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LOGO


Notice of 20202023 Annual Meeting of Shareholders

May 8, 20205, 2023

9:00 a.m. Central Time

Dover Corporation HeadquartersThe Westin Chicago Lombard

3005 Highland Parkway70 Yorktown Center

Downers Grove,Lombard, Illinois 6051560148

Dear Fellow Shareholder:

You are cordially invited to attend the Annual Meeting of Shareholders (the “Annual Meeting”) of Dover Corporation (“Dover” or the “Company”) at our headquartersThe Westin Chicago Lombard on May 8, 20205, 2023 at 9:00 a.m., Central Time, to be held for the following purposes:

 

 1.

To elect nine directors.

 

 2.

To ratify the appointment of PricewaterhouseCoopers LLP (“PwC”) as our independent registered public accounting firm for 2020.2023.

 

 3.

To approve, on an advisory basis, named executive officer (“NEO”) compensation.

 

 4.

To approve, on an advisory basis, the frequency of holding an advisory vote on executive compensation.

5.

To consider a shareholder proposal regarding the right to allow shareholders to act by written consent,approval of certain termination payments, if properly presented.

 

 5.6.

To consider such other business as may properly come before the Annual Meeting, including any adjournments or postponements thereof.

Although we intend to hold the Annual Meeting in person, we are monitoring the protocols that federal, state and local governments may recommend or require in light of the evolving coronavirus (COVID-19) outbreak. If we determine it is necessary or appropriate to take additional steps regarding how we conduct our meeting, we will announce our decision in advance, and details will be posted on our website and filed with the SEC.

All holders of record at the close of business on March 12, 20208, 2023, are entitled to notice of and to vote at the Annual Meeting or any adjournments or postponements thereof.Whether or not you plan to attend the Annual Meeting, we urge you to vote your shares as soon as possible.

March 26, 202017, 2023

By authority of the Board of Directors,

Ivonne M. Cabrera

Secretary


TABLE OF CONTENTS

 

Notice of 20202023 Annual Meeting of Shareholders  
Proxy Statement Summary  1

Annual Meeting Information

  1

Items of Business

  1

How to CastSubmit Your VoteProxy

  1

Company Overview

  2

20192022 Performance Overview

  4

Shareholder EngagementGovernance Highlights

  65

Governance HighlightsShareholder Engagement

  65

Executive Compensation

  76

Director Nominees

  106

Board Composition

  108
Proposal 1 — Election of Directors  119

Criteria for Director Nominees

  119

Director Nomination Process

  1210

20202023 Director Nominees

  1311

Board Oversight and Governance Practices

  20

Shareholder Engagement and History of Board Responsiveness

  28

Environmental, Social, and Governance Oversight (ESG)

  30

Directors’ Compensation

  3133

Proposal 2 — Ratification of Appointment of Independent Registered Public Accounting Firm

  3334

Audit Committee Report

  3435

Fees Paid to Independent Registered Public Accounting Firm

  3536

Pre-Approval of Services Provided by Independent Registered Public Accounting Firm

  3536
Compensation Discussion and Analysis  3637

Executive Summary

  3637

Say on Pay Vote Results and Shareholder Engagement

  39

Dover’s Alignment with Leading Compensation Governance Practices

  4240

Compensation Principles

  4341

Compensation Process

  4442

Elements of Executive Compensation

  4846

Other Benefits

  5953

Other Elements of Compensation

  6055

Compensation Committee Report

  6156

Executive Compensation Tables

  6257

Summary Compensation Table

  6257

Grants of Plan-Based Awards in 20192022

  6459

Outstanding Equity Awards at FiscalYear-End 2019 2022

  6560

Option Exercises and Stock Vested in 20192022

  6762

Pension Benefits through 20192022

  6762

Nonqualified Deferred Compensation in 2022

  64

Potential Payments upon Termination or Change in Control

65

Pay versus Performance

70

 

DOVER CORPORATION20202023 Proxy Statement i



PROXY STATEMENT SUMMARY

Annual Meeting Information

 

Date: May 8, 20205, 2023
Time: 9:00 a.m., Central Time
Record Date:         March 12, 20208, 2023
Location: 

Dover Corporation HeadquartersThe Westin Chicago Lombard

3005 Highland Parkway70 Yorktown Center

Downers Grove,Lombard, Illinois 6051560148

 For additional information about our Annual Meeting, please see General“General Information About Thethe Annual Meeting”.Meeting.” We are first mailing this Notice of Annual Meeting and Proxy Statement beginning on or about March 26, 2020.17, 2023.

Items of Business

There are fourfive proposals to be voted on at the Annual Meeting:

 

    

ITEM

  

Proposal

  

Board Voting

Recommendation

  

Page  

Reference  

 

 

ITEM 1

 

  

 

The election of nine nominees for director

 

  

 

FOR each director

nominee

 

  

 

 

 

 

119  

 

 

 

 

 

ITEM 2  

 

  

 

The ratification of the appointment of PwC as our independent registered public accounting firm for 20202023

 

  

 

FOR

 

  

 

 

 

 

3334  

 

 

 

 

 

ITEM 3

 

  

 

An advisory resolution to approve NEO compensation

 

  

 

FOR

 

  

73  

ITEM 4

An advisory resolution to approve the frequency of holding an advisory vote on executive compensation

ONE YEAR

74  

ITEM 5

A shareholder proposal regarding approval of certain termination payments, if properly presented

AGAINST

  

 

 

 

 

75  

 

 

 

 ITEM 4

A shareholder proposal regarding the right to allow shareholders to act by written consent, if properly presented

AGAINST

76  

How to CastSubmit Your VoteProxy

Even if you plan to attend the Annual Meeting in person, please castsubmit your voteproxy as soon as possible using one of the following methods:

 

Viainternet

Via internet by visiting www.proxyvote.com

Via telephone by calling 1-800-690-6903

Via mail by marking, signing and dating your proxy card or voting instruction form (if you received proxy materials by mail) and returning it to the address listed therein

 

Viatelephone by calling1-800-690-6903

Viamail by marking, signing and dating your proxy card or voting instruction form (if you received proxy materials by mail) and returning it to the address listed thereinDOVER CORPORATION2023 Proxy Statement 1



DOVER CORPORATION2020 Proxy Statement 1


PROXY STATEMENT SUMMARY

 

Company Overview

Dover is a diversified global manufacturer and solutions provider delivering innovative equipment and components, consumable supplies, aftermarket parts, software and digital solutions, and support services through five operating segments: Engineered Products, Clean Energy & Fueling, Solutions, Imaging & Identification, Pumps & Process Solutions, and RefrigerationClimate & Food Equipment.Sustainability Technologies. We combine global scale, with operational agility, world-class engineering capability, and customer intimacy to lead the markets we serve. Recognized for our entrepreneurial approach for over 6065 years, our team of approximately 24,000over 25,000 employees takes an ownership mindset, collaborating with customers to redefine what’s possible.

Effective October 1, 2019, we transitioned from a three-segment to a five-segment structure as a result of a change to our management structure and operating model. Our five segments are now structured around businesses with similar business models,go-to-market strategies and manufacturing practices. We believe this new structure increases management efficiency and better align our operations with our strategic initiatives and capital allocation priorities, and provides greater transparency about our performance to external stakeholders.

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Management Philosophy

 

Our executive management team is committed to steady shareholder value creation through a combination of sustained long-term profitable growth, operational excellence, superior free cash flow generation, and productive capital re-deployment while adhering to a conservative financial policy.

Our businesses seek to be leaders in a diverse set of growing markets where customers are loyal to trusted partners and suppliers, and value product performance and differentiation driven by superior engineering, manufacturing precision, total solution development, and excellent supply chain performance.

Our companies are long-time leaders in their respective markets and are known for their innovation, engineering capability, and customer service excellence.

Our sustainable business practices are focused on reducing environmental impact and developing products that help our customers meet their sustainability goals.

Our operating structure of five business segments allows for differentiated acquisition focus consistent with our portfolio and capital allocation priorities which, coupled with value-creating functional expertise at our corporate center, presents opportunities to identify and capture operating synergies, such as global sourcing and supply chain integration, centralized shared services, and cross-pollination of manufacturing best practices.

Our executive management team sets strategic direction, initiatives and goals, provides oversight of strategy execution and achievement of these goals for our business segments, and with oversight from our Board of Directors (our “Board”), makes capital allocation decisions, including organic investment initiatives, major capital projects, acquisitions, and the return of capital to our shareholders.

Ouroperating culture fosters high ethical and performance standards, values accountability, rigor, trust, inclusion, respect, and open communications, and is designed to encourage individual growth and operational effectiveness.

 

LOGO

Management Philosophy

Our executive management team is committed to increasing shareholder value through a combination of sustained long-term profitable growth, operational excellence, and superior free cash-flow generation with productivere-deployment while adhering to a conservative financial policy.

