UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

SCHEDULE 14A

Proxy Statement Pursuant to Section 14(a) of the

Securities Exchange Act of 1934

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Filed by a Party other than the Registrant  ☐

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455 Eye Street – Washington, DC Completed Q3 2017 | NAHB NGBS Certified 2018 Proxy Statement and Annual Meeting of Shareholders Equity Residential Named a Sector Leader in ESG by GRESB for Fourth Consecutive Year and Received NAREIT’s 2017 Residential Leader in the Light Award

Notice of 20182019 Annual Meeting of Shareholders

April 26, 201823, 2019

Dear Fellow Shareholders,

You are cordially invited to attend Equity Residential’s 20182019 Annual Meeting of Shareholders. This year’s meeting will be held on Thursday, June 14, 201827, 2019 at 8:00 a.m. at Two North Riverside Plaza, Suite 500, Chicago, Illinois 60606, at which time shareholders of record at the close of business on March 29, 20182019 will be asked to:

Your vote is very important. Whether or not you attend the meeting in person, we urge you to vote as soon as possible. Instructions on how to vote are contained in the Proxy Statement.

Our Board of Trustees values your opinion as a shareholder and appreciates your continued support of Equity Residential.

Sincerely,

DavidMark J. NeithercutParrell

President and Chief Executive Officer

Scott J. Fenster

Executive Vice President, General Counsel and Corporate Secretary

TABLE OF CONTENTS

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PROXY STATEMENT

This Proxy Statement and related proxy materials are being made available to shareholders of Equity Residential (“Equity Residential” or the “Company”) on or about April 26, 201824, 2019 in connection with the solicitation by our Board of Trustees (the “Board”) of proxies to be voted at the Company’s 20182019 Annual Meeting of Shareholders (the “Annual Meeting”) to be held on Thursday, June 14, 201827, 2019 at 8:00 a.m. at Two North Riverside Plaza, Suite 500, Chicago, Illinois 60606.60606, which is the principal executive office of the Company.

SUMMARY OF MATTERS FOR SHAREHOLDER VOTING

At this year’s Annual Meeting, we are asking our shareholders to vote on the following matters:

Proposal 1:    Election of Trustees

The Board recommends a voteFOR the election of the following nominees for trustee (the “Trustees”):trustee: Samuel Zell, DavidMark J. Neithercut,Parrell, Charles L. Atwood, Raymond Bennett, Linda Walker Bynoe, Connie K. Duckworth, Mary Kay Haben, Bradley A. Keywell, John E. Neal, David J. Neithercut, Mark S. Shapiro Gerald A. Spector and Stephen E. Sterrett.

Proposal 2:    Ratification of Ernst & Young LLP as Independent Auditor for 20182019

The Board recommends a voteFOR this proposal.

Proposal 3:    Advisory Approval of Executive Compensation

The Board recommends a voteFORthis proposal.

Proposal 4:    Approval of 2019 Share Incentive Plan

The Board recommends a voteFORthis proposal.

GOVERNANCE OF THE COMPANY

Corporate Governance

The Company is dedicated to establishing and maintaining high standards of corporate governance. The Board has implemented many corporate governance measures over the years designed to serve the interests of our shareholders and further align the interests of trustees and management with those of our shareholders. Below are some of the Company’s governance highlights:

Corporate Governance Highlights

Board of Trustees

Our business and affairs are managed under the direction of the Board of Trustees. Members of the Board are kept informed of theCompany’s business through discussions with the Chairman, the Chief Executive Officer and other officers, by reviewing materials provided to them and by participating in meetings of the Board and its committees. Board members have complete access to the Company’s management team and our independent auditor.

The Board’s Role in Overseeing Corporate Strategy for Long-Term Value Creation

The Board is deeply involved in the development and oversight of the Company’s strategy: to achieve long-term growth through the investment in apartment communities located in strategically targeted markets with the goal of maximizing risk adjusted total return (operating income plus capital appreciation) on invested capital. The Board routinely engages with Company management on the components of this strategy, such as identification of markets, renter preferences, operating focus, use of technology, allocation of capital, employee engagement and the management of ESG risks and opportunities that affect the Company’s business and the communities within which the Company conducts business.

Market Visits and Trustee Education

To stay connected with local aspects of Company strategy, the Board conducts at least one of its regularly scheduled quarterly meetings each year in one of the Company’s markets as opposed to at Company headquarters. At these market-focused meetings, the Board visits apartment properties owned by the Company as well as those owned by the Company’s competitors, with opportunities to speak with local employees. The Board also tours the market in general to investigate market risk factors, including growth trends, employment levels, environmental and climate factors, regulatory issues and other important aspects of Company strategy. The Board’s opportunity to engage with local employees also ensures that the Board remains deeply connected to the Company’s culture. The Board’s 20172018 market meeting was held in the important Los AngelesWashington, D.C. market, which, as of December 31, 20172018, generated approximately 19%17% of the Company’s net operating income.income and is the location of two recently completed Company development projects: 455 Eye Street and 100K Apartments. The trustees toured these projects as well as other Company and competitor properties and received a presentation from local management on Washington, D.C. investment, operating and development conditions.

In addition to market visits, many regular quarterly Board meetings include educational briefings from management regarding a wide variety of strategic initiatives, ranging from digitaltechnology initiatives and cybersecurity projects to investment policies and more.

The Company also provides an orientation program for new trustees, which includes an overview of duties and our corporate governance policies, a tour of Company properties in one of our markets, as well asone-on-one sessions with each member of executive management on the Company’s strategy and industry.

Please see the Company’s Annual Report on Form10-K filed with the Securities and Exchange Commission (“SEC”) on February 22, 201821, 2019 for a detailed discussion of the Company’s strategy, aspects of which are reviewed by the Board at every quarterly meeting.

Board Leadership Structure and Succession

Since the Company’s initial public offering in 1993, we have separated the roles of Chairman of the Board and Chief Executive Officer. Samuel Zell has served as Chairman since our initial public offering in August 1993 and is uniquely qualified to serve in this role. Mr. Zell is recognized as one of the founders of today’s public real estate industry after creating two of the largest real estate investment trusts (“REITs”) in the country: the Company, which has delivered a 12.9%12.7% annualized total shareholder return from its IPO in August 1993 through December 31, 2017,2018, and Equity Office Properties Trust, which delivered a 17.4% annualized total shareholder return from its IPO in July 1997 through its sale in February 2007. Mr. Zell also founded Equity LifeStyle Properties, Inc. (NYSE: ELS), the largest REIT in its sector and one that has delivered a 16.4%16.2% annualized total shareholder return from its IPO in February 1993 through December 31, 2017.2018.

As our Chairman, Mr. Zell presides over meetings of the Board, of Trustees, stewards the Company, counsels senior management regarding strategy and provides them with a network of resources across the industry. DavidMark J. Neithercut,Parrell, our President and CEO, sets the strategic direction for the Company under the direction of the Board, is responsible for theday-to-day leadership and performance of the Company and sets the agenda for Board meetings in consultation with the Chairman and our independent Lead Trustee. We believe the Company is well-served by our current leadership structure.

In the event the Chairman of the Board and/or the CEO is unexpectedly unable to serve, (i) the Lead Trustee shall automatically be appointed to serve as the interim Chairman,Chairman; (ii) the Chairman shall automatically be appointed to serve as the interim CEOCEO; and (iii) the Lead Trustee will promptly call a meeting of the Board for the purposes of appointing a special committee to start the process to recommend candidates to serve as a permanent replacement for either or both positions.

Lead Trustee

Charles L. Atwood has been the Company’s Lead Trustee since March 2009. Mr. Atwood’s duties as Lead Trustee include:

Meetings

During 2018, the Board held seven meetings, with 96% average attendance. No trustee nominees attended fewer than 89% of the total number of meetings held by the Board and all committees of the Board on which such trustee served. Eleven trustees attended the 2018 Annual Meeting of Shareholders. Board members are expected to attend all meetings of the Board and committees of which they are members, as further described in the Company’s Corporate Governance Guidelines.

Executive Sessions

Pursuant to the Company’s Corporate Governance Guidelines, thenon-management trustees of the Board meet in regularly scheduled executive sessions without management. The independent trustees also meet in executive session at least once a year. In 2017,2018, thenon-management trustees held four executive sessions, and the independent trustees held one executive session.

