NEOs. Our NEOs means:for 2021 are as follows:

·Richard J. Giromini – president and chief executive officer (“CEO”)
·Jeffery L. Taylor – senior vice president and chief financial officer (“CFO”)
·Erin J. Roth – senior vice president, general counsel and secretary (“General Counsel”)
·Mark J. Weber – senior vice president, president – Diversified Products Group (“Group President – DPG”)
·

Brent L. Yeagy – senior vice president, president – Commercial Trailer Products (“Group

President – CTP”)and Chief Executive Officer

Michael N. Pettit

Senior Vice President and Chief Financial Officer

Dustin T. Smith

Senior Vice President, Chief Strategy Officer

Kevin J. Page

Senior Vice President, Customer Value Creation

M. Kristin Glazner

Senior Vice President and General Counsel, Corporate Secretary, and Chief Human Resources Officer

Executive Summary

2015 Financial Highlights

Over the past five years, we have made significant progress toward our strategy to transform ourselves into a diversified industrial manufacturer with a higher growth and margin profile. With this strategic goal in mind, we accomplished the following since 2011:

·Grown revenue from $1.19 billion in 2011 to $2.03 billion in 2015;
·Grown operating income from $19.8 million in 2011 to $180.4 million in 2015;
·Grown net income from $15 million in 2011 to $104.3 million in 2015;
·Improvement in gross profit margins from 5.6% in 2011 to 15.0% in 2015; and
·Net debt and liquidity as of year-end 2011 were $49.8 million and $125.7 million, respectively. As of year-end 2015, net debt and liquidity were $147.4 million and $348 million, respectively.

During 2015, management continued to make progress on our strategic initiatives, as highlighted in the specific accomplishments detailed below:

·Record operating income for the fourth consecutive year, up 47% over the prior year;
·Full-year adjusted earnings of $1.49 per diluted share, up 67.4% over full-year 2014;
·Continued to maintain record liquidity levels, with year-end 2015 liquidity of $348 million;
·Reduced net debt by $58.2 million during 2015;
·Expansion into Class 5-7 truck body markets, further diversifying the Company’s end market customer base;
·New aerodynamic product offerings by the Company’s Diversified Products segment;
·Fully exhausted $60 million share repurchase program authorized by our Board of Directors in 2015;
·Authorized new $100 million share repurchase plan;
·Continued to execute on the Company’s strategy to reduce debt by entering into agreements to repurchase up to $54.2 million in principal of the Company’s outstanding Convertible Senior Notes;
·Continued to invest in a flexible manufacturing footprint to optimize manufacturing costs long-term, add necessary capacity, enhance customer service and support future growth; and
·The management team also continued to drive productivity and lean initiatives across the organization, resulting in savings enabling us to fund growth initiatives and capital investments.

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Compensation Best Practices

Highlighted below are certain executive compensation governance practices (that we employ and avoid) that support the needs of our business, drive performance and align with our shareholders’stockholders’ long-term interests. We believe our executive compensation practices align with our corporate values and mission and provide a foundation for long-term success. These practices include:

 

PRACTICES WE EMPLOY

Practices We EmployPractices We Avoid

Pay for Performance – We tie pay

Market Competitive Executive Severance/Change in Control Policy

Annual Review of our Peer Group

Incentive Compensation Designed to performance.  The majority ofDiscourage Excessive Risk-Taking

Annual NEO pay is not guaranteed –Performance and is performance-based.  We set financial goalsPay Review

Rigorous Stock Ownership Requirements for corporateExecutives and business unit performance.Non-Employee Directors

Engage Independent Compensation Consulting Firm

PRACTICES WE AVOID

×χNo Pledging/

Pledging, Hedging, Transactions orand Short Sales Permittedof Our policies prohibit executives, including the NEOs, and directors from pledging or engaging in hedging or short sales with respect to the Company’s common stock.Stock

Reasonable Executive Severance/Change-in-Control Policy× – We believe we have reasonable post-employment and change-in-control provisions that are generally in line with our peer group.χNo

Repricing Underwater Stock Options or Stock Appreciation Rights Without Stockholder Approval – We do not permit underwater stock options or stock appreciation rights to be repriced without stockholder approval.

Peer Review – We closely monitor the compensation systems of companies of similar size and similar industries, with the objective of setting total compensation for our NEOs at levels that are generally competitive with our peer group, but also account for the Company’s own financial performance objectives.χEmployment Contracts – With the exception of our CEO (whose contract was originally executed upon his appointment as our COO in 2002), we do not have employment contracts for our NEOs. The Compensation Committee reviews our CEO’s performance on a yearly basis before determining whether to terminate the agreement.
Mitigate Undue Risk – Our compensation practices are designed to discourage excessive risk-taking as related to performance and payout under our compensation programs.χNo Unique Retirement Programs– We do not have retirement programs uniquely applicable to our executive officers, nor do we provide additional supplemental executive retirement service credit as a recruitment tool.
Annual NEO Pay Review - Our Compensation Committee reviews NEO pay annually, and the CEO and other NEOs are evaluated on their performance annually as part of this processχ

No Substantial Perquisites– We do not provide substantial perquisites to our executive officers.

Double Trigger Change-in-Control Severance Benefits - We employ a double-trigger change in control provision as part of our Change-in-Control policy.
Stock Ownership Guidelines– Our expectations for stock ownership align executives’ interests with those of our shareholders and all of the NEOs are in compliance with those guidelines.
Independent Compensation Committee and Compensation Consulting Firm – Our Compensation Committee is comprised entirely of independent directors and engages an independent consultant.

 

- 18 -×

Employment Contracts

×

Executive Pension Plans

×

Substantial Perquisites

×

Having Non-Independent Directors on the Compensation Committee

×

Single Trigger Change in Control Benefits

 

 

Compensation Program Objectives and Philosophy

Our Committee works closely with the Company’s leadership team to refine our compensation program, to clearly articulate its objectives to our executives and to emphasize through the design of the compensation program our focus on performance-based compensation so that executives are awarded for results that create long-term shareholder value. The main elements of our compensation structure and how each supports our compensation philosophy and objectives are summarized below:

 

Wabash National Corporation Executive Compensation Design
Total Direct Compensation34 Total Indirect Compensation
Short-Term Compensation2022 Proxy Statement Long-Term WABASH NATIONAL CORPORATION


Compensation Discussion and Analysis

Summary of Compensation Elements

Each component of Wabash’s compensation program is summarized in the table below. A more detailed discussion of each element can be found below under the heading “Compensation Program Elements.”

  COMPONENT  Other Indirect Components
Base SalaryShort-Term Incentive PlanDESCRIPTION  Long-Term Incentive PlanWHERE REPORTED IN THE
EXECUTIVE COMPENSATION TABLES

Fixed.

Fixed compensation component payable in cash. Reviewed annually and adjusted when appropriate.

Variable.

Annual cash award for achievement of current-year financial and operational goals.Base Salary

  

Variable.  Fixed cash compensation.

Equity awards designed to attract  Takes into consideration executive’s level of responsibility, experience, knowledge and retain quality executive management,performance, internal equity considerations, and align NEO interests with those of the Company’s stockholders.a competitive market assessment.

  

Fixed.Summary Compensation Table – “Salary” column

Short-Term Incentive Award

  Variable short-term incentive paid in cash based on annual performance against Company-wide financial goals.

  Purpose is to promote the achievement of short-term financial goals aligned with fiscal year operational objectives and stockholder interests.

Summary Compensation Table“Non-Equity Incentive Plan Compensation” column

Grants of Plan-Based Awards Table – “Estimated Possible Payouts Under Non-Equity Incentive Plan Awards” column

Long-Term Incentive Award

  Variable compensation delivered through a combination of Performance Stock Units and Restricted Stock Units.

  Objectives are to create alignment with stockholder interests and promote achievement of longer-term financial and strategic objectives, reward executives for long-term growth and performance of the Company and encourage executive retention.

Summary Compensation Table – “Stock Awards” column

Grants of Plan-Based Awards Table – “Estimated Possible Payouts Under Equity Incentive Plan Awards” column

  Outstanding Equity Awards at Fiscal Year-End table

Option Exercises and Stock Vested Table

Perquisites

  We provide limited perquisites to help us remain competitive with the market.

Summary Compensation Table – “All Other Compensation” column

Retirement and
Deferred
Compensation
Benefits

  The NEOs participate in our 401(k) plan, which includes a Company match, on the same terms as all other salaried employees.

  A select group of employees, including the NEOs, can elect to defer their base salary and/or their annual cash bonus under our non- qualified deferred compensation plan. We partially match employee contributions when the performance of the Company allows.

Summary Compensation Table – “All Other Compensation” column

Non-QualifiedDeferred compensation benefits; perquisites; additionalCompensation Table

Potential Payments
Upon Change in
Control and Certain Terminations of Employment

  Encourages executives to operate in the best interests of stockholders both before and after a Change in Control event.

  Provides market competitive benefits payable upon a Change-in-Controlin the event of certain terminations of employment.

  Potential Payments on Termination or severance without Cause.Change in Control Payment and Benefits Estimate Table

Our 2021 Say-on-Pay Vote

The Compensation Committee carefully considered the results of the Company’s “Say-on-Pay Vote” taken by stockholders at its 2021 Annual Meeting, and the Committee plans to continue to carefully consider the results of this vote each year. At the 2021 Annual Meeting, over 97% of the stockholder votes cast on the proposal were cast in favor of the resolution stating that the stockholders “approve the compensation of Wabash’s executive officers.” The Compensation Committee believes that the level of support indicated by this vote reflects favorably on the Company’s executive compensation program, which emphasizes “pay for performance,” even in the highly cyclical industry in which Wabash operates.

WABASH NATIONAL CORPORATION2022 Proxy Statement35


Compensation Discussion and Analysis

Compensation Objectives and Philosophy

The primary objectives and philosophy of our compensation programs are to (i) drive executive behaviors that maximize long-term shareholderstockholder value creation, (ii) attract and retain talented executive officers with the skills necessary to successfully manage and grow our business, and (iii) align the interests of our executive officers with those of our stockholders by rewarding them for strong companyCompany performance. In support of these objectives, we:

 

·Target NEO total compensation package competitive with peers – We regularly compare our NEOs’ total compensation levels, as well as the elements of our NEO pay, with companies of a similar size and complexity;

Target NEO total compensation package competitive with peers – We regularly compare our NEOs’ total compensation levels, as well as the elements of our NEO pay, with companies of a similar industry, size and complexity;

Deliver a meaningful proportion of NEO compensation in share-based incentives – In 2021, approximately 62% of Mr. Yeagy’s total direct compensation (i.e., base salary, target short-term incentive and target long-term incentive), and on average 45% of the other NEOs’ total direct compensation, was targeted to be delivered in the form of restricted stock units and performance stock units, with a goal of driving sustainable stockholder value;

Encourage NEOs to be long-term stockholders – In addition to delivering a significant portion of each of our NEO’s compensation in share-based compensation, we also require that each of our NEOs hold shares of our stock equal to a multiple of his or her base salary; and

Weight a significant portion of NEO compensation toward variable and performance-based pay elements – In 2021, approximately 81% of Mr. Yeagy’s total direct compensation, and on average 68% of the other NEOs’ total direct compensation, was targeted to be delivered in variable short-term (annual) or long-term incentive compensation.

 

·Deliver a meaningful proportion of NEO compensation in share-based and performance-based incentives– In 2015, 45% to 58% of NEO total compensation was targeted to be delivered in the form of restricted stock units, options and performance share units, with a goal of driving sustainable stockholder value; and
LOGOLOGOLOGO

·Weight a significant portion of NEO compensation toward variable and performance-based pay elements– In 2015, 65% to 75% of NEO total compensation was targeted to be delivered in variable Short-Term (annual) or Long-Term incentive compensation. As shown below, approximately 79% of our CEO’s target total compensation in 2015 was performance-based.
LOGOLOGO

 

* Percentages listed in the chart above are rounded to the nearest whole number, which may result in totals slightly below or in excess of 100%.

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Summary of Key Compensation Decisions and Outcomes for 2015

The key decisions the Committee made during 2015 are summarized below and discussed in greater detail in the remainder of this CD&A.

Base Salary Adjustments

The Committee approved increases in base salary for our NEOs, ranging from 2.7% to 18.2%, to more closely align our NEOs with median base salary levels of our peer group. The Committee increased our CEO’s base salary by 3.75% from $800,000 to $830,000 in 2015.

Short-Term Incentive Plan (“STI”)

Company-Wide:

 

·The metrics and weightings of the metrics used in the Company-wide STI program in 2015, in which the CEO, CFO and General Counsel participated, were as follows: Operating Income (80%) and Net Working Capital (20%).
·The Committee increased the 2015 target award for each of our CFO (from 55% to 65% of base salary) and General Counsel (from 55% to 60% of base salary) to better align the compensation of the executives with market practices in a way that further emphasizes performance-based pay. The target incentive award percentages for our CEO remained unchanged from 2014 (at 100% of base salary).
·Based on actual Company-wide 2015 performance, the STI attainment was at the maximum achievement, or 200% payout, level of performance on each of Operating Income and Net Working Capital, and payouts of these incentives occurred in March 2016.

Commercial Trailer Products (“CTP”):

·The metrics and weightings of the metrics used in CTP’s STI program in 2015, in which the Group President - CTP participated, were as follows: Company-wide Operating Income (55%), CTP Operating Income (25%), and Company-wide Net Working Capital (20%).
·The Committee increased the 2015 target award percentage for our Group President - CTP (from 55% to 65% of base salary) to better align his compensation with market practices in a way that further emphasizes performance-based pay.
·Based on actual CTP 2015 performance, attainment of the CTP Operating Income metric was at the maximum achievement, or 200% payout, level of performance, resulting in a weighted award payout of 200% to our Group President – CTP, Mr. Yeagy. Payout of this incentive occurred in March 2016.

Diversified Products Group (“DPG”):

·The metrics and weightings of the metrics used in DPG’s STI program in 2015, in which the Group President - DPG participated, were as follows: Company-wide Operating Income (55%), DPG Operating Income (25%), and Company-wide Net Working Capital (20%).
·The target award percentage for our Group President - DPG was unchanged from 2014 (at 65% of base salary).
·Based on actual DPG 2015 performance, attainment of the DPG Operating Income metric was above the threshold, but below the target, level of achievement (attaining results at 84% of target), resulting in a weighted award payout of 165% to our Group President – DPG, Mr. Weber. Payout of this incentive occurred in March 2016.

Long-Term Incentive Plan

Consistent with 2014, the Committee granted performance stock units (“PSUs”), as well as service-based restricted stock units (“RSU’s”) and stock options to each of the NEOs. Each NEO’s total LTI award was allocated as follows: 50% PSUs, 30% RSUs and 20% non-qualified stock options. The PSUs and RSUs will be settled in shares.

Also consistent with 2014, for each of the NEOs, the number of PSUs earned will depend upon achievement against two equally weighted metrics: Relative Total Shareholder Return measured against a peer group of 12 similarly-cyclical companies (i.e. a different peer group than the peer group used generally by the Committee in setting compensation), and Cumulative EBITDA Performance. Each metric will be measured over a three-year period. Additionally, for our CEO only, his ability to earn RSUs will also be tied to a one-year operating income performance metric.

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The Committee increased the 2015 target award percentages for each of our CEO (from 215% to 250% of salary grade mid-point), CFO (from 100% to 125%), General Counsel (from 100% to 110%) and Group President – CTP (from 100% to 125%) to better align the compensation of the executives with market practices. The target award percentage for our Group President – DPG remained unchanged (at 125%).

Executive Severance Plan

In 2015, the Committee approved, and the Company adopted an Executive Severance Plan (the “ESP”) for the Company’s executives. The ESP is effective January 1, 2016 and reflects market practice and consistency across the Company’s compensation arrangements. Pursuant to the ESP, to receive benefits under the ESP, participants are required to execute a release, non-compete, and non-solicitation agreement with the Company.

Compensation Peer Group

The Committee utilizes two compensation benchmarking peer groups to assess the competitiveness of the NEO’s target compensation levels. The peer groups are intended to reflect companies with similar revenue size and business complexity as the Company.

Our 2015 Say-on-Pay Vote

The Compensation Committee carefully considered the results of the Company’s “Say on Pay Vote” taken by stockholders at its 2015 Annual Meeting, and the Committee plans to continue to carefully consider the results of this vote each year. At the 2015 Annual Meeting, approximately 97% of the stockholder votes cast on the proposal were cast in favor of the resolution stating that the stockholders “approve the compensation of Wabash National’s executive officers.” The Compensation Committee believes that the level of support indicated by those votes reflects favorably on the Company’s executive compensation program, which emphasizes “pay for performance,” even in the highly cyclical industry in which Wabash National operates.

2015 Compensation Overview

At Wabash National, we aspire to provide ever increasing value to all of our stakeholders, including customers, stockholders, associates, suppliers and our community. To achieve this aspiration, our business strategy includes:

·Exceptional operating performance, including driving continuous improvement, production safety, product innovation and quality;
·Disciplined growth of stockholder value; and
·Development and retention of high performance associates.

Execution of our strategy is expected to create a sustainable business that rewards our customers, our associates and our stockholders. Wabash National’s compensation program is designed to motivate our NEOs and other salaried associates to execute our business strategies and strive for higher company performance, while maintaining our core values of safety, customer satisfaction, product quality, best-in-class service, continuous improvement, product innovation, and ethical, trustworthy business practices. Although Wabash National’s compensation program applies to most salaried associates, this Proxy Statement focuses on its applicability to our NEOs.

The Compensation Committee (the “Committee”) is responsible for implementing our executive compensation policies and programs and works closely with management, in particular our CEO and our Senior Vice President of Human Resources, in assessing appropriate compensation for our NEOs. To assist in identifying appropriate levels of compensation, the Committee has engaged the services of Meridian, an independent compensation consultant, for assistance in 2015 and 2016 compensation plan design, and to provide compensation market data and general review and advice regarding our compensation disclosures. More information on the Committee’s processes and procedures can be found above in “Compensation Committee.”

Philosophy and Objectives of Wabash National Compensation Program

Our overall compensation philosophy is to provide compensation packages to our executives, including our NEOs, that are competitive with those of executives in our peer group, while at the same time keeping our compensation program equitable, straightforward in structure, and reflective of our overall Company performance. In implementing this philosophy, we award compensation to meet our three principle objectives: aligning executive compensation with our Company’s annual and long-term performance goals; using equity-based awards to align executive and stockholder interests; and setting compensation at levels that assist us in attracting and retaining qualified executives.

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To align the incentive components of our compensation program with Company performance, we choose simple, transparent, and consistently communicated metrics that align compensation to our business strategies and our stockholders’ interests. Additionally, we utilize a mix of compensation components to meet the following goals:

·Attract, retain, and motivate high-caliber executives;
·As the responsibility of an associate/executive increases within the Company, place a larger portion of total compensation “at-risk,” with an increasing portion tied to long-term incentives;
·Provide the appropriate level of reward for performance;
·Recognize the cyclical nature of our primary truck-trailer business and the need to manage shareholder value through the business cycle by managing compensation levels and components;
·Provide stockholder alignment by encouraging NEOs to be long-term stockholders of Wabash National;
·Structure compensation programs to meet the tax deductibility criteria in the U.S. Internal Revenue Code when practicable; and
·Structure the compensation program to be regarded positively by our stockholders and associates, while providing the Compensation Committee with the flexibility needed to satisfy all of the above listed goals.

Each component of Wabash National’s compensation structure, and the primary objective of each component, is summarized in the table below:

Component

Primary
objective
Characteristics and DescriptionWhere Reported in the Executive
Compensation Tables

Base Salary

36

Attract and retain.

Fixed cash, competitively assessed against our peer group. Also takes into consideration level of responsibility, experience, knowledge, individual performance and internal equity considerations. Reviewed annually and adjusted when appropriate.

Summary Compensation Table – “Salary” column

Short-Term Incentive Award

Promote achievement of short-term financial goals aligned with shareholder interests.

Short-term incentive paid in cash, based on performance measured against annually established company-wide and business unit financial goals. Rewards executives for superior financial performance of the Company.

Summary Compensation Table – “Non-Equity Incentive Plan Compensation” column

Grants of Plan-Based Awards table – “Estimated Possible Payouts Under Non-Equity Incentive Plan Awards” column

Long-Term Incentive AwardCreate alignment with shareholder interests and promote achievement of longer-term financial and strategic objectives.Award is delivered through a combination of Performance Stock Units, Restricted Stock Units and Non-qualified Stock Options. Rewards executives for long-term growth of the Company.

Summary Compensation Table – “Stock” and “Option” columns

Grants of Plan-Based Awards table – “Estimated Possible Payouts Under Equity Incentive Plan Awards,” Stock, and Options columns

Outstanding Equity Awards at Fiscal Year-End table

Option Exercises and Stock Vested table

Perquisites

Attract and retain.

Executive physicals; credit monitoring; health club discounts; matching contributions to health savings accounts; amounts paid on life/disability insurance on behalf of the executive. Limited relative to peer group.

Summary Compensation Table – “All Other Compensation” column

Retirement BenefitsAttract and retain

A 401(k) plan, on which the Company has partially matched associate contributions, when the performance of the Company has allowed.

Summary Compensation Table – “All Other Compensation” column

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Component

Primary
objective2022 Proxy Statement
Characteristics and DescriptionWhere Reported in the Executive
Compensation Tables
Deferred Compensation BenefitsAttract and retainNon-qualified deferred compensation plan where a select group of associates, including NEOs, can elect to defer base salary and/or STI Awards.  The Company has partially matched associate contributions, when the performance of the Company has allowed.

Summary Compensation Table – “All Other Compensation” column

Non-Qualified Deferred Compensation table.

Potential Payments Upon Change in Control

Encourage executives to operate in the best interests of stockholders both before and after a Change in Control event

Fixed cash and certain rights with respect to equity awards. Contingent in nature and payable only if an NEO’s employment is terminated as specified under the Company’s Change in Control Plan (or under the CEO’s employment agreement)

Potential Payments on Termination or Change in Control Payment and Benefits Estimate table

Other Potential Post-Employment Payments

Provide potential payments under scenarios of death, disability, termination without cause, and voluntary separation

Contingent in nature; amounts are payable only if an NEO’s employment is terminated as specified under the arrangements of various plans – including the ESP – or insurance policies

Potential Payments on Termination or Change in Control Payment and Benefits Estimate tableWABASH NATIONAL CORPORATION

 

The


Compensation Committee believes that the Company’s existing executive compensation structure continues to encompass several “best practices,” as described earlier in this CD&A,Discussion and continues to be effective in not only rewarding executives for Company performance, but also aligning executive interests with long-term stockholder interests. The Committee will continue to analyze our executive compensation structure and adjust it as appropriate to reflect our performance and competitive needs, while always incorporating our longstanding philosophies of paying for performance, supporting business strategies, and paying competitively. We believe these philosophies will continue to attract and retain quality business leaders, and will drive our NEOs and other salaried associates to produce sustainable, positive results for Wabash National and its stockholders.Analysis

 

Compensation Methodology and Process

Independent Review and Approval of Executive Compensation

The Compensation Committee, consisting of only independent members of the Board, is responsible for reviewingconsidering, recommending, and approving our incentive compensation plans and our equity-based plans for our executive officers. In connection with that work, the Wabash National compensation program, particularlyCompensation Committee annually reviews and approves the corporate and business segment goals and objectives relatedrelevant to the CEO’s and other executive officers’ compensation, evaluating their performance in light of those goals and objectives, and setting compensation levels based on the evaluations. In addition, the Compensation Committee annually reviews and recommends to the Board the forms and amounts of director compensation.

To assist it in setting executive compensation for 2021, the majority of salaried associates. TheCompensation Committee evaluatesengaged Meridian, an independent compensation consultant, to help ensure that our compensation packages remain competitive with the NEOs’ performance in relation tomarket. Additional details about Meridian’s role is discussed below under the established goals and ultimately approves the compensation for the NEOs after evaluating their compensation packages. See the “Compensation Committee” section of this Proxy Statement for a detailed listingheading “The Role of the Committee responsibilities and members.

Independent Compensation Consultant.” In addition to reviewing competitive peer groupthe market data discussed with management andprovided by Meridian, the Committee does not specifically “benchmark” or target a certain percentage or level of compensation to the NEOs. Rather, the Committee considers competitive peer group data as one significant factor in setting pay levels and amounts. The Committee realizes that competitive alternatives vary from individual to individual and may extend beyond equivalent positions in our industry or at other publicly-traded or similarly-situated companies. Consistent with our compensation objectives, the Committee retains the flexibility to also consider subjective factors, such as each executive’s fulfillment of duties, teamwork, level of responsibility, knowledge, time in position, experience and internal equity among the executives with similar experience and job responsibilities. When determining long-term incentive compensation, the Compensation Committee also considersconsidered the costfollowing factors when making compensation decisions for each of the plan to the Company and present and future availability of shares under our equity plans.NEOs in 2021:

 

The Committee annually reviews previously approved compensation plans and levels to ensure continued alignment with our business strategy, the Company’s performance, and the interest of our associates and stockholders, as well as market practices for all elements of executive compensation, and approves necessary adjustments to remain competitive.

The Nominating and Corporate Governance Committee directs an annual evaluation of the CEO, and provides the results of the evaluation to the Compensation Committee for the Compensation Committee to use in making its decision whether to renew the CEO’s employment agreement, as well as setting and approving the CEO’s compensation each year.

- 23 -

While the Committee does independently determine and approve the CEO’s compensation each year, it relies on the input of the CEO in setting compensation for the other NEOs. (In addition, as noted on page 21, the Committee also carefully considers the results of voting on the annual non-binding “say-on-pay” proposal.) The CEO provides the Committee with an evaluation of each NEO’sof the other NEOs’ performance, as well as his recommendations for changes to the NEOs’ base salaries (if any) and STIannual and LTIlong term incentive plan target award levels, which are based on criteria and peer group data discussed withlevels. Note that the Committee and Meridian. TheCompensation Committee has the discretion to accept, reject or modify any of the CEO’s recommendations. The otherrecommendations, and the NEOs are not present during these discussions.discussions;

Our Directors’ annual evaluation of the CEO’s performance, as obtained by the Nomination and Governance Committee, and delivered by the Compensation Committee;

The executive’s level of responsibility, experience, knowledge and performance during the prior year;

Internal pay equity;

The expected cost of the incentive plans to the Company and the present and future availability of shares under our equity plans; and

The results of our annual non-binding“say-on-pay” proposal, as discussed above under the heading “Our 2021 Say-On-Pay Vote.”

The Role of the Compensation Committee’s Independent Compensation Consultant

As noted underabove, for 2021, the “Compensation Committee” section of this Proxy Statement,Compensation Committee retained Meridian to provide compensation market data and generally review and advise the Committee has retained Meridian, a national compensation consulting firm, to assist it in fulfilling its responsibilities and duties. Meridian reviewed the Company’s executive compensation program design and assessedregarding our compensation approach relative to our performanceprograms, policies and our market assessment peer group.

disclosures.

Specifically, Meridian’s engagement encompasses advisory services such as annual review of executive compensation philosophy, a competitive assessment of executive compensation levels and “pay-for-performance”“pay-for-performance” linkage, executive cash and equity incentive program design, review of the CEO’s employment agreement, competitive assessment of non-employee director compensation, and other ad hoc support. Meridian works at the direction of, and reports directly to, the Compensation Committee. Meridian does not provide any other services to Wabash National.

Wabash.

The Compensation Committee has analyzed the work ofevaluated Meridian as a compensation consultant, taking into consideration all relevant factors including the following factors: (i) the provision of other services to the Company by Meridian; (ii) the amount of fees from the Company paid to Meridian as a percentage of Meridian’s total revenue; (iii) the policiesrequired under NYSE listing standards, and procedures of Meridian that are designed to prevent conflicts of interest; (iv) any business or personal relationship between the individual compensation advisors employed by Meridian and any executive officer of the Company; (v) any business or personal relationship between the individual compensation advisors employed by Meridian and any member of the Compensation Committee; and (vi) any stock of the Company owned by Meridian or the individual compensation advisors employed by Meridian. The Compensation Committee has determined, based on its analysis in light of all relevant factors, including the factors listed above, that the work of Meridian and the individual compensation advisors employed by Meridian as compensation consultants to the Compensation Committee has not created any conflicts of interest, and that Meridian is independent pursuant to the independence standards set forth in the NYSE listing standards promulgated pursuant to Section 10C of the Exchange Act.

WABASH NATIONAL CORPORATION2022 Proxy Statement37


Compensation Discussion and Analysis

Peer Group Analysis and Market Compensation Market Data

ToAs referenced above, Meridian provides the Compensation Committee with market compensation data to help the Compensation Committee assess the competitiveness of total compensation for each NEO,NEO. However, the Committee analyzed executivedoes not use this data to specifically target a certain percentage or level of compensation for the NEOs compared to our peer groups. Rather, the Committee considers competitive peer group data as one significant factor in setting pay levels.

Meridian provides the Compensation Committee with market data from the following two sources:(i) published proxies of companies specifically selected as proxy peer companies (the “Proxy Peer Group”), and (ii) the proprietary Equilar database (the “Equilar Peer Group”) For purposes of review,database. In setting 2021 compensation, the Committee utilized data from the Proxy Peer Group as the primary data source to assess the competitive positioning for the CEO and CFOCFO’s target compensation. Given the limited positional data available from proxies for other positions, the Committee utilized datainformation from the Equilar Peer Groupdatabase as the primary data source to assess competitive positioning formarket competitiveness of the NEO’s other than the CEO and CFO.NEOs’ compensation. Data from the Equilar Peer Groupdatabase was considered a secondary data source for the CEO and CFO positions.