Our businesses seek to be leaders in a diverse set of growing markets where customers are loyal to established brands and value product performance and differentiation evidenced by superior engineering, manufacturing precision, total solution development, and excellent supply chain performance.

Our companies are long-time leaders in their respective markets, known for their innovation, engineering capability, and customer service excellence.

Our operating structure of five business segments allows for increased differentiated acquisition focus consistent with our portfolio and capital allocation priorities and accelerates opportunities to identify and capture operating synergies, such as global sourcing and supply chain integration, shared services, and manufacturing practices, and further advances the development of our executive talent.

Our executive management team sets strategic direction, initiatives and goals, provides oversight of strategy execution and achievement of these goals for our operating companies, and with oversight from our Board of Directors, makes capital allocation decisions, including organic investment initiatives, major capital projects, acquisitions, and the return of capital to our shareholders.

Ouroperating culture fosters high ethical and performance standards that value accountability, rigor, trust, respect, and open communications, designed to allow individual growth and operational effectiveness.

Oursustainable business practices protect the environment, and we are committed to developing products that help our customers meet their sustainability goals.DOVER CORPORATION2023 Proxy Statement 2



DOVER CORPORATION2020 Proxy Statement 2


PROXY STATEMENT SUMMARY

 

Company Goals

We are committed to driving superior shareholder return through three key objectives:tenets of our corporate strategy.

 

LOGO

 We are committed toachieving organic sales growth above global gross domestic product growth (GDP+ or 3%(3% to 5% annually on average) over a long-term business cycle, absent prolonged adverse economic conditions, complemented bygrowth through strategic acquisitions.

LOGO

 We continue to focusare focused onimproving returns on capital, as well as segment and corporate earnings margins, by enhancing our operational capabilities and making investments across the organization in software and digital applications,capabilities, automation, operations management, information technology, shared services, and talent and by focusingtalent. We also focus on continuous, effective cost management and productivity initiatives, including automation and digitally-supported manufacturing, supply chain activities,optimization, e-commerce and digital go-to-market, restructuring activities, improved footprint utilization, strategic pricing and portfolio management.

LOGO

 We aim to generatestrong and growing free cash flow as a percentage of revenue of approximately8-12%and earnings per share (“EPS”) through strong earnings performance, productivity improvements, and active working capital management.

We support achievement of these goals by aligning management compensation with strategic and financial objectives, executing on well-defined and actively managed merger and acquisition processes,managing our portfolio to increase enterprise scale, improving business mix over time, pursuing acquisitions that fit the characteristics of an ideal Dover business, and investing in talent development programs.



DOVER CORPORATION2020 Proxy Statement 3


PROXY STATEMENT SUMMARY

2019 Performance Overview

    

US GAAP from continuing operations

  FY2019    FY2018    D   

        Revenue ($M)

    7,136      6,992      2.1%    

        Earnings ($M)

    678      591      14.7%    

        Diluted EPS ($)

    4.61      3.89      18.5%    

Non-GAAP(1) from continuing operations

                

        Adjusted Earnings ($M)(1)

    872      756      15.4%    

        Adjusted diluted EPS ($)(1)

    5.93      4.97      19.3%    

(1)Definitions and reconciliations ofNon-GAAP measures are included at the end of this proxy statement. For the full years ended December 31, 2019 and December 31, 2018, adjusted earnings excluded after tax acquisition-related amortization costs of $103.6 million and $109.3 million, respectively, and rightsizing and other costs of $25.4 million and $58.3 million, respectively. In addition, full year 2019 excluded a $46.9 millionnon-cashafter-tax loss on assets held for sale related to Finder Pompe S.R.L. (“Finder”), as well as a $18.4 million loss on extinguishment of debt. Full year 2018 excluded a $2.8 million net benefit from the Tax Cuts & Jobs Act (“Tax Reform Act”).2022 Financial Results

In 2019,2022, we continued our long track record of delivering value to our shareholders.shareholders, despite an operational environment that continues to present challenges due to ongoing input shortages, inflationary cost pressure and foreign currency translation headwinds.

 

Transformed Portfolio Producing

Shareholder Value (TSR)1,2

LOGO

    

US GAAP

  FY2022     FY2021     Δ    

        Revenue ($M)

   8,508      7,907      8%

        Net earnings ($M)

   1,065      1,124      (5)%

        Diluted EPS ($)

   7.42      7.74      (4)%

Non-GAAP(1)

                   

        Organic revenue change

           9%

        Adjusted net earnings ($M)(2)

   1,213      1,109      9%

        Adjusted diluted EPS ($)

   8.45      7.63      11%

(1) Definitions and reconciliations of non-GAAP measures are included at the end of this proxy statement.

(2) Full year 2022 and 2021 adjusted net earnings exclude after tax purchase accounting expenses of $139.4 million and $107.2 million, respectively, and restructuring and other costs of $30.8 million and $31.1 million, respectively. Full year 2022 also excludes a $22.6 million reduction to income taxes previously recorded related to the Tax Cuts and Jobs Act, and full year 2021 excludes a $135.5 million gain on the sale of Unified Brands and a $18.0 million gain related to the sale of our Race Winning Brands equity method investment.

 

1)   Source: S&P Capital IQ; end date for returns periods is December 31, 2019.

2)   Annualized Total Shareholder Return including dividends and spin-offs. Fortive Corporation went public in July 2016 and Xylem, Inc. went public in Oct 2011; stocks are excluded from periods prior to go public dates. Ingersoll-Rand PLC data reflects TSR pre-merger with Gardner Denver Holdings, Inc.



DOVER CORPORATION20202023 Proxy Statement 4 3


PROXY STATEMENT SUMMARY

 

In 2019, we executed on our goals, accomplishing the following strategic initiatives and achieving the following results:2022 Performance Overview

 

Portfolio

Assessment &

Re-segmentationCapital Return Program

 

 

•   We completed anin-depth analysiscontinued our history of providing regular capital returns to shareholders by increasing our portfolio at the individual business level which confirmed thestrategic and financial health and strong value creation potentialquarterly dividend, marking our 67th consecutive year of Dover’s businessesdividend increases.

 

•   We transitioned from made $585 million of share repurchases in 2022, including completinga three-segment to a five-segment structure toincrease portfolio transparency and align with our management structure and operating model.

•   With the launch of the new segment structure and continued evolution of our operating model, our corporate center will oversee operations management and will work closely with our businessesto drive execution excellence in our operational initiatives andbest-in-class processes, standards, and measurement tools to identify, prioritize, and monitor execution of operational improvement initiatives.$500 million accelerated share repurchase program.

 

Disciplined Capital

Allocation

Portfolio & Strategic Actions
 

 

•   We madethree a total of five bolt-on acquisitions for an aggregate consideration of $216.4 totaling $325 million, net of cash acquired and including contingent consideration,to which complement and expand upon our existing operations within the Fueling Solutions and Pumps & Process Solutions segments.

•   We continued our history of providing regular capital returns to shareholders. We increased our quarterly dividend by 2%, marking our64th consecutive year of dividend increases.

•   We completed$143.3 million of opportunistic share repurchases.operations.

 

Profitability &Strong Operational Execution and

Return on Invested

CapitalProfitability

 

 

•   Increased 2022 revenue and delivered strong margin improvement in the fourth quarter despite ongoing input shortages, inflationary cost pressure and foreign currency translation.

•   We executedcontinued to execute on ourbroad-based multi-year efficiency and margin expansion program which is, designed to reduce our selling, general and administrative cost base and rationalize our manufacturing and supply chain footprint across the portfolio.

 

•   Continuing to build upon our four enterprise capabilities in support of margin expansion initiatives.

-   We continuedare continuing to expandinitiatives(1) leverage our Digital Labs team to extract productivity across the businesses by expandingimprove our capability to internal and market-facing digital capabilities, (2) improve utilization and optimization of our manufacturing footprint through centralized resources and investment, (3) further centralize shared service centersservices under ourDover Business Services,, leveraging and (4) invest in ourDigital Labs in the Boston area, and commencing work India Innovation Center shared services with a focus on acentral operations functionengineering capabilities.

•   Synergy capture from recent acquisitions presents additional margin upside.

 

Reinvestment in

the Business

Organic Investment
 

 

•   We made organic investments$221.0 million inresearch capital expenditures in 2022, representing 2.6% of revenue, in line with our plan to support growth capacity, digitization, innovation, and development, developednew products and technologies, improved ourdigital capabilities and expanded thegeographic coverage of our business.productivity.