Board Independence and Consultants

The Company’s Corporate Governance Guidelines require that a majority of its trustees be independent within the meaning of the New York Stock Exchange (“NYSE”) listing standards, and 82%75% of the trustees nominated herein are independent. The Board and each of the key committees – Audit, Compensation and Corporate Governance – also have authority to retain, at the Company’s expense, outside counsel, consultants or other advisors in the performance of their duties.

The Board’s Role in Risk Oversight

While risk management is primarily the responsibility of management, the Board provides overall risk oversight, both directly and through its committees, to identify and assess the major risks the Company faces, and the policies and procedures for monitoring and controlling such risks.

Each of these committees meets with and reviews material from management and internal audit (as applicable) and reports to the Board, thereby keeping the entire Board fully informed and in a position to administer its overall risk management oversight responsibilities. All committee materials from management are made available to all trustees, not just those who serve on the applicable committee. Furthermore, at most regularly scheduled Board meetings, the Board reviews key matters relating to the Company’s finances, liquidity, operations and investment activity. In relation to cybersecurity, the Board or the Audit Committee meets no less often than annually with senior information technology (“IT”) personnel to discuss recent trends in cyber risks and the Company’s strategy to defend its business systems and information against cyber attacks.

Assessment of Board Performance and Board Processes

Recognizing the importance of a rigorous self-evaluation process to allow boards to assess their performance and identify and address any potential gaps in the boardroom, the Board conducts an annual self-assessment of the performance of the full Board, individual Board members and Board

committees. The Chair of the Corporate Governance Committee (the “Governance Chair”) is responsible for leading the evaluation process, which takes place in advance of the annual consideration of trustee nominees.

For the 20172018 assessment, the CommitteeGovernance Chair conducted a confidential andin-depth interview with each of the trustees to solicit their feedback.feedback on Board and individual trustee performance. Following that, the CommitteeGovernance Chair shared with each trustee individually his or her own evaluation and provided the full Board and Committeescommittees with feedback on their performance. The Lead Trustee interviewed each of the trustees about their evaluation of the CommitteeGovernance Chair of the Corporate Governance Committee and provided the CommitteeGovernance Chair with feedback on performance. This annual evaluation process provides a way to track progress in certain areas targeted for improvement from year to year and to identify opportunities to enhance the Board and Committees’committees’ effectiveness. The assessments confirm whether the current Board leadership and structure continue to be optimal for the Company and are an important factor taken into account by the Corporate Governance Committee in making its recommendations to the Board regarding trustee nominees.

Management Development and Succession

The Board’s goal, through the oversight of the Compensation Committee, is to have an ongoing program for executive leadership development and succession for executive management. As reflected in the Company’s Corporate Governance Guidelines, the Compensation Committee discusses with the CEO hisCEO’s recommendations for management development and succession for the Company’s other executive officers.executives. Additionally, the Compensation Committee oversees long range plans for management development and succession for the CEO.

The Board’s executive succession plan involves conducting regular talent reviews, creating profiles of ideal candidates and selecting potential successors expected to fit the needs of the Company over time. In implementing these plans, the Board believes that, at its core, succession planning: (i) is a board-driven, collaborative and continuous process; (ii) should take into account the Company’s long-term strategic goals; and (iii) involves building a talent-rich organization by attracting and developing the right people. Individuals who are identified as high potential leaders are given exposure and visibility to Board members through formal presentations and informal events. Furthermore, for 2017, twenty-five percent2018, 25% of the assessment of the CEO’s annual performance and ten percent10% of the assessment of the executive officers’other executives’ annual performance were based on individual goals that include development, succession or leadership-oriented goals. In addition to their review of executive officer development and succession, the Board is regularly updated on key talent indicators for the overall workforce, including diversity and other development programs.

These succession planning efforts by the Board and the Company’s executive officersexecutives led to the appointment of Christa L. Sorenson as the Company’s Executive Vice President – Human Resources in 2015, Scott J. Fenster as the Company’s Executive Vice President, - General Counsel and Corporate Secretary in January 2018, and Michael L. Manelis as the Company’s Executive Vice President and Chief Operating Officer to be effectivein July 1, 2018.2018, Robert A. Garechana as the Company’s Executive Vice President and Chief Financial Officer in September 2018 and Mark J. Parrell as the Company’s President in September 2018 and Chief Executive Officer in January 2019. Mr. Fenster, a Company employee since 2003, Mr. Manelis, a Company employee since 1999, and Ms. SorensonMr. Garechana, a Company employee since 2004, and Mr. Fenster,Parrell, a Company employeesemployee since 2003,1999, were identified through this process and given exposure and visibility to the Board over severalmany years, followed by a smooth transition period assisted by their retiring and/or transitioning predecessors. The Board was intensively involved in evaluating each of these executives prior to their promotions and had an

extensive opportunity to observe each executive through presentations they gave to the Board and its committees as well as through significant informal contact.

Certain Relationships and Related Transactions

The Company has adopted a Code of Ethics and Business Conduct that applies to all trustees and employees. The purpose of the Code of Ethics and Business Conduct is to promote: (i) honest and ethical conduct, including the ethical handling of actual or apparent conflicts of interest between personal and professional relationships; (ii) full, fair, accurate, timely and understandable

disclosure in periodic reports required to be filed by the Company; and (iii) compliance with all applicable rules and regulations that apply to the Company and its officers, employees and trustees.

The Audit Committee has responsibility for reviewing the Company’s written policies relating to the avoidance of conflicts of interest and reviewing any proposed related party transactions. Pursuant to such policy, the Audit Committee, consisting solely of independent trustees, approved a transaction in July 2011 whereby ERP Operating Limited Partnership (the “Operating Partnership”), of which the Company is the general partner, leases its corporate headquarters pursuant to aten-year10-year lease from an entity controlled by Mr. Zell. While the rules of the SEC classify this lease as a “related-party transaction”,transaction,” the Company deems the lease to be immaterial and no different than any other office lease transaction that the Company could have entered into onarm’s-length terms at the same time. Specifically, an independent commercial office brokerage firm confirmed in a report to the Audit Committee that at the inception of the lease, the lease had terms that were equivalent to, or more tenant-friendly than, any other arms-lengtharm’s-length office lease with aten-year10-year term, entered into at the time, for similar space in Chicago’s West Loop neighborhood. Furthermore, the lease does not, in the opinion of the Company and the independent trustees, affect Mr. Zell’s ability to act in the best interests of the Company and its shareholders as the amount of lease income is insignificant for Mr. Zell in relation to his considerable net worth. Amounts incurred by the Company for the office lease and related office facility services in 20172018 totaled $2,814,241.$2,479,404.

Trustee Resignation Policy

The Company has a majority vote standard for the election of trustees in uncontested elections with a trustee resignation policy which requires that any trustee nominee who is not elected by a majority of votes cast must promptly tender his or her resignation to the Board. The Board would then decide within 90 days following certification of the shareholder vote, through a process managed by the Corporate Governance Committee and excluding the nominee in question, whether to accept or reject the tendered resignation, or whether other action is recommended. The Board would promptly publicly disclose its decision and rationale.

Share Ownership Guidelines

In keeping with its belief that aligning the financial interests of the Company’s executive officersexecutives and trustees with those of the shareholders will result in enhanced shareholder value, the Board has established the following executive officer and trustee share ownership guidelines:

Executive officersExecutives have five years and trustees have three years from appointment or promotion to comply with the ownership requirements. All of our executive officersexecutives and trustees have met their respective share ownership requirements or are in the permitted time frame to achieve such ownership.

The following equity interests count toward fulfillment of ownership guidelines provided that such equity interests have not been pledged as security for a financing obligation:

Securities Trading Policy and Prohibition against Hedging of Company Equity Securities

The Company’s Securities Trading Policy sets forth guidelines and restrictions applicable to trustees and officers of the Company regarding transactions involving Company equity securities. Pursuant to this policy, the Company imposes a trading moratorium on all trustees and officers at a vice president level and above in advance of earnings releases, and otherwise trustees and all employees are restricted from trading whenever they have knowledge of materialnon-public information.information such as material transactions or cyber breaches. Among other things, this policy also prohibits our trustees and officers from selling any Company equity securities if the security is not owned by the individual at the time of sale (commonly called a “short sale”). This policy further prohibits trustees and officers from purchasing financial instruments that are designed to hedge or offset any decrease in the market value of their Company equity securities.