- 24 -

The companies in the Proxy Peer Group and the Equilar Peer Group, indicated in the charts below,Database are similar to Wabash National in revenue, complexity, and market capitalization. Thecapitalization, as shown in the table below:

REVENUE*MARKET CAPITALIZATION**

Proxy Peer Group

Range

$706 million – $2.812 billion$167 million – $13.533 billion

Median

$2.163 billion$1.947 billion

Equilar Survey Group

Range

$825 million – $3.884 billion$271 million – $13.533 billion

Median

$2.326 billion$2.569 billion

Wabash National Corporation

$1.657 billion$785 million

*

Revenues reflect those from the most recent four quarters reported as of 9/30/2020.

**

As of November 2, 2020.

With the help of Meridian, the Committee reviews annually both peer groups, which were originally recommended by Meridian,the Proxy Peer Group to confirm that they continueit continues to be an appropriate comparator groups for NEO compensation,group and makes adjustments as it deems appropriate. The Committee believescompanies that make up the exercise of evaluating the peer groups is important because the availability of qualified executive talent is limited, and the design of our compensation program is important in helping us attract – and retain – qualified candidates by providing compensation that is competitive within the industries of industrial machinery, heavy trucks, and auto parts and equipment and the broader marketProxy Peer Group for executive talent. The revenues listed in the charts below reflect those from the four quarters directly preceding the Committee’s December 2014 meeting, in which it reviewed and set the Company’s 2015 executive compensation programs.2021 are:

2021 PROXY PEER GROUP

A.O. Smith Corporation

EnPro Industries, Inc.Meritor, Inc.

Allison Transmission Holdings, Inc.

Federal Signal CorporationModine Manufacturing Company

Barnes Group

Greenbrier Companies, Inc.Nordson Corp.

Chart Industries, Inc.

Harsco CorporationThe Shyft Group, Inc.

Commercial Vehicle Group, Inc.

IDEX CorporationTitan International, Inc.

Cooper-Standard Holdings Inc.

ITT, Inc.Trinity Industries, Inc.

Donaldson Company, Inc.

LCI IndustriesWoodward, Inc.

 

2015 Proxy Peer Group

382022 Proxy StatementWABASH NATIONAL CORPORATION


Compensation Discussion and Analysis

 

Company Revenues
($, in millions)
  Market Cap as
of Oct. 31, 2014
($, in millions)
 
A.O. Smith $2,288  $4,101 
Accuride Corporation $677  $230 
Actuant Corporation $1,400  $2,059 
Allison Transmission Holdings, Inc. $2,074  $5,766 
Barnes Group $1,243  $1,991 
Briggs & Stratton Corporation $1,834  $926 
Chart Industries, Inc. $1,171  $1,419 
Commercial Vehicle Group, Inc. $811  $195 
Donaldson Company, Inc. $2,471  $5,753 
EnPro Industries, Inc. $1,178  $1,548 
Federal Signal Corporation $874  $891 
Graftech International Ltd. $1,134  $585 
Greenbrier Companies, Inc. $2,204  $1,712 
Meritor, Inc. $3,788  $1,124 
Modine Manufacturing Company $1,507  $614 
Nordson Corp. $1,646  $4,830 
Tecumseh Products Company $755  $68 
Tower International, Inc. $2,164  $504 
TriMas Corporation $1,472  $1,433 
Westinghouse Air Brake Technologies (Wabtec) Corporation $2,905  $8,307 
Woodward, Inc. $2,001  $3,354 
         
25th Percentile $1,171  $614 
Median $1,507  $1,433 
75th Percentile $2,164  $3,354 
Wabash National Corporation $1,863  $711 

- 25 -

2015 Equilar Peer Group

Company Revenues
(TTM-$Mn)
  Market Value -
10/31/2014
($Mn)
 
Flowserve Corp. $4,886  $9,268 
Trinity Industries Inc. $5,765  $5,558 
Colfax Corporation $4,589  $6,726 
Xylem Inc. $3,907  $6,613 
Harsco Corporation $2,255  $1,752 
Pall Corporation $2,856  $9,764 
ITT Corporation $2,640  $4,127 
Donaldson $2,471  $5,753 
A.O. Smith Corp. $2,288  $4,101 
Tower International, Inc. $2,164  $504 
IDEX Corporation $2,144  $5,948 
Nordson Corporation $1,646  $4,830 
TriMas Corporation $1,472  $1,433 
Chart Industries Inc. $1,171  $1,419 
Graco Inc. $1,187  $4,668 
Barnes Group Inc. $1,243  $1,991 
Drew Industries Inc. $1,126  $1,136 
Federal Signal Corp. $874  $891 
Coherent Inc. $795  $1,625 
Checkpoint Systems Inc. $673  $553 
II-VI Inc. $719  $840 
ESCO Technologies Inc. $531  $1,000 
         
25th Percentile $1,137  $1,207 
Median $1,895  $3,046 
75th Percentile $2,598  $5,704 
Wabash National Corporation $1,863  $711 

Direct Compensation Program Elements

The following information describes, in detail, each directelement of our executive compensation element,program for 2021, including a discussion of performance metrics where applicable.and compensation levels. It is intended that this information be read in conjunction with the information provided in the tables that follow this CD&A.

Base Salary

Base Salary

salaries are intended to provide a stable source of compensation for each of our NEOs. In determining salary levels for each of our NEOs, (other than our CEO), the Committee takes into consideration a competitive market assessment provided to it by Meridian, which analyzes the pay practices at the peer group companies listed above,NEO’s individual performance, level of responsibility, experience and knowledge, as well as several subjective factors previously discussed on page 23.The Committee also considers each NEO’s current salary as compared to an internal Company salary grade range forthe other employees, as well as the salary practicesNEOs and officers of the relevant peer group.Company. The following table shows the changes that the Committee made to the NEOs’ 2021 base salaries compared to their base salaries in effect at the end of 2020. All base salary increases were effective as of March 22, 2021.

 

NAME

  2021 ANNUAL BASE
SALARY
  % INCREASE FROM
2020

Mr. Yeagy

  $950,000    5.6%

Mr. Pettit

  $425,000    9.0%

Mr. Smith

  $435,000    4.8%

Mr. Page

  $390,000  11.4%

Ms. Glazner

  $400,000    9.6%

- 26 -

In determiningAs shown in the salary level for our CEO,table above, the Committee takes into considerationapproved increases for each of the Proxy Peer Group assessment addressed above, as well asNEOs, in each case in recognition of the annualNEO’s performance evaluation of our CEO conducted byduring the Board’s Nominating & Corporate Governance Committee. In 2015,preceding year and to better align the Compensation Committee increased our CEO’sNEO’s base salary by 3.75%, from $800,000 to $830,000 – consideringwith the Proxy Peer Group data, as well as the results of his performance evaluation, which noted his significant role in leading the Company to another year of record-setting financial performance levels.competitive market data.

Short-Term Incentive Plan

Our short-term incentive plan, or STIMIP Plan, is designed to reward participants (which include each of the NEOs as well as other key executives and employees) with a cash bonus for meeting or exceeding financial and other performance goals during a calendar year. At the beginning of each year, andwe establish a target MIP rate for each participant, which is availableequal to NEOs,the percentage of the participant’s base salary that he or she will receive as well as other executives and key associates. If STI Plan targets are met, participants receive a cash bonus. In short, we strive to pay for performance – we paybonus if the MIP goals are achieved at target. However, the actual bonus received may be higher compensation whenor lower, depending on our management team achieves our predetermined goals, and lower compensation when it does not. The following factors are used to calculate the amount of the STI award actually paid to NEOs: Base salary earnings; Target STI Rate, as described below underApproval of STI Rates; and Wabash National’s operatingfinancial performance against the STI metrics, as described below underPerformance Metrics for STI. The STI Plan awards are made pursuant to the 2011 Omnibus Incentive Plan, which was last approved by our stockholders at the May 2011 Annual Meeting. (We are seeking re-approval of the performance goals in the 2011 Omnibus Incentive Plan at the upcoming May 2016 Annual Meeting. See Proposal 3.) Individual STI payouts cannot exceed the maximum as established in the approved plan. However, in addition to thepre-established performance metrics, participantswhich are described in more detail below. We also have the STI Plan also hadability, in our discretion, to decrease (or completely eliminate) a participant’s MIP bonus if he or she fails to meet his or exceedher personal performance criteria reviewed during the Company’s associateemployee performance review process or their STI Award could be decreased or eliminated.process.

Performance Metrics for the 2015 STI Plan

For 2015, as in 2014, the Committee established Operating Income and Net Working Capital as the performance metrics used in the calculation of STI awards. The Committee deemed these metrics appropriate for the short-term focus and business goals of the Company, as both metrics provide clear and easily measurable goals for Plan participants.

For those participants in the STI Plan who were employed at the corporate level of the Company, including the following NEOs – Messrs. Giromini and Taylor, and Ms. Roth – payout under the STI Plan was contingent upon the achievement of pre-determined corporate-wide targets of Operating Income and Net Working Capital for Wabash National. Each performance metric was independent of the other in calculating whether corporate-level STI Plan participants would earn a STI Award, with 80% of the total STI Award dependent upon achievement of the Operating Income targets, and 20% upon achievement of the Net Working Capital targets.

For those participants in the STI Plan who were employed at a segment business unit (“SBU”) level of the Company, including two of our NEO’s – Messrs. Weber and Yeagy - 55% of any award made under the STI Plan was contingent upon the achievement of the pre-determined Operating Income target at the corporate level, 20% was contingent upon the achievement of the pre-determined Net Working Capital target at the corporate level, and the remaining 25% of any such STI Plan award was contingent upon the achievement of pre-determined Operating Income targets at the applicable SBU level. The targets described above and Wabash National’s actual performance results, are listed in the table below under “2015 Performance Results for STI.”

Approval of STIMIP Target Rates

After review and consideration of peer group data and discussion with Meridian, the Committee approves target STI rates. In 2015, the Committee set target STIMIP rates for each of our NEOs, to align with the median target cash bonus rates of the relevant peer group. Our CEO’s target STI rate represents the rate set forth in his employment agreement, which the Proxy Peer Group data continues to indicate is an appropriate rate and consistent with the median. In 2015, the Committee increased STI rates for our CFO (from 55% to 65%expressed as a percentage of base salary) and General Counsel (from 55% to 60% of base salary) to more closely align them with the median of the respective peer group; thesalary. The 2021 target MIP rates for our other NEOs were unchanged from 2014. The Committee’s 2015 approved STI Rates for each NEO are set forth below:were as follows:

 

    Target STI Rate2021 TARGET MIP RATE

Mr. GirominiYeagy

  100%100%

Mr. TaylorPettit

  65%70%
Ms. Roth

Mr. Smith

  60%70%

Mr. WeberPage

  65%70%
Mr. Yeagy

Ms. Glazner

  65%70%

 

- 27 -
WABASH NATIONAL CORPORATION2022 Proxy Statement39


Compensation Discussion and Analysis

Ms. Glazner received a target increase from 65% to 70% in 2021 to recognize that she took on the role of General Counsel in 2020 in addition to being the Chief Human Resources Officers.

2015 Performance Metrics and Results for STIthe 2021 MIP Plan

Payouts under our 2021 MIP Plan were based 70% on Operating Income and 30% on Net Working Capital. The Committee chose to continue to use Operating Income because it believes it is an important indicator of profitability, future growth and stock performance. For the 2021 MIP, the Committee replaced the Free Cash Flow metric with Net Working Capital as a Percentage of Sales (“NWC”). The Committee views NWC to be a better indicator of future long-term growth than Free Cash Flow, and previously used NWC as a metric for under our NEOs employed atLong-Term Incentive Plan. However, because operational efficiency and cash flow drives NWC performance, the corporate level,Committee determined NWC is better suited as well asan annual performance metric since those are items that management can impact over a shorter time-horizon. Therefore, the Committee moved NWC to our MIP and removed it from our Long-Term Incentive Plan for those employed at2021. We defined Operating Income and NWC under the SBU level, the amount of the Total STI Award paid in 2015 was calculated in two steps,MIP as follows:

 

 Corporate-level NEOs  SBU-level NEOs
1.Base Salary Earnings  x Target STI Rate   = Target STI Bonus 1.Base Salary Earnings  x Target STI Rate   = Target STI Bonus
2.Target STI Bonus 2.Target STI Bonus
 x  (20% x Actual Corporate NWC Payout as a % of Target)  x  (20% x Actual Corporate NWC Payout as a % of Target)
 x  (80% x Actual Corporate OI Payout as a % of Target)  x  (55% x Actual Corporate OI Payout as a % of Target)
=Total STI Award Amount  x  (25% x Actual SBU OI Payout as a % of Target)
   =Total STI Award Amount

Operating Income means income from operations as reported in our financial statements.

 

Net Working Capital as a Percentage of Sales equals the quotient of (a) total accounts receivable plus inventory minus accounts payable minus customer deposits, divided by (b) net sales, as reported in our financial statements.

The level of achievement of Operating Income and Net Working Capital for 2021 under the MIP are determined after adjusting results to exclude any cumulative effects of: changes in GAAP during the year; the transaction costs (including legal, due diligence and investment banking expenses) of any merger, acquisition or divestiture consummated during the performance period that has a total purchase or sale price of more than $20 million; any asset write-down or goodwill impairment expense during the performance period that exceeds $3 million; and the effects of items that are either of an unusual nature or infrequently occurring, as described in Financial Accounting Standards Board Accounting Standards Update No. 2015-01. In addition, Operating Income will be adjusted to exclude the cumulative effect of changes in applicable tax laws resulting in a discrete item of tax expense or benefit to the Company during the year and expenses associated with judgements or the settlement of any claims during the year that exceed $3 million.

Both the Operating Income and the Net Working CapitalNWC performance metrics under the STIMIP Plan may be achieved at a threshold, target or maximum level. The threshold, target and maximum goals were based on various outcomes considered by the Compensation Committee, with the target amounts reflecting the Company’s operating budget approved by the Board.

Because annual targets for performance goals are set at levels based on our expected financial performance for the year, the Committee believes that paying at 200% of a performance metric’s target for superior performance (set at 125% of the Operating Income target goal and 115% of the NWC target goal under the Board-approved operating budget) provides appropriate incentive to achieve outcomes clearly exceeding target expectations. However, by capping the potential payout at 200% for such superior performance, the Committee believes this reduces the risk that executives might be motivated to pursue excessively high short-term goals to maximize short-term payouts, at the expense of the long-term performance of the Company.

The Committee further believes that threshold amounts, which are set at 80% or greater75% of the applicable metricOperating Income target goal and 85% of the NWC target goal under the Board-approved operating budget, represent sufficient performance to warrant incentive compensation, and that a potential payout equal to 50%35% of target is appropriate for such an achievement level. If the threshold level of performance for a particular goal is not achieved, the payout for that

402022 Proxy StatementWABASH NATIONAL CORPORATION


Compensation Discussion and Analysis

goal is zero. Actual MIP payouts are interpolated for performance payout is interpolated between the performancethreshold and target levels set forth below.

or target and maximum.

The chart below details the goals necessary for the corporate–level NEOs (our CEO, CFO and General Counsel) to achieve STIMIP payout in 2015, as well as the Company’s actual performance results, calculated in accordance with the STI Plan:2021:

 

(reported in millions,

except for percentages)

 Threshold Target Maximum Actual

Net Working Capital (“NWC”)

20% of STI Award

 13.0% 12.0% 11.0% 10.9%

Corporate Operating Income (“OI”)

80% of STI Award

 $107 million $134 million $161 million $180.4 million
Performance Payout 50% 100% 200% 

200% - NWC

200% - Corp OI

Weighted Performance Payout to NEOs       

200%

(Messrs. Giromini & Taylor, and Ms. Roth)

    

THRESHOLD

(35%)

  

TARGET

(100%)

  

MAXIMUM

(200%)

 ACTUAL  % ACHIEVED

Corporate
Operating Income
(“OI”)
70% of MIP Award

  $60.0 million  $80.0 million  $100.0 million $60
million*
  0%*

Net Working Capital as a
Percentage of Sales
(“NWC”)
30% of MIP Award

  11.5%  10.0%  8.5% or less 11.4%  37.8%

 

- 28 -*

Results were at $60.0 million before any MIP payments, so achievement was set to 0% because paying MIP awards would have reduced OI below threshold.

The chart below detailsBased on the corporate goals and the SBU Operating Income goals necessary for Messrs. Weber and Yeagy to achieve payout, as well as the actual performance results for the Commercial Trailer Products and Diversified Products business units, calculated in accordance with the STI Plan:

(reported in millions,

except for percentages)

 Threshold Target Maximum Actual

Corporate NWC

20% of STI Award

 13.0% 12.0% 11.0% 10.9%

Corporate OI

55% of STI Award

 $107 million $134 million $161 million $181.5 million1

Operating Income –

Commercial Trailer Products (“CTP”)

25% of STI Award

 $76.9 million $96.6 million $115.4 million $159.3 million1

Operating Income –

Diversified Products (“DP”)

25% of STI Award

 $45.8 million $57.7 million $68.7 million $48.4 million1
Performance Payout on SBU OI Results 50% 100% 200% 

200% - CTP OI

60% - DP OI

Weighted Performance Payout to NEOs       

200% - Mr. Yeagy (CTP)

165% - Mr. Weber (DP)

1Actual results for purposes of calculating performance under our STI Plan. Amounts differ from results reported in the Company’s 10-K and other external filings due to non-recurring items during the year. The externally reported Corporate OI was $180.4 million, with the difference attributable to a $1.1 million non-cash impairment of intangible assets in 2015. The externally reported OI for CTP $158.8 million, with the difference attributable to a favorable change in internal corporate cost allocation methods. The externally reported OI for DPG was $47.9 million, with the difference attributable to the above-mentioned non-cash impairment of intangible assets, offset by an unfavorable change in internal corporate cost allocation methods.

As notedshown above, while actual performance against either metric might exceed the listed “Maximum” performance levels, STI Plan Awards are capped at a maximum of 200% of the STI Award that can be earned for meeting “Target” performance levels. The STI Plan Awards paid to each NEO under the STI Plan are also set forth infootnote 2 theSummary CompensationTable below. The Committee did not exercise its authority to decrease or eliminate any NEO STI payouts for fiscal 2015. For fiscal 2015, STI award payouts to the NEOs represented approximately 19.7%each received an MIP payout for 2021 equal to 11.3% of the total amount of STI award payouts to all eligible STI Plan participants.

target.

Long-Term Incentive Plan

Our long-term incentive plan, or LTI Plan, is designed to reward our executives, including the NEOs, for increasing stockholder value. It is also intended to be used as an attraction and retention tool in recruiting and promoting executive talent. We believe that equity-based awards are an important part of an equitable structure because it is fair to our executives and

Consistent with past practice, the Compensation Committee made annual LTI grants to the CompanyNEOs in February 2021 after the release of 2020 year-end financial results in connection with a regularly scheduled meeting of the Compensation Committee. For 2021, the Compensation Committee granted a mix of Performance Share Units (PSUs) and Restricted Stock Units (RSUs) to each of the NEOs.    The Compensation Committee decided to split each NEO’s target LTIP award value equally between RSUs and PSUs (whereas in previous years it had allocated 60% to PSUs and 40% to RSUs). This change was made due to the Company’s increased focused on executive retention given the current labor market and the challenge with setting multiple-year financial performance goals due to the lack of visibility given the ongoing COVID-19 pandemic. The Committee believes this mix is also appropriate to emphasize its goals of encouraging stock ownership in Wabash, focusing NEOs on long-term growth in stockholder value and setting compensation that the levelis reflective of rewards for our executives increasemarket practice.

WABASH NATIONAL CORPORATION2022 Proxy Statement41


Compensation Discussion and decrease based on the return to stockholders.Analysis

Approval ofDetermining LTI Award Values

In 2015,February 2021, the Compensation Committee approvedestablished the target LTI awards consisting of Restricted Stock Units (“RSUs”), Non-Qualified Stock Options (“NQOs”), and Performance Stock Units (“PSUs”) – all awarded undergrant value for each NEO. The Compensation Committee established the stockholder-approved 2011 Omnibus Incentive Plan. The Committee establishes LTI award grant values to the NEOsvalue for each NEO based on the following factors: level of responsibility, individual performance, peer group data, and the number of shares available under the 20112017 Omnibus Incentive Plan. Generally at its first regularly-scheduledThe LTI rate and target grant value that the Compensation Committee meeting each year, the Committee approves the anticipated LTI award values and mix after review and consideration of peer group data on target long-term incentives. At the time of grant, the Committee has the discretion to increase or decrease the base-level award to distinguish an individual’s level of past performance, to deliver particular LTI value, or to reflect other adjustments as the Committee deems necessary.

The Committee calculates and approves the actual number of each type of award granted to each NEO by: (1) setting the overall LTI award value, taking into account the factors discussed above, which is generally expressed as a percentage of the NEO’s salary grade mid-point; (2) calculating, at the close of the market on the day of the award grants, the targeted value to apply toestablished for each of the NQOs/PSUs/RSUs;NEOs in February 2021 was as follows:

    

2021

LTI TARGET

GRANT VALUE

Mr. Yeagy

  

$

3,250,000

 

Mr. Pettit

  

$

815,000

 

Mr. Smith

  

$

595,000

 

Mr. Page

  

$

500,000

 

Ms. Glazner

  

$

425,000

 

In addition to the above described annual grants, the Compensation Committee granted Ms. Glazner an additional 10,000 RSUs at the same time as the annual grants in recognition that she took on the additional role of General Counsel in 2020 without any increase in pay. Such RSUs are subject to the same terms and (3) dividingconditions as the overall LTI award value for each NEO by the RSU/PSU/NQO targeted values, to reach the targeted award mix (see LTI AwardMix below for a discussionannual grant of the 2015 approved LTI Award mix). For detail regarding the calculated valuesRSUs, which are described below.

Summary of eachTerms of the awarded RSUs, PSUs and NQOs, see the Grants of Plan-Based Awards table andfootnoteRSUs 6 thereto.

- 29 -

In establishing the LTI award values in 2015, the Committee increased the target LTI rates for our CEO (from 215% to 250% of salary grade mid-point), CFO (from 100% to 125% of salary grade mid-point), General Counsel (from 100% to 110% of salary grade mid-point) and Group President – CTP (from 100% to 125% of salary grade mid-point) in 2015 to more closely align them with the median of our peer group. The target LTI rate for our Group President - DPG remained unchanged. The Committee’s 2015 approved LTI award rates and salary grade mid-point values for each NEO are set forth below:

  2015
LTI Award
Rate
  2015
Salary Grade
Mid-Point
  2015
LTI Target
Grant Value
 
Mr. Giromini  250% $848,300  $2,120,750 
Mr. Taylor  125% $412,700  $515,875 
Ms. Roth  110% $365,600  $402,160 
Mr. Weber  125% $412,700  $515,875 
Mr. Yeagy  125% $412,700  $515,875 

LTI Award Mix

In 2015, the Committee approved a targeted award mix of 30% RSUs, 20% NQOs and 50% PSUs. The Committee believes this is an appropriate mix to emphasize its goals of encouraging stock ownership in Wabash National, retaining NEOs in the long-term, and focusing NEOs on long-term growth in stockholder value. The general terms for each form of equitythe PSUs and RSUs awarded to the NEOs in 20152021 are listed below:

 

  PSUsRSUsNQOsRSUs

Performance Metrics

Relative Total ShareholderStockholder Return (50%(“RTSR”)and

Cumulative EBITDA Performance (50%  Return on Invested Capital (“ROIC”)

None, with the exception of the RSUs granted to our CEO, which were conditioned upon the Company achieving at least $50 million in Operating Income in 2015

None

(but cannot be exercised for value unless the Company’s stock price increases over time)

Performance PeriodThree yearsNoneNone

Performance Period

  Three years (2021-2023) for RTSR

  Two years (2022-2023) for ROIC

None

Vesting Period

Earned awards, if any, vest in full on third anniversary of the grant date

Award vests in full on

third anniversary of the grant date

Award vests in three equal installments over three years
Restrictions/ Expiration

Forfeiture/Settlement

Earned only upon achievement of at least threshold performance level, and paid out in Wabash National  Common Stock upon vesting

Restricted

Forfeitable until vesting date,

at which time they are paid outsettled in

Wabash National Common Stock

Expire ten years

from the grant date

 

In addition to the restrictions listed above, all awards granted to the NEOs pursuant to the Company’s equity compensation plans are subject to the Company’s Stock Ownership Guidelines, which are discussed on page 33. See theGrants of Plan Based Awards table and footnotes on pages 39-40 for more information on LTI awards delivered to the NEOs, as well as the terms of the awards.

The Committee views both the PSUs and NQOs as performance-based awards, as PSUs can only be earned upon achievement of the three-year performance metrics established by the Committee and the value of the NQOs is tied to increases in the value of Wabash National Common Stock. Company executives will not realize any value from the NQO awards unless Company stock price increases, thereby increasing value to stockholders. Additionally, the Committee views the RSU award to our CEO as performance-based, as the RSUs to be earned by Mr. Giromini were subject to a one-year performance period with a performance target of $50 million in Operating Income in fiscal year 2015, as well as a three-year time-based vesting period from the date of grant. The PSUs and NQOs awarded to all NEOs, as well as our CEO’s RSUs, are intended to be performance-based for purposes of preserving the tax deductibility of that portion of our NEOs’ compensation under Section 162(m) of the Internal Revenue Code of 1986, as amended (“the Code”).

For fiscal 2015, the number of RSUs granted to the NEOs represented 37% of all RSUs granted to all LTI Plan eligible participants; the number of PSUs granted (but not yet earned) to the NEOs represented 50% of all PSUs granted (but not yet earned) to all LTI Plan eligible participants; and, the number of NQOs granted to the NEOs represented 47% of all NQOs granted to all LTI Plan eligible participants. These proportions are consistent with our philosophy that as our associates, including NEOs, assume greater responsibility in the Company, a larger portion of incentive compensation should be focused on at-risk and long-term awards.

- 30 -

PSU Performance Metrics

The Committee established two independent performance metrics associated with the award of PSUs in 2015:

 

·Relative Total Shareholder Return (“RTSR”); and
·Cumulative EBITDA Performance.
422022 Proxy StatementWABASH NATIONAL CORPORATION

 

Each


Compensation Discussion and Analysis

Performance Share Unit Performance Metrics

The Committee decided to make changes to the performance metrics used for the 2021 PSUs compared to the 2020 PSUs, as summarized in the table below:

PSUS GRANTED IN 2021  PSUS GRANTED IN 2020 
METRIC  WEIGHTING    METRIC  WEIGHTING 

Relative Total Stockholder Return (“RTSR”)

   75 

Relative Total Stockholder Return (“RTSR”)

   50

Return on Invested Capital (“ROIC”)

   25 

Cumulative Operating EBITDA

   30
       

Net Working Capital (“NWC”) as a % of Revenue

   20

For 2021, the Committee increased the weighting of these metricsRTSR from 50% to 75% both to emphasize the Company’s focus on long-term stockholder value creation and because RTSR did not require the Company to set a specific long-term performance goal, which was difficult due to the pandemic’s continuing impact on the economy as a whole, since it measures the Company’s performance against a group of comparator companies. As noted above, the Committee decided to eliminate Net Working Capital as a Percentage of Revenue from the LTI Plan since we used it in our 2021 MIP. Finally, the Committee decided to replace Cumulative Operating EBITDA with ROIC because our MIP already includes an earnings measure, and it wanted to balance that with a balance sheet measure.

RTSR and ROIC are measured independent of the other in calculating whether LTI Plan participants will earn the PSUs attributable to such metric, with eachmetric. However, if the price of RTSR and Cumulative EBITDA Performance weighted at 50%our common stock increases by more than a multiple of four between the grant date of the total LTI Award. The Committee chose these metrics to emphasize the Company’s continued focus on growthaward and the creationsettlement date, then the total number of stockholdershares issued in settlement of the PSUs will be reduced by taking the number of shares that would otherwise be issued absent any limitation and multiplying it by a fraction, the numerator of which is four times the fair market value inof a share on the long term.

date of grant of the PSUs, and the denominator of which is the fair market value of a share on the date immediately before settlement of the award.

Relative Total ShareholderStockholder Return

RTSR measures our total stockholder return against the total stockholder return of our peers. For the 2021 grants, RTSR will be measured relative to a group of similarly-cyclicalsimilarly cyclical companies over a three-year period, as the Committee believes this is the fairest way to track and awardreward Company performance with regard to stockholder return in a highly-cyclical industry. RTSR performance will be measured in relation to the following “Cyclical Peer Group”:

 

Accuride Corp (ACW)Meritor (MTOR)

Blue Bird Corporation

LCI IndustriesREV Group, Inc.

Commercial Vehicle Group (CVGI)

The Manitowoc Company, Inc.The Shyft Group, Inc.

Douglas Dynamics, Inc.

Meritor, Inc.Terex Corporation

EnPro Industries, Inc.

Modine Manufacturing Co.The Timken Co.

Federal Signal (FSS)Corp.

Navistar (NAV)Spartan Motors (SPAR)Oshkosh Corp.Trinity Industries, Inc.
Oshkosh (OSK)

Flowserve Corporation

Paccar (PCAR)Tower International (TOWR)PACCAR Inc.Winnebago Industries, Inc.
Tecumseh (TECU)*

The Greenbrier Companies, Inc.