 

Sustainable

Businesses

ESG
Initiative
 

 

•   OverCompleted our initial three-year plan to expand the past several years, our businesses have accelerated effortsscope and processes aroundinnovation, focusing ontechnologies which both createtangible value for our customers and enhance thesustainable naturerobustness of our products. Examples of this technology include:environmental, social, and governance (“ESG”) practices and disclosures.

 

-   Our ESG website contains disclosure on eighteen topics identified as areas of focus during the three-year plan.

 

  Passive cooling unit utilizes existing underground energy-   We continue to report our company-wide greenhouse gas (“GHG”) emissions and progress against our science-based targets to reduce our GHG emissions, including an absolute reduction of scope 1 and scope 2 market-based GHG emissions of 30 percent by 2030 (from a 2019 baseline year), and an absolute reduction of scope 3 GHG emissions of 15 percent by 2030 (from a 2019 baseline year).

 

-   We continue to report our progress against our goal of reducing Total Recordable Injury Rate (“TRIR”) by 40% by 2025 (from a 2019 baseline year).

 

  Fueling nozzles that prevent dripping of excess fuel-   We completed our first annual global engagement survey, which yielded a 77% participation rate.

Continued Focus

on Cash Flow

 

•   We aim togenerate free cash flow asFormalized our cross-functional Sustainability Steering Committee’s oversight responsibilities in a percentage of revenue of approximately8-12% through strong earnings performance, productivity improvements, and active working capital management. We are focused on the most efficient allocation of our capital to maximize returns on investment. To do this, we prioritize organic reinvestment to grow and strengthen our existing businesses. We plan to makeaverage annual investments in capital spending of approximately 2% - 4%of revenue with a focus on internal projects designed to expand our market participation, develop new products, and improve productivity.committee charter.

 



 

DOVER CORPORATION20202023 Proxy Statement 5 4


PROXY STATEMENT SUMMARY

 

Shareholder Engagement

In 2019, we continued our focus on regularly engaging with our shareholders through a multi-stage engagement effort. Our Board was disappointed by the level of shareholder support for our Say on Pay proposal at our 2019 annual meeting, and recognized the importance of engaging infollow-up discussions with our shareholders to consider our next steps regarding Dover’s executive compensation program. During 2019, our management and Board undertook a significant multi-stage engagement effort to solicit shareholder feedback on topics ranging from executive compensation and other matters of importance to the Company and our shareholders, including business strategy, governance structures, Board composition and refreshment efforts, diversity, and environmental, social and governance (“ESG”) and sustainability initiatives. In direct response to the shareholder feedback we received through this effort, the Compensation Committee implemented meaningful changes to our executive compensation program for 2020, as discussed under “Say on Pay Vote Results and Shareholder Engagement” beginning on page 39 and continued our track record of evolving ourbest-in-class governance practices as discussed under “Shareholder Engagement and History of Board Responsiveness” beginning on page 28.

Governance Highlights

Our Board is committed to sound governance practices designed to promote the long-term interests of shareholders and strengthen Board and management accountability. Highlights include:

 

   

BOARD OF DIRECTORS

  

GOVERNANCE HIGHLIGHTS

 

 

•   Separate independent Chair Independent Board leadership

 Diversity search policy for external director and Chief Executive Officer (“CEO”) roles

•   In 2020, adopted a diversity search policy for external director and CEO searches conducted by third-party search firms

 

 All directors are independent, other than the CEO

 

 Annual election of directors

 

 Majority voting for directors and director resignation policy in uncontested elections

 

 Comprehensive annual individual evaluations ofone-third of the directors

 

 Regular executive sessions of independent directors

 

 Robust succession planning

 

  

 

•   In 2019, achieved removal of all remaining supermajority voting provisions in our charter

•   In February 2020, reduced 15% ownership threshold required to call a special meeting of shareholders to 15% from 25%

 

•   Finance Committee established in 2018

 Proxy access right at 3%/3 years/2 or 20% of Board/20 shareholder aggregation allowance

 

 Strong share retention guidelines for directors and executive officers

 

 Executive compensation driven bypay-for-performance philosophy

 

 Executive officers not permitted to hedge or pledge company shares

 In 2019, achieved removal of all remaining supermajority voting provisions in our charter

  

Shareholder Engagement

We encourage feedback from shareholders and have a strong history of engaging with investors on a range of topics, including our executive compensation program, evolving trends and best practices. In 2022, we continued our focus on regularly engaging with shareholders. We reached out to holders of approximately 63% of our shares outstanding, and engaged with governance professionals and/or portfolio managers at investors holding approximately 39% of our shares outstanding. During these discussions, we discussed many topics, including Board oversight and composition, our commitment to diversity and inclusion, progress on our ESG program and disclosures, our executive compensation program, and our corporate governance practices. Investors continued to express broad support for our governance structures and executive compensation program, and shared their views on matters related to diversity and inclusion and our independent, well-qualified Board. Further, investors highlighted the importance of continuing our ongoing engagement with them in the future on long-term corporate strategy and ESG initiatives. For more detailed information regarding these discussions, please see “Shareholder Engagement and History of Board Responsiveness” on page 28.



 

DOVER CORPORATION20202023 Proxy Statement 6 5


PROXY STATEMENT SUMMARY

 

Executive Compensation

Our compensation program for executive officers is designed to emphasize performance-based compensation in alignment with our business strategy.

20192022 Executive Compensation

The following table summarizes pay mix for our CEO and other NEOs, which is highly performance based. The target pay mix will change based on the updates made to our executive compensation program in 2020.performance-based.

 

LOGO



DOVER CORPORATION2020 Proxy Statement 7


PROXY STATEMENT SUMMARYLOGO

 

Executive Compensation Program Highlights & Updates

The following table details how we took action in response to the shareholder vote outcome of our 2019 Say on Pay proposal and made changes to our executive compensation program in order to directly address shareholders’ areas of focus.

COMPONENT

    SHAREHOLDER FEEDBACKDOVER RESPONSE

ANNUAL INCENTIVE PLAN

•   Increase disclosure regarding goals and outcomes of individual performance metrics

  Provided additional detail regarding weighting, nature and performance outcomes for individual strategic objectives (pages 51 to 54)

  Improved disclosure regarding threshold, target and maximum levels for financial goals (page 52)

•   Consider inclusion of ESG themes into Annual Incentive Plan (“AIP”)

  Integrated ESG oversight responsibility as an individual strategic objective for CEO (page 53)

LONG-TERM INCENTIVE PLAN

•   Shift to a more performance-based mix of awards

  Increased PSU weighting to 40% from 20% and decreased SSAR weighting to 40% from 60% (page 58)

•   Enhance transparency of PSU performance metric

  Shifted from internal Total Shareholder Return (“iTSR”) to relative Total Shareholder Return (“rTSR”) performance metric for PSUs with the S&P 500 Industrials index as the benchmark (page 58)

•   Maximum payout of 400% under iTSR is disproportionate to peers

  Reduced maximum payout ceiling from 400% to 300% (page 57)

OTHER

•   Lack of formal clawback provision

  Implemented comprehensive clawback structure (page 60)



DOVER CORPORATION2020 Proxy Statement 8


PROXY STATEMENT SUMMARY

 

 

EXECUTIVE COMPENSATION PROGRAM HIGHLIGHTS

 

 

 Pay-for-performance philosophy — a substantial majority of NEO pay is performance basedperformance-based and tied to Dover’s stock price performance

 

 Significant portion of long-term compensation is performance based,performance-based, with long-term incentives vesting over three years subject to rigorous three-year performance period

 

 Strong share ownership guidelines for NEOs

 

 Equity awards with anti-hedging and anti-pledging provisions

 

 For 2019, added enhanced Investors provided with clear disclosure regarding the individual strategic objectives and financial metrics in our AIP and incorporatedExecutive Officer Annual Incentive Plan (“AIP”)

 ESG oversight incorporated into our CEO’s individual strategic objectives in the AIP

 

 Adopted a robust Robust clawback structure

 

 Reduced the maximum payout ceiling from 400% to 300% for PSU awards

 Implemented changes reflected in our 2020 executive compensation program, including increasing the proportion of LTIP awards dedicated to PSUs to 40% (from 20%) and shifting from iTSR to rTSR as the performance metric for PSUs



DOVER CORPORATION2020 Proxy Statement 9


PROXY STATEMENT SUMMARY

Director Nominees

Our Governance and Nominating Committee maintains an active and engaged Board through a robust refreshment process, which focuses on ensuring our Board has a diverse skill set that benefits from both the industry- and company-specific knowledge of our longer-tenured directors, as well as the fresh perspectives brought by our newer directors.

DOVER CORPORATION2023 Proxy Statement 6


PROXY STATEMENT SUMMARY

Recent Changes to Board

Our Board recently welcomed Michael Manley to the Board of Directors in February 2023. As the Chief Executive Officer of AutoNation, Inc., the largest automotive retailer in the United States and the former Chief Executive Officer of Fiat Chrysler Automobiles N.V., Mr. Manley brings valuable leadership experience to the Board. He has extensive knowledge of manufacturing operations and supply chains, multi-national business management, capital markets, and mergers and acquisitions.