Continued Focus on ESG

The Board is committed to the incorporation of ESG concepts in all aspects of the Company’s business and is especially proud of the Company’s outstanding performance in the 20172018 Global Real Estate Sustainability Benchmark (“GRESB”) Survey–Survey – a globally-recognized third-party analysis of the ESG indicators of more than 800900 real estate portfolios worldwide. The Company was named the 20172018 Global Residential Listed Sector Leader, the fourthfifth consecutive time the Company was recognized as a Sector Leader in ESG by GRESB. The Company also received for the second third

consecutive year the Residential Leader in the Light award from the National Association of Real Estate Investment Trusts (“NAREIT”Nareit”) in recognition of the Company’s portfolio-wide ESG initiatives. With respect to the Company’s development properties, foureight projects since 2011 have received Leadership in Energy and Environmental Design (“LEED”) certification and eightfour recent development projects are targeted for LEED certification. Four developments since 2011 have also received National Green Building Standard (“NGBS”) certification from the National Association of Home Builders (“NAHB”), includingBuilders. In addition, in 2018 the 455 Eye Street project in Washington, DC described below. Company issued $400 million of10-year 4.15% unsecured notes as “green” bonds, and as a result, the Company will allocate an amount equal to the net proceeds to one or more eligible green/sustainable projects. This was the first “green” bond issuance from an apartment REIT.

The Board understands that ESG requires anall-inclusive approach, addressing not only the Company’s impact on the environment through a focus on resource conservation, energy efficiency and waste reduction, but also the Company’s impact to our communities, including relationships with our residents, employees and shareholders. Performance against ESG goals is part of the Company’s annual performance review process for its executives and employees. For further information on the Company’s ESG policies and goals, please see the Company’s website atwww.equityapartments.com,, in the investor section under “Sustainability,” which also contains the

Company’s 2017 Corporate2018 Environmental, Social Responsibility and Sustainability& Governance Report, published following the review and approval of the Board.Corporate Governance Committee, and which includes a third-party assurance statement as well as a Global Reporting Initiative Content Index.

Our 455 Eye Street855 Brannan project in Washington, DC (see cover photo)(highlighted on the cover), built on a former San Francisco train depot site, illustrates one approach to our ESG strategy. Completed in the third quarter of 2017,2018, thismixed-use174-unit449-unit project includedis the adaptivelargest LEED Platinum-certified multifamily development in San Francisco. 855 Brannan exceeded California’s tough 2008 Energy Code by 25%. This was achieved by using insulation,re-usestate-of-the-art of historical structural components from a 1916 autoworks shop as well as two rowhouseshigh efficiency windows, high-performance hot water boilers and a blacksmith shop frommassive 332 kW solar electric system installed on the late 1800s.roof. Energy Star appliances and high efficiency lighting also contribute to reducing the building’s carbon footprint. The project incorporates salvaged wood and metal throughout, as well as several open areas designed specifically to encourage social interaction. Upon completion,also reduces the project was awarded a NGBS certification for successfully incorporating green practices in itsimpact on California’s water resources through the installation of drought tolerant landscape design and construction such as: sustainable buildingwater efficient plumbing fixtures. In addition, individual apartment unit ventilation systems were tested to ensure they are performing properly and delivering the correct amount of fresh air to occupants. This is not only important for the health and well-being of the occupants but also reduces the buildup of moisture inside the building. All units include flooring that is either FloorScore or Green Label Plus certified, meaning the materials Energy Star kitchen appliances, LED lighting in apartments and common areas, HVAC systems designed using energy modeling, and low flow shower heads and fixtures. Located in the Mount Vernon Triangle neighborhood, 455 Eye Street is categorized as a “walkers paradise” with a walkability score of 97, providing our residents easy access to extensive retail, commercial and transit options. Electriccar-charging stations are locatedon-site, and the building is smoke-free.emit less harmful chemicals than traditional flooring.

Another part of our ESG strategy involves engagement at the market level with our local teams. We give every employee eight hoursIn furtherance of paid time off each year to work in their community. In every market in whichthis strategy, we operate (including our corporate home in Chicago), our teams come together each year to clean local parks, plant community gardens or paint schools. The Company supports this activity with donations tonon-profit organizations in our local markets that are doing everything from providing housing tolow-income residents and the disabled, to teaching people how to plant sustainable gardens in their own communities. Some of the groups we supported in 2017 include Pride Parades in our markets, Seattle’s Mercy Housing Backpack Drive, San Francisco’s Housing Industry Foundation’s “Kicking out Homelessness” Tournament Fundraiser, the Los Angeles Center for Women’s Health Heart of the City 5K, the Greater Chicago Food Depository, Boston’s Cradles to Crayons and the Los Angeles Regional Food Bank.

We also believe that a richly diverse work environment captures the top talent, cultivates the best ideas, and creates the widest possible platform for success. Our goal is to create and sustain an inclusive respectful environment where diversity will thrive, employees will want to work and residents will want to live. To promote this philosophy, the Company formed the “EquityEquity Values Council”,Council, a group comprised of representatives from every market where we do business which is charged with driving new, diversity-focused initiatives for recruitment, well-being, career development and education. Members of the Equity Values Council bring ideas for community service and act as a sounding board. They serve as spokespersons and change agents for our “Equity Values” initiatives and share information and encourage colleagues to participate in community service opportunities. We give every employee eight hours of paid time each year to spend doing service projects in their community. Each year employees spend thousands of hours on these activities, which range from local park clean ups to food drives toback-to-school backpack giveaways. Some of the groups we supported in 2018 include All Stars Project, Arlington Partnership for Affordable Housing, Buona Sera, Chicago Cares, Christopher’s Haven, Friends of the Highline, Greater Chicago Food Depository,

Homeless Persons Representation Project, Housing Industry Foundation, Move for Hunger, New Destiny Housing, Pancreatic Cancer Action Network, Shelters to Shutters and Walk for Hunger.

To continue to foster the importance of a respectful work experience, the Company requiresbi-annualon-line trainingactively trains its workforce regarding the Company’s Code of Ethics and Business Conduct, which, in addition to establishing robust anti-bribery and anti-money laundering provisions and similar governance-related matters, also sets forth the Company’s diversity policy. We put diversity and inclusion into action by creating a culture of involvement, respect and connection where all employees’ voices are heard. Our goal is to create and sustain an inclusive environment where diversity will thrive, employees will want to work and residents will want to live. Our vision of diversity includes race, gender, age, experience, sexual orientation, physical ability and ethnicity, among others.

In 2017, senior management also participated2018, the Company delivered a number of activities in a2-daysupport of diversity training program, conductedoff-site in order to provide complete focus on this important aspect of our ESG approach.and inclusion:

We survey our employees annually to find out what they think of life at Equity Residential.

Each year we measure our employee engagement via an employee survey. Our employees resoundingly say they are proud to work at Equity Residential, value one another as colleagues, believe in our mission and values and feel their skills are a good fit for their jobs. ForOur positive, employee-focused culture was validated when we won a Glassdoor Employees’ Choice Award, honoring the second consecutive year,100 Best Places to Work in 2019. The Company was rated the 43rd best large company employer and was the best rated real estate company. In addition, Indeed.com included the Company received The Employee Voice Award from Quantum Workplace for outstanding workon its lists of 30Top-Rated Workplaces in employee engagement.several major metropolitan areas: Boston (17th), Los Angeles (17th), Washington, D.C. (18th) and Seattle (20th). We are committed to providing our employees with encouragement, guidance, time and resources to learn and apply the skills required to succeed in their jobs. In 2017,2018, each employee completed an average of 1819 hours of dedicated learning at a Company expenditure of over $1,300$1,200 per employee. Included in thisour training program is a courseprograms are courses dedicated to sustainability and diversity and inclusion.

Political Contributions Policy

The Company has a robust policy governing political expenditures. Under the policy approved by the Board, any political spending by the Company must be legitimately linked to the Company’s business purposes and strategic intent, approved by the Chief Executive Officer, and reviewed annually by the Corporate Governance Committee. The policy, together with a disclosure on the amount spent under the policy during the previous calendar year, is available on the Company’s website at www.equityapartments.com in the investor section under “Corporate Governance”.Governance.”

New Shareholder Right to Amend Bylaws

On November 20, 2017, the Board amended the Company’s Bylaws to add a provision which provides for the right of shareholders to amend the Bylaws. Before this amendment was adopted, the Bylaws reserved this right for the Board, as permitted by Maryland law.