Modine (MOD)TriMas (TRS)

*The Cyclical Peer Group companies were approved by the Committee following a review of Meridian’s analysis, which includes assessment of industry relevance, operational and financial similarity, historical stock price correlation and stock price volatility among these companies as compared to that of Wabash. In the event any Cyclical Peer Group company ceases to be an independent, publicly-tradedpublicly traded company, or enters into a definitive

WABASH NATIONAL CORPORATION2022 Proxy Statement43


Compensation Discussion and Analysis

agreement to be acquired by a non-publicly traded company during the performance period, then such company will be removed from the Committee may substitute an alternate cyclicalCyclical Peer Group. A Cyclical Peer Group company inthat files for bankruptcy at any time during the order listed below: Trinity Industries, Inc. and Actuant Corporation. As of September 2015, Tecumseh ceased being an independent, publicly-traded company and was replacedperformance period will remain in the Cyclical Peer Group with Trinity Industries, Inc. for purposes of tracking RTSR performance over the entire performance period.

The Cyclical Peer Group companies were recommended following Meridian’s analysis to best correlate each company’s cycle lengthbut and position in cycle, as compared to that of Wabash National. The start of the RTSR performance period was January 1, 2015 and Wabash National’s relative ranking versus the Cyclical Peer Group will be measured at the completiondeemed to have a total stockholder return of the three-year performance period (close of NYSE market on December 31, 2017)-100%. RTSR performance will be measured on full-month stock performance for December 2014 versus December 2017 (using average closing stock price performance for each month), by including only those companies who are in the Cyclical Peer Group as of the close of business on December 31, 2014 and continue as independent, publicly-traded companies on December 31, 2017.

The Company must achieve an RTSR ranking levelthat puts them at the 25th percentile or above within the Cyclical Peer Group of nine or above by the end of the three-year performance period for the NEOs to earn at least 50% of the PSUs granted undertied to the 2015 LTI Plan.RTSR metric. The chart below details the potential RTSR award rates for various rankingpercentile ranking. Performance that is between the performance levels that trigger payment of PSUs under the 2015 LTI Plan:set forth below will be interpolated.

 

Wabash National
RTSR Ranking
RTSR
Award Rate
1stWabash Ranking Against Cyclical Peer
Group
 200% of PSUs Earned
2

80ndth or Greater Percentile

 190%

          200% (Maximum)

3

50rdth Percentile

 180%

          100% (Target)

4

25th Percentile

 160%
5th140%
6th120%
7th100%
8th75%
9th50%
10 th -13th0%

          50% (Threshold)

Return on Invested Capital

Cumulative EBITDA Performance

The performance periodReturn on Invested Capital for measurement of Cumulative EBITDA Performance began with the startpurposes of the Company’s fiscal year on January 1, 2015 and2021 PSUs will continue throughbe measured as the closetwo-year average of the Company’s fiscal yeartrailing 24-month net operating profit after tax on December 31, 2017.

Operating EBITDA is defined as earnings before interest, taxes, depreciation, amortization, stock-based compensation,2023 divided by the average of month-end invested capital for each month beginning December 31, 2021 and other non-operating incomeending December 31, 2023, but adjusted to exclude: any cumulative effects of changes in GAAP during the performance period; cumulative effect of changes in applicable tax laws resulting in a discrete item of tax expense or benefit to the Company during the performance period; the transaction costs (including legal, due diligence and expense. Cumulative EBITDA Performance is calculated by totalinginvestment banking expenses) of any merger, acquisition or divestiture consummated during the Company’s Operating EBITDA results from each of the three performance period fiscal years.that has a total purchase or sale price of more than $30 million; any asset write-down or goodwill impairment expense during the performance period that exceeds $3 million; expenses associated with judgments or the settlement of any claims during the performance period that exceed $3 million; and the effects of items that are either of an unusual nature or infrequently occurring, as described in Financial Accounting Standards Board Accounting Standards Update No. 2015-01.

- 31 -

The Committee decided to measure ROIC over 2022 and 2023 only and not 2021-2023 because of concerns about volatile performance in 2021 due to the ongoing COVID-19 pandemic.

The chart below detailsshows the level of Cumulative EBITDA PerformanceROIC performance that is necessary for the NEOs to earn the PSUs attributabletied to this metric granted under the 2015 LTI Plan:such metric:

 

Cumulative EBITDA as % of TargetROIC Percent of PSU Target Value% OF PSUs EARNED
115%

15%

 

200% (Maximum)

100%

13%

 

100% (Target)

74%

11%

 

50% (Threshold)

<74%0%

Results below the threshold level will result in no portion of the ROIC PSUs being earned. If performance results are between the Company fails to meet the “Threshold”threshold and target, or target and maximum, performance levellevels set forth above, then our NEOsthe percent of PSUs earned will not receive any portion of the PSU awards that are tied to this metric. And, while actual Cumulative EBITDA Performance might exceed the listed “Maximum” performance level, LTI Plan Awards are capped at a maximum of 200% of the LTI Award that can be earned for meeting “Target” performance levels. Actual performance payout is interpolated between the performance levels set forth above.

interpolated.

Calculation of Total PSUs Earned at End of Three-Year Performance Period

Assuming achievement of the goals associated with the RTSR and Cumulative EBITDA Performance metrics, the total number of PSUs that will be earned by the NEOs at the end of the three-year performance period will be calculated as follows:

Number of PSUs granted (but not yet earned) to NEOs in 2015

x (50% x Actual RTSR Ranking Award Rate)

x (50% x Actual Cumulative EBITDA Award Rate, as a Percentage of Target)

= Total Earned PSUs

Payout of PSUs for 20132019 to 20152021 Performance Cycle

The PSUs granted on February 20, 2013during 2019 were subject to a three-year performance period established by the Compensation Committee in the Company’s 20132019 LTI Plan, which ended on December 31, 2015.2021. Under the Company’s 20132019 LTI Plan, the Committee established twothree performance metrics RTSR, Cumulative Operating EBITDA, and Cumulative EBITDA Performance –Net Working Capital, weighted at 50%, 30% and 20%, respectively — for measurement over the three-year period.

442022 Proxy StatementWABASH NATIONAL CORPORATION


Compensation Discussion and Analysis

These metrics were independent of the otherothers in calculating whether LTI Plan participants would earn the PSUs attributabletied to such metric, with each metric weighted at 50%metric. The chart below details the performance goals and achievement levels of the totalgoals for the PSUs issued under the 2019 LTI Award. As of December 31, 2015:Plan:

·The Company ranked 4th within the Cyclical Peer Group with regard to the RTSR metric (resulting in NEOs earning 140% of the portion of the award tied to that metric), and
·The Company achieved Cumulative EBITDA over the performance period of $548.4 million, which exceeded the “Maximum” performance level ($360 million) with regard to the Cumulative EBITDA Performance metric (resulting in NEOs earning 200% of the portion of the award tied to that metric).

 

METRIC    WEIGHT    ACTUAL
RESULTS
    PERFORMANCE
LEVEL
ACHIEVED
    % PSUs TIED TO
METRIC EARNED

RTSR

    50%    7th Within Peer
Group
    Target    100%

Cumulative Operating EBITDA

    30%    $385 million    Below
Threshold
of
$525 million
    0%

Net Working Capital as a % of Revenue

    20%    10.35%    Exceed
Threshold
of 12.5%
but Below
Target
of 10%
    93%

As a result, each NEO earned 170%68.6% of the total targeted number of PSUs granted to them in February 2013.2019. Each earned PSU vested on February 20, 2016,21, 2021 for the NEOs still employed by us on such date, which was three years from the original date of grant. Upon vesting, each NEO received one share of the Company’s Common Stock for each fully vested PSU.

Perquisites

We offer our NEOs various perquisites that the Committee believes, based on its annual compensation review, are reasonable to remain competitive. These perquisites constitute a small percentage of total compensation, and, for 2021, included only executive physicals and a gross up on such benefit. For more information on these perquisites and to whom they are provided, see footnote 3 to the Summary Compensation Table. In addition to the items reported in the Summary Compensation Table, NEOs, as well as other Company employees, are provided access to seats at a local sporting venue for personal use when not occupied for business purposes, in each case at no incremental cost to the Company.

Retirement and Deferred Compensation Benefits

LTI Grant PracticesRetirement Benefit Plan

Grants of equity awards are generally madeThe Company has adopted a Retirement Benefit Plan that is applicable to our executives, including NEOs, at one time each year pursuantNEOs. The purpose of the plan is to clearly define benefits that are to be provided to qualified employees who retire from the workforce after service to the LTI Plan. The Compensation Committee typically reviewsCompany. Additional information regarding this Plan, including definitions of key terms and approves awardsa quantification of retirement benefits, is set forth below in the section entitled Potential Payments on Termination or Change in Control.

Tax-qualified Defined Contribution Plan

We maintain a tax-qualified defined contribution plan in the form of a traditional 401(k) plan with a Roth 401(k) option, either of which is available to a majority of the Company’s employees, including the NEOs. When the Company’s financial performance allows, the Company matches dollar-for- dollar the first 3% of compensation an employee places into these plans, and award levelsmatches one-half of the next 2% contributed by the employee to the plan, up to federal limits. Any annual Company matches are reported under the LTI Plan in February of each year in conjunction with regularly scheduled meetings“All Other Compensation” column, and related footnote 3 of the Summary Compensation Committee and the Board of Directors, which occur after the release of year-end financial results from the previous year.Table.

 

While most

WABASH NATIONAL CORPORATION2022 Proxy Statement45


Compensation Discussion and Analysis

Deferred Compensation Benefits

We maintain a non-qualified deferred compensation plan that allows eligible highly-compensated employees, including the NEOs, to voluntarily elect to defer receipt of our equity awards are made at the above-described time period, we occasionally make grants of RSUs or NQOs to executives at other times, including in connection with the initial hiring of a new executiveall or a promotion.part of their cash compensation (base salary and MIP Plan payouts). The Company matches dollar-for-dollar the first 3% of compensation an employee places into the non-qualified deferred compensation plan, and matches one-half of the next 2% the employee contributes to the plan, up to a maximum of 5% of the participant’s deferred earnings. Any annual Company matches are reported under the “All Other Compensation” column and related footnote 3 of the Summary Compensation Table.

Participants may elect to invest amounts deferred under this program into one or more investment funds available under the plan from time to time. We do not haveguarantee earnings on any specific program,investments or otherwise pay any above market earnings on participants’ accounts. Participants may elect to receive the funds in a lump sum or in up to 10 annual installments following retirement, as well as limited in-service distributions. The deferred compensation plan or practice relatedis unfunded and subject to forfeiture in the timingevent of equity award grantsbankruptcy.

We make the non-qualified deferred compensation plan available to executives in coordination with the release of non-public information.

Mr. Giromini, who also servesour highly-compensated employees as a directormeans to attract, retain, and motivate employees by providing an additional method to save for retirement and a mechanism to defer taxation on a portion of compensation. Similar deferred benefits are commonly offered by companies with whom we compete for talent.

For additional information, see the Company, hasNon-Qualified Deferred Compensation Table below.

Severance and Change in Control Benefits

Executive Severance Plan

We maintain the authorityWabash National Corporation Executive Severance Plan (the “ESP”), which provides severance protections to grant awards such as inducement grants within prescribed parameters under the 2011 Omnibus Incentive Plan to Company associatescertain executives who are not officers or directors of the Company. Mr. Giromini is the only officer who has the authority to grant these equity awards. No other executive officer has the authority to grant any equity awards under the Plan.

- 32 -

All options are granted with an exercise price equal to the closing market price on the date of grant, as reported on the NYSE. The date of grant for our equity awards is set by the Board of Directors, with the grant date generally being the date the awards are approveddesignated by the Compensation Committee as eligible to participate in its February meeting.the ESP, including all of the NEOs. The ESP is not intended to duplicate any benefits that may be provided under other Company compensation plans or arrangements, but rather to provide benefits to certain executives who agree to execute a release, non-compete, and non-solicitation agreement with the Company upon non-cause based terminations.

For additional information regarding the ESP, including definitions of key terms and benefits, see the section below entitled Potential Payments on Termination or Change in Control.

Change in Control Plan

We have adopted a Change in Control Plan applicable to NEOs as well as other executives of the Company who are specifically designated by our Board of Directors. We determined that this plan was appropriate based on the prevalence of similar plans within the market, as well as the dynamic nature of the business environment in which we operate. We also believe the Change in Control Plan is an appropriate tool to motivate executive officers to exhibit the proper behavior when considering potential business opportunities because defining compensation and benefits payable under various merger and acquisition scenarios enable the NEOs to set aside personal financial and career objectives and focus on maximizing stockholder value. Furthermore, the Change in Control Plan encourages continuity of the leadership team through the completion of the change in control because the plan does not provide any benefits as the result of an NEO’s voluntary termination of employment.

Additional information regarding the Change in Control Plan, including definitions of key terms and a quantification of benefits that would be received assuming a triggering event on December 31, 2021, is set forth below in the Potential Payments on Termination or Change in Control — Payment and Benefit Estimates table.

462022 Proxy StatementWABASH NATIONAL CORPORATION


Compensation Discussion and Analysis

Changes to Compensation Program for 2022

After consulting with Meridian about current executive compensation trends and best practices, the Compensation Committee approved the following changes to our compensation program for 2022:

Consistent with our focus on ESG, the Committee will be able to adjust annual award payments under our MIP upwards or downwards by up to 15%, in the Committee’s sole discretion, based on WNC’s performance with respect to environmental, human capital management, community and safety measures as presented by management and assessed by the Committee.

The PSUs granted in 2022 will continue to be based on relative total shareholder return and return on invested capital measures. However, we will measure ROIC over the full 3-year performance period rather than a 2-year performance period now that the we have better visibility with respect to the impact of the pandemic on our business.

Executive Stock Ownership Guidelines and Insider Trading Policy

In February 2005, we first adoptedOur stock ownership guidelines for our executive officers, including our NEOs. Upon evaluation of prevalent market practices, we revised these guidelines in September 2011.

These guidelines are designed to encourage our executive officers to work towards and maintain a certain equity stake in the Company, and more closely alignwhich aligns their interests with those of other stockholders. Our current stock ownership guidelines provide that each executive is required to hold 65%100% of allthe net number of Company shares received through the Company’s incentive compensation plans, meaning the total number of shares received less the number of shares that would need to be sold, withheld, or tendered to pay withholding taxes and, if applicable, the exercise price of stock options (the “Executive Holding Requirement”) until the executive achieves the target ownership levels set for his/her position. Once a Company executive has achieved his/her stated target ownership level, s/he is no longer required to adhere to the Executive Holding Requirement, unless and until his/her ownership level falls below the target. The target ownership levels are as follows:

 

CEO

CEO

Five (5) times base salary

Executive Vice Presidents

CFO, COO

Three (3) times base salary

Senior Vice Presidents

Other Executive Officers

Two-and-one-half (2 ½)1/2) times base salary

For purposes of calculating target ownership levels, the following types of Company shares are counted: stock owned by the executive;executive (including through retirement plans); vested and unvested restricted stock and restricted stock units; and performance sharesstock units deemed earned, but not yet vested. Company executives are required to comply with the guidelines and the Executive Holding Requirement immediately upon hire or promotion. However, executives may forfeit shares to pay taxes upon vesting of shares and/orpromotion and the exercise price upon stock option exercise. The Compensation Committee reviews compliance with the guidelines on a periodic basis; asbasis. As of December 31, 2015,2021, all of our NEOs were in compliance.compliance with the guidelines, either because each NEO had met his or her target ownership level or because he or she was adhering to the Executive Holding Requirement.

Under our Insider Trading Policy and Anti-Hedging Rules

We maintain an Insider Trading Policy that applies to all our employees, including our NEOs, and directors, which prohibits them from trading in our securities at times when they have material, non-public information about our Company’s affairs. Our Insider Trading Policy also includes anti-hedging rules, which prohibits certain executive officers, including our NEOs, are prohibitedand other employees from engaging in:in, directly or indirectly:

selling short our Common Stock;

pledging of Company securities and/or holding Company securities in margin accounts; and

transactions in derivative securities (including put and call options), zero-cost collars, equity swaps, exchange funds and forward sale contracts, or any other hedging and/or offsetting transactions regarding our Common Stock that allow the holder to limit or eliminate the risk of a decrease in the value of the Company’s securities.

·selling short our Common Stock,
·pledging of Company securities and/or holding Company securities in margin accounts; and
WABASH NATIONAL CORPORATION·hedging and/or offsetting transactions regarding our Common Stock.2022 Proxy Statement47

 

Deductibility Cap on Executive Compensation


Under Section 162(m) of the Code,Compensation Discussion and applicable Treasury regulations, no tax deduction is allowed for annual compensation in excess of $1,000,000 to the CEO and the three other most highly compensated officers other than the CFO. However, performance-based compensation, as defined in the Code, is fully deductible if the programs, among other requirements, are: (1) approved by stockholders, (2) the compensation is payable only upon attainment of pre-established, objective performance goals, and (3) the board committee that establishes such goals consists only of “outside directors” as defined for purposes of Section 162(m).

The Committee strives to provide NEOs with compensation programs that will preserve the tax deductibility of compensation paid by Wabash National, to the extent reasonably practicable and to the extent consistent with Wabash National’s other compensation objectives. For 2015, all of the members of the Compensation Committee qualified as “outside directors,” as defined for purposes of Section 162(m). The Committee believes, however, that stockholders interests are best served by not restricting the Committee’s discretion and flexibility in structuring compensation programs, even though such programs may result in certain non-deductible compensation expenses. With the exception of approximately $503,570 of non-performance-based compensation paid to Mr. Giromini in 2015, all other 2015 executive compensation (other than the CFO’s) was fully deductible. As described in detail on page 30 underLTI Award Mix, the Compensation Committee took steps in 2014 and 2015 to qualify a greater amount of our CEO’s compensation as deductible in the future by establishing an Operating Income performance metric that the Company must first meet prior to our CEO receiving annual grants of RSUs.

- 33 -

Indirect Compensation ElementsAnalysis

 

The following sections describeis a list of the specific employees that are covered by the anti-hedging rules in our Insider Trading Policy: (1) all directors and executive officers as defined under Section 16 of the Exchange Act, (2) all direct reports to our CEO, (3) all Directors of Finance for each indirect compensation element. It is intended that this information be readof our business segments, (4) all Group Presidents and/or General Managers of our financial reporting segments, (5) all Financial Reporting Department employees, (6) all Tax and Treasury Department employees, (7) all employees regularly and routinely involved in conjunction with the information provided in the tables that follow this CD&A.

Perquisites

We offer our NEOs various perquisites that the Committee believes are reasonable to remain competitive. These perquisites constitute a small percentage of total compensation. The Committee conducts an annual review of perquisites offeredcorporate-wide business development and/or mergers and acquisitions activities and reviews, and (8) all executive assistants to the NEOs as part of the Committee’s overall NEO compensation review process. For more information on these perquisitesCEO, CFO, General Counsel and to whom they are provided, seefootnote4 to theSummary Compensation Table.certain other senior officers and managers. In addition, the Company may deem additional persons to be temporarily subject to the items listed in the aforementioned footnote, NEOs, as well as other Company employees, are also provided access to general financial planning services and Wabash National-sponsored seats at a local sporting venue for personal use when not occupied for business purposes, both at no incremental cost to the Company.

Retirement Benefits

Retirement Benefit Plan

The Company has adopted a Retirement Benefit Plan that is also applicable to our NEOs. The purpose of the plan is to clearly define benefits that are provided to qualified associates who retire from the workforce after service to the Company. Additional information regarding this Plan, including definitions of key terms and a quantification of retirement benefits, is set forth below in the section entitledPotential Payments on Termination or Change-in-Control.

Tax-qualified Defined Contribution Plan

We maintain a tax-qualified defined contribution plan in the form of a traditional 401(k) plan with a Roth 401(k) option, either of which is available to a majority of the Company’s associates, including the NEOs. The Company matches dollar-for-dollar the first 3% of compensation an associate places into these plans, and matches one-half of the next 2% contributed by the associate to the plan, up to federal limits. Any annual Company matches are reported under the “All Other Compensation” column, and relatedfootnote4, of theSummary Compensation Table.

Deferred Compensation Benefits

We maintain a non-qualified, unfunded deferred compensation plan that allows our directors and eligible highly-compensated associates, including the NEOs, to voluntarily elect to defer certain forms of compensation prior to the compensation being earned and vested. We make the non-qualified plan available to our highly-compensated associates as a financial planning tool and as an additional method to save for retirement. Executive officers do not receive preferential earnings on their deferred compensation. As a result, we do not view earnings received on contributions to the deferred compensation plan as providing executives with additional compensation. All deferred compensation benefits are designed to attract, retain, and motivate associates. Such deferred compensation benefits are commonly offered by companies with whom we compete for talent.

The Company matches dollar-for-dollar the first 3% of compensation an associate places into the non-qualified deferred compensation plan, and matches one-half of the next 2% the associate contributes to the plan. Any annual Company matches are reported under the “All Other Compensation” column, and relatedfootnote4, of theSummary Compensation Table.

Participants in the Deferred Compensation Plan are general creditors of the Company. See theNon-Qualified Deferred CompensationTablebelow for additional information.

Potential Payments Upon Change-in-Control and Other Potential Post-Employment Payments

Associate Severance Plan

We have adopted an Associate Severance Plan that provides for severance benefits for all of our associates, including our NEOs, in the event we terminate their employment without cause. For additional information regarding this Plan, including a quantification of severance benefits that would be received assuming termination of eligible NEOs on December 31, 2015, see the section entitledPotential Payments on Termination or Change in Control,and the accompanying table.

Executive Severance Plan

On December 9, 2015, the Company adopted the Wabash National Corporation Executive Severance Plan (the “ESP”). The ESP was effective as of January 1, 2016 and was adopted to provide enhanced severance protections to certain executives who are designated by the Compensation Committee as eligible to participate in the ESP, including all of the NEOs. The ESP is not intended to duplicate any benefits that may be provided under other Company compensation plans or arrangements, but rather to provide enhanced benefits to certain executives who agree to execute a release, non-compete, and non-solicitation agreement with the Company upon termination.While the ESP was not in effect in 2015, it became available to certain designated executives, including the NEOs, beginning in 2016.

- 34 -

For additional information regarding the ESP, including definitions of key terms and benefits, see the section entitledPotential Payments on Termination or Change in Control.However, since the ESP was not in effect in 2015, a quantification of severance benefits under the ESP is not included in thePotential Payments on Termination or Change in Control – Payment and Benefit Estimatestable.

Other Severance and Change-in-Control Agreements

In 2015, we did not have individual employment or severance agreements with any of our NEOs, other than an employment agreement with Mr. Giromini, which automatically renews on an annual basis unless either the Board or Mr. Giromini chooses not to renew it. Mr. Giromini’s agreement provides for payments and other benefits if his employment terminatesanti-hedging rules based upon certain qualifying events, such as termination “without cause”activities or leaving employment for “good reason.” The Board believed these terms, which were originally negotiated when Mr. Giromini was initially hiredcircumstances in 2002, were necessary to hire Mr. Giromini and were consistent with industry practice. In deciding to renew Mr. Giromini’s contract in 2015,its discretion.

Compensation Risk Assessment

After reviewing the results of the study conducted by management of company-wide incentive programs, the Board determinedof Directors has concluded that such terms remained consistent with industry practice. For more informationthe Company’s compensation policies and practices are not reasonably likely to have a material adverse effect on Mr. Giromini’s employment agreement, see pages 48-49.the Company, due in part to the following reasons:

 

We have adopted a change-in-control plan applicable to NEOs, as well as other executives of the Company, as specifically designated by our Board of Directors. We determined that this plan was appropriateperformance metrics for determining short-term incentive awards are based on publicly reported metrics and, therefore, are not easily susceptible to manipulation;

the prevalencemaximum payouts for short-term incentive awards are capped, thereby reducing the risk that executives might be motivated to pursue excessively high short-term goals to maximize short-term payouts;

the maximum number of similar plans withinlong-term incentive awards that are performance-based are also capped, thereby reducing the market, as well asrisk that executives may be motivated to pursue excessively high performance targets (at the dynamic natureexpense of long-term strategic growth) to maximize the business environment in which we operate. We also believe number of performance-based awards received; and

the change-in-control plan, similarCompany’s stock ownership guidelines incentivize our executives to the severance provisions of Mr. Giromini’s employment agreement, is an appropriate tool to motivate executive officers to exhibit the proper behavior when considering potential business opportunities. By defining compensation and benefits payable under various merger and acquisition scenarios, change-in-control agreements enable the NEOs to set aside personal financial and career objectives and focus on maximizing stockholder value. These agreements help to minimize distractions such as the officer’s concern about what may happen to his or her position, and help to keep the officer focused on the Company’s and its stockholders’ best interests in analyzing opportunities that may arise. Furthermore, they ensure continuity of the leadership team at a time when business continuity is of paramount concern. Under the terms of his employment agreement as amended in December 2010, and renewed most recently in 2015, Mr. Giromini is entitled to receive the greater of the benefits pursuant to our change-in-control plan or his employment agreement, but not both.long-term, sustainable growth.

 

Additional information regarding these provisions, including a definition of key terms and a quantification of benefits that would be received assuming a triggering event on December 31, 2015, is set forth below in thePotential Payments on Termination or Change in Control – Payment and Benefit Estimates table.

482022 Proxy StatementWABASH NATIONAL CORPORATION

 

Executive Life Insurance Program

Pursuant to the terms of his employment agreement, we maintain a life insurance policy on Mr. Giromini. We have purchased and maintain this policy but provide Mr. Giromini with an interest in the death benefit. Mr. Giromini is responsible for taxes on the income imputed in connection with this agreement under Internal Revenue Service rules. Upon termination of employment, the life insurance policy will be assigned to Mr. Giromini or his beneficiary. This was a negotiated benefit entered into when Mr. Giromini began employment with the Company.


- 35 -

Compensation Committee Report

Compensation Committee Report

 

The Compensation Committee reviewed and discussed with management the Compensation Discussion and Analysis set forth in this Proxy Statement. Based on the review and discussion, the Compensation Committee recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this Proxy Statement and in the Wabash National Corporation Annual Report on Form 10-K for the fiscal year ended December 31, 20152021 (including through incorporation by reference to this Proxy Statement).

COMPENSATION COMMITTEE

Scott K. Sorensen, Chair

Larry J. Magee

Ann D. Murtlow

 

COMPENSATION COMMITTEE
WABASH NATIONAL CORPORATION 
2022 Proxy Statement Martin C. Jischke
James D. Kelly
John E. Kunz
Larry J. Magee
Ann D. Murtlow
Scott K. Sorensen49

 

Compensation Committee Interlocks and Insider Participation

The Compensation Committee of the Board of Directors in 2015 consisted of Dr. Jischke, Mrs. Murtlow and Messrs. Kelly, Kunz, Magee and Sorensen. None of these individuals is currently, or has ever been, an officer or associate of Wabash National or any of our subsidiaries. In addition, during 2015, none of our executive officers served as a member of a board of directors or on the compensation committee of any other entity that had an executive officer serving on our Board of Directors or on our Compensation Committee.


- 36 -

Executive Compensation Tables

Executive Compensation Tables

 

In this section, we provide tabular and narrative information regarding the compensation of our NEOs for the fiscal year ended December 31, 2015.2021.

Summary Compensation Table

for the Year Ended December 31, 2015

2021

The following table summarizes the compensation of the NEOs for the year ended December 31, 20152021 and for the years ended December 31, 20142020 and 2013. The NEOs are the Company’s Chief Executive Officer, Chief Financial Officer, and the three other most highly compensated executive officers in 2015 as determined by calculating total compensation pursuant to the table below.2019.

 

          Non-Equity             
          Incentive Plan  Stock  Option  All Other    
    Salary  Bonus  Compensation  Awards  Awards  Compensation  Total 
Name and Principal Position Year (1)  (2)  (3)  (4)  (4)  (5)  ($) 
RICHARD J. GIROMINI 2015 $857,808     $1,715,616  $1,944,163  $412,776  $192,624  $5,122,987 
President, 2014 $797,442     $1,052,624  $1,500,825  $336,686  $166,634  $3,854,210 
Chief Executive Officer 2013 $699,346     $1,118,954  $1,023,105  $445,590  $156,655  $3,443,650 
                               
JEFFERY L. TAYLOR 2015 $334,712     $435,125  $472,981  $100,372  $43,162  $1,386,352 
Senior Vice President - 2014 $273,654     $198,673  $439,981  $68,138  $39,476  $1,016,821 
Chief Financial Officer 2013 $209,523     $136,888  $65,058  $28,321  $40,423  $480,213 
                               
ERIN J. ROTH 2015 $346,135     $415,362  $368,646  $78,322  $25,302  $1,233,767 
Senior Vice President - 2014 $319,192     $231,734  $303,681  $68,138  $25,233  $947,977 
General Counsel & Secretary 2013 $288,116     $230,492  $226,888  $98,816  $22,771  $867,083 
                               
MARK J. WEBER 2015 $387,673     $415,780  $472,981  $100,372  $47,471  $1,424,277 
Senior Vice President, Group President 2014 $364,596     $260,686  $424,513  $95,243  $46,709  $1,191,748 
- Diversified Products 2013 $337,385     $323,889  $251,225  $109,421  $43,721  $1,065,641 
                               
BRENT L. YEAGY 2015 $387,058     $503,175  $472,981  $100,372  $46,091  $1,509,677 
Senior Vice President, Group President 2014 $343,788     $277,953  $303,681  $68,138  $43,230  $1,036,790 
- Commercial Trailer Products 2013 $285,173     $166,707  $171,508  $74,663  $36,673  $734,724 
NAME AND
PRINCIPAL POSITION
 YEAR SALARY BONUS STOCK
AWARDS (1)
 NON-EQUITY
INCENTIVE PLAN
COMPENSATION (2)
 ALL OTHER
COMPENSATION (3)
 TOTAL

Brent L. Yeagy

President, Chief
Executive Officer,
Director

  

 

2021

  

$

938,461

  

$

  

$

3,500,453

 

  

$

107,350

  

$

59,716

  

$

4,605,980

 

  

 

2020

  

$

805,385

  

$

  

$

2,988,258

  

$

540,000

  

$

71,008

  

$

4,404,651

  

 

2019

  

$

840,000

  

$

  

$

2,655,572

  

$

820,285

  

$

78,709

  

$

4,394,566

Michael N. Pettit

Senior Vice President
and Chief Financial
Officer

  

 

2021

  

$

416,923

  

$

  

$

877,808

 

  

$

33,618

  

$

35,322

  

$

1,363,671

 

  

 

2020

  

$

359,500

  

$

  

$

854,535

  

$

163,800

  

$

37,414

  

$

1,415,249

  

 

2019

  

$

325,000

  

$

  

$

408,544

  

$

206,292

  

$

34,211

  

$

974,047

Dustin T. Smith

Senior Vice President,
Chief Strategy Officer

 

  

 

2021

  

$

430,385

  

$

  

$

640,858

 

  

$

34,409

  

$

35,636

  

$

1,141,288

 

  

 

2020

  

$

388,154

  

$

  

$

613,373

  

$

174,300

  

$

39,398

  

$

1,215,225

  

 

2019

  

$

375,000

  

$

  

$

547,458

  

$

256,339

  

$

36,558

  

$

1,215,355

Kevin J. Page

Senior Vice President,
Customer Value
Creation

 

  

 

2021

  

$

380,769

  

$

  

$

538,538

 

  

$

30,849

  

$

33,434

  

$

983,590

 

  

 

2020

  

$

322,308

  

$

  

$

471,834

  

$

147,000

  

$

35,426

  

$

976,568

  

 

2019

  

$

290,000

  

$

  

$

398,336

  

$

184,076

  

$

33,063

  

$

905,475

M. Kristin Glazner

Senior Vice President,
General Counsel,
Corporate Secretary,
and Chief Human
Resources Officer

  

 

2021

  

$

391,923

  

$

      —

  

$

625,165

  

$

31,640

  

$

34,002

  

$

1,082,730

  

 

 

2020

 

 

  

$

341,423

  

$

  

$

393,205

  

$

142,350

  

$

28,949

  

$

905,927

 

*All reported values are rounded to the nearest dollar; as a result, the value reported in the “Total” column above may not reflect the sum of all other values reported in this table.