Current directors Stephen K. Wagner and Mary Winston will not stand for election at this year’s Annual Meeting. Mr. Wagner and Ms. Winston will be retiring after having served on our Board since 2010 and 2005, respectively. Our Board expresses its deep appreciation to Mr. Wagner and Ms. Winston for their years of dedicated service to Dover, their effective independent leadership of Board committees over the years, and their camaraderie which will be missed from the Board’s deliberations.

 

      
   NAME OCCUPATION INDEPENDENT  

COMMITTEES

MEMBERSHIPS*

 

OTHER PUBLIC  

COMPANY

BOARDS

 

LOGO

LOGO

 

Deborah L. DeHaas

Age: 63

Director Since: 2021

CEO of the Corporate Leadership Center; Former Vice Chairman of Deloitte and Managing Partner of the Center for Board EffectivenessA1

LOGO

 

H. John Gilbertson, Jr.

Age: 6366

Director Since: 2018

 Retired Managing Director at Goldman Sachs   A, F 10

 

LOGO

 

Kristiane C. Graham

Age: 6265

Director Since: 1999

 Private Investor   C, G 0

 

LOGO

 

Michael F. Johnston

Chair of the Board

Age: 7275

Director Since: 2013

 Retired CEO of Visteon Corporation   C, G 1

LOGO

Michael Manley

Age: 59

Director Since: 2023

CEO of AutoNation, Inc.A, F2

 

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Eric A. Spiegel

Age: 6265

Director Since: 2017

 Former President and CEO of Siemens USA; Special Advisor at Brighton Park Capital   A, F (Chair) 01

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Richard J. Tobin

Age: 5659

Director Since: 2016

 President and CEO of Dover No

(CEO of Dover)

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Stephen M. Todd

Age: 7174

Director Since: 2010

 Former Global Vice Chairman of Assurance Professional Practice of Ernst & Young Global Limited   A (Chair) 21

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Stephen K. Wagner

Age: 72

Director Since: 2010

Former Senior Adviser, Center for Corporate Governance, Deloitte & Touche LLPA, G (Chair)1

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Keith E. Wandell

Age: 7073

Director Since: 2015

 Former President and CEO of Harley-Davidson, Inc.   C (Chair), F 1

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Mary A. Winston

Age: 58

Director Since: 2005

President of WinsCo Enterprises Inc.; Former Executive Vice President and Chief Financial Officer (“CFO”) of Family Dollar Stores, Inc.

C, F3

*A = Audit Committee; C = Compensation Committee; G = Governance and Nominating Committee; F = Finance Committee

DOVER CORPORATION2023 Proxy Statement 7


PROXY STATEMENT SUMMARY

Board Composition

OurUpon the retirements of Mr. Wagner and Ms. Winston, the Board haswill have the following composition:

 

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Expanding the diversity of the Board will be a key objective as the Board considers future appointments. See page 9 for more information on our Board diversity policy and refreshment practices.

DOVER CORPORATION20202023 Proxy Statement 10 8


Proposal 1 — Election of Directors

Criteria for Director Nominees

The Board in part through its delegation to the Governance and Nominating Committee, seeks to recommend qualified individuals to become members of the Board. The Board selects individuals as director nominees who, in the opinion of the Board, demonstrate the highest personal and professional integrity as well as exceptional ability and judgment, who can serve as a sounding board for our CEO on planning and policy, and who will be most effective, in connectiontogether with the other nominees to the Board, in collectively serving the long-term interests of all our shareholders.

Key areas of expertise for director nominees, which are reflected in our current director nominees, include:

 

 

 

Strategic M&A

 

 

 

Experience with international acquisitions, post-merger integration, and portfolio restructuring

 

  
 

 

Global Operations &
Management

 

 

 

Experience with cross-border transactions, global market entry and
expansion, and implementation of operational efficiency

 

  
 

 

Capital Markets

Expertise

 

 

 

Experience with capital markets and complex financing transactions

 

  
 

 

Strategy Development

& Execution

 

 

 

Experience with diversified manufacturing in many of the markets and
product areas relevant to Dover’s businesses

 

  
 

 

Risk Management
Expertise

 

 

 

Experience evaluating risk management policies and procedures

 

  
 

 

Audit & Corporate
Governance Matters

 

 

 

Experience with assurance and audit, regulation, and financial reporting

 

  
 

 

Human Capital
Management

 

 

 

Experience attracting, developing and retaining talent and building strong cultures

 

  
 

 

 Sustainability

Experience creating long-term value by embracing opportunities and managing risks deriving from ESG developments

Executive Leadership
Experience

 

 

 

Leadership experience as former CEOs and CFOs of global public
companies

 

Diversity. Our Board believes that diverse perspectives enhance its decision-making and contribute to the success of Dover. In considering diversity in selecting director nominees, the Governance and Nominating Committee gives weight to the extent to which candidates would increase the effectiveness of the Board by broadening the mix of experience, knowledge, backgrounds, skills, ages, and tenures represented among its members. In 2020, ourOur Board has adopted a policy, reflected in our Corporate Governance Guidelines, requiring that the initial list of potential director and external CEO candidates presented by third-party search firms include qualified candidates who reflect diverse candidates.backgrounds, including diversity of gender and race or ethnicity. Expanding the diversity of the Board will be a key objective as the Board considers future appointments.

Skills Aligned with Dover’s Strategy. The Governance and Nominating Committee also considers our current Board composition and the projected retirement date of current directors, as well as such other factors it may deem to be in the best interests of Dover and its shareholders, including a director nominee’s leadership and operating experience (particularly as a

DOVER CORPORATION2023 Proxy Statement 9


PROPOSAL 1 — ELECTION OF DIRECTORS

CEO), financial and investment expertise, and strategic planning experience. We believe that our current director nominees possess the right mix of skills and backgrounds to enable us to achieve our strategic goals.

Independence & Depth of Experience. The Board prefers nominees to be independent but believes it is desirable to have our CEO on the Board as a representative of current management. Given the global reach and broad array of the types of businesses operated by Dover, the Governance and Nominating Committee highly values director nominees with multi-industry and multi-geographic experience.

DOVER CORPORATION2020 Proxy Statement 11


PROPOSAL 1 — ELECTION OF DIRECTORS

Director Nomination Process

Whenever the Governance and Nominating Committee concludes that a new nominee to our Board is required or advisable, it will consider recommendations from directors, management, shareholders and, if it deems appropriate, consultants retained for that purpose. In such circumstances, it will evaluate individuals recommended by shareholders in the same manner as nominees recommended from other sources.

Shareholder Nominations for Director

Shareholders who wish to recommend an individual for nomination should send that person’s name and supporting information to the Governance and Nominating Committee, in care of the Corporate Secretary at our principal executive offices, 3005 Highland Parkway, Downers Grove, Illinois, 60515, or through our communications coordinator. Shareholders who wish to directly nominate an individual for election as a director, without going through the Governance and Nominating Committee, must comply with the procedures in ourby-laws. Please see “General Information About the Annual Meeting” for nomination deadlines.

Proxy Access Shareholder Right

Following extensive engagement with our shareholders, our Board determined to adopt proxy access in February 2016, permitting a shareholder or group of up to 20 shareholders holding 3% of our outstanding shares of common stock for at least three years to nominate a number of directors constituting the greater of two directors or 20% of the number of directors on our Board, as set forth in detail in ourby-laws.

 

DOVER CORPORATION20202023 Proxy Statement 12 10


PROPOSAL 1 — ELECTION OF DIRECTORS

 

20202023 Director Nominees

There are nine nominees for election to our Board at this Annual Meeting, each to serve until the next annual meeting of shareholders or his or her earlier removal, resignation or retirement. All of the nominees currently serve on our Board and are being proposed forre-election by our Board.

If any nominee for election becomes unavailable or unwilling for good cause to serve as a director before the Annual Meeting, an event which we do not anticipate, the persons named as proxies will vote for a substitute nominee or nominees as may be designated by our Board, or the Board may reduce the number of directors. Directors will be elected by a majority of the votes cast in connection with their election.

 

  

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H. John Gilbertson, Jr.Deborah L. DeHaas

 

 

 

 

 

Independent Director Nominee

Director since: 2021

Age: 63

Committees:   Audit

Skills and Qualifications:

Significant leadership, financial and corporate governance expertise garnered from her nearly 40 years of experience at major audit, assurance and consulting firms

Certified public accountant (“CPA”) and has extensive experience with financial, accounting, internal controls, and enterprise risk management

Has deep expertise on governance, both as a topic and discipline, developed during her career at Deloitte

As a former member of the Value Reporting Foundation Board (formerly the SASB Foundation Board), contributes valuable and well-informed insights on a variety of ESG matters

Brings relevant public company board service, serving on the board of CF Industries Holdings, Inc.