At the Annual Meeting of Shareholders held in June 2017, the Company’s shareholders approved anon-binding proposal recommending that the Board take steps to provide shareholders with the right to amend the Company’s Bylaws by a vote of the majority of shares outstanding, with no other specified parameters for implementation of such right. In response to thisa shareholder proposal the Company engaged in numerous conversations over the course of several monthsand significant shareholder engagement with shareholders holding more than 50% of the Company’s outstanding common shares in the aggregate, as well as with the proponent, and researched the bylaw amendment provisions of numerous companies.

This engagement made clear that while shareholders believe having a shareholder right to amend bylaws is a positive governance provision, many also recognize that bylaws are a crucial foundational document, and as such deserve protection against potentially disruptive change and uncertainty. Some shareholders noted that similar to proxy access (see page 20 for details on the Company’s proxy access provisions), it would be appropriate to require a shareholder proposing a binding bylaw amendment to be a long-term investor with substantial Company holdings as evidence of such shareholder’s commitment to the long-term success of the Company. Our research revealed that many companies have long required a supermajority vote of shareholders to amend bylaws, another indication of support for the proposition that bylaws are an important long-term foundational document. We also noted that many Maryland corporations provide that their boards have the exclusive right to amend bylaws, as has long been permitted by Maryland law. Furthermore, the Company’s shareholders had never identified this aspectArticle XIV of the Company’s Bylaws as being notable priorwas amended in 2017 to 2017.

Taking all of the foregoing into account, the Board amended the Company’s Bylaws to add a provision which for the first time provides shareholders with a right to amend the Company’s Bylaws. The amended Article XIV of the Bylaws now permitspermit shareholders to amend the Company’s Bylaws by the affirmative vote of the holders of a majority of the outstanding common shares of the Company

pursuant to a proposal submitted for approval at a duly called annual meeting or special meeting of shareholders by a shareholder, or group of up to 5five shareholders, owning 1% or more of the Company’s outstanding common shares continuously for at least 1 year (the “Ownership Threshold”).one year. A shareholder proposal submitted under the amended Article XIV may not alter or repeal (i) Article XII of the Bylaws, which provides for indemnification of trustees and officers of the Company or (ii) Article XIV of the Bylaws, which addresses procedures for amendment of the Bylaws, without the approval of the Board. The foregoing is a summary of amended Article XIV of the Company’s Bylaws of the Company and is qualified in its entirety by the text of that section.

The Board believes the Ownership Threshold broadly enables shareholders who own a meaningful stake in the Company for more than a brief period of time to propose binding amendments to the Company’s Bylaws. In that regard, the Board considered that, based on the most recently available public filings made by shareholders as of September 30, 2017, (i) approximately 57% of the Company’s outstanding common shares were owned by shareholders that each own at least 1% or more of the Company’s outstanding common shares and (ii) approximately 78% of the Company’s outstanding common shares were owned by shareholders that each own at least 0.2% or more of the Company’s outstanding common shares. The Board’s action does not affect shareholders’ ability to otherwise submit shareholder proposals as further described on page 60.

Biographical Information and Qualifications of Trustees

Our Trustees bring to the Company’s Board substantial business, real estate, governance, finance, operational and/or leadership experience derived from their service as senior executives and, in some cases, leaders of complex organizations, and have the collective and diverse experience that meets the Company’s strategic objectives and contributes to the Board’s effectiveness as a whole. They also all bring public board and committee experience and have an understanding of corporate governance practices and trends. The process undertaken by the Corporate Governance Committee in recommending qualified trustee candidates is described under “Trustee Nomination Procedures” below.

Trustee Nomination Procedures

Trustee Qualifications and Diversity

The Company’s Corporate Governance Guidelines set forth the Board’s policies for the desired attributes of trustees and the Board as a whole. The Board will seek to ensure that a substantial majority of its members are independent within the NYSE listing standards. Each member of the Board must possess the individual qualities of integrity and accountability, informed judgment, financial literacy, high performance standards and must be committed to representing the long-term interests of the Company and its shareholders. The Board values diversity in its broadest sense, reflecting, but not limited to, profession, geography, gender, ethnicity, skills and experience, and believes that as a group, the nominees bring a diverse range of thought and perspectives to the Board’s deliberations. We are very proud to have been recognized as a “Corporate Champion” by the Women’s Forum of New York (at least 25% of Board seats held by women) and a 2020 Women on Boards Winning “W” Company as our(at least 20% of Board has at least 25% of its seats held by women.women), as well as trustees Linda Walker Bynoe, Connie Duckworth and Mary Kay Haben being honored by WomenInc. on their list of 2018 Most Influential Corporate Board Directors. Also, Ms. Bynoe was included in Black Enterprise’s exclusive 2018 Registry of African American Corporate Directors. As a general matter, the Board does not believe it should retain a mandatory retirement age for trustees or establish term limits for trustee service, instead preferring to rely upon its evaluation procedures as the primary method of ensuring that each trustee continues to act in a manner consistent with the best interests of the Company and its shareholders.

Identifying and Evaluating Nominees

The Corporate Governance Committee regularly assesses the appropriate number of trustees comprising the Board, and whether any vacancies on the Board are expected due to retirement or otherwise. The Corporate Governance Committee considers suggestions of potential trustee candidates made by current Board members, shareholders, professional search firms or other persons. The Corporate Governance Committee may consider those factors it deems appropriate in evaluating trustee candidates, including: judgment, skill, diversity, strength of character, experience

with businesses and organizations comparable in size or scope to the Company, experience and skill relative to other Board members and specialized knowledge or experience. The evaluation also includes a critical review of annual performance assessments, as previously described. Of particular importance to the Company’s strategy are skills and experience relating to real estate, finance and capital markets, technology, marketing and consumer insight, risk management and corporate leadership in general.

Each of the members of the Corporate Governance Committee (which Committee includes the Lead Trustee), and the Chief Executive Officer, interview potential candidates that the Corporate Governance Committee has deemed qualified and appropriate. If the Committee determines that a

potential candidate meets the needs of the Board, and has the qualifications as set forth in the Company’s Corporate Governance Guidelines, it will recommend the nomination of the candidate to the Board.

Shareholder Nominees

The Corporate Governance Committee will consider properly submitted shareholder nominees for election to the Board and will apply the same evaluation criteria in considering such nominees as it would to persons nominated under any other circumstance. A shareholder wishing to submit to the Corporate Governance Committee a potential nominee for election to the Board for its consideration should follow the following procedures:

Pursuant to the Company’s Bylaws, a shareholder of the Company who is a shareholder of record at the record date set by the Board for the purpose of determining shareholders entitled to vote at the annual meeting, at the time of giving notice (as described in this paragraph) and at the time of the annual meeting, and who is entitled to vote at such meeting, may nominate individuals for election to the Board if the shareholder complies with the following requirements. First, the shareholder must give the Corporate Secretary of the Company timely written notice of nomination. Generally, notice will be timely if it is delivered not earlier than the 150th day, nor later than 5:00 p.m., Central Time, on the 120th day, prior to the first anniversary of the date of the proxy statement for the preceding year’s annual meeting. Accordingly, for the Company’s annual meeting in the year 2020, the Corporate Secretary must receive the notice not earlier than November 26, 2019 and not later than 5:00 p.m., Central Time, on December 26, 2019. The notice must set forth certain information as to each individual the shareholder proposes to nominate, information with respect to Company security ownership by the shareholder giving such notice, and, to the extent known by the shareholder giving notice, the name and address of any other shareholder supporting the nominee for election. The foregoing is a summary of Article II, Section 13 of the Bylaws of the Company and is qualified in its entirety by the text of that section.

The Company’s shareholders also possess the right to nominate candidates to the Board through proxy access provisions of the Company’s Bylaws. The Bylaws permit a shareholder, or group of up to 20 shareholders, owning 3% or more of the Company’s outstanding common shares continuously for at least three years, to include in the Company’s annual meeting proxy materials trustee nominations for up to 20% of the seats on the Board, subject to the other terms and conditions of the Bylaws. The foregoing is a summary of Article II, Section 16 of the Bylaws of the Company and is qualified in its entirety by the text of that section. Electronic copies of the Bylaws are available on the Company’s website at www.equityapartments.com in the investor section under “Corporate Governance,” and hard copies are available free of charge by writing to Equity Residential, Two North Riverside Plaza, Suite 400, Chicago, Illinois 60606, Attn: Corporate Secretary or by contacting Investor Relations by phone(1-888-879-6356) ore-mail (investorrelations@eqr.com).