(1)This column includes base salary earnings for each NEO, as well as amounts deferred by the NEOs under the Company’s Non-Qualified Deferred Compensation Plan. For salary amounts deferred in 2015, see the first column of theNon-Qualified Deferred Compensationtable on page 44.

(2)Our annual bonuses are performance based, not discretionary, and are therefore included as Non-Equity Incentive Plan Compensation in the table above.

(3)For 2015, non-equity incentive plan compensation includes cash awards under the Company’s 2015 STI Plan. Cash awards earned for the performance period ending December 31, 2015 were paid to NEOs in March 2016 unless deferred by the NEO under the Company’s Non-Qualified Deferred Compensation Plan. The following table shows the awards earned under the 2015 STI Plan. All reported values are rounded to the nearest dollar:

2015 STI Plan Awards
Name 

Target Award as

% of Base Salary

Earnings

  

Base Salary

Earnings

  

Actual

Performance as

% of Target

  

Award

Amount

 
Richard J. Giromini  100% $857,808   200% $1,715,616 
Jeffery L. Taylor  65% $334,712   200% $435,125 
Erin J. Roth  60% $346,135   200% $415,362 
Mark J. Weber  65% $387,673   165% $415,780 
Brent L. Yeagy  65% $387,058   200% $503,175 

- 37 -

For additional information on our STI Plan structure in 2015, including plan metrics and performance measurements, see the CD&A relating to our STI Plan on pages 27-29.

(4)Amounts represent the aggregate grant date fair value of grants of RSUs and PSUs made to each NEO during 20152021 under the Company’s 20152021 LTI Plan, as computed in accordance with FASB ASC Topic 718. The values in these columns exclude718, which (1) excludes the effect of estimated forfeitures. Grants in 2015 consisted of restricted stock units (RSUs), non-qualified stock options (NQOs),forfeitures and performance stock units (PSUs) awarded under(2) assumes that the Company’s stockholder-approved 2011 Omnibus Incentive Plan. ForPSUs are earned at Target. The amounts shown for the per-share grant date fair values applicable toPSU awards at the RSUs, PSUs, and NQOsseeGrants of Plan Based Awards table. The following table shows the number of each award granted at “Target” performance levels underare as follows: Mr. Yeagy – $1,875,451; Mr. Pettit – $470,306; Mr. Smith – 343,355; Mr. Page – $288,543; and Ms. Glazner – $245,267. If the 2015 LTI Plan:Company achieves “Maximum” performance levels for both PSU performance metrics, then the value of the PSUs would be as follows: Mr. Yeagy – $3,350,004; Mr. Pettit – $815,004; Mr. Smith – $595,007; Mr. Page – $500,024; and Ms. Glazner – $425,029. Further information regarding the valuation of equity awards can be found in Note 15 to our Consolidated Financial Statements in our Annual Report on Form 10-K for the year ended December 31, 2021.

 

2015 LTI Plan Awards
Name 

RSUs

(#)

  

NQOs

(#)

  

PSUs

(#)

 
Richard J. Giromini  44,930   46,800   74,890 
Jeffery L. Taylor  10,930   11,380   18,220 
Erin J. Roth  8,520   8,880   14,200 
Mark J. Weber  10,930   11,380   18,220 
Brent L. Yeagy  10,930   11,380   18,220 
(2)

Represents amounts paid pursuant to our MIP Plan.

 

As discussed in the CD&A, the PSUs reported above have not yet been earned by the NEO’s and will be earned only upon achievement of the Committee-approved performance metrics during the three-year performance period. (See pp. [ ]). The PSUs reported above represent the “Target” payout level of PSUs; at “Maximum” payout level, assuming the Company achieves “Maximum” performance levels for both LTI performance metrics, the payout of PSUs would be 200% of “Target,” with award payouts to each of the NEOs as follows: Mr. Giromini – 149,780, with a grant date fair value of $2,615,908; Mr. Taylor – 36,440, with a grant date fair value of $636,425; Ms. Roth – 28,400, with a grant date fair value of $496,006; Mr. Weber – 36,440, with a grant date fair value of $636,425; and Mr. Yeagy – 36,440, with a grant date fair value of $636,425. All reported grant date fair values are rounded to the nearest dollar.

For additional information on our LTI Plan structure in 2015, including plan metrics and performance measurements, see the CD&A relating to our LTI Plan on pages 29-32. All awards granted to the NEOs during 2015 are subject to the revised stock ownership guidelines adopted by the Board in 2011. RSUs will vest in full three years after the grant date. NQOs vest ratably over the three years following the grant date. Earned PSUs will vest three years after the grant date, providing each participant with one share of the Company’s common stock for each vested PSU.

Further information regarding the valuation of equity awards can be found in Note 8 to our Consolidated Financial Statements in our Annual Report on Form 10-K for the year ended December 31, 2015. We caution that the amounts reported in the table for equity awards and, therefore, total NEO compensation may not represent the amounts that the NEOs will actually realize from the awards. Whether, and to what extent, an NEO realizes value will depend on a number of factors, including our performance and stock price. For example, the value that would have been expensed in 2015 relating to certain NEO stock awards if our share price at the respective stock grant dates was $11.83 (the closing share price on December 31, 2015) differs from the values set forth above due to the general fluctuations of the Company’s share price between December 31, 2013 and December 31, 2015.

 

(5)The following table provides details about each component of the “All Other Compensation” column. All reported values are rounded to the nearest dollar.
502022 Proxy StatementWABASH NATIONAL CORPORATION


Executive Compensation Tables

(3)

Amounts in this column consist of: (i) payments with respect to our 401(k) and non-qualified deferred compensation plans; (ii) payments with respect to term life insurance for the benefit of the respective NEO; (iii) payments with respect to the Executive Life Insurance Plan; and (iv) miscellaneous compensation or perquisites.following amounts:

 

For 2015, the amount reported in “Misc Perquisites” for Mr. Giromini includes $69,607 in payments with respect to the Executive Life Insurance Plan.

- 38 -

Name 

Company Contributions to

Defined Contribution Plans

(a)

  

Misc

Perquisites

(b)

  

Total All

Other

Compensation

 
Richard J. Giromini $114,184  $78,440  $192,624 
Jeffery L. Taylor $41,546  $1,616  $43,162 
Erin J. Roth $24,445  $857  $25,302 
Mark J. Weber $43,010  $4,461  $47,471 
Brent L. Yeagy $42,902  $3,189  $46,091 

NAME

  

COMPANY
CONTRIBUTIONS
TO DEFINED
CONTRIBUTION
PLANS

(a)

  

EXECUTIVE
PHYSICAL

(b)

  OTHER
(c)
  TOTAL ALL OTHER
COMPENSATION

Brent L. Yeagy

   

$

53,433

   

$

4,864

   

$

1,420

   

$

59,716

Michael N. Pettit

   

$

29,904

   

$

4,855

   

$

563

   

$

35,322

Dustin T. Smith

   

$

30,192

   

$

4,857

   

$

587

   

$

35,636

Kevin J. Page

   

$

28,065

   

$

4,857

   

$

512

   

$

33,434

Kristin M. Glazner

   

$

28,542

   

$

4,962

   

$

498

   

$

34,002

 

(a)

Includes Company contributions to defined contribution plans include Company “matches” against cash compensation (salary or bonus)matches of amounts deferred by an NEO into the Company’s 401(k) and non-qualified deferred compensation plans. See

(b)

Includes a tax gross up on the CD&Areimbursement of the executive physical for the following amounts: Mr. Yeagy – $864; Mr. Pettit – $855; Mr. Smith – $857; Mr. Page – $857; Ms. Glazner – $962.

(c)

Due to a clerical error, the Company under-withheld taxes on the Company match underDeferred Compensation Benefits andRetirement Benefits on pages 34-35, as well as the Non-Qualified Deferred Compensation table on pg. 45, for additional information regarding the Company’snonqualified deferred compensation match programs.

(b)Miscellaneous perquisites include: amountsplan. Once found, the Company corrected the error by paying the additional tax on the executives’ behalf. The total amount in this column represents the additional tax that was paid with respect to long-term disability insurance and term life insuranceby the Company for the benefiteach of the respective NEO, including the Executive Life Insurance Plan for Mr. Giromini; executive physicals and health club discounts; credit monitoring services; Company matching contributions to health savings accounts; and, as applicable, tax gross ups associated with such benefits.executives.

 

WABASH NATIONAL CORPORATION2022 Proxy Statement51


Executive Compensation Tables

Grants of Plan-Based Awards

for the Year Ended December 31, 20152021

The following table summarizes the awards we made under our MIP Plan and LTI Plan to our NEOs in 2021.

 

                 All Other  All Other       
           Stock  Option     Grant 
     Estimated Possible Payouts  Estimated Possible Payouts  Awards:  Awards:     Date Fair 
     Under Non-Equity Incentive  Under Equity Incentive  Number of  Number of  Exercise  Value of 
     Plan Awards
(2)
  Plan Awards
(3)
  Shares of
Stock or
  Securities
Underlying
  or Base
Price of
   Stock and
Option
 
  Grant
Date
  Threshold
($)
  Target
($)
  Maximum
($)
  Threshold
(#)
  Target
(#)
  Maximum
(#)
  

Units

(4)

  

Options

(5)

  

Option
Awards

  

Awards

(6)

 
Name (1)  (50)%  (100)%  (200%)  (50)%  (100)%  (200%)  (#)  (#)  ($/Sh)  ($) 
Richard J. Giromini  2/17/15  $428,904  $857,808  $1,715,616                      
   2/17/15            37,445   74,890   149,780           $1,307,954 
   2/17/15                     44,930        $636,209 
   2/17/15                        46,800  $14.16  $412,776 
Jeffery L. Taylor  2/17/15  $108,781  $217,562  $435,125                      
   2/17/15            9,110   18,220   36,440           $318,212 
   2/17/15                     10,930        $154,769 
   2/17/15                        11,380  $14.16  $100,372 
Erin J. Roth  2/17/15  $103,840  $207,681  $415,362                      
   2/17/15            7,100   14,200   28,400           $248,003 
   2/17/15                     8,520        $120,643 
   2/17/15                        8,880  $14.16  $78,322 
Mark J. Weber  2/17/15  $125,994  $251,988  $503,975                      
   2/17/15            9,110   18,220   36,440           $318,212 
   2/17/15                     10,930        $154,769 
   2/17/15                        11,380  $14.16  $100,372 
Brent L. Yeagy  2/17/15  $125,794  $251,588  $503,175                      
   2/17/15            9,110   18,220   36,440           $318,212 
   2/17/15                     10,930        $154,769 
   2/17/15                        11,380  $14.16  $100,372 

- 39 -

     

 

ESTIMATED POSSIBLE PAYOUTS
UNDER NON-
EQUITY INCENTIVE PLAN AWARDS

(1)

     

 

ESTIMATED FUTURE PAYOUTS
UNDER EQUITY INCENTIVE

PLAN AWARDS

(2)

  

ALL OTHER
STOCK
AWARDS:
NUMBER OF
SHARES OF
STOCK
OR UNITS
(3)

(#)

  

GRANT
DATE
FAIR VALUE
OF
STOCK AND
OPTION
AWARDS (4)

($)

 

NAME

 GRANT
DATE
(1)
  

THRESHOLD
($)

(35%)

  

TARGET
($)

(100%)

  

MAXIMUM
($)

(200%)

      

THRESHOLD
(#)

(50%)

  

TARGET
(#)

(100%)

  

MAXIMUM
(#)

(200%)

 

Brent L. Yeagy

  

 

 

 

 

 

 $332,500  $950,000    $1,900,000   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  48,537   97,073   194,146   

 

 

 

 

 

 $1,875,451 
 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  97,073  $1,625,002 

Michael N. Pettit

  

 

 

 

 

 

 $104,125  $297,500    $595,000   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  12,172   24,343   48,686   

 

 

 

 

 

 $470,306 
 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  24,343  $407,502 

Dustin T. Smith

  

 

 

 

 

 

 $106,575  $304,500    $609,000   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  8,886   17,772   35,544   

 

 

 

 

 

 $343,355 
 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  17,772  $297,503 

Kevin J. Page

  

 

 

 

 

 

 $95,550  $273,000    $546,000   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  7,468   14,935   29,870   

 

 

 

 

 

 $288,543 
 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  14,934  $249,995 

M. Kristin Glazner

  

 

 

 

 

 

 $98,000  $280,000    $560,000   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  6,348   12,695   25,390   

 

 

 

 

 

 $245,267 
 

 

  2/18/2021   

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  

 

 

 

 

 

  22,694  $379,898 

 

(1)As discussed under “LTI Grant Practices” in the CD&A above, the grant date of equity awards is set by our Board of Directors with a date that is generally the date the awards are approved by the Compensation Committee.

(2)These columns show the range ofpotential cash payouts targeted for 2015 performance under our STI2021 MIP Plan as described in the section titled “Short-Term Incentive Plan” in the CD&A. In February 2015,The amount shown as the Compensation Committee recommended, and our Board of Directors approved, STI Plan awards for all eligible associates, including awards to“threshold” payout assumes both performance goals under the NEOs (for a detailed description of2021 MIP were achieved at the awards,seepages 27-29 in the CD&A and footnote 2 to theSummary Compensation Table).threshold level, though actual payouts could be less.

 

(2)(3)

Represents the potential payout range of PSUs granted in 20152021 pursuant to the 20112017 Omnibus Incentive Plan. As set forth in the chart below, the number of PSUs actually earned by each NEO will be dependent upon meeting Company financial performance targets over a three-year performance period, as established in the Company’s 2015 LTI Plan. Under the Company’s 2015 LTI Plan, the Committee established two performance metrics – Relative Total Shareholder Return (“RTSR”) and Cumulative EBITDA Performance; these metrics are independent of the other in calculating whether LTI Plan participants will earn the PSUs, with each metric weighted at 50% of the total LTI Award. No PSUs will be awarded unless the Company meets the “Threshold” achievement level on at least one of these metrics at the end of the three-year performance period. The maximum number of PSUs each NEO could earn, assuming the Company achieves the established “Maximum” performance level on each of the performance metrics, is listed in the “Maximum Achievement Level” column. For a detailed description of the awards and the PSUs the NEOs will earn as a result of Company achievement against each of the performance metrics described above,see pages 29-32 in the CD&A, underLong-Term Incentive Plan.

 

Each earned PSU will vest in full on the three-year anniversary of the date of grant, which was February 17, 2015. Upon vesting, the recipient is entitled to receive one share of the Company’s Common Stock for each fully vested PSU. Dividends are not paid or accrued on the PSU awards.

  

Grant at Threshold Achievement
Level of Each Performance Metric

(#)

  

Grant at Target Achievement Level
of Each Performance Metric

(#)

  

Grant at Maximum Achievement
Level of Each Performance Metric

(#)

 
Name Relative Total
Shareholder
Return
  Cumulative
EBITDA
Performance
  Relative Total
Shareholder
Return
  Cumulative
EBITDA
Performance
  Relative Total
Shareholder
Return
  Cumulative
EBITDA
Performance
 
Richard J. Giromini  18,722   18,723   37,445   37,445   74,890   74,890 
Jeffery L. Taylor  4,555   4,555   9,110   9,110   18,220   18,220 
Erin J. Roth  3,550   3,550   7,100   7,100   14,200   14,200 
Mark J. Weber  4,555   4,555   9,100   9,100   18,220   18,220 
Brent L. Yeagy  4,555   4,555   9,100   9,100   18,220   18,220 

(3)(4)Amounts represent

Represents the number of RSUs granted in 2021 pursuant to the 20112017 Omnibus Incentive Plan. For Ms. Glazner, includes both her regular annual grant and the special one-time grant that is described above under the heading “Long Term Incentive Plan which vest in full– Determining LTI Award Values” that she received to compensate her for taking on the three-year anniversaryadditional role of the date of grant. These awards were granted on February 17, 2015, and upon vesting, the recipient is entitled to receive one share of the Company’s Common Stock for each fully vested RSU. Dividends, when paid, will accrue on RSUs at the same rate as on shares of our Common Stock, but any dividends so declared by the Company will not be paid to holders of RSUs unless and until the RSUs vest to the grantee.General Counsel in 2020 without an increase in pay.

 

(4)(5)Amounts represent NQOs granted pursuant to the 2011 Omnibus Incentive Plan, which vest in three equal installments over the first three anniversaries of the date of grant (February 17, 2015). Dividends are not paid or accrued on the NQO awards.

(6)The amounts shown in this column represent the grant date fair market value of the PSUs RSUs, and NQOs granted on February 17, 2015,RSUs, as determined pursuant to FASB ASC Topic 718, and excludeexcluding the effect of estimated forfeitures. The amount reported for the PSUs represents the grant date fair market value ofassuming the PSUs at “Target.” For PSUs, the fair value for one-half of the award (the portion of the award requiring achievement of established Cumulative EBITDA Performance metrics) was the market value of the underlying stock on the grant date (which was $14.16 – the same as the exercise price for the awarded NQOs); the fair value for the other half of the PSU award (the portion of the award requiring achievement of established RTSR metrics, which is a market-based metric) was $20.77, which was calculated using a Monte Carlo pricing model used to value market-based metrics. For RSUs, the fair value on the grant date was $14.16, which was the market value of the underlying stock on the dates of grant. For the NQOs, the fair value on the grant date was $8.82, which was calculated using a binomial option pricing model.target performance goals were met.

 

Narrative to Summary

522022 Proxy StatementWABASH NATIONAL CORPORATION


Executive Compensation Table and Grants of Plan-Based Awards TableTables

 

For Mr. Giromini, the amounts disclosed in the tables above are in part a result of the terms of his employment agreement. We have no other employment agreements with our NEOs.

- 40 -

Effective January 1, 2007, the Board appointed Mr. Giromini to serve as Chief Executive Officer and his employment agreement was amended. The following is a description of Mr. Giromini’s employment agreements in effect since 2002. In June 2002, we entered into an employment agreement with Mr. Giromini to serve as Chief Operating Officer effective July 15, 2002 through July 15, 2003. Mr. Giromini’s initial base salary was $325,000 per year, subject to annual adjustments. On January 1, 2007, in connection with Mr. Giromini becoming our Chief Executive Officer, we entered into an amendment to his employment agreement to provide that Mr. Giromini’s title and duties would be those of the President and Chief Executive Officer. The amendment provided that Mr. Giromini would receive an annual base salary of not less than $620,000, with eligibility for an annual incentive bonus targeted at 80% of his base salary, which was increased by the Compensation Committee in February 2010 to 100% of his base salary. The actual annual incentive bonus for Mr. Giromini may range from 0% to 200% of base salary and is determined at the discretion of the Compensation Committee on an annual basis, based upon Company and individual performance criteria set by the Committee each year. In addition, Mr. Giromini is entitled to payment of an additional sum to enable him to participate in an executive life insurance program. Effective December 31, 2010, we entered into an amendment to his employment agreement for purposes of clarifying language in connection with Section 409A of Code.

The term of Mr. Giromini’s employment agreement is one year, but it automatically renews for an additional year unless either the Board or Mr. Giromini chooses not to renew the agreement by providing notice to the other party not less than 60 days prior to the end of the then current term. As such, at least 60 days prior to the end of the one-year term, the Compensation Committee evaluates the agreement and Mr. Giromini’s performance to determine if the agreement should renew for another one-year term. Mr. Giromini’s agreement provides for payments and other benefits if his employment terminates based upon certain qualifying events, such as termination “without cause” or leaving employment for “good reason.” The Board believed these terms, which were originally negotiated when Mr. Giromini was initially hired in 2002, were necessary to hire Mr. Giromini and were consistent with industry practice at that time. In deciding to allow Mr. Giromini’s contract to renew in 2015, the Board determined that such terms remained consistent with industry practice. A description of the termination provisions, whether or not following a change-in-control, and a quantification of benefits that would be received by Mr. Giromini can be found under the heading“Potential Payments upon Termination or Change-in-Control.

Outstanding Equity Awards at Fiscal Year-End

as of December 31, 20152021

The following table summarizes all equity awards that were granted in 2021 and prior years that remain outstanding as of December 31, 2021.

 

    Option Awards  Stock Awards 
Name Grant
Date
 

Number of

Securities

Underlying

Unexercised

Options

Exercisable

(#)

  

(1)

Number of

Securities

Underlying

Unexercised

Options

Unexercisable

(#)

  

Option

Exercise

Price

($)

  

(2)

Market

Value of

Unexercised

Options

($)

  

Option

Expiration

Date

 

Number of

Shares or

Units of

Stock that

Have Not

Yet Vested

(#)

  

(2)

Market

Value of

Shares of

Stock That

Have Not

Vested

($)

  

Equity

Incentive

Plan

Awards:

Number of

Unearned

Shares,

Units or

Other

Rights That
Have Not
Vested

(#)

  

(2)

Equity

Incentive Plan
Awards:

Market or

Payout Value

of Unearned

Shares, Units

or Other

Rights That

Have Not

Vested

($)

 
Richard J. Giromini 5/18/2006  24,710      16.81     5/18/2016            
  5/24/2007  90,000      14.19     5/24/2017            
  2/6/2008  58,300      8.57  $190,058  2/6/2018            
  2/23/2011  96,051      10.21  $155,603  2/23/2021            
  2/23/2012  118,230      10.85  $115,865  2/23/2022            
  2/20/2013  48,460   24,230   9.61  $161,372  2/20/2023    45,760(3) $541,341       
  2/20/2013               103,734(4) $1,227,173       
  2/19/2014  13,457   26,913   13.32     2/19/2024    38,750(5) $458,413   64,590(7) $764,100 
  2/17/2015     46,800   14.16     2/17/2025    44,930(6) $531,522   74,890(8) $885,949 
Jeffery L. Taylor 2/20/2013  3,080      9.61  $10,256  2/20/2023     2,910(3) $34,425       
  2/20/2013                  6,596(4) $78,031       
  2/19/2014  2,724   5,446   13.32     2/19/2024     7,840(5) $92,747   13,070(7) $154,618 
  9/16/2014                10,000(9) $118,300       
  2/17/2015     11,380   14.16     2/17/2025   10,930(6) $129,302   18,220(8) $215,543 

NAME

 GRANT
DATE
  NUMBER OF
SECURITIES
UNDERLYING
UNEXERCISED
OPTIONS
EXERCISABLE
(#)
  NUMBER OF
SECURITIES
UNDERLYING
UNEXERCISED
OPTIONS
UNEXERCISABLE
(#)
  OPTION
EXERCISE
PRICE
  OPTION
EXPIRATION
DATE
  

NUMBER OF
SHARES OR
UNITS OF
STOCK
THAT

HAVE NOT
YET
VESTED

(#) (1)

  

MARKET
VALUE OF
SHARES OF
STOCK
THAT

HAVE NOT
VESTED

($) (2)

  

EQUITY
INCENTIVE
PLAN
AWARDS:
NUMBER OF
UNEARNED
SHARES,
UNITS OR
OTHER
RIGHTS
THAT HAVE
NOT
VESTED

(#) (3)

  

EQUITY
INCENTIVE
PLAN
AWARDS:
MARKET OR
PAYOUT
VALUE OF
UNEARNED
SHARES,
UNITS OR
OTHER
RIGHTS
THAT HAVE
NOT YET
VESTED

($) (2)

 

Brent L. Yeagy

 

 

2/19/2014

 

 

 

6,343

 

 

 

 

 

$

13.32

 

 

 

2/19/2024

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2/17/2015

 

 

 

8,835

 

 

 

 

 

$

14.16

 

 

 

2/17/2025

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

331,077

 

 

$

6,462,623

 

 

 

165,858

 

 

$

3,237,548

 

Michael N. Pettit

 

 

2/19/2014

 

 

 

510

 

 

 

 

 

$

13.32

 

 

 

2/19/2024

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2/17/2015

 

 

 

1,500

 

 

 

 

 

$

14.16

 

 

 

2/17/2025

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

72,461

 

 

$

1,414,439

 

 

 

44,013

 

 

$

859,134

 

Dustin T. Smith

 

 

2/19/2014

 

 

 

767

 

 

 

 

 

$

13.32

 

 

 

2/19/2024

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2/17/2015

 

 

 

1,500

 

 

 

 

 

$

14.16

 

 

 

2/17/2025

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

65,931

 

 

$

1,286,973

 

 

 

31,891

 

 

$

622,512

 

Kevin J. Page

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

50,759

 

 

$

990,816

 

 

 

25,796

 

 

$

503,538

 

M. Kristin Glazner

 

 

2/17/2015

 

 

 

750

 

 

 

 

 

$

14.16

 

 

 

2/17/2025

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

47,624

 

 

$

929,620

 

 

 

21,746

 

 

$

424,482

 

 

- 41 -

    Option Awards  Stock Awards 
Name Grant
Date
 

Number of

Securities

Underlying

Unexercised

Options

Exercisable

(#)

  

(1)

Number of

Securities

Underlying

Unexercised

Options

Unexercisable

(#)

  

Option

Exercise

Price

($)

  

(2)

Market

Value of

Unexercised

Options

($)

  

Option

Expiration

Date

 

Number of

Shares or

Units of

Stock that

Have Not

Yet Vested

(#)

  

(2)

Market

Value of

Shares of

Stock That

Have Not

Vested

($)

  

Equity

Incentive

Plan

Awards:

Number of

Unearned

Shares,

Units or

Other

Rights That
Have Not
Vested

(#)

  

(2)

Equity

Incentive Plan
Awards:

Market or

Payout Value

of Unearned

Shares, Units

or Other

Rights That

Have Not

Vested

($)

 
Erin J. Roth 5/24/2007  7,500      14.19     5/24/2017            
  2/6/2008  1,900      8.57  $6,194  2/6/2018            
  2/23/2011  9,000      10.21  $14,580  2/23/2021            
  2/23/2012  12,210      10.85  $11,966  2/23/2022            
  2/20/2013  10,747   5,373   9.61  $35,786  2/20/2023   10,150(3) $120,075       
  2/20/2013                23,001(4) $272,102       
  2/19/2014  2,724   5,446   13.32     2/19/2024     7,840(5) $92,747   13,070(7) $154,618 
  2/17/2015     8,880   14.16     2/17/2025     8,520(6) $100,792   14,200(8) $167,986 
Mark J. Weber 5/18/2006  4,660      16.81     5/18/2016            
  5/24/2007  7,500      14.19     5/24/2017            
  2/6/2008  8,900      8.57  $29,014  2/6/2018            
  2/11/2009  2,452      3.59  $20,204  2/11/2019            
  1/5/2010  6,666      2.06  $65,127  1/5/2020            
  2/23/2011  30,000      10.21  $48,600  2/23/2021            
  2/23/2012  29,030      10.85  $28,449  2/23/2022            
  2/20/2013  11,900   5,950   9.61  $39,627  2/20/2023   11,240(3) $132,969       
  2/20/2013                25,466(4) $301,263       
  2/19/2014  3,807   7,613   13.32     2/19/2024   10,960(5) $129,657   18,270(7) $216,134 
  2/17/2015     11,380   14.16     2/17/2025   10,930(6) $129,302   18,220(8) $215,543 
Brent L. Yeagy 5/18/2006  4,250      16.81     5/18/2016            
  5/24/2007  7,500      14.19     5/24/2017            
  2/6/2008  9,400      8.57  $30,644  2/6/2018            
  2/23/2011  13,578      10.21  $22,011  2/23/2021            
  2/23/2012  19,810      10.85  $19,414  2/23/2022            
  2/20/2013  8,120   4,060   9.61  $27,040  2/20/2023    7,670(3) $90,736       
  2/20/2013               17,391(4) $205,736       
  2/19/2014  2,724   5,446   13.32     2/19/2024    7,840(5) $92,747   13,070(7) $154,618 
  2/17/2015     11,380   14.16     2/17/2025  10,930(6) $129,302   18,220(8) $215,543 

 

(1)The vesting date of each service-based option award that is not otherwise fully vested is listed below by expiration date:

Expiration DateWABASH NATIONAL CORPORATION Vesting Schedule and Date2022 Proxy Statement
2/20/2023 One installment on February 20, 2016.53


Executive Compensation Tables

2/19/2024(1)Two equal installments on February 19, 2016 and 2017.
2/17/2025Three equal installments on February 17, 2016, 2017 and 2018.