Brings experience and perspective on matters regarding human capital and culture, including diversity and inclusion

Holds a bachelor’s degree in management science and accounting from Duke University

Included in the National Association of Corporate Directors (“NACD”) Directorship 100 from 2015-2020, recognizing influential leaders in corporate governance and is also an NACD Board Leadership Fellow

Business Experience:

CEO of the Corporate Leadership Center, a non-profit leadership development forum

Former Vice Chairman and National Managing Partner of the Center for Board Effectiveness at Deloitte

Former member of the U.S. Executive Committee

Former Vice Chairman and Chief Inclusion Officer

Former member of the U.S. Board of Directors

Former Vice Chairman and Central Region Managing Partner

Former Vice Chairman and Midwest Regional Managing Partner

Former Regional Managing Partner, Strategic Clients

Former positions of increasing responsibility at Arthur Andersen, an audit, financial advisory, tax and consulting firm, most recently as Managing Partner & Business Advisory Assurance, Central Region

Other Board Experience:

CF Industries Holdings, Inc.

DOVER CORPORATION2023 Proxy Statement 11


PROPOSAL 1 — ELECTION OF DIRECTORS

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H. John Gilbertson, Jr.

Independent Director sinceNominee

Director since: 2018

Age: 66

 

Committees Served:Committees:   Audit, Finance

 

 

Business Experience: Retired Managing Director (1997 to 2012) at Goldman Sachs, a global investment banking, securities and investment management firm; also served as Advisory Director (2013 to 2015), andPartner-in-Charge, Midwest Region Investment Banking Services (2001 to 2010); prior thereto, various positions within Goldman Sachs (since 1987, except where noted). Mr. Gilbertson previously served as Managing Director at Travelers Group Inc. (1995), a financial services company; Associate, Mergers and Acquisitions at Morgan Stanley & Co. Incorporated (1985 to 1987), a financial services firm; Consultant, Corporate Strategy at Bain & Company (1982 to 1985), a management consulting firm; Assistant Treasurer, Corporate Banking at Chase Manhattan Bank (1979 to 1981), a commercial bank; and News Reporter at The Providence Journal Company (1978), a metropolitan daily newspaper.

Other Board Experience: Director and Chair of Audit Committee of Meijer, Inc. (“Meijer”) and Director of AAR Corp.

 

Skills and Qualifications:Qualifications:

 

Mr. Gilbertson has extensiveExtensive experience in corporate finance, capital markets, and mergers and acquisitions and the insights he gained as an advisor to clients across a broad range of industries bring valuable perspective to our Board.

 

Throughout his career, Mr. Gilbertson has servedServed as a strategic and financial advisor to his clients, forming deep relationships with companies in a range of industries including Baxter International, Walgreens, The Boeing Company, W.W. Grainger, Inc. and Exelon Corporation.

 

He hasHas nearly four decades of experience in the professional and financial services industry starting his career with Chase Manhattan Bank, then working at Bain & Company, where he lived abroad and served in a corporate strategy consulting role, next joining Morgan Stanley in mergers and acquisitions, and finally at Goldman Sachs, where he helped expand the Midwestern practice.

 

His deepDeep expertise in financial management, coupled with his analytical and collaborative mindset, allowallows him to make invaluable contributions to our Board as it focuses on delivering greater returns from our businesses, funding investments to drive profitable growth, and enhancing shareholder value.

 

Mr. Gilbertson has a strongStrong background in senior leadership development, succession planning, and organizational culture development gained from his time at Goldman Sachs and his service as a director at Meijer, and has first-hand experience assisting in onboarding new CEOs.

 

He also bringsBrings to the Board considerable expertise in financial risk oversight and capital allocation.allocation

 

He earned a bachelor’sBachelor’s degree in political economy from Dartmouth College and an MBA from Harvard University.University

Business Experience:

Retired Managing Director at Goldman Sachs

Served as Advisory Director and Partner-in-Charge, Midwest Region Investment Banking Services

Served as Managing Director at Travelers Group Inc.

Former Associate, Mergers and Acquisitions at Morgan Stanley

Former Consultant, Corporate Strategy at Bain & Company

Former Assistant Treasurer, Corporate Banking at Chase Manhattan Bank

Former News Reporter at The Providence Journal Company

Other Board Experience:

Director and Chair of Audit Committee of Meijer, Inc. (“Meijer”)

Former Director of AAR Corp.

 

DOVER CORPORATION20202023 Proxy Statement 13 12


PROPOSAL 1 — ELECTION OF DIRECTORS

 

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Kristiane C. Graham

 

 

 

 

 

Independent Director Nominee

Director since: 1999

Age: 62

Director since 199965

 

Committees Served:Committees:   Compensation, Governance and Nominating

 

 

Business Experience: Private Investor.

 

Skills and Qualifications:

 

Ms. Graham’s experienceExperience as a private investor with substantial holdings of Dover stock and her shared interests in Dover, including interests through charitable organizations of which she is a director, makes her a good surrogate for our individual and retail investors.investors

Experience with a commercial bank, primarily as a loan officer; founded and operated an advisory company and a publication regarding international thoroughbred racing and now co-manages her family’s investments

Actively works with and has served on the boards of various organizations to support the objectives of local communities, affordable housing, education, and health

 

Ms. Graham also has past experience with a commercial bank, primarily as a loan officer. She founded and operated an advisory company and a publication regarding international thoroughbred racing and nowco-manages her family’s investments.Serves on the Board of Directors for the Walter N. Ridley Scholarship Fund at the University of Virginia

 

During her timeServes on the Board sheof Directors of Habitat for Humanity International

Serves on the Board of Trustees of the Virginia Museum of Fine Arts Foundation

Serves as an Emeritus Trustee of the College Foundation of the University of Virginia and has devotedpreviously served on the Advisory Board of the University of Virginia School of Nursing

Brings valuable insights on the development of our policies and strategies relating to talent, leadership, and culture, with a focus on diversity and inclusion

Devoted substantial time to monitoring the development of Dover operating company leaders, enabling her to provide the Board valuable insights regarding management succession.succession

 

As a member of one of the founding families of Dover, Ms. Graham also brings to the Board a sense of Dover’s historical values, culture and strategic vision which the Board believes is beneficial as it considers various strategic planning alternatives for shaping Dover’s future.future

Business Experience:

Private Investor

DOVER CORPORATION2023 Proxy Statement 13


PROPOSAL 1 — ELECTION OF DIRECTORS

 

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Michael F. Johnston

 

 

 

 

 

Independent Board Chair; Independent Director Nominee

Director since: 2013

Age: 72

Director since 201375

 

Committees Served:Committees:   Compensation, Governance and Nominating

 

 

Business Experience: Former CEO (from 2004 to 2008) and President and Chief Operating Officer (from 2000 to 2004) of Visteon Corporation, an automotive components supplier; former President of North America/Asia Pacific, Automotive Systems Group (from 1999 to 2000), President of Americas Automotive Group (from 1997 to 1999), and other senior management positions at Johnson Controls, Inc., an automotive and building services company.

Other Board Experience: Director of Armstrong Flooring, Inc. and Whirlpool Corporation. Former Chairman and Director of Visteon Corporation. Former Director of Armstrong World Industries and Flowserve Corporation.

 

Skills and Qualifications:

 

Mr. Johnston brings to the BoardBrings industry insight, financial expertise and leadership experience garnered from his 17 years on the boards of global companies.companies

 

During his career, he has servedServed as CEO of an $18 billion global manufacturer and has been a lead Director and Chair of other major public companies.

 

Mr. Johnston also brings valuable corporate governance perspectives from his prior board service, while hisincluding as a lead Director and Chair of other major public companies

Brings deep operations experience, which has helped him gain knowledge and a deep understanding in manufacturing, design, innovation, engineering, accounting and finance and capital structure.structure

 

In addition, he hasBrings nearly 20 yearstwo decades of experience in building businesses in emerging economies.economies

 

Mr. Johnston holds a bachelor’sBachelor’s degree in industrial management from the University of Massachusetts and an MBA from Michigan State University.University

Business Experience:

Former CEO and President of Visteon Corporation (“Visteon”)

Former Chief Operating Officer of Visteon

Former President of North America/Asia Pacific, Automotive Systems Group, of Johnson Controls, Inc. (“Johnson Controls”)

Former President of Americas Automotive Group of Johnson Controls

Other Board Experience:

Director of Armstrong Flooring, Inc.