Board Refreshment

The Corporate Governance Committee seeks to maintain a board that as a whole possesses the objectivity and the mix of skills and experience to provide comprehensive and effective oversight of the Company’s strategic, operational and compliance risks. The Committee believes that ongoing board refreshment is important to maintain an appropriate mix of skills and provide fresh perspectives while leveraging the institutional knowledge and historical perspective of the Board’s longer-tenured trustees. In keeping with the Committee’s overall strategy for trustee succession

and the appointment of new Board members, since 2010 the Board has added fivesix new independent trustees, one trusteetwo trustees have retired insince 2017 and one trustee is retiring in June of this year.

Set forth below is a snapshot of the composition of our Board of Trustees immediately following the Annual Meeting if the eleventwelve trustee nominees arere-elected.

AVERAGE TENURE OF INDEPENDENT TRUSTEES 9.7 Years

AVERAGE TENURE OF

INDEPENDENT TRUSTEES

8.0 Years*

*Average tenure of independent trustees has decreased from

9.7 years since the 2018 Annual Meeting of Shareholders.

Biographical Information and Qualifications of Trustees

Our trustees bring to the Company’s Board substantial business, real estate, governance, finance, operational and leadership experience derived from their service as senior executives and, in some cases, leaders of complex organizations, and collectively have the experience necessary to oversee and help develop the Company’s strategy and contribute to the Board’s effectiveness as a whole. The process undertaken by the Corporate Governance Committee in recommending qualified trustee candidates is described under “Trustee Nomination Procedures” above.

Trustees Nominated forRe-Election

Set forth below are biographies of each of our trustees as of April 1, 2018,2019, which include a discussion of the specific skills and expertise that led to the Board’s conclusion that such individual should serve as a Trusteetrustee of the Company.

Trustees Nominated forRe-Election

Mary Kay Haben Age 61 Trustee since 2011 Independent Committees • Compensation   (Chair) • Governance		Mary Kay Haben served as the President-North America for the Wm. Wrigley Jr. Company, a leading confectionary company, until her retirement in February 2011. At Wrigley, Ms. Haben drove growth through new product and packaging innovation, as well as marketing efforts in emerging social media. Prior to joining Wrigley in 2007, Ms. Haben held various executive positions during her27-year career at Kraft Foods Inc. These included leading significant business divisions and functions for Kraft, driving bottom line growth through marketing innovation and brand positioning efforts, as well as acquisitions and productivity initiatives. She serves as a director of The Hershey Company (NYSE: HSY) and formerly served as a director of Bob Evans Farms, Inc. (NASDAQ: BOBE) until its sale on January 12, 2018. Ms. Haben received an M.B.A. from the University of Michigan Ross School of Business.   Qualifications •·   Substantial governance expertise with deep corporate and board experience •·   Proven track record in exceeding consumer expectations through brand building, innovation and implementation of business strategies in various markets and media platforms •·   Valuable marketing perspective as the Company continues to focus on ways to engage with current and future residents
			Mary Kay Haben
			Age 62
			Trustee since 2011
			Independent
			Committees ·  Compensation  (Chair) ·  Governance

Committees

		• Compensation • Governance

Incumbent Trustee Retiring

Incumbent Trustee Retiring    

Board Committees

The Board has key standing Audit, Compensation and Corporate Governance Committees, which are comprised entirely of trustees who are independent within the meaning of the NYSE listing standards. The Board also has an Executive Committee. For the committees on which each of our independent Trusteestrustees serve, see “Biographical Information and Qualification of Trustees”“Trustees Nominated forRe-Election” beginning on page 10.14. For a discussion regarding the allocation of risk oversight among the Audit Committee, Compensation Committee and the Corporate Governance Committee, see page 4.5.

Audit Committee

The Audit Committee is comprised entirely of trustees who meet the independence and financial literacy requirements of the NYSE listing standards. In addition, the following members of the Audit Committee are designated as “financial experts” under such listing standards and SEC rules: John E. Neal (Committee Chair), Linda Walker Bynoe, Gerald A. Spector (retiring from the Board in June 2019) and Stephen E. Sterrett. The Audit Committee’s responsibilities as set forth in its charter include providing assistance to the Board in fulfilling its responsibilities with respect to oversight of the integrity of the Company’s financial statements, compliance with legal and regulatory requirements, the independent auditor’s qualifications, performance and independence and the performance of the Company’s internal audit function. The Company’s senior internal audit officer reports to the Audit Committee.

The Audit Committee has sole authority to appoint and replace the independent auditor, which reports directly to the Committee; approve the engagement fees of the independent auditor; andpre-approve the audit services and any permittednon-audit services provided to the Company. In addition, the Audit Committee reviews the scope of audits as well as the annual audit plan, evaluates matters relating to the audit and internal controls of the Company and reviews and

approves all material related party transactions. The Audit Committee holds separate executive sessions, outside the presence of senior management, with the Company’s independent auditor and the Company’s senior internal audit officer. During 2017,2018, the Audit Committee held eight meetings and no member of the Audit Committee served on more than twoone other public company audit committees.committee.

Compensation Committee

The Compensation Committee is comprised entirely of trustees who meet the independence requirements of the NYSE listing standards. The Compensation Committee’s responsibilities as set forth in its charter include establishing the Company’s general compensation philosophy, overseeing the Company’s compensation programs and practices, including incentive and equity-based compensation plans, reviewing and approving executive compensation plans in light of corporate goals and objectives, evaluating the performance of the CEO in light of these criteria and recommending the CEO’s compensation level based on such evaluation. The Compensation Committee also reviews and approves the CEO’s evaluation of the other executive officers’ performance of executives reporting to him before approving their compensation and making recommendations concerning proposals by management regarding compensation, bonuses employment agreements and other related benefits and policies for Company employees.

The Compensation Committee oversees the Company’s executive succession and management development plans, including diversity and other development programs. During 2017,2018, the Compensation Committee held sixnine meetings.

Corporate Governance Committee

The Corporate Governance Committee is comprised entirely of trustees who meet the independence requirements of the NYSE listing standards. The Corporate Governance Committee’s duties as set forth in its charter include establishing criteria for recommending candidates for election or reelection to the Board and its committees, considering issues and making recommendations concerning the size, composition, organization and effectiveness of the Board, establishing and overseeing procedures for annual assessment of Board and trustee performance, evaluating issues of corporate governance and shareholder proposals relating to governance matters, reviewing the Company’s enterprise risk management program and making recommendations to the Board regarding the Company’s governance policies and practices, including its Corporate Governance Guidelines. The Corporate Governance Committee also reviews and approves the Company’s annual ESG report, as further described on page 7.9.

The Corporate Governance Committee identifies individuals qualified to become Board members and will also consider nominees for trustee suggested by shareholders in written submissions to the Company’s Corporate Secretary as further described in “Trustee Nomination Procedures” above. During 2017,2018, the Corporate Governance Committee held five meetings.

Executive Committee

The Executive Committee has the authority to approve proposals to acquire, develop, dispose of and finance investments for the Company up to certain dollar amount thresholds. Transactions that exceed these dollar amount thresholds require approval by the Board. The current members of the Executive Committee are Samuel Zell (Committee Chair), Mark J. Parrell, Charles L. Atwood, John E. Neal, David J. Neithercut Charles L. Atwood and JohnStephen E. Neal. Transactions that exceed these dollar amount thresholds require approval by the Board.Sterrett.

Meetings

During 2017, the Board held six meetings, with 99% average attendance. No trustee nominees attended fewer than 89% of the total number of meetings held by the Board and all committees of the Board on which such trustee served. Ten trustees attended the 2017 Annual Meeting of Shareholders. Board members are expected to attend all meetings of the Board and committees of which they are members, as further described in the Company’s Corporate Governance Guidelines.

Shareholder Nominees

The Corporate Governance Committee will consider properly submitted shareholder nominees for election to the Board and will apply the same evaluation criteria in considering such nominees as it would to persons nominated under any other circumstance. A shareholder wishing to submit to the Corporate Governance Committee a potential nominee for election to the Board for its consideration should follow the following procedures:

Pursuant to the Company’s Bylaws, a shareholder of the Company who is a shareholder of record at the record date set by the Board for the purpose of determining shareholders entitled to vote at the annual meeting, at the time of giving notice (as described in this paragraph) and at the time of the annual meeting, and who is entitled to vote at such meeting, may nominate individuals for election to the Board if the shareholder complies with the following requirements. First, the shareholder must give the Corporate Secretary of the Company timely written notice of nomination. Generally, notice will be timely if it is delivered not earlier than the 150th day, nor later than the close of business on the 120th day, prior to the first anniversary of the date of the proxy statement for the preceding year’s annual meeting. Accordingly, for the Company’s annual meeting in the year 2019, the Corporate Secretary must receive the notice after the close of business on November 27, 2018, and prior to the close of business on December 27, 2018. The notice must set forth certain information as to each individual the shareholder proposes to nominate, information with respect to Company security ownership by the shareholder giving such notice, and, to the extent known by the shareholder giving notice, the name and address of any other shareholder supporting the nominee for election. The foregoing is a summary of Article II, Section 13 of the Bylaws of the Company and is qualified in its entirety by the text of that section.