This column includes all outstanding RSUs. The vesting dates of these awards are as follows:

 

NAME

VESTING DATENUMBER OF UNITS

Brent L. Yeagy

2/21/2022

142,290

*

2/19/2023

91,714

2/18/2024

97,073

Michael N. Pettit

2/21/2022

21,891

*

2/19/2023

26,227

2/18/2024

24,343

Dustin T. Smith

2/21/2022

29,334

*

2/19/2023

18,825

2/18/2024

17,772

Kevin K. Page

2/21/2022

21,344

*

2/19/2023

14,481

2/18/2024

14,934

M. Kristin Glazner

2/21/2022

12,862

*

2/19/2023

12,068

2/18/2024

22,694

*

Combines the RSUs and earned PSUs that were granted on 2/21/2019

(2)For options, calculated by multiplying any positive difference between the option exercise price and

Market value is equal to the closing price of our Common Stockcommon stock on December 31, 2015, which was $11.83, by2021 (the last trading day of the year) as reported on the NYSE ($19.52 per share), times the number of listed optionsunvested shares.

(3)

The number of PSUs shown in this column reflects the threshold performance level for the 2020 awards and the target performance level for the 2021 awards in accordance with SEC regulations requiring that have not been exercised (vested and unvested). No value is shown for “underwater” options. For restricted stock, RSUs and PSUs, calculated by multiplying the closing price of our Common Stock on December 31, 2015 ($11.83) by the number of listed shares (earned and unearned). All reported numbers have been rounded toPSUs shown be based on achieving threshold performance goals or, if the nearest dollar.

previous fiscal year’s performance has exceeded the threshold, the next higher performance measure (target or maximum) that exceeds the previous fiscal year’s performance. The vesting dates for these awards are as follows:

- 42 -

(3)2013RSU Award.Granted on February 20, 2013. Vested on February 20, 2016.

 

(4)2013PSU Award. Granted on February 20, 2013. The amounts reported above for each NEO reflect the PSUs that were earned by each NEO as of December 31, 2015, which was the end of the three-year performance period, as established by the Committee in the Company’s 2013 LTI Plan. Under the Company’s 2013 LTI Plan, the Committee established two performance metrics – Relative Total Shareholder Return (“RTSR”) and Cumulative EBITDA Performance – for measurement over the three year period. These metrics were independent of the other in calculating whether LTI Plan participants would earn the PSUs, with each metric weighted at 50% of the total LTI Award. As described more fully in the section entitledPayout of PSUs for 2013 to 2015 Performance Cycleon page 32 as of December 31, 2015, the Company performed at the 140% performance level with regard to the RTSR metric, and exceeded the “Maximum” performance level with regard to the Cumulative EBITDA Performance metric (resulting in NEOs earning 200% of the portion of the award tied to that metric). As such, each NEO earned 170% of the targeted number of PSUs granted to them in February 2013. Each earned PSU vested on February 20, 2016, which was three years from the original date of grant. Upon vesting, each NEO received one share of the Company’s Common Stock for each fully vested PSU.

NAME

VESTING DATENUMBER OF UNITS

Brent L. Yeagy

2/19/2023

68,785

2/18/2024

97,073

Michael N. Pettit

2/19/2023

19,670

2/18/2024

24,343

Dustin T. Smith

2/19/2023

14,119

2/18/2024

17,772

Kevin K. Page

2/19/2023

10,861

2/18/2024

14,935

M. Kristin Glazner

2/19/2023

9,051

2/18/2024

12,695

 

(5)2014RSU Award.Granted on February 19, 2014. Vests on February 19, 2017.
542022 Proxy StatementWABASH NATIONAL CORPORATION

 

(6)2015RSU Award.Granted on February 17, 2015. Vests on February 17, 2018.


Executive Compensation Tables

 

(7)2014 PSU Award. Granted on February 19, 2014. The amounts reported above for each NEO reflect the PSUs that would be earned by each NEO at “Target” achievement levels, assuming the Company meets the financial performance targets over a three-year performance period, as established by the Committee in the Company’s 2014 LTI Plan. Under the Company’s 2014 LTI Plan, the Committee established two performance metrics – Relative Total Shareholder Return (“RTSR”) and Cumulative EBITDA Performance; these metrics are independent of the other in calculating whether LTI Plan participants will earn the PSUs, with each metric weighted at 50% of the total LTI Award. No PSUs will be awarded unless the Company meets the “Threshold” achievement level on at least one of these metrics at the end of the three-year performance period. Each earned PSU will vest in full on the three year anniversary of the date of grant. Upon vesting, the recipient is entitled to receive one share of the Company’s Common Stock for each fully vested PSU.

(8)2015 PSU Award. Granted on February 17, 2015. The amounts reported above for each NEO reflect the PSUs that would be earned by each NEO at “Target” achievement levels, assuming the Company meets the financial performance targets over a three-year performance period, as established by the Committee in the Company’s 2015 LTI Plan. Under the Company’s 2015 LTI Plan, the Committee established two performance metrics – Relative Total Shareholder Return (“RTSR”) and Cumulative EBITDA Performance; these metrics are independent of the other in calculating whether LTI Plan participants will earn the PSUs, with each metric weighted at 50% of the total LTI Award. No PSUs will be awarded unless the Company meets the “Threshold” achievement level on at least one of these metrics at the end of the three-year performance period. For a detailed description of the awards and the PSUs the NEO’s would earn as a result of Company achievement against each of the performance metrics described above,see pages 29-32 in the CD&A, underLong-Term Incentive Plan. Each earned PSU will vest in full on the three year anniversary of the date of grant. Upon vesting, the recipient is entitled to receive one share of the Company’s Common Stock for each fully vested PSU.

(9)Award to Mr. Taylor in connection with his appointment as our Senior Vice President – Chief Financial Officer. Granted on September 16, 2014. Vests on September 16, 2017.

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Option Exercises and Stock Vested During 2021

The following table sets forth information concerning the exercise of options and the vesting of stock awards during 20152021 by each of the NEOs:

 

Option Exercises and Stock Vested

  Option Awards  Stock Awards (1) 
  Number of Shares     Number of Shares    
  Acquired on  Value  Realized  Acquired on  Value Realized 
  Exercise  on Exercise  Vesting  on Vesting 
Name (#)  ($)  (#)  ($) 
Richard J. Giromini        40,530(2) $574,310 
           70,935(3) $1,005,149 
Jeffery L. Taylor            
Erin J. Roth        8,990(2) $127,388 
           15,720(3) $222,752 
Mark J. Weber        9,950(2) $140,992 
           17,415(3) $246,771 
Brent L. Yeagy        6,790(2) $96,214 
           11,895(3) $168,552 
   OPTION AWARDS      STOCK AWARDS 

NAME

  

NUMBER OF
SHARES
ACQUIRED ON
EXERCISE

(#)

   

VALUE
REALIZED
ON EXERCISE

($) (1)

       

NUMBER OF
SHARES
ACQUIRED ON
VESTING

(#)

   VALUE
REALIZED
ON VESTING
($) (2)
 

Brent L. Yeagy

   24,182   $185,349   

 

 

 

 

 

   33,689   $565,542 

Michael N. Pettit

          

 

 

 

 

 

   13,856   $237,976 

Dustin T. Smith

          

 

 

 

 

 

   8,821   $150,927 

Kevin K. Page

          

 

 

 

 

 

   6,356   $108,751 

M. Kristin Glazner

          

 

 

 

 

 

   8,403   $149,275 

 

(1)Values are based

Calculated as the number of shares received on exercise multiplied by the closingdifference between the market price of our stock at the time of exercise and the exercise price of the options.

(2)

Calculated as the number of shares vested multiplied by the market price of stock on the date of vesting.

(2)Restricted stock units that vested on February 23, 2015.
(3)Performance units that vested on February 23, 2015.

Eligible highly-compensated associates, including the NEOs, may defer receipt of all or part of their cash compensation (base salary and annual non-equity incentive compensation) under the non-qualified deferred compensation plan. Amounts deferred under this program are invested among the investment funds available under the program from time to time pursuant to the participant’s direction and participants become entitled to the returns on those investments. Under the plan, participants may elect to receive the funds in a lump sum or in up to 10 annual installments following retirement, as well as limited in-service distributions. The deferred compensation plan is unfunded and subject to forfeiture in the event of bankruptcy.

The following table sets forth information concerning NEOs’ contributions and earnings with respect to the Company’s non-qualified deferred compensation plan:

Non-Qualified Deferred Compensation

The table below sets forth, for each NEO, information regarding participation in our non-qualified deferred compensation plan.

 

  Executive  Registrant     Aggregate    
  Contribution in  Contributions in  Aggregate Earnings  Withdrawals /  Aggregate Balance 
  last FY  last FY  in last FY  Distributions  at Last FYE 
Name (1)  (2)  (3)     (4) 
Richard J. Giromini $128,671  $102,937  $(30,919)    $1,248,675 
Jeffery L. Taylor $38,492  $30,793  $(4,103) $22,659  $73,169 
Erin J. Roth $17,307  $13,845  $(6,740)    $109,638 
Mark J. Weber $40,173  $32,138  $(12,681) $31,839  $190,911 
Brent L. Yeagy $69,670  $35,609  $(9,897) $8,413  $629,028 

NAME

  EXECUTIVE
CONTRIBUTION
(IN LAST FY) (1)
   REGISTRANT
CONTRIBUTION
(IN LAST FY) (2)
   AGGREGATE
EARNINGS
(IN LAST FY)
(3)
     AGGREGATE
WITHDRAWALS/DISTRIBUTIONS
   AGGREGATE
BALANCE
(AT LAST
FYE) (4)
 

Brent L. Yeagy

  $52,291   $41,833   $216,490     $97,708   $1,710,709 

Michael N. Pettit

  $114,322   $18,304   $115,258         $655,803 

Dustin T. Smith

  $120,485   $18,592   $216,971         $1,169,366 

Kevin J. Page

  $44,247   $16,465   $21,472         $306,235 

M. Kristin Glazner

  $21,178   $16,942   $27,850         $238,805 

 

(1)

Amounts reflected in this column represent a portion of each NEO’s salary deferred in 2015.2021. It also reflects the portion of the STIMIP award earned in 2015,2021, but not paid until 2016,2022, that each NEO elected to defer. It does not reflect the portion100% of the STI award earned in 2014, but paid in 2015, that each NEO elected to defer. Thesethese amounts are also included in the “Salary” and “Non-Equity Incentive Plan Compensation” columns in theSummary Compensation Table on page 37.Table.

 

(2)Registrant contributions consist

Represents Company matching contributions. 100% of a match against earnings deferred by a participant under the non-qualified deferred compensation plan. The Company fully matches the first 3% of earnings deferred by a participant under the non-qualified deferred compensation plan. In addition, the Company will contribute ½% for each additional percent of deferred earnings contributed by the participant, up to a maximum of 5% total of the participant’s deferred earnings (thus resulting in a maximum of a 4% Company match on a participant’s deferral of 5% of his/her earnings). The amounts in this column represent the Company’s matching contributions during the fiscal year, as well as its match against the portion of the STI award, earned in 2015 but not paid until 2016, each NEO elected to defer. Thesethese amounts are also included in theSummary Compensation Table under the “All Other Compensation” column on page 37.column.

 

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(3)

Amounts reflected in this column include changes in plan values during the last fiscal year, as well as any dividends and interest earned by the plan participant with regard to the investment funds chosen by such participant during the fiscal year. No portion of this amount was reported in the Summary Compensation Table for 2021.

 

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Executive Compensation Tables

(4)The amounts reported in this column do not reflect the executive or registrant contributions associated with the STI awards earned in 2015, but not paid until 2016 (i.e. executive or registrant contributions after the close of the Company’s last fiscal year).

The following represents the extent to which the amounts thatare reported in this aggregate balance column were previously reported as compensation to our NEOs in ourSummary Compensation TablesTable in 2015 andyears prior years:to 2021:

 

Name 

2015

($)

  

Prior
Years

($)

 
Richard J. Giromini  77,203   549,066 
Jeffery L. Taylor  30,124   43,492 
Erin J. Roth  31,152   70,996 
Mark J. Weber  34,890   219,257 
Brent L. Yeagy  34,835   231,052 

NAME

  PRIOR YEARS
($)
 

Brent L. Yeagy

  

$

754,166

 

Michael N. Pettit

  

$

345,042

 

Dustin T. Smith

  

$

223,603

 

Kevin J. Page

  

$

89,912

 

M. Kristin Glazner

  

$

26,581

 

Potential Payments on Termination or Change-in-ControlChange in Control

The section below describes the payments that may be made to NEOs in connection with a change-in-controlchange in control or pursuant to certain termination events in 2015.2021.

Retirement Benefit Plan

The Company has adoptedmaintains a Retirement Benefit Plan that is applicable to all employees, including our NEOs. In 2015, underThe Plan provides that Retirees (as defined below) will receive the Retirement Benefit Plan, “Regular Retirees” and “Early Retirees” were entitled to certainfollowing benefits upon his/his or her date of retirement. A “Regular Retiree” was defined as an executive attaining at least 65 years of age or older entering the tenth year of Company service, and an “Early Retiree” was defined as an executive attaining at least 55 years of age and entering the fifth year of Company service. Together, Regular Retirees and Early Retirees are referred to as “Retirees”.retirement:

 

The plan provided that all Retiree awards continue to vest, as scheduled, in the calendar year of retirement. Early Retirees had three years from their retirement dateability to exercise vested stock options but not more than 10 years fromthrough the original date10th anniversary of grant. Regular Retirees had 10 years from the original grant date to exercise options. Retirees who were eligible to receive, and had received, PSUs and RSUs, which typically vest in full three years after the grant date, receiveddate;

ability to earn a prorated awardpro-rata portion of any outstanding PSUs based on the Retiree’s periodportion of participation (but, in the case of PSUs, only once the performance metricsperiod that the Retiree was employed, to earn such awards have been satisfied). Inbe paid at the event of death and disability, as defined in each outstanding equity award agreement, outstanding and equity awards vested in a manner consistent with vesting provisions applicable to Early Retirees.

Regardlessend of the effective dateperformance period based on actual performance;

full vesting of all RSUs granted more than twelve (12) months prior to the Retiree’s retirement Retirees were entitled to date;

payment of all eligible and unused vacation pay, payable under and calculated pursuant to state law and Company policy, which accrued inpay;

prorated MIP award payout for the year of retirement. Retirees were also eligible to receive a prorated incentive in lieu of bonus, if a short-term incentive was otherwise paid to eligible associates, the year following retirement. Retirees were not required to be actively employed by the Company on the date a short-term incentive payment is made. Additionally,retirement; and

service awards for retirees celebrating a 5, 10, 15, 20 or greater service anniversary in their year of retirement received a service award that is generally available to all associates. Retirees could also elect to continue health care benefits generally available to all associates, in accordance with applicable state and Federal COBRA laws, and could convert their basic company paid life insurance to term life insurance per state and Federal laws and pursuant to the applicable life insurance plan document.retirement.

Beginning in 2016, the definition of “Retirees” under the Retirement Benefit Plan changed. However, this change does not impact LTI awards made prior to 2016, as the LTI Plan documents (including outstanding equity award agreements) adopted by the Compensation Committee prior to 2016 all specify that the definition of Retirees in effect at the time of the grant of the award shall control throughout the life of the applicable awards.

Beginning in 2016,A “Retiree” is defined as: (a) an associateemployee attaining at least 65 years of age, with no service requirement, as of his/her date of Retirement,retirement, or (b) an associateemployee attaining at least 55 years of age, who has completed his/her 10th10th year of service with the Company as of his/her date of Retirement. Retirees will have 10 years from the original grant dateretirement.

Benefits Upon Death or Disability

Pursuant to exercise vested options, and all unvested options as of a Retiree’s date of Retirement shall be forfeited. Retirees who will be eligible to receive PSUs, which typically vest in full three years after the grant date (subject to the achievement of the applicable performance objectives during the applicable performance period), will receive a prorated award based on the Retiree’s period of participation. Retirees who will be eligible to receive RSUs, which typically vest in full three years after the grant date, will receive the full amount of any granted award so long as the Retiree’s date of Retirement is at least 12 months after the Grant Date of any RSU, otherwise any unvested RSU shall be forfeited.

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Additionally, beginningpolicy adopted in 2016, all outstandingequity awards granted during 2016 and prospective equity awardslater shall vest in full (and without proration) in the event of thean employee’s termination of employment due to death or disability, as each of those terms are defined in each equity award agreement, of an executive. This change also does not impact LTI awards made prior to 2016, as the LTI Plan documents (including outstanding equity award agreements) adopted by the Compensation Committee prior to 2016 all specify that the terms of those awards shall control throughout the life of the applicable awards. All other terms and conditions of the Retirement Benefit Plan in effect prior to 2016 will remain unchanged.disability.

Associate Severance Plan

 In the absence of an employment agreement and/or coverage under the Executive Severance Plan (discussed below) providing for superior benefits, our Associate Severance Plan provides severance benefits to all of our associates, including our NEOs, in the event we terminate their employment without cause. Under this plan, our NEOs are eligible for a severance payment, on a bi-weekly basis, equal to the NEO’s base salary for a period of one month or, if the executive executes a general release, for a period of up to 18 months. In addition to the severance payment, the executive is entitled to receive a lump sum amount equal to his or her COBRA healthcare premiums for the duration of the severance period. We determined this plan was appropriate based on the prevalence of similar plans within the market and its importance in attracting and retaining qualified executives.

Executive Severance Plan

As noted previously in the CD&A, the Company adoptedmaintains an Executive Severance Plan (“ESP”) in 2015, which may providethat provides additional benefits to certain designated executives, including our NEOs, in the event we terminate their employment without cause. We determined this plan was appropriate for use with certain executives, including our NEOs, having significant knowledge of and responsibility for our business, as it reflected market practices for securing certain promises from executives in exchange for the provision of superior benefits in the event of a termination without cause. However, the ESP was not made effective until January 1, 2016, and as a result, the benefits provided by the ESP were not available to our NEOs in 2015.

To participate in the ESP, each executive who is designated by the Compensation Committee as an eligible employee must agree to the terms and conditions of the ESP by signing a participation agreement and returning it to the Company within 30 days after being designated as an eligible employee. For purposes of determining severance benefits under the ESP, each participant will be designated by the Committee as either a “Tier I” participant (our CEO), a “Tier II” participant (certain executives, including the other NEOs) or a “Tier III” participant.

Pursuant to the ESP, NEOs whose employment is terminated by the Company without cause (and not as a result of disability or death) would be entitled to receive the following severance benefits:

·Severance payments equal to a multiple of the sum of the participant’s: (a) annual base salary and (b) target annual incentive bonus (STI Award) for the year of termination, payable in installments over the applicable severance period. The applicable multiple for the CEO is two times the above sum. The applicable multiple for the other NEOs is one and a half times the above sum;
·A pro-rated annual cash incentive bonus (STI Award) for the year of termination, based upon actual Company performance through the end of the performance period in which termination occurs;
·Payment of any annual cash incentive bonus (STI Award) that was otherwise earned for the fiscal year that ended prior to the termination of the participant’s employment, to the extent not previously paid;
·Subject to the participant’s election of COBRA coverage, payment or reimbursement of the Company’s portion of medical, dental and vision care premiums for a period equal to: (a) 24 months for the CEO, or; (b) 18 months for the other NEOs;
·Outplacement services with a cost to the Company not in excess of $30,000; and each outstanding equity award will be treated as provided in the applicable Company equity plan and award agreement.

For purposes of the Plan, “cause” (as a reason for termination of employment) is defined as provided in a participant’s employment agreement with the Company, if applicable. Otherwise, “cause” generally is defined as: (i) a participant’s willful and continued failure to perform his or her principal duties; (ii) conviction of, or a plea of guilty ornolo contendere to, any misdemeanor involving moral turpitude or dishonesty or any felony; (iii) illegal conduct or gross misconduct which results in material and demonstrable damage to the business or reputation of the Company or an affiliate; (iv) gross negligence resulting in material economic harm to the Company or an affiliate; (v) material violation of the Company’s applicable Code of Business Conduct and Ethics or similar policy; or (vi) a participant’s breach of the restrictive covenants set out in the Plan (as described below). A “termination without cause” does not include terminations due to disability or death.

 

562022 Proxy StatementWABASH NATIONAL CORPORATION


Executive Compensation Tables

If we terminate an NEO without cause, the NEO would be entitled to receive the following severance benefits under the ESP:

Cash severance payments equal to a multiple of the sum of the participant’s (a) annual base salary and (b) target MIP award for the year of termination, payable in installments over the applicable severance period. The applicable multiple for the CEO is two times the above sum. The applicable multiple for the other NEOs is one and a half times the above sum;

A pro-rated MIP award payout for the year of termination, based upon actual Company performance through the end of the performance period;

Payment of any annual cash incentive bonus (MIP Award) that was otherwise earned for the fiscal year that ended prior to the termination of the participant’s employment, to the extent not previously paid;

Subject to the participant’s election of COBRA coverage, payment or reimbursement of the Company’s portion of medical, dental and vision care premiums for a period equal to (a) 24 months for the CEO, or (b) 18 months for the other NEOs; and

Outplacement services with a cost to the Company not in excess of $30,000.

To receive any of the severance benefits described above, a participant must agree to release all claims against the Company and its affiliates. In addition, to participate inaffiliates and receive any severance benefits under the Plan, each participant must comply with covenants not to compete with the Company, not to solicit or interfere with customers of the Company and not to solicit Company employees or contractors, in each case for a period equal to 24 months following termination, in the case of our CEO, or 18 months following termination in the case of our other NEOs. Receipt of severance benefits under the Plan is also conditioned upon compliance with confidentiality and non-disparagement restrictions, as well as the return of Company property and cooperation with investigative, administrative, regulatory and judicial proceedings as reasonably requested by the Company.

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The Plan is not intended to duplicate any benefits that may be provided under other Company compensation plans or arrangements. As a result, ifIf a participant’s employment is terminated in connection with a change in control of the Company in circumstances that would entitle the participant to severance benefits under the Wabash National Corporation Change in Control Severance Pay Plan (the “Change in Control Plan”),described below, then the participant will receive severance benefits only under the Change in Control Plan. Similarly, ifPlan, and not under the ESP.

Change in Control Plan

We also maintain a participant’sChange in Control Plan that provides severance benefits to certain designated executives, including our NEOs, in the event their employment is terminated without cause, or they are terminated for good reason, in circumstances that would entitle the participant to severance benefits under an employment agreement with the Company or an affiliate, the participant will receive severance benefits only under whichever arrangement provides the greater aggregate severance benefits.

Change-in-Control.

We provide severance pay and benefits in connection with a “change in control” and Qualifying Termination, as defined below, to the Company’s executive officers, including all of the NEOs, in accordance with the termseither case within two years of a change in control plan that(which we adopted in September 2011 (the “Changerefer to as a “Qualifying Termination”). Under the Change in Control Plan”). For the purposes of this paragraph, Plan:

a “change in control” means that (i) any person or group other(other than any person or group that ownsalready owned more than 50% of the total fair market value of Company stock prior to such transaction,stock) acquires ownership of stock of the Company that, together with stock previously held by such person or group, constitutes more than 50% of the total fair market value of Company stock; (ii) there is a change in the effective control of the Company which means either (A) any one person or group, acquires (or has acquired during the 12-month period ending on the date of the most recent acquisition by such person or persons) ownership of stock of Company that represents 30% or more of the total voting power of Company stock, or (B)stock; (iii) a majority of members of the Board is replaced during any 12-month period by directors whose appointment or election is not endorsed by a majority(without the approval of the members of the Board prior to the date of the appointmentincumbent directors); or election; or (iii)(iv) any person or group acquires ownership of all or substantially all of the assets of Company. Benefits under

“cause” means the policyemployee’s (i) willful and continued failure to perform his duties; (ii) chronic alcoholism or addiction to non-medically prescribed drugs; (iii) theft or embezzlement of Company property; (iv) conviction of, or plea of nolo contendre to, a felony or misdemeanor involving moral turpitude; or (v) material breach of any agreement with the Company.

“good reason” means (i) a material diminishment of the executive’s position; (ii) assignment of duties to the executive that are payable inmaterially inconsistent with duties performed prior to the event of a termination within 24 months after a change in control that is either bycontrol; (iii) a material breach of any agreement with the Company “without cause” or by theexecutive; (iv) for an executive for “good reason” (a “Qualifying Termination”). An executive must execute a release in favorofficer of the Company, no longer being

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Executive Compensation Tables

employed by the parent entity; (v) a material reduction in the executive’s base salary and annual bonus; or (vi) requiring the executive to relocate by more than 50 miles.

If an NEO experiences a Qualifying Termination, then he or she is entitled to the following benefits:

a cash severance payment equal to two times (three times for the CEO) the sum of (i) the NEO’s annual base salary plus (ii) the NEO’s Target Annual Bonus. The Target Annual Bonus is equal to the greater of (A) the NEO’s target MIP award for the year of termination, and (B) the average MIP bonus awarded to the NEO for the prior two calendar years;

a pro-rata portion of the executive’s Target Annual Bonus for the year in which the Qualifying Termination occurs;

health continuation benefits for 18 months; and

outplacement counseling services up to a cost of $25,000.

To receive any of the severance benefits underdescribed above, a participant must agree to release all claims against the Company and its affiliates and comply with covenants not to compete with the Company and not to solicit customers or employees, in each case for a period equal to 24 months following termination.

Change in Control Plan. Mr. Giromini will not receive paymentsBenefits Under our LTI Plan

In addition to the above-described benefits under our Change in Control Plan, the NEOs may also receive accelerated vesting under our LTI Plan if he is entitled to greater benefits under the terms of his employment agreement, as described below.

Our 2011 Omnibus Incentive Plan provides that, upon a “change in control” in whichoutstanding LTI awards are not assumed in the change in control transaction. Specifically, if not assumed in the transaction, (i) all PSUs shall be deemed earned at target if less than half the performance period has been completed or based on actual performance if more than half the performance period has been completed (or at target if performance is not determinable); (ii) all outstanding restrictedRSUs shall vest in full; and (iii) all outstanding stock deferred stock units, and dividend equivalent rights, other than unearned performance-based awards,options shall vest in full and shares shall be delivered immediately prior to the occurrence of such change in control. All outstanding stock options and stock appreciation rights shall either (i) become immediately exercisable for a period of 15 days prior to the scheduled consummation of the corporate transaction or (ii) our Board, or a committee thereof,transaction. In lieu of the foregoing, the Compensation Committee may, elect, in its sole discretion,direction, cash out all outstanding awards.

For the sake of clarity, no accelerated vesting will occur if the successor agrees to cancel any outstanding awards of stock options, restricted stock, deferred stock units and/assume or stock appreciation units and pay to the holder, in the case of restricted stock or deferred stock units, an amount equal to the formula or fixed price per share paid to holders of shares of stock pursuant to such change in control and, in the case of options or stock appreciation rights, an amount equal to the product of the number of shares of stock subject to such options or stock appreciation rights multiplied by the amount, if any, by which (x) the formula or fixed price per share paid to holders of shares of stock pursuant to such change in control transaction exceeds (y) the option price or stock appreciation right price applicable to the stock subject to such options or stock appreciation rights. Accelerated vesting upon a “change in control” will not occur to the extent that provision is made in writing in connection with the change in control for the assumption or continuation ofcontinue the outstanding awards, or to substitute each outstanding award for the substitution of such outstanding awards fora similar awardsaward relating to the stock of the successor entity, or a parent or subsidiary of the successor entity, with appropriate adjustments to the number of shares of stock that would be delivered and the exercise price, grant price or purchase price relating to any such award. For the purposes of this paragraph, a “change in control” means (i) the dissolution or liquidation of the Company or a merger, consolidation, or reorganization of the Company with one or more other entities in which the Company is not the surviving entity, (ii) a sale of substantially all of the assets of the Company to another person or entity, or (iii) any transaction (including without limitation a merger or reorganization in which the Company is the surviving entity) which results in any person or entity owning 50% or more of the combined voting power of all classes of stock of the Company.

In the case of our CEO, the benefits under the Change in Control Plan upon a Qualifying Termination are a severance payment of three times base salary, plus three times his Target Annual Bonus for the year in which the Qualifying Termination occurs. In addition, a payment will be made for a pro-rata portion of his Target Annual Bonus for the current year, health benefits will be continued for 18 months (or until he obtains comparable coverage), and he shall be entitled to receive outplacement counseling services equal to no greater than $25,000. To be eligible for these benefits, Mr. Giromini would be required to execute a two-year non-compete/non-solicitation agreement.

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In the case of our other NEOs, the benefits under the Change in Control Plan upon a Qualifying Termination are a severance payment of two times base salary plus two times the executive’s Target Annual Bonus for the year in which the Qualifying Termination occurs. In addition, a payment will be made for a pro-rata portion of the executive’s Target Annual Bonus for the current year, health benefits will be continued for 18 months (or until the executive obtains comparable coverage), and each shall be entitled to receive outplacement counseling services equal to no greater than $25,000. To be eligible for these benefits, each would be required to execute a two-year non-compete/non-solicitation agreement.