Former Chairman and Director of Visteon

Former Director of Armstrong World Industries, Flowserve Corporation, and Whirlpool Corporation

 

DOVER CORPORATION20202023 Proxy Statement 14


PROPOSAL 1 — ELECTION OF DIRECTORS

 

 

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Eric A. SpiegelMichael Manley

 

 

 

 

 

Independent Director Nominee

Director since: 2023

Age: 62

Director since 201759

 

Committees Served:Committees:   Audit, Finance

Skills and Qualifications:

Currently the Chief Executive Officer of AutoNation, Inc., the largest automotive retailer in the United States

Successfully managed a wide array of business models over his career

Extensive knowledge of manufacturing operations and supply chains, multi-national business management, capital markets, and mergers and acquisitions

MBA from Ashridge Management College and a Bachelor of Science in engineering from Southbank University

Business Experience:

Chief Executive Officer AutoNation, Inc.

Former head of Americas and member of the Group Executive Council for Stellantis N.V.

Former Chief Executive Officer of Fiat Chrysler Automobiles N.V. (“FCA”), a predecessor to Stellantis N.V.

Former Executive Vice President - International Sales & Marketing, Business Development and Global Product Planning Operations

Former Chief Executive Officer of Jeep

Former Chief Executive Officer of Ram

Former Chief Operating Officer for the Asia Pacific region

Former FCA Global Executive Council member

Other Board Experience:

AutoNation

Rolls-Royce Holdings plc (until 2023 annual meeting)

DOVER CORPORATION2023 Proxy Statement 15


PROPOSAL 1 — ELECTION OF DIRECTORS

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Eric A. Spiegel

Independent Director Nominee

Director since: 2017

Age: 65

Committees:   Audit, Finance (Chair)

 

Skills and Qualifications:

Experienced business leader with diversified, global experience who brings deep and valuable expertise in strategy development, corporate restructuring, portfolio management and M&A to our Board

40+ years of experience working with large, global companies in the energy and industrial markets, mostly recently as President & CEO of Siemens USA

At Siemens, he led strategic reviews across a portfolio of ~45 businesses in the company’s largest market with over $22 billion in revenue, 50,000 employees and over 60 manufacturing facilities

Participated in the acquisition, divestiture, joint venture and carve-out of over 30 business units and segments

Executed Siemens’ “Vision 2020” initiative to optimize growth and margins in the U.S., across all sectors

Prior to Siemens, Mr. Spiegel was a global consultant at Booz Allen Hamilton focused on complex organizations in the energy, power, chemical, water, industrial and automotive fields

At Booz, he worked with major energy clients globally on projects around corporate strategy, M&A, major capital projects, cost restructuring, margin enhancement and supply chain re-design and was also closely involved with the government sector

An expert on the global energy industry, Mr. Spiegel co-authored the book Energy Shift: Game-changing Options for Fueling the Future

Holds a bachelor’s degree in economics from Harvard University and an MBA from the Tuck School of Business Experienceat Dartmouth College

Business Experience:

Special Advisor at Brighton Park Capital, a private equity firm, where he supports the firm’s sector investment teams and portfolio companies by providing strategic counsel on industry trends and growth strategies. strategies

Former President and CEO (from 2010 to 2016) of Siemens USA a global business focusing on the areas of electrification, automation and digitalization; former

Former Managing Partner, Global Energy, Chemicals, and Power, and Managing Partner, Washington, D.C. office, and other roles at Booz & Company, Inc. (now known as Strategy&) and Booz Allen Hamilton, Inc., global consulting firms (1986 to 2010); former

Former Associate, Energy and Industrials Practice, at Temple, Barker & Sloane, Inc., a management consulting firm (now known as Oliver Wyman) (1984 to 1985; 1980 to 1982); former

Former Marketing and Strategy Manager at Brown Boveri & Cie (now known as ABB), a Swiss group of electrical engineering companies (1982 to 1984). In connection with his position at Brighton Park Capital, Mr. Spiegel serves as Chair of Relatient, Inc., a patient-engagement software company serving healthcare providers.

Other Board Experience

In connection with his position at Brighton Park Capital, Mr. Spiegel serves as Chair of Relatient, Inc.

Other Board Experience:

Director and Audit Committee Chair of Liberty Mutual Holding Company, Inc.

Skills and Qualifications:

 

Mr. Spiegel is an experienced business leader with diversified, global experience who brings deepDirector and valuable expertise in strategy development, corporate restructuring, portfolio management and M&A to our Board.Audit Committee Chair of Project Energy Reimagined Acquisition Corp.

 

He has over 35 yearsDirector of experience working with large, global companies in the energy and industrial markets, mostly recently as President and CEO of Siemens USA. At Siemens, he led strategic reviews across a portfolio of ~45 businesses in the company’s largest market with over $22 billion in revenue, 50,000 employees and over 60 manufacturing facilities. During that time, he led the acquisition, divestiture, joint venture andcarve-out of over 30 business units and segments. He also executed Siemens’ “Vision 2020” initiative to optimize growth and margins in the U.S., across all sectors.

Prior to Siemens, Mr. Spiegel was a global consultant at Booz Allen Hamilton focused on complex organizations in the energy, power, chemical, water, industrial and automotive fields. At Booz, he lived, and worked with major energy clients, in Asia, the Middle East, Europe, and Latin America on projects around corporate strategy, M&A, major capital projects, cost restructuring, margin enhancement and supply chainre-design and was also closely involved with the government sector.

An expert on the global energy industry, Mr. Spiegelco-authored the bookEnergy Shift: Game-changing Options for Fueling the Future.

He holds a bachelor’s degree in economics from Harvard University and an MBA from the Tuck School of Business at Dartmouth College.TeamBuilder LLC

 

DOVER CORPORATION20202023 Proxy Statement 15 16


PROPOSAL 1 — ELECTION OF DIRECTORS

 

  

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Richard J. Tobin

 

 

 

 

 

Chief Executive Officer

Director since: 2016

Age: 56

Director since 201659

 

Committee Served:Committees:   None

 

 

Business Experience: President and CEO of Dover (since 2018): former CEO (2013 to 2018) of CNH Industrial NV (“CNH Industrial”), a global manufacturer of agricultural and construction equipment, trucks, commercial vehicles, buses, specialty vehicles and powertrain applications; former Group Chief Operating Officer of Fiat Industrial S.p.A., a global capital goods manufacturer, and President and CEO (each from 2012 to 2013) of CNH Global NV, a multinational manufacturer of agricultural and construction equipment; former CFO of CNH Global NV (2010 to 2012); former Chief Finance Officer & Head of Information Technology (2004 to 2010) of SGS Group, a multinational provider of inspection, verification, testing and certification services; and former Chief Operating Officer for North America (2002 to 2004) of SGS Group.

 

Skills and Qualifications:Qualifications:

 

Mr. Tobin is Dover’s current CEO. The Board believes it is desirable to have one active management representative on the Board to facilitate its access to timely and relevant information and its oversight of management’s long-term strategy, planning, and performance.performance

 

He hasHas a broad range of industry and functional experiences acquired through regional and global leadership positions of significant responsibility and scope.

 

He is the formerFormer CEO of CNH Industrial, a complex international industrial company, where he led efforts to increase efficiencies, innovate through new technologies, expand geographically, and maximize the company’s portfolio of businesses.businesses

 

Mr. Tobin gainedGained extensive experience in international finance, operations, management, and information technology in his prior roles as CFO of CNH Global NV and Chief Finance Officer & Head of Information Technology at SGS Group.

 

He has developedDeveloped deep expertise with global capital markets through his international finance leadership roles.roles

 

Prior to beginning his business career, Mr. Tobin was an officer in the United States Army.Army

 

He is a memberMember of the Board of Trustees of the John G. Shedd Aquarium in Chicago. He formerlyChicago

Formerly served on the U.S. Chamber of Commerce Board of Directors, and is a former member of the Business Roundtable. Mr. Tobin holdsRoundtable

Holds a bachelor of arts from Norwich University and an MBA from Drexel University.University

Business Experience:

President and CEO of Dover

Former CEO of CNH Industrial NV (“CNH Industrial”)

Former Group Chief Operating Officer of Fiat Industrial S.p.A

Former President and CEO of CNH Global NV

Former CFO of CNH Global NV

Former Chief Finance Officer & Head of Information Technology of SGS Group

Former Chief Operating Officer for North America of SGS Group

Other Board Experience:

Director of KeyCorp.

Former director of CNH Industrial

 

DOVER CORPORATION20202023 Proxy Statement 16 17


PROPOSAL 1 — ELECTION OF DIRECTORS

 

  

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Stephen M. Todd

 

 

 

 

 

Independent Director Nominee

Director since: 2010

Age: 71

Director since 201074

 

Committee Served:Committees:   Audit(Chair)

 

 

Business Experience: Former Global Vice Chairman (from 2003 to 2010) of Assurance Professional Practice of Ernst & Young Global Limited, London, UK, an assurance, tax, transaction and advisory services firm; and prior thereto, various positions with Ernst & Young (since 1971).