The Company’s shareholders also possess the right to nominate candidates to the Board through proxy access provisions of the Company’s Bylaws. The Bylaws permit a shareholder, or group of up to 20 shareholders, owning 3% or more of the Company’s outstanding common shares continuously for at least 3 years, to include in the Company’s annual meeting proxy materials trustee nominations for up to 20% of the seats on the Board, subject to the other terms and conditions of the Bylaws. The foregoing is a summary of Article II, Section 16 of the Bylaws of the Company and is qualified in its entirety by the text of that section. Electronic copies of the Bylaws are available on the Company’s website at www.equityapartments.com in the investor section under “Corporate Governance”, and hard copies are available free of charge by writing to Equity Residential, Two North Riverside Plaza, Suite 400, Chicago, Illinois 60606, Attn: Corporate Secretary or by contacting Investor Relations by phone(1-888-879-6356) ore-mail (investorrelations@eqr.com).

Biographical Information of Executive OfficersExecutives

Set forth below are biographies of each of our executive officersexecutives as of April 1, 2018.2019.

DavidMark J. NeithercutParrell. See “Biographical Information and Qualifications of Trustees”.Trustees.”

Barry S. Altshuler,59,, 60, has been Executive Vice President -– Investments of the Company since February 2015. Mr. Altshuler served as the Company’s Senior Vice President – Investments from January 2007 to January 2015, as Vice President of Acquisitions from April 2002 to December 2006 and as Vice President of Asset Management from January 1998 to March 2002. Mr. Altshuler serves on the Executive Committee of the Central City Association of Los Angeles and the University of Florida Real Estate Advisory Board and is a member of the Urban Land Institute (“ULI”).NMHC and ULI. Mr. Altshuler currently also serves on the Board of Directorsas President of the California Apartment Association.

Alexander Brackenridge,54,, 55,has been Executive Vice President – Investments of the Company since February 2015. Mr. Brackenridge served as the Company’s Senior Vice President – Investments from May 2002 to January 2015 and has held various acquisitions and asset management positions within the Company since 1993. Mr. Brackenridge serves on the Board of Governors at the Real Estate Board of New York and is a member of the Greater Boston Real Estate Board, the National Multifamily Housing Council (“NMHC”)NMHC and ULI. Mr. Brackenridge received an M.B.A. from Yale University.

Scott J. Fenster, 42,43, has been Executive Vice President, General Counsel and Corporate Secretary of the Company since January 2018. Mr. Fenster served as the Company’s Senior Vice President -– Legal from January 2013 until December 2017 and has held various positions within the Company’s legal department since September 2003. Mr. Fenster received a J.D. from the University of Michigan Law School.

Robert A. Garechana, 40, has been Executive Vice President and Chief Financial Officer of the Company since September 2018. Mr. Garechana served as Senior Vice President of the Company from December 2012 to September 2018 and Treasurer of the Company from January 2008 to September 2018 and has held various positions within the Company’s finance group since November 2004. Mr. Garechana received a B.B.A. from The University of Texas at Austin.

Alan W. George,60,, 61, has been Executive Vice President and Chief Investment Officer of the Company since January 2002 and was Executive Vice President – Acquisitions/Dispositions from February 1997 to January 2002. Mr. George joined the Company in 1992 as a Vice President – Asset Management. Mr. George serves on the Executive Committee of NMHC. He is also a member and Governor of ULI and serves on the advisory board of the ULI Terwilliger Center for Housing.

Michael L. Manelis, 49,50, has been Executive Vice President and Chief Operating Officer of the Company since July 2018. Mr. Manelis served as Executive Vice President – Property Operations of the Company sincefrom January 2017 and has been appointed to serveJune 2018, as Executive Vice President and Chief Operating Officer as of July 1, 2018. Mr. Manelis served as the Company’s Senior Vice President of Operations and Information Technology from May 2012 to December 2016 and as Senior Vice President – Property Operations from August 2005 to May 2012 and served inhas held various roles inpositions within the Company’s operations group since 1999.

Mark J. Parrell,51,has been Executive Vice President and Chief Financial Officer of the Company since October 2007. Mr. Parrell was Senior Vice President and Treasurer of the Company from August 2005 to October 2007, and served in various roles in the Company’s finance group since September 1999. Mr. ParrellManelis is a member of NMHC and served as Chairthe Advisory Board of its Finance Committee until January 2017 and is a memberHome Partners of ULI. He is a former director of Brookdale Senior Living Inc. (NYSE: BKD) and served as a director of Aviv REIT, Inc. (NYSE: AVIV) until April 1, 2015, when it merged with a competitor. Mr. Parrell received a J.D. from Georgetown University Law Center.

David S. Santee,59,has been Executive Vice President and Chief Operating Officer of the Company since April 2013, and as of July 1, 2018 will serve as Executive Vice President – Property Operations until his previously announced retirement, anticipated to occur on or before January 1, 2019. Mr. Santee served as the Company’s Executive Vice President – Operations from January 2007 to April 2013 and as Executive Vice President – Eastern Division from November 1996 to December 2006.America.

Christa L. Sorenson, 57,58, has been Executive Vice President – Human Resources of the Company since December 2015. Ms. Sorenson was the Senior Vice President – Organization and Talent Development from July 2008 to December 2015 and served inhas held various other roles inpositions within the Company’s Organization and Talent Development group since March 2003.

Bruce C. StrohmRetired Executives,63,

David J. Neithercut. See “Biographical Information and Qualifications of Trustees.”

David S. Santee, 60, was Executive Vice President and Chief Operating Officer of the Company from April 2013 to June 2018 and Executive Vice President – Property Operations from July 2018 until his retirement in January 2018, wasDecember 2018. Mr. Santee served as the Company’s Executive Vice President – Operations from January 2007 to April 2013 and General Counsel of the Company since March 1995 and Corporate Secretary of the Company since March 2011. Mr. Strohm received a J.D.as Executive Vice President – Eastern Division from Northwestern University Law School.November 1996 to December 2006.

COMMON SHARE OWNERSHIP OF TRUSTEES AND EXECUTIVE OFFICERSEXECUTIVES

The following table sets forth information, as of February 28, 2018,2019, with respect to the beneficial ownership of the Company’s common shares by each trustee, its named executive officers (“NEOs”), and the trustees and all executive officersexecutives as a group. Unless otherwise indicated, each person has sole voting and investment power over the common sharesshare equivalents listed. On February 28, 2018,2019, a total of 381,400,949383,308,884 common share equivalents (comprised of common shares, OP Units and restricted units) were outstanding. (1)(2)

* Less than 1%.

In addition to the common shares, OP Units and restricted units set forth above, common shares and OP Units are indirectly owned by various family trusts established for the benefit of Mr. Zell and his family, the trustee of which is Chai Trust, a state-regulated corporate trust company. Mr. Zell is not an officer or director of Chai Trust and does not have voting or dispositive power with respect to such common shares or OP Units. Mr. Zell disclaims beneficial ownership of such common shares and OP Units, except to the extent of any pecuniary interest therein. In addition, common shares are beneficially owned by a family foundation of which Mr. Zell is a director; however, Mr. Zell does not have voting or dispositive power over such common shares, or any pecuniary interest therein, and therefore disclaims beneficial ownership of such common shares.

(5)	62,807 of the common shares shown were pledged for a line of credit of which no amounts were outstanding as of February 28, 2018.

COMMON SHARE OWNERSHIP OF PRINCIPAL SHAREHOLDERS

This table sets forth information with respect to persons who are known to beneficially own more than 5% of the Company’s outstanding common shares as of December 31, 2017.2018.

COMPENSATION DISCUSSION AND ANALYSIS

This Compensation Discussion and Analysis (“CD&A”) provides a detailed description of our executive compensation philosophy, objectives and components, the compensation decisions made under those components, and the performance metrics and other relevant factors the Compensation Committee used in making those decisions.