For purposes of our Change in Control Plan, “Target Annual Bonus” means: The greater of (i) the amount that would be paid to the NEO as an annual bonus payment assuming the target level of performance for the year, as set by the Compensation Committee, had been achieved and (ii) the average annual bonus awarded to the NEO for the prior two calendar years.

Mr. Giromini’s Agreement.

Mr. Giromini’s employment agreement has certain provisions that provide for payments to him in the event of the termination of his employment or in the event of a termination of his employment in connection with a change-in-control.

Termination for cause or without good reason— In the event that Mr. Giromini’s employment is terminated for “cause” or he terminates employment without “good reason” (each as defined below), we will pay the compensation and benefits otherwise payable to him through the termination date of his employment. However, Mr. Giromini shall not be entitled to any bonus payment for the fiscal year in which he is terminated for cause.
Termination by reason of death or disability— If Mr. Giromini’s employment is terminated by reason of death or disability, we are required to pay to him or his estate, as the case may be, the compensation and benefits otherwise payable to him through his date of termination, and a pro-rated bonus payment for the portion of the year served assuming the applicable goals are satisfied. In addition, Mr. Giromini, or his estate, will maintain all of his rights in connection with his vested options.
Termination without cause or for good reason — In the event that we terminate Mr. Giromini’s employment without “cause,” or he terminates employment for “good reason,” we are required to pay to him his then current base salary (or an amount equal to $620,000 per year, if greater) for a period of two years. During such two-year period, or until Mr. Giromini is eligible to receive benefits from another employer, whichever is longer, the Company will provide for his participation in a health plan and such benefits will be in addition to any other benefits due to him under any other health plan. The Company will provide for his participation in a health plan for 18 months with an additional lump sum payment, less applicable withholdings for federal, state, and local taxes, equal to six months’ premiums (at the rate and level of coverage applicable at the end of the 18-month period) under the Company’s health policy if coverage cannot be continued for more than 18 months. In addition, Mr. Giromini will maintain his rights in connection with his vested options. Furthermore, if Mr. Giromini’s termination occurs at our election without cause, he is entitled to receive a pro-rata portion of his bonus for the year in which he is terminated assuming the applicable goals are satisfied.
Termination without cause or for good reason in connectionwith a change-in-control— In the event that we terminate Mr. Giromini’s employment without “cause,” or he terminates employment for “good reason,” within 180 days of a “change of control” (as defined below) we are required to pay to him a sum equal to three times his then base salary (or three times $620,000, whichever is greater) plus his target bonus for that fiscal year. We are also required to pay to him the compensation and benefits otherwise payable to him through the last day of his employment. In addition, any unvested stock options or restricted stock held by Mr. Giromini shall immediately and fully vest upon his termination. Furthermore, at our election, we are required to either continue Mr. Giromini’s benefits for a period of three years following his termination or pay him a lump sum payment equal to three years’ premiums (at the rate and coverage level applicable at termination) under our health and dental insurance policy plus three years’ premiums under our life insurance policy. The Company will provide for his participation in the plans for 18 months with an additional lump sum payment, less applicable withholdings for federal, state, and local taxes, equal to 18 months’ premiums (at the rate and level of coverage applicable at the end of the 18-month period) under the Company’s health and dental insurance policy if coverage cannot be continued for more than 18 months. Any change of control payment that becomes subject to the excise tax imposed by Section 4999 of the Internal Revenue Code or any interest or penalties with respect to such excise tax, including any additional excise tax, interest or penalties imposed on the restorative payment, requires that we make an additional restorative payment to Mr. Giromini that will fund the payment of such taxes, interest and penalties.

The payments and benefits payable to Mr. Giromini in connection with a termination without cause or for good reason are contingent upon his execution of a negotiated general release of all claims within 45 days following his termination of employment. Mr. Giromini has also agreed not to compete with us during the term of his agreement and for a period of two years after termination for any reason. As provided for under the Company’s change-in-control policy and his employment agreement, Mr. Giromini, upon a change-in-control, is entitled to receive benefits under either the change-in-control policy or his employment agreement, but not both.

- 48 -

For purposes of Mr. Giromini’s employment agreement, the following definitions apply:

“Cause” means:
The willful and continued failure to perform the executive’s principal duties (other than any such failure resulting from vacation, leave of absence, or incapacity due to injury, accident, illness, or physical or mental incapacity) as reasonably determined by the Board in good faith after the executive has been given written, dated notice by the Board specifying in reasonable detail his failure to perform and specifying a reasonable period of time, but in any event not less than 20 business days, to correct the problems set forth in the notice;
The executive’s chronic alcoholism or addiction to non-medically prescribed drugs;
Theft or embezzlement of the Company’s money, equipment, or securities by the executive;
The executive’s conviction of, or the entry of a pleading of guilty or nolo contendere to, any felony or misdemeanor involving moral turpitude or dishonesty; or
The executive’s material breach of the employment agreement, and the failure to cure such breach within 10 business days of written notice thereof specifying the breach.

“Change of Control” means:
Any person, other than any person currently a beneficial owner, becomes the beneficial owner of 50% or more of the combined voting power of our outstanding Common Stock;
During any two-year period, individuals who at the beginning of such period constitute the Board of Directors, including any new director whose election resulted from a vacancy on the Board of Directors caused by the mandatory retirement, death, or disability of a director and was approved by a vote of at least two-thirds of the directors then still in office who were directors at the beginning of the period, cease for any reason to constitute a majority of the Board of Directors;
We consummate a merger or consolidation with or into another company, the result of which is that our stockholders at the time of the execution of the agreement to merge or consolidate own less than 80% of the total equity of the company surviving or resulting from the merger or consolidation, or of a company owning 100% of the total equity of such surviving or resulting company;
The sale in one or a series of transactions of all or substantially all of our assets;
Any person has commenced a tender or exchange offer, or entered into an agreement or received an option to acquire beneficial ownership of 50% or more of our Common Stock, unless the Board of Directors has made a reasonable determination that such action does not constitute and will not constitute a change of control; or
There is a change of control of a nature that would generally be required to be reported under the requirements of the Securities and Exchange Commission, other than in circumstances specifically covered above.

“Good Reason” means:
A material reduction in the executive’s base salary or bonus opportunity;
A material diminishment of the executive’s position, duties, or responsibilities;
The assignment by us to the executive of substantial additional duties or responsibilities that are inconsistent with the duties or responsibilities then being carried out by the executive and which are not duties of an executive nature;
Material breach of the employment agreement by us;
Material fraud on our part; or
Discontinuance of the active operation of our business, or our insolvency, or the filing by or against us of a petition in bankruptcy or for reorganization or restructuring pursuant to applicable insolvency or bankruptcy law.

- 49 -

Potential Payments on Termination or Change in Control – Payment and Benefit Estimates

The table below was prepared to reflect the estimated payments that would have been made pursuant to the policies and agreements described above. Except as otherwise noted, the estimated payments were calculated as though the applicable triggering event occurred and the NEO’s employment was terminated on December 31, 2015, using the share price of $11.83 of our Common Stock as of December 31, 2015.

In addition, the reported estimated payments were calculated utilizing the following assumptions:

General Assumptions

The amounts shown do not include distributions of plan balances under the Wabash National Deferred Compensation Plan. Those amounts are shown in theNonqualified Deferred Compensation table.
The amounts shown do not include any potential payments under the ESP, as the ESP was not in effect as of December 31, 2015.
No payments or benefits are payable or due upon a voluntary termination or termination for cause, other than amounts already earned.
Salary amounts payable use full salary values as of December 31, 2015. Bonus amounts payable are at the 2015 STI “Target” level, as approved by the Compensation Committee. Seefootnote2 to theSummary Compensation Table (p. 37) for discussion of the 2015 STI Plan “Target” bonus amounts used to calculate the values reflected in this column.
As discussed previously, upon a change-in-control, Mr. Giromini is entitled to receive benefits under either the Change in Control Plan or his employment agreement, but not both. Unless otherwise noted, all “change-in-control” values reflected in this table assume Mr. Giromini elected to receive benefits under his employment agreement.

Equity-based Assumptions

Pursuant to our 2011 Omnibus Incentive Plan, we assumed that all outstanding equity awards werenot assumed or continued as part of the “change in control” event. As such, all outstanding restricted stock, deferred stock units, and dividend equivalent rights, other than unearned performance-based awards, vested immediately and all outstanding stock options and stock appreciation rights were assumed to have become immediately exercisable (for the 15 day period prescribed in Company’s 2011 Omnibus Incentive Plan).
Additionally, the amounts shown in the “Change in Control only” scenario do not account for the terms and conditions of our Change in Control Policy, which requires both a change in control event and a termination before outstanding equity awards would become subject to accelerated vesting. Instead, the amounts shown in the “Change in Control only” scenario reflect only the assumptions regarding the 2011 Omnibus Incentive Plan, which are described in the immediately preceding bullet point.

        Accelerated Vesting of Equity Value             
     Short-
Term
  (3)  Welfare  Life  Parachute
Tax
    
     Incentive  Performance  Restricted  Stock  Benefits  Insurance  Gross-up    
  Salary  Plan Bonus  Stock Units  Stock  Options  Continuation  Benefit  Payment  Total 
Executive (1)  (2)  (4)  (5)  (6)  (7)  (8)     ($) 
Richard J. Giromini                                    
Termination without cause or by executive for good reason $1,660,000  $2,490,000           $186,087        $4,336,087 
Termination following a change-in-control $2,490,000  $3,320,000  $1,227,173  $1,531,275  $53,791  $266,630     $2,978,040  $11,866,909 
 Change-in-Control only       $1,227,173  $1,531,275  $53,791           $2,812,239 
 Termination as Result of Death                   $2,746,448     $2,746,448 
Jeffery L. Taylor                                    
Termination without cause or by executive for good reason $487,500              $29,929        $517,429 
Termination following a change-in-control $650,000  $633,750  $78,031  $374,774  $3,419  $54,929        $1,794,903 
 Change-in-Control only       $78,031  $374,774  $3,419           $456,224 
Erin J. Roth                                    
Termination without cause or by executive for good reason $502,500              $29,929        $532,429 
Termination following a change-in-control $670,000  $693,339  $272,101  $313,613  $11,928  $54,929        $2,015,910 
 Change-in-Control only       $272,101  $313,613  $11,928           $597,643 

- 50 -

        Accelerated Vesting of Equity Value             
     Short-
Term
  (3)  Welfare  Life  Parachute
Tax
    
     Incentive  Performance  Restricted  Stock  Benefits  Insurance  Gross-up    
  Salary  Plan Bonus  Stock Units  Stock  Options  Continuation  Benefit  Payment  Total 
Executive (1)  (2)  (4)  (5)  (6)  (7)  (8)     ($) 
Mark J. Weber                                    
Termination without cause or by executive for good reason $562,500              $26,199        $588,699 
Termination following a change-in-control $750,000  $876,863  $301,263  $391,928  $13,209  $51,199        $2,384,462 
 Change-in-Control only       $301,263  $391,928  $13,209           $706,400 
Brent L. Yeagy                                    
Termination without cause or by executive for good reason $562,500              $29,929        $592,429 
Termination following a change-in-control $750,000  $731,250  $205,736  $312,785  $9,013  $54,929        $2,063,713 
 Change-in-Control only       $205,736  $312,785  $9,013           $527,534 

(1)Pursuant to the Company’s severance plan, which is applicable to all associates, NEOs (other than the CEO) are entitled to one and a half times base salary upon termination without cause or by the executive with good reason. In the event of a change-in-control and qualifying termination, pursuant to our Change in Control Plan, our NEOs (other than Mr. Giromini) are provided a lump sum payment of two times the NEO’s base salary.

Pursuant to Mr. Giromini’s employment agreement, he is entitled to two times his base salary, if he is terminated without cause or if he voluntarily terminates his employment with good reason. Additionally, for Mr. Giromini, both his employment agreement and our Change in Control Plan entitled him to receive a lump sum payment of three times his base salary upon a change-in-control and qualifying termination.

(2)Pursuant to our Change in Control Plan, in the event of a change-in-control and qualifying termination, our NEOs (other than Mr. Giromini) are provided payment of two times the NEO’s Target Annual Bonus and a pro-rata portion of the NEO’s Target Annual Bonus for the year in which s/he is terminated.

For Mr. Giromini, in the event of a change-in-control and qualifying termination, our Change in Control Plan provides for three times his Target Annual Bonus and a pro-rata portion of his Target Annual Bonus for the year in which he is terminated. However, under Mr. Giromini’s employment agreement, in the event of a change-in-control and qualifying termination, he is entitled to payment of three times his target bonus (which is defined in his employment agreement as being the target annual incentive bonus set by the Compensation Committee each year) for the year in which he is terminated, as well as a pro-rata portion of his target bonus for the year in which he is terminated. Also pursuant to his employment agreement, if he is terminated by us without cause or if he terminates his employment for good reason, he is entitled to two times his target bonus and a pro-rata portion of his target bonus for the year in which he is terminated. Due to the difference in the definitions of “Target Annual Bonus” in our Change in Control Plan (see pg. 49), and “target bonus” in Mr. Giromini’s employment agreement (see above), the Short-Term Incentive Plan bonus to which Mr. Giromini would be entitled could be calculated using different bases.

With the exception of Mr. Giromini, the figures reported above are based on multiples of the calculated Target Annual Bonus (as defined by the Change in Control Plan, see pg. 49). For each of Ms. Roth and Mr. Weber the Target Annual Bonus is equal to the average of the annual bonuses each was paid in 2013 and 2014; for Messrs. Taylor and Yeagy, it is equal to the amount that would be paid to each as an annual bonus payment, assuming the “target” level of performance for 2015, as set by the Compensation Committee.

For Mr. Giromini, since we’ve assumed Mr. Giromini elected to receive benefits under his employment agreement, the figures reported above reflect multiples of his “target bonus,” as defined by his employment agreement. Had we reported Target Annual Bonus (as defined by our Change in Control Plan) for Mr. Giromini, the figure reported above for would have been $4,343,156, which is equal to the average of the annual bonuses he was paid in 2013 and 2014.

(3)Pursuant to our 2011 Omnibus Incentive Plan, all outstanding restricted stock, restricted stock units, and dividend equivalent rights, other than unearned performance-based awards, vest immediately, but only if the outstanding awards are not assumed or continued as part of the “change in control” event.

In the event these awards are assumed/continued as part of the change in control event, and an NEO is thereafter terminated within 12 months of the change in control event, any assumed award will vest immediately toupon the NEO at the time ofNEO’s termination. Under Mr. Giromini’s employment agreement, however, if he is terminated following a change in control event, all outstanding equity compensation grants that are outstanding to him are accelerated and vest immediately, even if such termination occurs more than 12 months after the change in control event.

 

- 51 -

 

582022 Proxy StatementWABASH NATIONAL CORPORATION


Executive Compensation Tables

Potential Payments on Termination or Change in Control – Payment and Benefit Estimates

The table below shows the estimated payments that would have been made to the NEOs pursuant to the policies and agreements described above assuming the applicable triggering event occurred on December 31, 2021 and using the share price of $19.52 for our Common Stock as of December 31, 2021, which was the closing price on the NYSE on the last trading day of 2021. The tables below assume that the NEO executes of a release and fully complies with any restrictive covenants and other requirements to receive benefits under the Company’s plans and policies described above.

NAME

 CASH
SEVERANCE
(1)
 PRO-RATA
MIP BONUS
(2)
 

ACCELERATED
VESTING OF
PSUs

(3)(4)

 

ACCELERATED
VESTING OF
RSUs

(3)(5)

 

ACCELERATED
VESTING OF
STOCK
OPTIONS

(3)(6)

 WELFARE
BENEFITS
CONTINUATION
(7)
 

TOTAL

($)

Brent L. Yeagy

 

Termination Without Cause

  $3,800,000  $107,350           $60,124  $3,967,474

Termination Following a Change in Control

  $5,700,000  $950,000  $4,646,150  $5,054,021     $47,593  $16,397,764

Change in Control Only (3)

        $4,646,150  $5,054,021        $9,700,171

Retirement

        $2,935,359  $3,159,156        $6,094,515

Termination due to Death or Disability

        $4,646,150  $5,054,021        $9,700,171

Michael N. Pettit

              

Termination Without Cause

  

$

1,083,750

  

$

33,618

  

 

  

 

  

 

  

$

52,850

  

$

1,170,217

Termination Following a Change in Control

  $1,445,000  $297,500  $1,075,845  $1,197,728     $47,850  $4,063,923

Change in Control Only (3)

        $1,075,845  $1,197,728        $2,273,573

Retirement

        $631,062  $722,552        $1,353,614

Termination due to Death or Disability

        $1,075,845  $1,197,728        $2,273,573

Dustin T. Smith

              

Termination Without Cause

  $1,109,250  $34,409           $52,850  $1,196,508

Termination Following a Change in Control

  $1,479,000  $304,500  $912,911  $996,574     $47,850  $3,740,835

Change in Control Only

        $912,911  $996,574        $1,909,485

Retirement

        $589,777  $649,665        $1,239,442

Termination due to Death or Disability

        $912,911  $996,574        $1,909,485

Kevin J. Page

              

Termination Without Cause

  $994,500  $30,849           $52,593  $1,077,942

Termination Following a Change in Control

  $1,326,000  $273,000  $714,842  $779,512     $47,593  $3,140,947

Change in Control Only

        $714,842  $779,512        $1,494,354

Retirement

        $449,819  $488,000        $937,819

Termination due to Death or Disability

        $714,842  $779,512        $1,494,354

WABASH NATIONAL CORPORATION2022 Proxy Statement59


Executive Compensation Tables

NAME

 CASH
SEVERANCE
(1)
 PRO-RATA
MIP BONUS
(2)
 

ACCELERATED
VESTING OF
PSUs

(3)(4)

 

ACCELERATED
VESTING OF
RSUs

(3)(5)

 

ACCELERATED
VESTING OF
STOCK
OPTIONS

(3)(6)

 WELFARE
BENEFITS
CONTINUATION
(7)
 

TOTAL

($)

M. Kristin Glazner

              

Termination Without Cause

  $1,020,000  $31,640           $44,128  $1,095,768

Termination Following a Change in Control

  $1,360,000  $280,000  $551,811  $802,292     $39,128  $3,033,231

Change in Control Only

        $551,811  $802,292        $1,354,103

Retirement

        $327,721  $359,305        $687,026

Termination due to Death or Disability

        $551,811  $802,292        $1,354,103

(1)

For each of the NEOs, cash severance amounts are determined under the ESP for terminations without cause and under the Change in Control plan for a Qualifying Termination following a Change in Control.

(2)

If an NEO were terminated as of December 31, 2021 under circumstances entitling them to severance under the ESP or the Change in Control Plan, then they would be entitled to their full MIP actual bonus for 2021 or their Target Annual Bonus (as defined above), respectively.

(3)

The amounts shown for a Change in Control Only assumes purchaser did not assume outstanding equity awards. If purchaser did assume outstanding awards, no accelerated vesting would occur.

(4)

Amounts reflected in this column for “Termination Following a Change in Control,” “Change in Control Only” and “Termination due to Death or Disability” include (i) the value of the earned performance stock units awardedPSUs granted in 2013;2019 for which the performance period for these awards ended on December 31, 2015. For a description2021, (ii) the value of allthe unearned performance stock unit awards,seefootnotes4, 7and 8toshare units granted in 2020 based on theOutstanding Equity Awards at Fiscal Year-End table on pages 41-42. Only performance stock units earnedtrend as of December 31, 2021, and (iii) the triggering event are subject to the accelerated vesting featuresvalue of the Changeunearned PSUs granted in Control Plan.

(5)2021, assuming target performance. Amounts reflected in this column assume that any awards grantedfor “Retirement” include the performance share units described in 2013, 2014 or 2015 pursuant to our 2011 Omnibus Incentive Plan were not assumed or continued as part(i) and a pro-rata portion of the “changeperformance share units described in control” event,(ii) and as such, pursuant to the terms of our 2011 Omnibus Incentive Plan, include outstanding restricted stock units, but do not include any outstanding, unearned performance-based stock units. For a description of the 2015 awards, seetheGrants of Plan Based Awards table and accompanying narrative on pages 39-40; for a detailed description of the effect of a “change of control” on awards granted pursuant to our 2011 Omnibus Incentive Plan, see page 47.(iii).

 

(5)(6)

Amounts reflected in this column assume that any non-qualifiedfor “Termination Following a Change in Control,” Change in Control Only” and “Termination due to Death or Disability” include all outstanding restricted stock option awardsunits, and amounts reflected for “Retirement” included all RSUs granted in 2013, 2014 or 2015 pursuant to our 2011 Omnibus Incentive Plan were not assumed or continued as part of the “change in control” event, and as such, become immediately exercisable for a period of 15 days prior to the consummation of the change of control corporate transaction. For a description of the 2015 awards, seetheGrants of Plan Based Awards table and accompanying narrative on pages 39-40; for a detailed description of the effect of a “change of control” on awards granted pursuant to our 2011 Omnibus Incentive Plan, see page 47.January 1, 2021.

 

(6)

All outstanding stock options were vested as of December 31, 2021, so no amount would be accelerated upon a Change in Control or termination of employment.

(7)Pursuant to

Includes the Company’s Associate Severance Plan, which is applicable to all associates, all NEOs (including Mr. Giromini) are entitled tovalue of outplacement counseling services and reimbursement for welfare benefits continuation for one and a half years upon termination without cause or by the executive with good reason.continuation.

Pursuant to our Change in Control Plan, in the event of a change-in-control and qualifying termination, all NEOs (including Mr. Giromini), are provided outplacement counseling services no greater in value than $25,000, and reimbursement for welfare benefits continuation for up to 18 months.Pay Ratio Disclosure

Pursuant to the Dodd-Frank Wall Street Reform and Consumer Protection Act, we are required to disclose the ratio of the annual total compensation of our principal executive officer, our CEO, Mr. Giromini’s employment agreement, if heYeagy, to our median employee’s annual total compensation.

For 2021, we identified our median employee using a multi-step process, as detailed below:

We determined, as of November 1, 2021, our gross employee population of individuals working at our parent company and consolidated subsidiaries, which was 6,524 employees. This population consisted of our full-time, part-time, and temporary employees. We do not have any seasonal employees.

As permitted under the SEC’s 5% de minimis rule, we adjusted the employee population to exclude 312 non-U.S. employees (approximately 4.78% of the employee population) who work in Mexico.

Based on the exclusion of the employees who work in Mexico, our adjusted employee population consisted of 6,212 U.S. employees.

We then identified our median employee from our adjusted employee population (excluding our CEO) based on total 2021 W-2 earnings. We used W-2 compensation as our consistently applied compensation measure for 2021 (rather than base compensation that we have used for determining our median employee in past disclosures) because W-2 data is terminated by us without cause or if he terminates his employment for good reason, he is entitled to payment of premiums on his Executive Life Insurance Program, as well as reimbursement for welfare benefits continuation for two years. Also pursuant to his employment agreement,more readily available in the event of a change-in-control and qualifying termination, he is entitled to payment of premiums on his Executive Life Insurance Program, as well as reimbursement for welfare benefits continuation for three years.our current payroll system.

 

(8)Current
602022 Proxy StatementWABASH NATIONAL CORPORATION


Executive Compensation Tables

To calculate our ratio for 2021, we calculated the annual total compensation of the median employee and our CEO using the methodology required for disclosure of annual total compensation in the Summary Compensation Table, except that, as permitted by the SEC’s rules, we included the value of compensation provided to the median employee and to our CEO under our nondiscriminatory group health and life insurance programs that are available generally to all salaried employees. The aggregate value of the nondiscriminatory benefits included in the annual total compensation amounts reported below was $16,457 for our CEO and $4,978 for the median employee. The difference between our CEO’s annual total compensation as reported below for purposes of the CEO pay ratio disclosure and his annual total compensation as reported in the Summary Compensation Table is attributable to the inclusion of those nondiscriminatory benefits solely for purposes of determining the CEO pay ratio.

The CEO pay ratio reported below was determined using reasonable estimates as permitted by the SEC’s rules. This ratio should not be used as a comparison with pay ratios disclosed by other companies, as there may be material differences in the methodologies used by other companies to estimate their CEO pay ratios, as well as differences in worker populations, geographic locations, business strategies and compensation practices.

Annual Total Compensation of payout under the Executive Life Insurance Plan payableCEO

$4,622,437

Annual Total Compensation of the Median Employee

$     51,460

Ratio of CEO Annual Total Compensation to Mr. Giromini’s beneficiaries in the event of his termination as a result of his death.Median Employee Annual Total Compensation

90:1

 

Equity Compensation Plan Information

WABASH NATIONAL CORPORATION2022 Proxy Statement61


Equity Compensation Plan Information

 

The following table summarizes information regarding our equity compensation plan as of December 31, 2015:2021:

 

PLAN CATEGORY NUMBER OF SECURITIES
TO BE ISSUED UPON
EXERCISE OF
OUTSTANDING OPTIONS,
WARRANTS AND RIGHTS(2)  
 WEIGHTED AVERAGE
EXERCISE PRICE OF
OUTSTANDING OPTIONS,
WARRANTS AND RIGHTS
 NUMBER OF SECURITIES
REMAINING AVAILABLE
FOR FUTURE ISSUANCE
UNDER EQUITY
COMPENSATION PLANS(3)
   NUMBER OF SECURITIES
TO BE ISSUED UPON
EXERCISE OF
OUTSTANDING OPTIONS,
WARRANTS AND RIGHTS
(1)
   WEIGHTED AVERAGE
EXERCISE PRICE OF
OUTSTANDING OPTIONS,
WARRANTS AND RIGHTS
(2)
   NUMBER OF SECURITIES
REMAINING AVAILABLE
FOR FUTURE ISSUANCE
UNDER EQUITY
COMPENSATION PLANS
(3)
 
Equity Compensation Plans Approved by Security Holders (1)  1,820,956  $11.61   2,868,748 

Equity Compensation Plans Approved by Security Holders

   1,980,787   $12.20    2,271,249 

Equity Compensation Plans Not Approved by Security Holders

            

Total

   1,980,787   $12.20    2,271,249 

 

(1)All equity compensation plans have been approved by the Company’s stockholders. As a result, the numbers and value shown reflect all equity compensation plans.
(2)

Consists of shares of Common Stock to be issued upon the exercise of outstanding options, and the settlement of unvested RSUs and PSUs (assuming target payout for any PSUs that were outstanding as of December 31, 2021), granted under the Wabash National Corporation 2007 Omnibus Incentive Plan (“the 2007 Plan”) and the Wabash National Corporation 2011 Omnibus Incentive Plan (“(the “2011 Plan”), and the 2011Wabash National Corporation 2017 Omnibus Incentive Plan (the “2017 Plan”).

(2)

Consists of the weighted average exercise price of outstanding options. Because participants do not need to pay us anything to receive shares upon the vesting of RSUs and PSUs, the weighted average exercise price does not take these awards into account.

(3)

Consists of shares of Common Stock available for future issuance pursuant to the 2011 Plan, which includes shares previously available for issuance under the 2007 Plan that are now available for issuance under the 20112017 Plan. There were a total of 2,868,748 shares of Common Stock available as of December 31, 2015 for future issuance under the 2011 Plan pursuant to grants in the form of restricted stock, stock units, unrestricted stock, options and other incentive awards, subject to certain limitations in the 2011 Plan.

 

622022 Proxy StatementWABASH NATIONAL CORPORATION


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Proposal 2 – Advisory Vote on the Compensation of Our Named Executive Officers

Restricted Stock Grants

 

We have issuedAt our 2017 Annual Meeting, we held a non-binding, advisory stockholder vote on the frequency of future advisory stockholder votes on the compensation of our NEOs. Our stockholders expressed a preference that advisory stockholder votes on the compensation of our NEOs be held on an aggregate of 323,070 shares of restricted stock pursuantannual basis and, as previously disclosed, the Company continued the policy to the Wabash National Corporation 2004 Stock Incentive Plan, of which 94,697 were forfeited or otherwise cancelled, and 228,373 vested on or before December 31, 2015, with no shares remaining subject to forfeiturehold such votes annually. Accordingly, as of that date.

We have issued an aggregate of 1,407,283 shares of restricted stock and restricted stock units (which, upon vesting convert to sharesrequired by Section 14A of the Company’s common stock) pursuant to the 2007 Plan, of which 403,139 were forfeited or otherwise cancelled, and 1,004,144 vested on or before December 31, 2015, with no shares remaining subject to forfeiture as of that date. These amounts exclude the issuance of performance stock units (which, upon vesting convert to shares of the Company’s common stock) in the aggregate of 180,880 of which 6,512 were forfeited or otherwise cancelled, and 174,368 vested on or before December 31, 2015, with no shares remaining subject to forfeiture as of that date.

We have issued an aggregate of 1,032,195 shares of restricted stock and restricted stock units (which, upon vesting will convert to shares of the Company’s common stock) pursuant to the 2011 Plan, of which 95,266 were forfeited or otherwise cancelled, and 275,493 vested on or before December 31, 2015, with 661,436 remaining subject to forfeiture as of that date. These amounts exclude the issuance of performance stock units (which are subject to three-year performance criteria, but upon vesting will convert to shares of the Company’s common stock) in the aggregate of 1,149,335, of which 56,195 have been forfeited or otherwise cancelled, and 216,461 vested on or before December 31, 2015, with 876,680 remaining subject to forfeiture as of that date.