Other Board Experience: Director and Audit Committee member of Apergy Corporation and Member of the Board of Trustees of PNC Funds (registered management investment company).

 

Skills and Qualifications:Qualifications:

 

Mr. Todd’s experience in theExtensive accounting profession makes him a valuable resource for the Board and Audit Committee.

Mr. Todd brings to the Board significant financial experience in both domestic and international business followingdeveloped during a40-year four decade career at Ernst & Young where he specialized in assurance and audit.audit

 

Mr. Todd developedBrings unique insights into accounting and directedfinancial issues relevant to multinational companies like Dover

Brings the perspective of an outside auditor to the Audit Committee

Brings leadership and financial strategy experience as developer and director of Ernst & Young’s Global Capital Markets Centers, which provideprovides accounting, regulatory, internal control and financial reporting services to multinational companies in connection with cross-border debt and equity securities transactions and acquisitions making him well suited to advise the Board on capital allocation decisions, financing alternatives, and acquisition activities.

 

Business Experience:

His experience, especially his years asFormer Global Vice ChairmanChair of Assurance Professional Practice of Ernst & Young Global Limited’s Assurance Professional PracticeLimited, London, UK; and as audit partner for several multinational companies, gives him unique insights into accounting and financial issues relevant to multinational companies like Dover, and he brings the perspective of an outside auditor to the Audit Committee.prior thereto, various positions with Ernst & Young

 

Other Board Experience:

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Stephen K. Wagner

Independent Director Nominee

Age: 72

Director since 2010

Committees Served:   Audit, Governance and Nominating(Chair)

Business Experience: Former Senior Advisor, Center for Corporate Governance, of Deloitte & Touche LLP, an audit, financial advisory, tax and consulting firm (from 2009 to 2011); Managing Partner, Center for Corporate Governance, of Deloitte (from 2005 to 2009); Deputy Managing Partner, Innovation, Audit and Enterprise Risk, United States, of Deloitte (from 2002 to 2007); andCo-Leader, Sarbanes-Oxley Services, of Deloitte (from 2002 to 2005).

Other Board ExperienceDirector and Audit Committee member of ChampionX Corporation (formerly known as Apergy Corporation

Skills and Qualifications:

Mr. Wagner’s over 30 years of experience in accounting make him a valuable resource for the Board and the Audit Committee.Corporation)

 

His work with Sarbanes-Oxley and other corporate governance regulations, including his years as Managing Partner at Deloitte & Touche’s Center for Corporate Governance, makes him well suited to adviseFormer member of the Board on financial, auditing and finance-related corporate governance matters as well as risk management.

Mr. Wagner is an expert in risk oversight andco-authored a book on risk management entitledSurviving and Thriving in Uncertainty: Creating the Risk Intelligent Enterprise.

He brings to the Board an outside auditor’s perspective on matters involving audit committee procedures, internal control and accounting and financial reporting matters.of Trustees of PNC Funds

 

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PROPOSAL 1 — ELECTION OF DIRECTORS

 

  

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Keith E. Wandell

 

 

 

 

 

Independent Director Nominee

Director since: 2015

Age: 70

Director since 201573

 

Committees Served:Committees:   Compensation(Chair), Finance

 

 

Business Experience: Former President and CEO (from 2009 to 2015) of Harley-Davidson, Inc., a global motorcycle manufacturer; and former President and Chief Operating Officer (from 2006 to 2009), former Executive Vice President (from 2005 to 2006), former Corporate Vice President (from 1997 to 2005), former President of the Automotive Experience business (from 2003 to 2006) and President of the Power Solutions business (from 1997 to 2003) of Johnson Controls, Inc., a global manufacturer of automotive, power and building solutions.

Other Board Experience: Director of Dana Incorporated. Former Chairman of Harley Davidson, Inc. and former Director of Constellation Brands, Inc. and Clarcor, Inc.

 

Skills and Qualifications:Qualifications:

 

Mr. Wandell brings to the Board the valuable perspective of a strategic, experienced leader with a strong record focused on growth, profitability, international expansion and innovation.

 

He hasHas over 30 years of experience in diversified manufacturing businesses, most recently as the former Chairman and CEO of Harley-Davidson, Inc., (“Harley-Davidson”) where he led transformation efforts across the company’s product development, manufacturing and retail functions, focused on international expansion and implemented a restructuring plan.plan

 

Prior to joining Harley-Davidson, Inc., Mr. Wandell served as President and Chief Operating Officer of Johnson Controls, Inc. and helped manage the company’s entry into the Chinesecar-battery market as well as its subsequent joint venture with China’s largest battery manufacturer.

Prior to joining Harley-Davidson, Mr. Wandell served as President and Chief Operating Officer of Johnson Controls, Inc. (“Johnson Controls”) and helped manage the company’s entry into the Chinese car-battery market as well as its subsequent joint venture with China’s largest battery manufacturer

 

Mr. Wandell has gainedGained valuable insights into the effective development of executive leadership capabilities and strong corporate cultures through his experience as a senior leader at various companies such as Harley-Davidson and Johnson Controls.

 

In addition to his significant operating, financial and leadership experience in both domestic and international business, Mr. Wandell has servedServed on the boards of four other public companies, including the two on which he currently serves.serves

 

He holdsHolds a bachelor’s degree in business administration from Ohio University and an MBA from the University of Dayton.Dayton

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PROPOSAL 1 — ELECTION OF DIRECTORS

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Mary A. Winston

Independent Director Nominee

Age: 58

Director since 2005

Committees Served:   Compensation, Finance

Business Experience: President of WinsCo Enterprises Inc., a consulting firm providing financial and board governance advisory services (since 2016); former Interim CEO, Bed Bath & Beyond Inc., a leading retailer of home products (from May 2019 to November 2019); former Executive Vice President and CFO of Family Dollar Stores, Inc., a general merchandise retailer (from 2012 to 2015); former Senior Vice President and CFO of Giant Eagle, Inc., a grocery and fuel retailer (from 2008 to 2012); former President of WinsCo Financial LLC, a financial and strategic consulting firm (from 2007 to 2008); and former Executive Vice President and CFO of Scholastic Corporation, a children’s publishing and media company (from 2004 to 2007).

Other Board Experience: Director of Bed Bath & Beyond, Inc., Domtar Corporation and Acuity Brands, Inc.; Former Director of SUPERVALU INC. and Plexus Corporation.

 

Skills and Qualifications:Business Experience:

 

Ms. Winston brings to the Board valuable experienceFormer President and expertise based on her yearsCEO of broad financial management and broad executive leadership experience.Harley-Davidson

 

Ms. Winston, who started her career as a CPA with Arthur Andersen & Co, has extensive experience with financial, accountingFormer President and internal control matters for large public companies.Chief Operating Officer of Johnson Controls

 

Ms. Winston served as CFOFormer Executive Vice President of three large companies: Family Dollar Stores, Inc., Giant Eagle,Johnson Controls

Former Corporate Vice President of Johnson Controls

Former President of the Automotive Experience business of Johnson Controls

Former President of the Power Solutions business of Johnson Controls

Other Board Experience:

Director of Dana Incorporated

Former Director of Constellation Brands, Inc. and Scholastic, Inc., as well as prior global finance leadership roles (prior to 2004) at Visteon Corporation and Pfizer, Inc. Through these experiences, she developed deep expertise in capital markets, M&A, capital structure matters, capital allocation, financial risk management, real estate financing transactions, dividend and stock repurchase programs, and investor relations. In addition, Ms. Winston served as interim CEO of Bed Bath & BeyondClarcor, Inc.

 

Ms. Winston’s background and experience make her a valuable contributor to the Board on matters involving risk oversight and capital allocation, as well as executive compensation and general corporate governance matters.Former Chairman of Harley-Davidson

She holds a bachelor’s degree in accounting from the University of Wisconsin and an MBA from Northwestern University’s Kellogg School of Management. She has been designated as a Board Leadership Fellow by the National Association of Corporate Directors (“NACD”) and serves as Chair of the NACD Carolinas chapter.

THE BOARD RECOMMENDS A VOTE “FOR” THE ELECTION OF EACH

OF THE NOMINEES NAMED ABOVE.

 

DOVER CORPORATION20202023 Proxy Statement 19


PROPOSAL 1 — ELECTION OF DIRECTORS

 

Board Oversight and Governance Practices

Our Board is responsible for, and committed to, overseeing our long-term strategic development as well as managing the principal and most significant risks that we face. In carrying out this duty, our Board advises senior management to help drive long-term value creation for our shareholders. The Board delegates specific areas of responsibility to relevant Board committees, as detailed below under the heading “Overview of Committee Responsibilities”, who report on their deliberations to the Board. The following summarizes our Board’s key areas of oversight responsibility.