At our 20172018 Annual Meeting of Shareholders, our 2017 executive compensation program was approved by over 90%91% of our shareholders who voted approved our advisory reportthe votes cast on the Company’s executive compensation.matter. We believe our shareholders’ overwhelming support for the Company’sCompany��s compensation program in 2017 reflects the strong alignment between executive pay and performance.

The Company’s 2018 executive compensation program, which appliesapplied to Mr. Neithercut and his direct reports, is based on a strong performance-oriented compensation philosophy to align executive and shareholder interests and is designed to attract, retain and motivate talented executives.

Executive Compensation Program

The Company’s Executive Compensation Program consists of three components: Annual Salary, Annual Incentive Plan and Long-Term Incentive Plan.

Annual Salary

For 2017,2018, annual salaries of executive officers,executives, the first component of the program, were set at levels competitive with other large companies engaged in the real estate industry with which the Company competes for executive talent. As it does annually, the Compensation Committee reviewed base salaries for the executive officersexecutives to determine whether any adjustments were necessary to reflect market conditions or changes in responsibilities. Neither the CEO nor any of the named executive officers have received an increase in base salary in the past four years.

Annual Incentive Plan

The second component of the program in 20172018 was an Annual Incentive Plan, which allowed the executive to earn from 0% to 200% of target annual incentive by performance againstpre-defined andpre-weighted annual goals (75% of which arewere objective measureable metrics for Mr. Neithercut and 60% of which arewere objective measureable metrics for the other named executive officers)executives) established by the Compensation Committee. The goals were comprised of Corporate Goals, which were shared by all executives, and Business Unit goals for all executives other than Mr. Neithercut, which were unique to each executive. These goals werepre-established, with the majority measured objectively. Each executive was also assigned individual goals for 2017;2018; Mr. Neithercut by the Compensation Committee and the other executives by Mr. Neithercut and approved by the Compensation Committee. Individual goals were assessed subjectively and were intended to move the Company and/or business unit forward in terms of organizational structure, improve on such practices as collaboration among business units and enterprise-wide thinking, provide for appropriate leadership and succession management or otherwise address developmental needs of individuals or groups within the organization.

The Annual Incentive Plan rewarded achievement of these goals based on the Compensation Committee’s quantitative and qualitative assessment of the executives’ contributions to that performance. Performance against each goal was assessed against Threshold, Target and Maximum performance levels, equating to payouts at 50%, 100% and 200%, respectively, and each goal was assigned a weighting relative to the other annual goals. Results between Threshold and Target or between Target and Maximum were based on interpolation. Performance below Threshold would have earned 0%, and performance that exceeded the Maximum would be capped at the Maximum level. The total annual incentive earned by an executive was the sum of the weighted annual incentive amounts earned with respect to each goal.

To further encourage executive officer retention and align the interests of our executives with our shareholders,one-half of the annual incentive earned was paid in “Performance Equity Grants” comprised of Share Awards and/or Option Awards. These Share Awards cliff vest, in full, on the three-year anniversary of the grant date, and Option Awards vest ratably over three years, all subject to continuous employment and retirement provisions.

The other half of the annual incentive earned was paid in cash (the “Performance Bonus”) and/or, at the executive’s option, in the form of immediately vested restricted units or Option Awards.

Long-Term Incentive Plan

The third component of the program in 20172018 was the Long-Term Incentive Plan (“LTI Plan”), which allows the executive to earn from 0% to 200% of a target number of Share Awards, as determined by the Company’s relative and absolute Total Shareholder Return (“TSR”) and achievement of Normalized Funds From Operations (“Normalized FFO”) over a forward-looking three-year performance period compared topre-established quantitative performance metrics. This plan aligns the interests of our executives directly with the interests of our shareholders. We refer to such awards subject to settlement under the LTI Plan as “LTI Awards”.Awards.” LTI Awards cliff vest, in full, on the three-year anniversary of the grant date, subject to continuous employment and retirement provisions. The LTI Awards were granted to executives in January 2017,2018, at the target dollar amounts shown on page 28,30, covering the three-year performance period from January 1, 20172018 through December 31, 2019,2020, with the followingpre-established quantitative performance metrics and potential payout levels:

The Compensation Committee, as promptly as practicable following the conclusion of the performance period, shall determine the resulting settlement, if any, of LTI Awards compared against the performance metrics established for the period. If a Change in Control (as defined in the “Change in Control/Severance Agreements” section below) occurs at any time prior to the end of the performance period, the award shall be valued as though the performance period had ended on the date of the Change in Control.

Executives participating in the LTI Plan elect prior to the start of the performance period to settle the LTI Award in restricted shares and/or restricted units. With respect to an award that will be settled in the form of restricted shares, the Company does not pay the grantee any dividends on such shares during the performance period. Once the number of restricted shares to be issued, if any, has been determined, the Company will make a cash payment to the grantee in an amount equal to all dividends that would have been paid on those restricted shares had they been outstanding and entitled to dividends during the performance period.

For income tax reasons, grantees of awards that will be settled in the form of restricted units: (i) will be issued restricted units at the time of grant at the maximum amount but such units will be subject to forfeiture (other than the hereinafter described partial distributions paid thereon, which are not subject to forfeiture) at the end of the performance period depending on actual

performance and (ii) will be paid a distribution in the amount of 10 percent10% of any distributions paid on OP Units during the performance period. Once the final resulting number of restricted units, if any, has been determined, the Company’s operating partnership shallOperating Partnership will make a cash payment to the grantee in the amount equal to all distributions that would have been paid on those restricted units had they been outstanding and entitled to dividendsdistributions during the performance period, less any previously paid partial distributions.

For information regarding changesMessrs. Garechana and Manelis, who were promoted to their positions in September 2018 and July 2018, respectively, did not participate in the LTI Plan starting infor 2018 see page 39.as they were not reporting directly to the Chief Executive Officer as of January 1, 2018.

2017 PERFORMANCE AND COMPENSATION2018 Performance and Compensation

Target Compensation

The following table shows 20172018 target compensation for our executive officers,NEOs, broken out into the three components of the program as described in the preceding pages. These targets have remained unchanged since 2015.

The Compensation Committee believes that as the responsibilities of our executives increase, the proportion of their total compensation that is at risk and dependent on the Company’s objective performance should also increase. Accordingly, a significant portion of our executive officers’executives’ total target compensation was determined on the basis of performance with respect topre-established quantitative performance metrics: 89%performance: 90% for Mr. Neithercut and over 80% for the other executives.NEOs who reported directly to the Chief Executive Officer as of January 1, 2018. Furthermore, 45%50% of Mr. Neithercut’s target compensation and 40%an average of 32% of the target compensation of the other executives’ target compensationNEOs who reported directly to the Chief Executive Officer as of January 1, 2018 was comprised of LTI Awards and dependent on the Company’s relative and absolute TSR and Normalized FFO over a forward-looking three-year performance period.

Pay Mix

CEO 20172018 TARGET COMPENSATION MIX		OTHER EXECUTIVES’ 2017AVERAGE 2018 TARGET COMPENSATION MIX OF OTHER NEOS WHO REPORTED DIRECTLY TO THE CEO AS OF JANUARY 1, 2018

Company Highlights

In 2017,2018, we continued our long and successful track record of creating value through focused and proactive revenue generation, expense management and strategic capital allocation while maintaining a conservative balance sheet, with a portfolio focused on urban and high-density suburban assets in coastal gateway markets. In doing so, we:

(2)

Customer Loyalty Scores are calculated by the Company using a “net promoter methodology”,methodology,” a widely-used method to gauge customer satisfaction. The Company believes higher Customer Loyalty Scores lead to increased resident retention and stronger renewal rates. “Highest resident retention rate” is reflective of the Company’s 20172018 performance regarding Same Store Turnover. See the Supplemental Appendix on page 6274 for further information.

Annual Incentive Plan -– Goals

The Compensation Committee established the following Annual Incentive Plan Performance Goals, with the following relative weightings, for 2017:2018:

Annual Incentive Plan -– Corporate Goal Results

Annual Incentive Plan -– Performance of the Chief Executive Officer

To determine the amounts of Mr. Neithercut’s 20172018 Performance Bonus and Performance Equity Grant, the Compensation Committee calculated results on the Corporate Goals, as delineated above, and assigned a score to his individual goals. The independent trustees of the Board then approved such calculations, scores and overall compensation.