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PROPOSAL 2

Advisory Vote on the Compensation of Our Executive Officers

WeExchange Act, we are asking stockholders to vote to approve, on an advisory (non-binding) basis, the compensation of the NEOs of our Company. The vote is not intended to address any specific item of compensation, but rather the overall compensation of our named executive officers and the philosophy, policies and practices described in this Proxy Statement. We urge you to read the “Compensation Discussion and Analysis” and “Executive Compensation” sectionCompensation Tables” sections of this Proxy Statement, including our “Compensation Discussion and Analysis,” Executive Compensation Tables and related narrative discussion, beginningwhich begin on page 17, which provides34 and 50, respectively, as such sections provide details on the Company’s compensation programs and policies for our executive officers, including the 20152021 compensation of our NEOs. Our Compensation Discussion and Analysis (“CD&A”) provides stockholders with a detailed description of our compensation programs, including the philosophy and strategy underpinning the programs, the individual elements of the compensation programs, and how our compensation plans are administered.

Our compensation philosophy, discussed in the CD&A section “Philosophy and Objectives of Wabash National Compensation Program” is supported by the following principles:

·Attract, retain, and motivate high-caliber executives;
·As the responsibility of an associate/executive increases within the Company, place a larger portion of total compensation “at-risk,” with an increasing portion tied to long-term incentives;
·Provide the appropriate level of reward for performance;
·Recognize the cyclical nature of our primary truck-trailer business and the need to manage value through the business cycle by managing compensation levels and components;
·Provide stockholder alignment by encouraging NEOs to be long-term stockholders of Wabash National;
·Structure compensation programs to meet the tax deductibility criteria in the U.S. Internal Revenue Code, when practicable; and
·Structure the compensation program to be regarded positively by our stockholders and associates, while providing the Compensation Committee with the flexibility needed to satisfy all of these listed goals.

We believe the executive compensation program has been instrumental in retaining and attracting high quality executive management who guided the Company through its acquisition of the Walker Group in 2012, and led the Company to record-setting years for revenue, gross profit and operating income in each of the last four years. For a more detailed description of the Company’s financial results for 2015, please see “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2015.  

We are committed to “pay for performance,” meaning that a significant portion of our executive officer compensation is variable, “at-risk,” and will be determined based on our performance. In addition, we design our executive compensation to encourage long-term commitment by our executive officers to Wabash National. We believe our executive compensation programs encompass several “best practices” including:

·Annual Peer Review by Independent Compensation Committee - Annual monitoring of the compensation systems of companies of similar size and similar complexity by our Compensation Committee, with the objective of setting total target compensation (base salary, annual cash incentives and long-term equity incentives) for executives at levels that are generally competitive with our peer group, but also accounting for the Company’s own financial performance objectives and cyclicality. The Compensation Committee is comprised entirely of independent members, and it engages an independent consultant to assist in this annual review process.
·Pay for Performance - A significant portion (ranging from approximately 65% to 79% of our executives’ target total compensation) is considered to be performance-based, with approximately 79% of our CEO’s total compensation in 2015 (at “Target”) classified as performance-based compensation. To motivate our executive officers to align their interests with those of our stockholders, we provide annual incentives, which are designed to reward our executive officers for the attainment of short-term financial performance goals, as well as long-term incentives, which are designed to reward them for the achievement of identified long-term financial performance goals, as well as for increases in our stockholder value over time.
·In 2015, we established corporate performance goals under the Company’s Short-Term Incentive Plan based on the Company’s attainment of its Operating Income and Net Working Capital goals, creating a clear and direct relationship between executive pay and the Company’s financial performance in 2015.
·In 2015, we established a three-year corporate performance period under the Company’s Long-Term Incentive (“LTI”) Plan, requiring the Company to achieve certain Cumulative EBITDA Performance and Relative Total Shareholder Return targets set by the Compensation Committee before LTI Plan participants could earn Performance Stock Units granted under the 2015 LTI Plan. This created a clear and direct relationship between executive pay and the focus on long-term increases in stockholder value.

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·Mitigate Undue Risk – Our compensation practices are designed to discourage excessive risk-taking and/or an emphasis on short-term results at the expense of the long-term performance of the Company. Payouts under all of our compensation programs are “capped” at specified “maximum” payout levels for this reason.
·Alignment with Shareholders - Long-term incentives are provided to executive officers in the form of stock options, restricted stock units, and performance stock units. These equity-based awards, which vest over a period of three years, constituted between 45% and 58% of our executives’ target total compensation in 2015 (with 58% of our CEO’s target total compensation comprised of equity-linked awards). These awards link compensation with the long-term price performance of our stock and also provide a substantial retention incentive for our executives.
·Stock Ownership Guidelines - We have adopted Stock Ownership guidelines to encourage the retention of stock by our executives and to strengthen the relationship between compensation and performance.
·Employment Contracts - We do not have individual employment or severance agreements with any of our NEOs, other than an employment agreement with Mr. Giromini, which was originally executed when he became our COO in 2002. Mr. Giromini’s employment agreement automatically renews each year unless either Mr. Giromini or the Board chooses not to renew the agreement. The Compensation Committee annually reviews the agreement and Mr. Giromini’s performance.
·Double Trigger Change in Control Benefits - We employ a double-trigger change in control provision as part of our Change-in-Control policy.
·No Pledging/Hedging Transactions or Short Sales Permitted - We have adopted a policy precluding all directors and associates, including our executive officers, and their Related Persons from pledging or engaging in hedging or short sales with respect to the Company’s stock.
·No Substantial Perquisites - We do not provide substantial perquisites to our executive officers.
·No Unique Retirement Programs - We do not have retirement programs uniquely applicable to our executive officers.
·No Repricing of Underwater Stock Options – We do not permit underwater stock options to be repriced without stockholder approval.

 The Compensation Committee discharges many of the Board’s responsibilities related to executive compensation and continuously strives to align our compensation policies with our performance. The Committee will continue to analyze our executive compensation policies and practices and adjust them as appropriate to reflect our performance and competitive needs. The Board believes that the executive compensation - as disclosed in the CD&A, tabular disclosures, and other narrative executive compensation disclosures in this Proxy Statement - reflects our compensation philosophy and aligns with the pay practices of our peer group.

Effect of the Proposal

This proposal, commonly known as a “say-on-pay”“say-on-pay” proposal, gives our stockholders the opportunity to express their views on our executive officers’ compensation. This say-on-pay vote is an advisory vote that is not binding on us.

The approval or disapproval by stockholders will not require the Board or the Compensation Committee to take any action regarding the Company’s executive compensation practices. The final decisions on the compensation and benefits of our NEOs and on whether, and if so, how, to address stockholder disapproval remain with the Board and the Compensation Committee.

The Board believes that the Compensation Committee is in the best position to consider the extensive information and factors necessary to make independent, objective, and competitive compensation recommendations and decisions that are in the best interests of Wabash National and its stockholders.

However, the Board and our Compensation Committee value the opinions expressed by stockholders in their vote on this proposal, and will carefully consider the outcome of the vote when making future compensation decisions with respect to our executive officers. In that regard, the Board and our Compensation Committee carefully considered the results of last year’s say-on-pay vote, in which over 97% of voting stockholders voted in favor of our say-on-paysay- on-pay proposal, and took such results into account by continuing to emphasize the core principles of our compensation philosophy and best practices of our compensation programs.

The Board urges you to carefully review the CD&A section of this Proxy Statement, together with the executive compensation tables, which describe our compensation philosophy and programs in greater detail, and to approve the following resolution:

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“RESOLVED, that the stockholders hereby approve on an advisory basis the compensation paid to the Wabash National Corporation named executive officers, as disclosed in the Wabash National Corporation Proxy Statement pursuant to the rules of the Securities and Exchange Commission (including the Compensation Discussion and Analysis, compensation tables and narrative discussion).”

Board Recommendation

 

The Board of Directors UNANIMOUSLY recommends that you vote “FOR” the approval

of the compensation of our executive officers, as disclosed in this Proxy Statement.

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The Board of Directors UNANIMOUSLY
recommends that you vote “FOR” the
approval of compensation of our named
executive officers, as disclosed in this
Proxy Statement.

 

PROPOSAL 3

Re-Approval of the Performance Goals Included in

the Wabash National Corporation 2011 Omnibus Incentive Plan

We are requesting that our stockholders vote to re-approve the material terms of performance-based compensation under the Wabash National Corporation 2011 Omnibus Incentive Plan (the “2011 Plan”). 

In 2011, the Board of Directors adopted, and the stockholders approved, the 2011 Plan. The purpose of the 2011 Plan is to provide eligible persons with an incentive to contribute to the success of the Company and to operate and manage the Company’s business in a manner that will provide for the Company’s long-term growth and profitability to benefit its stockholders and other important stakeholders, including its employees and customers, and provide a means of obtaining, rewarding and retaining key personnel. As of March 31, 2016, there were approximately 2,679,000 shares available for issuance under the 2011 Plan.

This summaries below of the material terms of performance-based compensation and the other principal features of the 2011 Plan are qualified in their entirety by the more detailed terms and conditions of the 2011 Plan, a copy of which is attached as Exhibit A to this Proxy Statement.

Performance Goals

The 2011 Plan is intended to comply with Section 162(m) of the Internal Revenue Code. Section 162(m) places a limit of $1,000,000 on the amount that the Company may deduct in any one taxable year for compensation paid to each of its “covered employees.” The Company’s covered employees include its Chief Executive Officer and each of its other three most highly-paid executive officers, other than the Chief Financial Officer. There is, however, an exception to this limit for compensation earned pursuant to certain performance-based awards. A performance-based award made under the 2011 Plan is eligible for this exception provided that certain Section 162(m) requirements are met. One of these requirements relates to shareholder approval (and, in certain cases, re-approval) of the material terms of the performance goals underlying the performance-based award. The performance goals in the 2011 Plan were approved by shareholders in 2011. Section 162(m) requires re-approval of those performance goals after five years if the Compensation Committee has retained discretion to vary the targets under the performance goals from year to year. Our Compensation Committee has retained discretion to vary the targets under the performance goals from year to year. Accordingly, the Company is seeking re-approval of the performance goals included in the 2011 Plan to preserve the Company’s ability to deduct compensation earned by certain executives pursuant to any performance-based award that may be made in the future under the 2011 Plan.

The following discussion summarizes the material terms of the performance goals under the 2011 Plan, including a description of:

 

-Eligibility—the individuals eligible for performance awards under the 2011 Plan;
-Business Criteria Underlying Performance Goals—the business criteria on which the underlying performance goals are based; and
WABASH NATIONAL CORPORATION-Award Limits—the maximum amount of compensation that may be paid to an eligible participant during a specified period if the performance goals are met.2022 Proxy Statement63

 

Eligibility

Awards may be made under the 2011 Plan to employees, officers or directors of the Company or any of our affiliates, or a consultant (who is a natural person) or adviser (who is a natural person) currently providing services to the Company or any of our affiliates.

Business Criteria Underlying Performance Goals.

To be considered performance-based compensation, an award must be subject to the accomplishment of one or more performance goals. Under the 2011 Plan, the performance goals must be related to the following performance measures and are subject to compliance with applicable law:


(a)total stockholder return;
(b)such total stockholder return as compared to total return (on a comparable basis) of a publicly available index such as, but not limited to, the Standard & Poor’s 500 Stock Index;
(c)net income;

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(d)pretax earnings;
(e)earnings before interest expense, taxes, depreciation and amortization;
(f)earnings before interest expense, taxes, depreciation and amortization and before bonuses, service fees, and extraordinary or special items;
(g)pretax operating earnings after interest expense and before bonuses, service fees, and extraordinary or special items;
(h)operating margin;
(i)operating income;
(j)earnings per share;
(k)return on equity;
(l)return on capital;
(m)return on investment;
(n)operating earnings;
(o)working capital;
(p)ratio of debt to stockholders’ equity;
(q)free cash flow; and
(r)revenue.

Any performance measure(s) may be used to measure (i) the performance of the Company, a subsidiary, and/or an affiliate as a whole, (ii) the Company, any subsidiary, and/or any other affiliate or any combination, or (iii) any business unit of the Company, subsidiary, and/or affiliate or any combination thereof, as the Compensation Committee may deem appropriate. The Company may also use any of the above performance measures as compared to the performance of a group of comparator companies, or published or special index that the Compensation Committee, deems appropriate. The Company may also select performance measure (j) above as compared to various stock market indices. The Compensation Committee has the authority to provide for accelerated vesting of any award based on the achievement of performance goals pursuant to the performance measures specified above.

Award Limits.

Awards under the 2011 Plan are subject to the following limits:

The maximum number of shares of Company common stock subject to options or stock appreciation rights (“SARs”) that can be awarded under the 2011 Plan to any person is 750,000per calendar year; provided, however, that the maximum number of shares of Company common stock subject to options or SARs that can be granted under the 2011 Plan to any person in the year that the person is first employed by the Company, or any affiliate, is 1,000,000.

The maximum number of shares that can be granted under the 2011 Plan to any person, other than pursuant to options or SARs, is 500,000 per calendar year; provided, however, that the maximum number of shares of Company common stock subject to awards other than options or SARs that can be granted under the 2011 Plan to any person in the year that the person is first employed by the Company, or any affiliate, is 600,000.

The maximum amount that may be paid as a performance-based cash-settled award in a 12-month performance period to any person is $2,500,000 and the maximum amount that may be paid as performance-based cash-settled awards in respect of a performance period greater than 12 months by any person is $5,000,000.

The preceding limitations are subject to adjustment for stock dividends and similar events as provided in the 2011 Plan.

It is not possible to determine the actual amount of compensation that will be earned under the 2011 Plan in 2016 or in future years because the awards earned will depend on future performance as measured against the applicable performance goals established by the Compensation Committee. The Company expects that future awards under the 2011 Plan will be granted in a manner substantially consistent with the historical grant of awards under the 2011 Plan. For information regarding past grants and outstanding equity awards, see the disclosure in this Proxy Statement in “Grants of Plan-Based Awards” and “Outstanding Equity Awards at 2015 Fiscal Year-End.”

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Other Features of the 2011 Plan

Administration

Except as the Board may otherwise determine, the committee appointed by the Board to administer the 2011 Plan must consist of two or more directors of the Company who: (a) are not officers or employees of the Company, (b) qualify as “outside directors” within the meaning of Section 162(m) of the Internal Revenue Code, (c) meet such other requirements as may be established from time to time by the SEC for plans intended to qualify for exemption under Rule 16b-3 (or its successor) under the Exchange Act and (d) comply with the independence requirements of the stock exchange on which the our common stock is listed. The 2011 Plan is currently administered by the Compensation Committee of the Board of Directors. Subject to the terms of the 2011 Plan, the Compensation Committee selects participants to receive awards, determines the types of awards and terms and conditions of awards, and interprets provisions of the 2011 Plan. Members of the Compensation Committee serve at the pleasure of the Board of Directors. The Board may also appoint one or more separate committees of the Board, each composed of one or more directors of the Company who may also be officers or employees of the Company, to administer the Plan with respect to employees or other service providers who are not executive officers or directors of the Company.

Common Stock Reserved for Issuance under the 2011 Plan

The shares of common stock reserved for issuance under the 2011 Plan consists of authorized but unissued shares or treasury shares or any combination thereof.

Share Usage

Under the terms of the 2011 Plan, any shares of our common stock that are subject to awards are counted against the 2011 Plan share limit as one share for every one share subject to the award. Shares subject to awards granted under the 2011 Plan or the 2007 Omnibus Incentive Plan, as amended (the “2007 Plan”) that terminate by expiration, forfeiture, cancellation, or which are settled in cash in lieu of shares or are exchanged prior to the issuance of shares for awards not involving shares shall be available again for grant under the 2011 Plan. Any shares tendered to pay the option price of an option granted under the 2011 Plan or the 2007 Plan or to satisfy tax withholding obligations associated with an award granted under either plan, shall become available again for grant under the 2011 Plan. Any shares that were subject to a SAR granted under the 2011 Plan that were not issued upon the exercise of such SAR shall become available again for grant under the 2011 Plan.

Amendment or Termination of the 2011 Plan

The Board of Directors may terminate, suspend, or amend the 2011 Plan at any time and for any reason as to any shares as to which awards have not been made. The 2011 Plan will terminate in any event ten years after the effective date of the 2011 Plan, which will be May 19, 2021. Amendments must be submitted for stockholder approval to the extent stated by the Board, required by applicable law or required by applicable stock exchange listing requirements. In addition, no amendment may be made to the no-repricing provisions described below without the approval of the Company’s stockholders.

No-Repricing

Under the 2011 Plan, except in connection with certain corporate transactions, no amendment or modification may be made to an outstanding stock option or SAR, including, without limitation, by replacement of stock options or SARs with another award type, that would be treated as a repricing under the rules of the stock exchange on which our common stock is listed or would replace stock options or SARs with cash, in each case, without the approval of the stockholders provided, that, appropriate adjustments may be made to outstanding stock options and SARs to achieve compliance with applicable law, including the Internal Revenue Code.

Option

The 2011 Plan permits the granting of options to purchase shares of our common stock intended to qualify as incentive stock options under the Internal Revenue Code and stock options that do not qualify as incentive stock options. The exercise price of each stock option may not be less than 100% of the fair market value of our common stock on the date of grant date. The fair market value is generally determined as the closing price of the common stock on the grant date or other determination date. In the case of certain 10% stockholders who receive incentive stock options, the exercise price may not be less than 110% of the fair market value of the common stock on the date of grant. An exception to these requirements is made for options that the Company grants in substitution for options held by employees of companies that the Company acquires. In such a case the exercise price is adjusted to preserve the economic value of the employee’s stock option from his or her former employer.

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The term of each stock option is fixed by the Compensation Committee and may not exceed ten years from the date of grant (five years if the optionee is a 10% stockholder and the option is intended to be an incentive stock option). The Compensation Committee determines at what time or times each option may be exercised and the period of time, if any, after retirement, death, disability or termination of employment during which options may be exercised. Options may be made exercisable in installments. The exercisability of options may be accelerated by the Compensation Committee.

In general, an optionee may pay the exercise price of an option by cash or cash equivalents, or, if the option agreement so provides, by tendering shares of our common stock with a fair market value equal to the option exercise price, by means of a broker-assisted cashless exercise or, any combination thereof. An award agreement may provide for other methods as well.

Other Awards

Under the 2011 Plan, the following types of awards may also be made:

SARs.  A SAR is an award that gives the holder the right to receive, upon exercise thereof, the excess of (a) the fair market value of one share of our common stock on the date of exercise over (b) the SAR exercise price on the grant date. The SAR exercise price must be at least equal to the fair market value of a share of our common stock on the date of grant, as determined in accordance with the 2011 Plan.

Restricted Stock.  Restricted stock is an award of shares of our common stock, which may be granted for no consideration (other than the par value of the shares which is deemed paid by services). At the time a grant of restricted stock is made, the Compensation Committee may establish a period of time applicable to such restricted stock. The Compensation Committee also may, at the time of grant, prescribe restrictions in addition to or other than the expiration of the restricted period, including the satisfaction of corporate or individual performance objectives, applicable to all or any portion of the award of restricted stock. There is a minimum three-year vesting requirement for time-vested restricted stock awards and deferred stock unit awards and one-year minimum vesting requirement for performance-vesting restricted stock awards and deferred stock unit awards, with up to ten percent of shares reserved for issuance under the plan carved-out from the foregoing minimum requirements. Further, the foregoing limitation does not apply to any dividends or dividend equivalent rights, or other distributions, issued in connection with any award granted at any time under the 2011 Plan.

Unless the Compensation Committee provides otherwise in the award agreement, holders of restricted stock will have the right to vote such stock and the right to receive any dividends declared or paid with respect to such stock. The Compensation Committee may provide that any dividends paid on restricted stock must be reinvested in shares of our common stock, which may or may not be subject to the same vesting conditions and restrictions applicable to the restricted stock.

Unrestricted Stock.  An award of unrestricted stock is an award of shares of our common stock free of restrictions. The Compensation Committee may grant (or sell at par value or such other higher purchase price determined by the Compensation Committee) an award of shares of unrestricted stock under the 2011 Plan. Unrestricted stock awards may be granted or sold as described in the preceding sentence in respect of services and other valid consideration, or in lieu of, or in addition to, any cash compensation due to the grantee.

Deferred Stock Units.  A stock unit is a bookkeeping entry that represents the equivalent of one share of Company common stock. The same terms and restrictions as may be set forth by the Compensation Committee with respect to shares of restricted stock apply to deferred stock units. However, holders of deferred stock units will have no rights as stockholders or any other rights (other than those of a general creditor of the Company). The Compensation Committee may provide that the holder of deferred stock units will be entitled to receive, upon the Company’s payment of a cash dividend on its outstanding common stock, a cash payment for each stock unit held equal to the per-share dividend paid on our common stock. The Compensation Committee may also provide in the award agreement that such cash payment will be deemed reinvested in additional deferred stock units at a price per unit equal to the fair market value of a share of Company common stock on the date that such dividend is paid.

Dividend Equivalent Rights.  A dividend equivalent right is an award entitling the recipient to receive credits based on cash distributions that would have been paid on the shares of our common stock specified in the dividend equivalent right (or other award to which it relates) if such shares had been issued to and held by the recipient. The terms and conditions of dividend equivalent rights will be specified in the grant. Except as may otherwise be provided by the Compensation Committee either in the award Agreement, in another agreement with the recipient, or in writing after the award agreement is issued, a recipient’s rights in all dividend equivalent rights will automatically terminate upon the recipient’s termination of service for any reason.

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Performance-Based Awards.  These awards are awards of options, SARs, restricted stock, deferred stock units, performance shares or other equity-based awards made subject to the achievement of performance goals over a performance period specified by the Compensation Committee and that comply with applicable law. Subject to the terms of the 2011 Plan, the Compensation Committee may pay earned shares or units in cash or in shares of our common stock (or in a combination of cash and shares of our common stock) equal to the value of the earned common stock or units at the close of the applicable performance period or as soon as practicable thereafter. Performance-based awards to individuals who are covered under Section 162(m) of the Internal Revenue Code, or who the Compensation Committee designates as likely to be covered in the future, will comply with the requirement that payments to such employees qualify as performance-based compensation under Section 162(m) of the Internal Revenue Code (as described below) to the extent that the Compensation Committee so designates. Such employees include the chief executive officer and the three highest compensated executive officers (other than the chief financial officer) determined at the end of each year (the “covered employees”).

Recoupment

Award agreements for awards granted pursuant to the 2011 Plan may be subject to mandatory repayment by the recipient to the Company of any gain realized by the recipient to the extent the recipient is in violation of or in conflict with certain agreements with the Company (including but not limited to an employment or non-competition agreement). The Company may also annul an award if the recipient is an employee and is terminated for Cause as defined in the applicable award agreement, the 2011 Plan, or any other agreement with the Company.

Any award granted pursuant to the 2011 Plan shall be subject to mandatory repayment to the extent the recipient is, or in the future becomes, subject to any Company “clawback” or recoupment policy that requires the repayment to the Company of compensation paid to by the Company or an affiliate in the event that such recipient fails to comply with, or violates, the terms or requirements of such policy.

If the Company is required to prepare an accounting restatement due to the material noncompliance of the Company, as a result of misconduct, with any financial reporting requirement under the securities laws, a recipient subject to automatic forfeiture under Section 304 of the Sarbanes-Oxley Act of 2002 and any recipient who knowingly engaged in the misconduct, was grossly negligent in engaging in the misconduct, knowingly failed to prevent the misconduct or was grossly negligent in failing to prevent the misconduct, shall reimburse the Company the amount of any payment in settlement of an award earned or accrued during the 12-month period following the first public issuance or filing with the United States Securities and Exchange Commission (whichever first occurred) of the financial document that contained such material noncompliance.

Notwithstanding any other provision of the 2011 Plan or any provision of any award agreement, if the Company is required to prepare an accounting restatement, the recipient shall forfeit any cash or stock received in connection with an award (or an amount equal to the fair market value of such stock on the date of delivery thereof to the recipient if the recipient no longer holds the common stock) if, pursuant to the terms of the award agreement for such award, the amount of the award earned or the vesting in the award was expressly based on the achievement of pre-established performance goals set forth in the award agreement (including earnings, gains, or other performance goals) that are later determined, as a result of the accounting restatement, not to have been achieved.

Effect of Certain Corporate Transactions

Certain change of control transactions involving us, such as a sale of the Company, may cause awards granted under the 2011 Plan to vest, unless the awards are continued or substituted for in connection with the change of control transaction.

Adjustments for Stock Dividends and Similar Events

The Compensation Committee will make appropriate adjustments in outstanding awards and the number of shares available for issuance under the 2011 Plan, including the individual limitations on awards, to reflect stock splits and other similar events.

Section 162(m) of the Internal Revenue Code

Section 162(m) of the Internal Revenue Code limits publicly-held companies such as the Company to an annual deduction for federal income tax purposes of $1 million for compensation paid to their covered employees. However, performance-based compensation is excluded from this limitation. The 2011 Plan is designed to permit the Compensation Committee to grant stock options and stock appreciation rights that qualify as performance-based for purposes of satisfying the conditions of Section 162(m).

To qualify as performance-based:

(i)the compensation must be paid solely on account of the attainment of one or more pre-established, objective performance goals;
(ii)the performance goal under which compensation is paid must be established by a compensation committee comprised solely of two or more directors who qualify as outside directors for purposes of the exception;

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(iii)the material terms under which the compensation is to be paid must be disclosed to and subsequently approved by stockholders of the corporation before payment is made in a separate vote;
(iv)the performance goals must be established not later than the earlier of (a) 90 days after the beginning of any performance period applicable to the award and (b) the day on which 25% of any performance period applicable to the award has expired, or at such other date as may be required or permitted for “performance-based compensation” under Section 162(m) of the Internal Revenue Code; and
(v)the Compensation Committee must certify in writing before payment of the compensation that the performance goals and any other material terms were in fact satisfied.

In the case of compensation attributable to stock options, the performance goal requirement (summarized in (i) above) is deemed satisfied, and the certification requirement (summarized in (v) above) is inapplicable, if the grant or award is made by the Compensation Committee; the 2011 Plan under which the option is granted states the maximum number of shares with respect to which options may be granted during a specified period to an employee; and under the terms of the option, the amount of compensation is based solely on an increase in the value of the Company’s common stock after the date of grant.

Under the Internal Revenue Code, a director is an “outside director” of the Company if he or she is not a current employee of the Company; is not a former employee who receives compensation for prior services (other than under a qualified retirement plan); has not been an officer of the Company; and does not receive, directly or indirectly (including amounts paid to an entity that employs the director or in which the director has at least a five percent ownership interest), remuneration from the Company in any capacity other than as a director.

Federal Income Tax Consequences

Non-Qualified Options

The grant of an option is not a taxable event for the grantee or the Company. Upon exercising a non-qualified option, a grantee will recognize ordinary income in an amount equal to the difference between the exercise price and the fair market value of the Company common stock on the date of exercise. Upon a subsequent sale or exchange of shares acquired pursuant to the exercise of a non-qualified option, the grantee will have taxable capital gain or loss, measured by the difference between the amount realized on the disposition and the tax basis of the shares of Company common stock (generally, the amount paid for the shares plus the amount treated as ordinary income at the time the option was exercised).

If we comply with applicable reporting requirements and with the restrictions of Section 162(m) of the Internal Revenue Code, we will be entitled to a business expense deduction in the same amount and generally at the same time the grantee recognizes ordinary income.

A grantee who has transferred a non-qualified stock option to a family member by gift will realize taxable income at the time the non-qualified stock option is exercised by the family member. The grantee will be subject to withholding of income and employment taxes at that time. The family member’s tax basis in the shares of Company common stock will be the fair market value of the shares of Company common stock on the date the option is exercised. The transfer of vested non-qualified stock options will be treated as a completed gift for gift and estate tax purposes. Once the gift is completed, neither the transferred options nor the shares acquired on exercise of the transferred options will be includable in the grantee’s estate for estate tax purposes.

In the event a grantee transfers a non-qualified stock option to his or her ex-spouse incident to the grantee’s divorce, neither the grantee nor the ex-spouse will recognize any taxable income at the time of the transfer. In general, a transfer is made “incident to divorce” if the transfer occurs within one year after the marriage ends or if it is related to the end of the marriage (for example, if the transfer is made pursuant to a divorce order or settlement agreement). Upon the subsequent exercise of such option by the ex-spouse, the ex-spouse will recognize taxable income in an amount equal to the difference between the exercise price and the fair market value of the shares of Company common stock at the time of exercise. Any distribution to the ex-spouse as a result of the exercise of the option will be subject to employment and income tax withholding at this time.

Incentive Stock Options

The grant of an option is not a taxable event for the grantee or for the Company. A grantee will not recognize taxable income upon exercise of an incentive stock option (except that the alternative minimum tax may apply), and any gain realized upon a disposition of the Company common stock received pursuant to the exercise of an incentive stock option will be taxed as long-term capital gain if the grantee holds the shares of Company common stock for at least two years after the date of grant and for one year after the date of exercise (the “holding period requirement”). We will not be entitled to any business expense deduction with respect to the exercise of an incentive stock option, except as discussed below.

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For the exercise of an option to qualify for the foregoing tax treatment, the grantee generally must be our employee or an employee of our subsidiary from the date the option is granted through a date within three months before the date of exercise of the option.

If all of the foregoing requirements are met except the holding period requirement mentioned above, the grantee will recognize ordinary income upon the disposition of the Company common stock in an amount generally equal to the excess of the fair market value of the Company common stock at the time the option was exercised over the option exercise price (but not in excess of the gain realized on the sale). The balance of the realized gain, if any, will be capital gain. We will be allowed a business expense deduction to the extent the grantee recognizes ordinary income, subject to our compliance with Section 162(m) of the Internal Revenue Code and to certain reporting requirements.

SARs

There are no immediate tax consequences of receiving an award of SARs that is settled in Company common stock under the 2011 Plan. Upon exercising a SAR that is settled in Company common stock, a grantee will recognize ordinary income in an amount equal to the difference between the exercise price and the fair market value of the Company common stock on the date of exercise. If we comply with applicable reporting requirements and with the restrictions of Section 162(m) of the Internal Revenue Code, we will be entitled to a business expense deduction in the same amount and generally at the same time as the grantee recognizes ordinary income.

Restricted Stock

A grantee who is awarded restricted stock will not recognize any taxable income for federal income tax purposes in the year of the award, provided that the shares of Common Stock are subject to restrictions (that is, the restricted stock is nontransferable and subject to a substantial risk of forfeiture). However, the grantee may elect under Section 83(b) of the Internal Revenue Code to recognize compensation income in the year of the award in an amount equal to the fair market value of the Company common stock on the date of the award (less the purchase price, if any), determined without regard to the restrictions. If the grantee does not make such a Section 83(b) election, the fair market value of the Company common stock on the date the restrictions lapse (less the purchase price, if any) will be treated as compensation income to the grantee and will be taxable in the year the restrictions lapse and dividends paid while the Company common stock is subject to restrictions will be subject to withholding taxes. If we comply with applicable reporting requirements and with the restrictions of Section 162(m) of the Internal Revenue Code, we will be entitled to a business expense deduction in the same amount and generally at the same time as the grantee recognizes ordinary income.

Unrestricted Stock

Participants who are awarded unrestricted Company common stock are required to recognize ordinary income in an amount equal to the fair market value of the shares of Company common Stock on the date of the award, reduced by the amount, if any, paid for such shares. If we comply with applicable reporting requirements and with the restrictions of Section 162(m) of the Internal Revenue Code, we will be entitled to a business expense deduction in the same amount and generally at the same time as the grantee recognizes ordinary income.

Deferred Stock Units

There are no immediate tax consequences of receiving an award of deferred stock units under the 2011 Plan. A grantee who is awarded deferred stock units is required to recognize ordinary income in an amount equal to the fair market value of shares issued to such grantee at the end of the restriction period or, if later, the payment date. If we comply with applicable reporting requirements and with the restrictions of Section 162(m) of the Internal Revenue Code, we will be entitled to a business expense deduction in the same amount and generally at the same time as the grantee recognizes ordinary income.

Dividend Equivalent Rights

Participants who receive dividend equivalent rights are required to recognize ordinary income in an amount distributed to the grantee pursuant to the award. If we comply with applicable reporting requirements and with the restrictions of Section 162(m) of the Internal Revenue Code, we will be entitled to a business expense deduction in the same amount and generally at the same time as the grantee recognizes ordinary income.

Performance-Based Awards

The award of a performance-based award has no federal income tax consequences for us or for the grantee. The payment of the award is taxable to a grantee as ordinary income. If we comply with applicable reporting requirements and with the restrictions of Section 162(m) of the Internal Revenue Code, we will be entitled to a business expense deduction in the same amount and generally at the same time as the grantee recognizes ordinary income.

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Section 280G

To the extent payments that are contingent on a change in control are determined to exceed certain Code limitations, they may be subject to a 20% nondeductible excise tax and the Company’s deduction with respect to the associated compensation expense may be disallowed in whole or in part.

Section 409A

The Company intends for awards granted under the 2011 Plan to comply with Section 409A of the Code. To the extent a grantee would be subject to the additional 20% excise tax imposed on certain nonqualified deferred compensation plans as a result of a provision of an award under the 2011 Plan, the provision will be deemed amended to the minimum extent necessary to avoid application of the 20% excise tax.

Previous Equity Grants Under the 2011 Plan

The following table provides information about all previous equity grants under the 2011 Plan since it was adopted in 2011, as of March 31, 2016:

  Number of Equity Awards Granted Since
Inception of 2011 Plan
 
Name of Individual or Identity of Group Stock
Options (#)
  Restricted
Stock Units
(#)
  Performance
Stock Units
(at Target)
(#)
 
Richard J. Giromini  278,090   263,665   362,306 
Jeffery L. Taylor  24,170   56,170   65,103 
Erin J. Roth  59,380   50,681   69,835 
Mark J. Weber  69,680   63,303   87,797 
Brent L. Yeagy  51,540   53,453   74,167 
All Current Executive Officers  508,560   517,562   702,194 
All Current Directors who are not Executive Officers  0   153,635   0 
Nominees for Election as Director  0   0   0 
Total amount of awards granted under the Plan (all employees and Directors)  1,240,700   1,451,901   1,353,858 

Board Recommendation

The Board of Directors UNANIMOUSLY recommends that you vote “FOR” the re-approval of the performance goals included in the Wabash National Corporation 2011 Omnibus Incentive Plan.

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PROPOSAL 4

 

Proposal 3 – Ratification of Appointment of Independent Registered Public Accounting Firm

Independent Registered Public Accounting Firm

Independent Registered Public Accounting Firm

The Audit Committee of the Board of Directors has appointed the accounting firm Ernst & Young LLP as the independent registered public accounting firm for the Company for the year ending December 31, 2016.2022. Ernst & Young acted as our independent auditors for the year ended December 31, 2015.2021. Representatives of Ernst & Young are expected to be present at the Annual Meeting, will have an opportunity to make a statement if they desire and are expected to be available to respond to appropriate questions. The Audit Committee is responsible for hiring, compensating and overseeing the independent registered public accounting firm, and reserves the right to exercise that responsibility at any time. If the appointment of Ernst & Young is not ratified by the stockholders, the Audit Committee is not obligated to appoint another registered public accounting firm, but the Audit Committee will give consideration to such unfavorable vote.

Board Recommendation

 

The Board of Directors UNANIMOUSLY recommends that you vote “FOR” ratification of the appointment of

The Board of Directors UNANIMOUSLY recommends that you vote “FOR” ratification of the appointment of Ernst & Young LLP as the Company’s independent registered public accounting firm for the year ending December 31, 2022.

Ernst & Young LLP as the Company’s independent registered public accounting firm for the year ending December 31, 2016.

Principal Accounting Fees and Services

The fees billed by Ernst & Young for professional services provided to us for the years ended December 31, 20152021 and December 31, 20142020 were as follows:

 

FEE CATEGORY 2015  2014 
  ($ in thousands) 
Audit Fees $1,342  $1,323 
Audit-Related Fees  305   16 
Tax Fees      
All Other Fees     10 
Total Fees $1,647  $1,349 

FEE CATEGORY

  2021   2020 
   ($ IN THOUSANDS) 

Audit Fees (1)

  $1,422   $1,393 

Audit-Related Fees (2)

        

Tax Fees (3)

  $4   $11.5 

All Other Fees (4)

        

Total Fees

  $1,426   $1,404.5 

 

Audit Fees.

Consist of fees billed for professional services rendered
(1)

Fees for the audit of our consolidated financial statements and review of the interim consolidated financial statements included in quarterly reports, and services in connection with securities offerings, registration statements and statutory filings.

(2)

Fees billed for assurance and related services that are reasonably related to the performance of the audit or review of our consolidated financial statements and are not reported under “Audit Fees”.

(3)

Fees billed for professional services related to tax compliance, tax advice and tax planning.

(4)

Fees for services that are not included in the service categories reported above, primarily transaction related services.

In 2021 and review of the interim consolidated financial statements included in quarterly reports, and services in connection with securities offerings and registration statements.

Audit-Related Fees.

Consist of fees billed for assurance and related services that are reasonably related to the performance of the audit or review of our consolidated financial statements and are not reported under “Audit Fees.” In 2015 and 2014, these services included audits of benefit plans, services in connection with due diligence related to acquisitions, and other audit-related services.

Tax Fees.

Consist of fees billed for professional services related to tax compliance, tax advice and tax planning.

All Other Fees.

Consist of fees for services provided by Ernst & Young that are not included in the service categories reported above.

In 2015 and 2014,2020, all Ernst & Young fees were pre-approved by the Audit Committee pursuant to thepre-approval policy described below. After consideration, the Audit Committee has concluded that the provision of non-audit services by Ernst & Young to Wabash is compatible with maintaining the independence of Ernst & Young.

 

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642022 Proxy StatementWABASH NATIONAL CORPORATION


Proposal 3 – Ratification of Appointment of Independent Registered Public Accounting Firm

 

Pre-Approval Policy for Audit and Non-Audit Fees

The Audit Committee has sole authority and responsibility to select, evaluate and, if necessary, replace the independent auditor. The Audit Committee has sole authority to approve all audit engagement fees and terms, and the Committee, or a member of the Committee, must pre-approve any non-audit service provided to the Company by the Company’s independent auditor. The Audit Committee reviews the status of each engagement at its regularly scheduled meetings. In 20152021 and 2014,2020, the Committee pre-approved all services provided by the independent auditor. The independent auditor provides an engagement letter in advance ofwhich is signed by the meetingChair of the Audit Committee, that occurs in connection with our annual meeting of stockholders, outlining the scope of the audit and related audit fees.

Audit Committee Report

THE FOLLOWING REPORT OF THE AUDIT COMMITTEE DOES NOT CONSTITUTE SOLICITING MATERIAL AND SHOULD NOT BE DEEMED FILED OR INCORPORATED BY REFERENCE INTO ANY OTHER FILING BY US UNDER THE SECURITIES ACT OF 1933 OR THE SECURITIES EXCHANGE ACT OF 1934, EXCEPT TO THE EXTENT WE SPECIFICALLY INCORPORATE THIS REPORT.

The Audit Committee of the Board of Directors in 2015 consisted of Mr. Sorensen, Dr. Jischke, and Mr. Kunz. The Committee’s responsibilities are described in a written charter adopted by the Board of Directors in February 2003, and revised and updated in December 2015. The charter is available on our website at www.wabashnational.com or by writing to us at Wabash National Corporation, Attention: Corporate Secretary, P.O. Box 6129, Lafayette, Indiana 47903.

As part of its ongoing activities, the Audit Committee has:

 

Reviewed and discussed with management our audited consolidated financial statements for the year ended December 31, 2015;2021;

 

Discussed with Ernst & Young, our independent auditors for 2015,2021, the matters required to be discussed by Statement on Auditing Standards No. 16, Communication with Audit Committees, as amended, as adopted by the Public Company Accounting Oversight Board in Rule 3200T; and the SEC; and

 

Received the written disclosures and the letter from the independent auditors required by applicable requirements of the Public Company Accounting Oversight Board regarding the independent auditors’ communications with the Audit Committee concerning independence, and has discussed with the independent auditors their independence.

On the basis of these reviews and discussions, the Audit Committee recommended that our audited consolidated financial statements be included in our Annual Report on Form 10-K for the year ended December 31, 2015,2021, for filing with the SEC.

 

AUDIT COMMITTEE

John E. Kunz, Chair

Scott K. Sorensen

Stuart A. Taylor II

WABASH NATIONAL CORPORATIONMartin C. Jischke
 John E. Kunz2022 Proxy Statement65

 


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Beneficial Ownership Information

 

General MattersBeneficial Ownership of Common Stock

The following table sets forth certain information as of March 14, 2022 (unless otherwise specified), with respect to the beneficial ownership of our Common Stock by each person who is known to own beneficially more than 5% of the outstanding shares of Common Stock, each person currently serving as a director, each nominee for director, each Named Executive Officer (as defined in the Compensation Discussion & Analysis below), and all directors and executive officers as a group:

NAME AND ADDRESS OF BENEFICIAL OWNER

  SHARES OF COMMON
STOCK BENEFICIALLY
OWNED (1)
 PERCENT OF CLASS
(ROUNDED)

Black Rock, Inc. and affiliates

     

    55 East 52nd Street

    New York, New York 10055

    8,291,872 (2)    16.9%

The Vanguard Group, Inc.

     

    100 Vanguard Boulevard

    Malvern, Pennsylvania 19355

    6,348,619 (3)    12.95%

Dimensional Fund Advisors LP

     

    6300 Bee Cave Road, Building One

    Austin, Texas 78746

    3,209,581 (4)    6.55%

The Bank of New York Mellon Corporation

     

    240 Greenwich Street

    New York, New York 10286

    2,847,496 (5)    5.81%

Therese M. Bassett

    25,381 (6)    

John G. Boss

    81,341 (7)    *

M. Kristin Glazner

    23,170 (8)    *

John E. Kunz

    72,604 (9)    *

Larry J. Magee

    115,881 (10)    *

Ann D. Murtlow

    63,004 (11)    *

Kevin J. Page

    24,155   *

Michael N. Pettit

    36,437 (12)    *

Dustin T. Smith

    41,502 (13)    *

Scott K. Sorensen

    89,298 (14)    *

Stuart A. Taylor II

    27,200 (15)    *

Brent L. Yeagy

    203,286   *

All of our directors and executive officers as a group (12 persons)

    803,259 (16)    1.64%

*

Less than one percent

(1)

Beneficial ownership is determined in accordance with the rules of the SEC and generally includes voting or investment power with respect to securities. Shares of Common Stock subject to restricted stock units and/or performance stock units are not deemed outstanding by the Company for purposes of reporting on Common Stock outstanding. As such, only those units that will vest within 60 days of March 14, 2022 are deemed outstanding for purposes of computing the percentage ownership of the person holding such units. Shares of Common Stock subject to options currently exercisable or exercisable within 60 days of March 14, 2022 are deemed outstanding for purposes of computing the percentage ownership of the person holding such options, but are not deemed outstanding for purposes of computing the percentage ownership of any other person. Except where indicated otherwise, and subject to community property laws where applicable, the persons named in the table above have sole voting and investment power with respect to all shares of Common Stock shown as beneficially owned by them.

 

662022 Proxy StatementWABASH NATIONAL CORPORATION


Beneficial Ownership of Common Stock

(2)

Based solely on the Schedule 13G/A filed January 27, 2022 by BlackRock, Inc. on its own behalf and on behalf of its subsidiaries BlackRock Advisors, LLC, Aperio Group, LLC, BlackRock (Netherlands) B.V., BlackRock Fund Advisors, BlackRock Institutional Trust Company, National Association, BlackRock Asset Management Ireland Limited, BlackRock Financial Management, Inc., BlackRock Japan Co., Ltd., BlackRock Asset Management Schweiz AG, BlackRock Investment Management, LLC, BlackRock Investment Management (UK) Limited, BlackRock Asset Management Canada Limited, BlackRock Investment Management (Australia) Limited and Blackrock Fund Managers Ltd. (collectively, the “BlackRock Subsidiaries”). BlackRock, Inc. has sole voting power with respect to 8,028,636 shares and sole dispositive power over 8,291,872 shares. None of the BlackRock Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock except for BlackRock Fund Advisors.

(3)

Based solely on the Schedule 13G/A filed February 10, 2022 by The Vanguard Group, Inc. on its own behalf and on behalf of its subsidiaries Vanguard Asset Management, Limited, Vanguard Fiduciary Trust Company, Vanguard Global Advisors, LLC, Vanguard Group (Ireland) Limited, Vanguard Investments Canada Inc., Vanguard Investments Hong Kong Limited, Vanguard Investments UK, Limited and Vanguard Investments Australia, Ltd. (collectively, the “Vanguard Subsidiaries”). The Vanguard Group does not have sole voting power with respect to any shares. The Vanguard Group has shared voting power with respect to 51,603 shares, sole dispositive power with respect to 6,256,379 shares, and shared dispositive power with respect to 92,240 shares. None of the Vanguard Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock.

(4)

Based solely on the Schedule 13G/A filed February 8, 2022 by Dimensional Fund Advisors LP and its subsidiaries. Dimensional Fund Advisors LP has sole voting power with respect to 3,136,050 shares and sole dispositive power with respect to 3,209,581 shares. None of Dimensional Fund Advisors LP’s subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock.

(5)

Based solely on the Schedule 13G filed February 2, 2022 by The Bank of New York Mellon Corporation, on its own behalf and on behalf of its subsidiaries The Bank of New York Mellon, BYN Mellon, National Association, BNY Mellon Trust of Delaware, BNY Mellon Investment Adviser, Inc, Lockwood Advisors, Inc., Mellon Investments Corporation, Newton Investment Management North America, LLC, Pershing LLC, B.N.Y. Holdings (Delaware) Corporation, BNY Mellon IHC, LLC, MBC Investments Corporation, and Pershing Group LLC (collectively, the “New York Mellon Subsidiaries”). The Bank of New York Mellon Corporation has sole voting power with respect to 2,649,911 shares, shared voting power with respect to 380 shares, sole dispositive power with respect to 1,123,706 shares and shared dispositive power with respect to 1,696,577 shares. None of the New York Mellon Subsidiaries claim beneficial ownership of 5% or greater of the outstanding shares of Common Stock except for BNY Mellon IHC, LLC and MBC Investments Corporation.

(6)

Includes 7,504 unvested restricted stock units held by Ms. Bassett that will vest within 60 days of March 14, 2022.

(7)

Includes 7,504 unvested restricted stock units held by Mr. Boss that will vest within 60 days of March 14, 2022.

(8)

Includes options held by Ms. Glazner to purchase 750 shares that are currently, or will be within 60 days of March 14, 2022, exercisable. Does not include any unvested restricted stock units or performance stock units, as no such awards held by Ms. Glazner will vest within 60 days of March 14, 2022.

(9)

Includes 7,504 unvested restricted stock units held by Mr. Kunz that will vest within 60 days of March 14, 2022.

(10)

Includes 7,504 unvested restricted stock units held by Mr. Magee that will vest within 60 days of March 14, 2022.

(11)

Through a family estate planning structure, Ms. Murtlow shares voting and investment power on all shares with her spouse (other than with respect to any deferred shares). Includes 7,504 unvested restricted stock units held by Ms. Murtlow that will vest within 60 days of March 14, 2022.

(12)

Includes options held by Mr. Pettit to purchase 2,010 shares that are currently, or will be within 60 days of March 14, 2022, exercisable. Does not include any unvested restricted stock units or performance stock units, as no such awards held by Mr. Pettit will vest within 60 days of March 14, 2022.

(13)

Includes options held by Mr. Smith to purchase 2,267 shares that are currently, or will be within 60 days of March 14, 2022, exercisable. Does not include any unvested restricted stock units or performance stock units, as no such awards held by Mr. Smith will vest within 60 days of March 14, 2022.

(14)

Through a family estate planning structure, Mr. Sorensen shares voting and investment power on all reported shares with his spouse (other than with respect to any deferred shares). Includes 7,504 unvested restricted stock units held by Mr. Sorensen that will vest within 60 days of March 14, 2022.

(15)

Includes 7,504 unvested restricted stock units held by Mr. Taylor that will vest within 60 days of March 14, 2022.

(16)

Includes options held by our executive officers to purchase an aggregate of 5,027 shares that are currently, or will be within 60 days of March  14, 2022, exercisable. The Company’s directors do not hold any options.

Delinquent Section 16(a) Reports

Section 16(a) of the Exchange Act requires our directors, executive officers and 10% stockholders to file reports of ownership of our equity securities. To our knowledge, based solely on our review of the copies of such forms furnished to us in 2021 and written representations from our executive officers and directors, we believe that all Section 16(a) filing requirements of our directors and executive officers were met except that a late Form 4 was filed for Mr. Yeagy on March 2, 2022 reporting three stock option exercise transactions, and a Form 5 was filed for each of Messrs. Pettit and Smith reporting a late share withholding transaction, filed on February 11, 2022 and February 10, 2022, respectively.

WABASH NATIONAL CORPORATION2022 Proxy Statement67


General Information

Availability of Certain Documents

A copy of our 20152021 Annual Report on Form 10-K is posted with this Proxy Statement.You also may obtain additional copies without charge and without the exhibits by writing to: Wabash National Corporation, Attention: Corporate Secretary, P.O. Box 6129,3900 McCarty Lane, Lafayette, Indiana 47903.47905. These documents also are available through our website at www.wabashnational.com.

The charters for our Audit, Compensation, and Nominating, and Corporate Governance and Sustainability, and Finance Committees, as well as our Corporate Governance Guidelines and ourthe Codes, of Business Conduct and Ethics, are available on the Corporate Governance/Governance Documents page of the Investor Relations section of our website at www.wabashnational.comir.onewabash.com and are available in print without charge by writing to: Wabash National Corporation, Attention: Corporate Secretary, P.O. Box 6129,3900 McCarty Lane, Lafayette, Indiana 47903.47905.

Communications with the Board of Directors

Stockholders or other interested persons wishing to make known complaints or concerns about our accounting, internal accounting controls or auditing matters, or bring other concerns to the Board or the Audit Committee, or to otherwise communicate with our independent directors as a group or the entire Board, individually or as a group, may do so by sending an email to board@wabashnational.com or auditcommittee@wabashnational.com, or by writing to Wabash National Corporation, Attention: General Counsel, 3900 McCarty Lane, Lafayette, Indiana 47905. You may report your concerns anonymously or confidentially.

Stockholder Proposals and Nominations

Stockholder Proposals for Inclusion in 20172023 Proxy Statement. Statement. To be eligible for inclusion in the proxy statement for our 20172023 Annual Meeting, stockholder proposals must be received by the Company’s Corporate Secretary no later than the close of business on December 3, 2016.November 29, 2022. However, if the date of the 20172023 Annual Meeting has changed by more than 30 days from the date of the 20162022 Annual Meeting indicated herein, then stockholder proposals must be received a reasonable time before the Company begins to print and send its proxy materials for the 20172023 Annual Meeting. Proposals should be sent to Wabash National Corporation, Attention: Corporate Secretary, 1000 Sagamore Parkway South,3900 McCarty Lane, Lafayette, Indiana 47905 and follow the procedures required by Rule 14a-8 of the SecuritiesExchange Act. In addition to satisfying the foregoing requirements under our Bylaws, to comply with the universal proxy rules (once effective), stockholders who intend to solicit proxies in support of director nominees other than our director nominees must provide notice that sets forth the information required by Rule 14a-19 under the Exchange Act of 1934.

not later than March 12, 2023.

Stockholder Director Nominations and other Stockholder Proposals for Presentation at the 20172023 Annual Meeting.  Meeting. Under our Bylaws, written notice of stockholder nominations to the Board of Directors and any other business proposed by a stockholder that is not to be included in our proxy statement must be delivered to the Company’s Corporate Secretary not less than 90 nor more than 120 days prior to the first anniversary of the preceding year’s annual meeting. Accordingly, any stockholder who wishes to have a nomination or other business considered at the 20162023 Annual Meeting must deliver a written notice (containing the information specified in our Bylaws regarding the stockholder, the nominee and the proposed action, as appropriate) to the Company’s Corporate Secretary between January 11, 20172023 and February 11, 2017.10, 2023. However, if the date of the 20172023 Annual Meeting is more than 30 days before or after the first anniversary of the 20162022 Annual Meeting, any stockholder who wishes to have a nomination or other business considered at the 20172023 Annual Meeting must deliver written notice (containing the information specified in our Bylaws regarding the stockholder, the nominee and the proposed action, as appropriate) to the Company’s Corporate Secretary not earlier than 120 days prior to such Annual

682022 Proxy StatementWABASH NATIONAL CORPORATION


General Information

Meeting and not later than the later of the 90th day prior to such Annual Meeting or the tenth day following the public announcement of such Annual Meeting. SEC rules permit management to vote proxies in its discretion with respect to such matters if we advise stockholders how management intends to vote. A nomination or other proposal will be disregarded if it does not comply with the above procedure and any additional requirements set forth in our Bylaws. Please note that these requirements are separate from the SEC’s requirements to have your proposal included in our proxy materials.

Householding of Proxy Materials

Stockholders residing in the same household who hold their stock through a bank or broker may receive only one set of proxy materials in accordance with a notice sent earlier by their bank or broker. This practice of sending only one copy of proxy materials is called “householding” and this practice saves us money in printing and distribution costs and reduces the environmental impact of our Annual Meeting. This practice will continue unless instructions to the contrary are received by your bank or broker from one or more of the stockholders within the household.

We will deliver promptly, upon written or oral request, a separate copy of the proxy materials to a stockholder at a shared address to which a single copy of the documents was delivered. A stockholder who wishes to receive separate copies of the proxy materials, now or in the future, should submit a request to the Company by telephone at (765) 771-5310 or by submitting a written request to Wabash National Corporation c/o Director-Investor Relations, 3900 McCarty Lane, Lafayette, IN 47905.

If you hold your shares in “street name” and reside in a household that received only one copy of the proxy materials, you can request to receive a separate copy in the future by following the instructions sent by your bank or broker. If your household is receiving multiple copies of the proxy materials, you may request that only a single set of materials be sent by following the instructions sent by your bank or broker.

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Directions to the Annual Meeting

Directions to the 2015 Annual Meeting of Stockholders, to be held at the Wabash National Corporation Ehrlich Innovation Center, located at 3233 Kossuth Street, Lafayette, IN 47905, are set forth below:

Directions from Indianapolis and other points south of West Lafayette:

Take I-65 North toward Chicago to Lafayette Exit 172. Turn left (West) on St. Rd. 26 to U.S. 52. Turn left (South) on U.S. 52, drive approximately 1/2 mile to Kossuth Street. Turn right (West) on Kossuth Street. Drive approximately 1/10 mile; 3233 Kossuth Street (the Wabash National Corporation Ehrlich Innovation Center) will be on the left (South) side of the street.

Directions from Chicago and other points north of West Lafayette:

Take I-65 South to Lafayette Exit 172. Turn right (West) on St. Rd. 26 to U.S. 52. Turn left (South) on U.S. 52, drive approximately 1/2 mile to Kossuth Street. Turn right (West) on Kossuth Street. Drive approximately 1/10 mile; 3233 Kossuth Street (the Wabash National Corporation Ehrlich Innovation Center) will be on the left (South) side of the street.

Other Matters

As of the date of this Proxy Statement, the Board of Directors does not intend to present at the Annual Meeting any matters other than those described in this Proxy Statement and does not know of any matters that will be presented by other parties. If any other matter is properly brought before the meeting for action by the stockholders, proxies in the enclosed form returned to Wabash National will be voted in accordance with the recommendationBy Order of the Board of Directors, or, in the absence of such a recommendation, in accordance with the judgment of the proxy holder.

LOGO

M. Kristin Glazner

Senior Vice President and General Counsel, Corporate Secretary, Chief Human Resources Officer

 

By Order
WABASH NATIONAL CORPORATION2022 Proxy Statement69


LOGO

WABASH NATIONAL CORPORATION

ATTN: LEGAL/CORPORATE SECRETARY

3900 MCCARTY LANE

LAFAYETTE, IN 47905

    LOGO

VOTE BY INTERNET - www.proxyvote.com or scan the QR Barcode above

Use the Internet to transmit your voting instructions and for electronic delivery of information up until 11:59 p.m. Eastern Time the day before the cut-off date or meeting date. Have your proxy card in hand when you access the web site and follow the instructions to obtain your records and to create an electronic voting instruction form.

During The Meeting - Go to www.virtualshareholdermeeting.com/WNC2022 You may attend the meeting via the Internet and vote during the meeting. Have the information that is printed in the box marked by the arrow available and follow the instructions.

VOTE BY PHONE - 1-800-690-6903

Use any touch-tone telephone to transmit your voting instructions up until 11:59 p.m. Eastern Time the day before the cut-off date or meeting date. Have your proxy card in hand when you call and then follow the instructions.

VOTE BY MAIL

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

TO VOTE, MARK BLOCKS BELOW IN BLUE OR BLACK INK AS FOLLOWS:

        KEEP THIS PORTION FOR YOUR RECORDS

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DETACH AND RETURN THIS PORTION ONLY

THIS PROXY CARD IS VALID ONLY WHEN SIGNED AND DATED.

The Board of Directors recommends you vote FOR the following:
1.To elect seven members of the Board of Directors from the nominees named in the accompanying proxy statement;

Nominees

ForAgainstAbstain
1a.Therese M. Bassett
1b.John G. Boss
1c.Larry J. Magee
1d.Ann D. Murtlow
1e.Scott K. Sorensen
1f.Stuart A. Taylor II
1g.Brent L. Yeagy

LOGO      

The Board of Directors recommends you vote FOR proposals 2 and 3.

For

AgainstAbstain
 2.To approve, on an advisory basis, the compensation of our named executive officers;
For    Against  Abstain    
3.To ratify the appointment of Ernst & Young LLP as Wabash National Corporation’s independent registered public accounting firm for the year ending December 31, 2022;  ☐
NOTE: Such other business as may properly come before the meeting or any adjournment thereof.

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

    Erin J. Roth
Signature [PLEASE SIGN WITHIN BOX]Date
    Senior Vice President
March 31, 2016Signature (Joint Owners)General Counsel & Corporate SecretaryDate


WABASH NATIONAL CORPORATION

ANNUAL MEETING OF STOCKHOLDERS

Wednesday, May 11, 2022 10:00 a.m., Eastern time

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

The Combined Proxy Statement and 10-K are available at www.proxyvote.com

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LOGO

WABASH NATIONAL CORPORATION

Annual Meeting of Stockholders

May 11, 2022 10:00 A.M., Eastern time

This proxy is solicited by the Board of Directors for use at the Annual Meeting on May 11, 2022 to be held virtually at www.virtualshareholdermeeting.com/WNC2022.

The shares of stock you hold in the account or in a dividend reinvestment account will be voted as you specify on the reverse side.

If no choice is specified, the proxy will be voted “FOR” Proposals 1, 2 and 3.

By signing the proxy, you revoke all prior proxies and appoint Larry J. Magee and Ann D. Murtlow, and each of them with full power of substitution, to vote the shares on the matters shown on the reverse side and any other matters which may come before the Annual Meeting and all adjournments.

Continued and to be signed on reverse side