Mr. Neithercut’s individual goals for 2017,2018, which were assigned by the Compensation Committee, included strategic initiatives, industry leadership and reputation, investor perception and understanding, leadership development and execution of succession planning, communication and collaboration and oversight of Company shared corporate goals.plans, as well as ESG initiatives.

In reviewing Mr. Neithercut’s performance on his individual goals, the Compensation Committee noted the following:

As a result of the Company’s performance and Mr. Neithercut’s contributions in 2017,2018, he received a score of 156%138.10% of target on the Corporate Goals and a score of 125%200% of target on his individual goals, resulting in an overall weighted achievement of 148%153.55% of target on his Performance Bonus and his Performance Equity Grant.

Annual Incentive Plan – Performance of the Other Named Executive OfficersNEOs

To determine the amounts of the Performance Bonus and Performance Equity Grant for the other named executive officers,NEOs, the Compensation Committee calculated results on the Corporate Goals, and Messrs. Neithercut and Parrell (for Mr. Neithercut,Parrell, except as to his own performance), in consultation with the Compensation Committee, assessed each executive’s performance on his Business Unit Goals and individual goals for the year and then assigned scores to such goals.

David S. Santee. As Executive Vice President and Chief Operating Officer, Mr. Santee’s

The Business Unit Goals for Messrs. Parrell and Garechana while serving in their role as Chief Financial Officer included IT initiatives, leasing performanceappropriately managing the Company’s finance and accounting functions, which include: liquidity, capital planning, financial planning and budgeting, and overseeing the preparation of completed development projectsthe Company’s financial statements and recent acquisitions, achievementSEC filings. They were also responsible for the oversight of Customer Loyalty Scores,the Company’s treasury, income tax and investor relations departments and capital market execution, as well as the appropriate oversight of all property operations (including property management, facilities services, real estate tax, pricing and product procurement for the Company’s entire portfolio of property assets), marketing and branding, sales and revenue strategy. HisESG initiatives. Their goals also included ESGleadership development and enterprise risk management initiatives.execution of succession plans, including the transition of the Chief Financial Officer role from Mr. Parrell to Mr. Garechana.

Mr. Santee’sTheir key accomplishments in 20172018 included:

As a result of the Company’s performance and Mr. Santee’sParrell’s contributions in 2017,2018, he received a score of 152%136.30% of target on the Corporate Goals, a score of 150%100% of target on his Business Unit Goals and a score of 100%200% of target on his individual goals, resulting in an overall weighted achievement of 146%131.80% of target on his Performance Bonus and his Performance Equity Grant.

Alan W. George. As Executive Vice President and Chief Investment Officer, Mr. George’s Business Unit Goals included the appropriate oversight of acquisitions and dispositions, development, portfolio management, construction services and renovation activities. His goals also included ESG and enterprise risk management initiatives.

Mr. George’s key accomplishments in 2017 included:

As a result of the Company’s performance and Mr. George’sGarechana’s contributions in 2017,2018, he received a score of 152% of target on the Corporate Goals, a score of 125% of target on his Business Unit Goals and a score of 100% of target on his individual goals, resulting in an overall weighted achievement of 139% of target on his Performance Bonus and his Performance Equity Grant.

Mark J. Parrell. As Executive Vice President and Chief Financial Officer, Mr. Parrell’s Business Unit Goals included appropriately managing the Company’s accounting and corporate budgeting functions, which include liquidity, capital planning, overseeing the preparation of the Company’s financial statements, SEC filings and financial planning and budgeting. He is also responsible for the oversight of the Company’s treasury department, which is responsible for cash management, capital market execution, and also oversees the income tax and investor relations departments. His goals also included ESG and enterprise risk management initiatives.

Mr. Parrell’s key accomplishments in 2017 included:

As a result of the Company’s performance and Mr. Parrell’s contributions in 2017, he received a score of 152%136.30% of target on the Corporate Goals, a score of 100% of target on his Business Unit Goals and a score of 150% of target on his individual goals, resulting in an overall weighted achievement of 136%126.80% of target on his Performance Bonus and his Performance Equity Grant.

David S. Santee – Executive Vice President General Counsel and Corporate Secretary until his retirement as of JanuaryChief Operating Officer (January 1, 2018, Mr. Strohm’s2018-June 30, 2018); Executive Vice President – Property Operations (July 1, 2018-December 31, 2018).

Michael L. Manelis – Executive Vice President – Property Operations (January 1, 2018-June 30, 2018); Executive Vice President and Chief Operating Officer (July 1, 2018-December 31, 2018).

The Business Unit Goals for Messrs. Santee and Manelis while serving in their role as Chief Operating Officer included providing legal support for all capital market activities, asset acquisitionsnew store and dispositions,same store revenue and NOI performance,lease-up of development activitiesprojects, IT initiatives, customer loyalty and property operations; oversight of all Company litigation; supervision of all insurance placements; providing valuable advicemarketing objectives, as well as ESG initiatives. Their goals also included succession management relating to the Board and its committees on areasmid-year transition of corporate governance and other related matters, ESG and enterprise risk management initiatives.the Chief Operating Officer role to Mr. Manelis.

Mr. Strohm’sTheir key accomplishments in 20172018 included:

As a result of the Company’s performance and Mr. Strohm’sSantee’s contributions in 2017,2018, he received a score of 152%136.30% of target on the Corporate Goals, a score of 100% of target on his Business Unit Goals and a score of 100% of target on his individual goals, resulting in an overall weighted achievement of 121.80% of target on his Performance Bonus and his Performance Equity Grant.

As a result of the Company’s performance and Mr. Manelis’ contributions in 2018, he received a score of 136.30% of target on the Corporate Goals, a score of 100% of target on his Business Unit Goals and a score of 200% of target on his individual goals, resulting in an overall weighted achievement of 131.80% of target on his Performance Bonus and his Performance Equity Grant.

Alan W. George – Executive Vice President and Chief Investment Officer.

Mr. George’s Business Unit Goals included the achievement of strategic transaction goals, new store performance, the achievement of sustainability, renovation and capital expenditure metrics, as well as other ESG initiatives. His goals also included leadership development and succession planning for the investments team.

Mr. George’s key accomplishments in 2018 included:

As a result of the Company’s performance and Mr. George’s contributions in 2018, he received a score of 136.30% of target on the Corporate Goals, a score of 100% of target on his Business Unit Goals and a score of 150% of target on his individual goals, resulting in an overall weighted achievement of 136%126.80% of target on his Performance Bonus and his Performance Equity Grant.

Annual Incentive Plan -– Actual Performance Bonuses and Performance Equity Grants

The following table sets forth the target Performance Bonus and target Performance Equity Grants established in December 20162017 and the actual awards made in February 20182019 with respect to performance under the Annual Incentive Plan in 20172018 for each of the named executive officers.NEOs.

Long-Term Incentive Plan

As described above, LTI Awards were awarded in January 2018 to each of the named executive officers inNEOs who reported directly to the Chief Executive Officer as of January 2017,1, 2018, at the target dollar amounts shown on page 28,30, covering the three-year performance period from January 1, 20172018 through December 31, 2019,2020, with thepre-established quantitative performance metrics and potential payout levels described on pages 27 and 28.page 29. These LTI Awards remain subject to settlement after the end of the three-year performance period.

Compensation Risks

The Compensation Committee reviewed the elements of the Company’s compensation to determine whether they encourage excessive risk taking and concluded that the mix and design of the

elements of executive compensation do not encourage management to assume excessive risks, and that any risks arising from the Company’s compensation policies are not reasonably likely to have a material adverse effect on the Company.

Final Results of the 2016-2018 LTI Plan – 2017 LTI PLAN – ALIGNMENT OF PAY AND PERFORMANCEAlignment of Pay and Performance

In February 2015,January 2016, the Company issued LTI Awards under its 20152016 Executive Compensation Program which allowed each executive to earn from 0% to 200% of a target number of Share Awards as determined by the Company’s relative and absolute Total Shareholder ReturnTSR covering a forward-looking three-year performance period compared topre-established quantitative performance metrics. The following tables show the performance metrics and ultimate 19.67%30.04% achievement for the LTI Awards at the completion of the three-year performance period from January 1, 20152016 through December 31, 20172018 and the resulting Share Awards:

Determination of Performance of Company TSR against Performance Metrics

Determination of Resulting Share Awards

The following table sets forth the Share Awardsfor each grantee resulting from the 19.67%30.04% achieved as shown above.