Board Oversight

 

KEY AREAS OF BOARD OVERSIGHT

Long-Term

Long-Term

Business Strategy

 

 

•   One of the primary responsibilities of our Board is theoversight of management’s long-term strategy and planning. Accordingly, our Board maintains a deep level of engagement with management in setting and overseeing Dover’s long-term business strategy.

Capital Allocation

 

 

•   Our Board is focused on theefficient allocation of capital to drive growth and provide returns to our shareholders. Our capital allocation priorities are organic investments, strategic acquisitions, and the return of capital to our shareholders.

 

•   We consistentlyreturn cash to shareholders by payingdividends, whichhave increased annually over each of the last 6467 years.

 

•   We also undertake opportunisticshare repurchases as part of our capital allocation strategy, completing$1 billion585 million of share repurchases in 2018, primarily funded with proceeds received in connection with the consummation of thespin-off of Apergy Corporation, and$143.32022 including a $500 million ASR program.

•   We made $221 million in 2019.capital expenditures in 2022, representing 2.6% of revenue, and $171.5 million in capital expenditures in 2021, representing 2.2% of revenue, in line with our priority of organic reinvestment to grow and strengthen our existing businesses.

 

•   We employ aprudent financial policy to support our capital allocation strategy, which includes maintaining aninvestment grade credit rating.

Portfolio

Portfolio

Management

 

 

•   Businesses in our portfolio are continually evaluated forstrategic fit.

 

•   We seek to deploy capital in acquisitions in attractive growth areas across our five segments. We focus primarily onbolt-on acquisitions,applying strict selection criteria of market attractiveness (including growth, maturity,market landscape, and performance-based competition),business fit (including sustained leading position, revenue visibility, and favorable customervalue-add versus switching cost or risk) andfinancial return profile(accretive growth and margins and double-digit return on invested capital).

 

•   We havesold or divested some of our businesses based on changes in specific market outlook, structural changes in financial performance, value-creation potential, or for other strategic considerations, which included an effort to reduce our exposure to cyclical markets or focus on our higher margin growth spaces.

 

• Significant efforts tostreamline and improve the portfolio to less cyclical and higher growth businesses were undertaken in 2018 with thespin-off of Apergy Corporation.

• Transition from a three-segment to a five-segment structure toincrease portfolio transparency and align with our management structure and operating model.

 

DOVER CORPORATION20202023 Proxy Statement 20


PROPOSAL 1 — ELECTION OF DIRECTORS

 

KEY AREAS OF BOARD OVERSIGHT

Risk

Management

 

 

•   Our Board has established acomprehensive enterprise risk management process to identify and manage risks, and periodically reviews the processes established by management to identify and manage risks andcommunicates with management about these processes.

 

•   We have established a risk assessment team consisting of senior executives, which annually, with the assistance of a consultant, oversees a risk assessment made at the corporate center, segment and operating company levels and, with that information in mind, performs an assessment of the overall risks our company may face.face and reports to the Board on that assessment. Each quarter, this team reassesses the risks, at the Dover level, the severity of these risks, and the status of efforts to mitigate them andreports to the Board on that reassessment.them.

ESG

 

 

•   Thefull Board hasoversight of Environmental, Social, and Governance (“ESG”)ESG matters and is regularly briefed on strategic planning, risks, and opportunities related to ESG by senior management, including our CEO.

 

•   IntegratedOur Compensation Committee has integrated ESG oversight responsibility into our CEO’s individual strategic objectives within the Annual Incentive Plan.AIP.

Culture

 & Human
Capital
Management
 

 

•   Our entrepreneurial culture depends upon an inclusive approach that values employees’ diversity and contributions.

•   We fosteran operating culture with high ethical standards that values accountability, rigor, trust, inclusion, respect, and open communication and is designed to encourage individual growth and operational effectiveness. We continue to make significant investments in talent development, especiallyincluding in the areaareas of digital applications and operational management, andrecognize that the growth and development of our employees is essential for our continued success.

 

•   As part of our commitment to strong corporate governance practices,we maintain an active and robust ethics program. Our Code of Conduct & Business Ethics applies to all employees and directors of Dover and its subsidiaries. We enforce our Code of Conduct fairly and consistently, regardless of one’s position in Dover, andwill not tolerate retaliation against those who report suspected misconduct in good faith.

Succession

Planning

 

 

•   Another of the Board’s primary responsibilities isoverseeing a sound Board and management succession process. The Board has developed acomprehensive plan to address management succession — both over the long term and for emergency purposes. The framework for the long-term plan includes thoughtful, deliberate monitoring of management beyond our top executives to ensure Dover continues to build a deep internal bench of talent.

 

•   Our Board is also focused on itsown succession plan, which drives not only our director selection efforts, but also how we approach Board and committee leadership structure and membership, with afocus on critical board skills, diversity, and independence. The recent appointment of Michael Manley demonstrates our commitment to active Board refreshment.

Cybersecurity

 

 

•   The full Board is briefed on enterprise-widecybersecurity risk management and the overall cybersecurity risk environment, and oversees major tasks related to cybersecurity risk management, periodically reviews our response capabilities, and meets with the Chief Information Security Officer on at least an annual basis.

 

•   Dover employs the National Institute of Standards & Technology Framework for Improving Critical Infrastructure Cybersecurity (The NIST Framework). This voluntary guidance developed with much private sector input provides a framework and a toolkit for organizations to manage cybersecurity risk.

 

DOVER CORPORATION20202023 Proxy Statement 21


PROPOSAL 1 — ELECTION OF DIRECTORS

 

Board Committees

Our Board has four standing committees — the Audit Committee, the Compensation Committee, the Governance and Nominating Committee, and the Finance Committee. The table below sets forth a summary of our committee structure and membership information.

     

 DIRECTOR

  Audit
Committee
 Compensation
Committee
 Governance

and

Nominating
Committee

 Finance

Committee

 DEBORAH L. DEHAAS

     

 H. JOHN GILBERTSON, JR.

  

   

 KRISTIANE C. GRAHAM

   

 

 

 MICHAEL F. JOHNSTON

     

 MICHAEL MANLEY

     

 ERIC A. SPIEGEL

  

    (Chair)

 RICHARD J. TOBIN

     

 STEPHEN M. TODD

   (Chair)   

 STEPHEN K. WAGNER*

     (Chair) 

 KEITH E. WANDELL

   

 (Chair)

  

 MARY A. WINSTON*

   

  

 MEETINGS HELD IN 2022

  8 

5

 4 

7

*

Mr. Wagner and Ms. Winston will retire from the Board effective as of the Annual Meeting, at which time the size of our Board will be reduced to nine members.

DOVER CORPORATION2023 Proxy Statement 22


PROPOSAL 1 — ELECTION OF DIRECTORS

Overview of Committee Responsibilities

Audit Committee

    Stephen M. Todd (Chair)    

    Deborah L. DeHaas

    H. John Gilbertson, Jr.

    Michael Manley

    Eric A. Spiegel

    Stephen K. Wagner

Key Responsibilities

•  Selecting and engaging our independent registered public accounting firm (“independent auditors”)

•  Overseeing the work of our independent auditors and our internal audit function

•  Approving in advance all services to be provided by, and all fees to be paid to, our independent auditors, who report directly to the committee

•  Reviewing with management and the independent auditors the audit plan and results of the auditing engagement

•  Reviewing with management and our independent auditors the quality and adequacy of our internal control over financial reporting

The Audit Committee holds regular quarterly meetings at which it meets separately with each of our independent registered public accounting firm, PwC, our internal audit function, financial management and our general counsel to assess certain matters including the status of the independent audit process, management’s assessment of the effectiveness of internal control over financial reporting and the operation and effectiveness of our compliance program. In addition, the Audit Committee, as a whole, reviews and meets to discuss the contents of each Form 10-Q and Form 10-K (including the financial statements) prior to its filing with the SEC.

Our Board has determined that all members of the Audit Committee qualify as “audit committee financial experts” as defined in the SEC rules.

The Audit Committee’s responsibilities and authority are described in greater detail in its written charter.

Compensation Committee

    Keith E. Wandell (Chair)    

    Kristiane C. Graham

    Michael F. Johnston

    Mary A. Winston

Key Responsibilities

The Compensation Committee, together with our independent directors, approves compensation for the CEO of Dover. The functions of the Compensation Committee also include:

•  Approving compensation for executive officers who report directly to the CEO (together with the CEO, “senior executive officers”)

•  Granting awards and approving payouts under our 2012 Equity and Cash Incentive Plan (the “2012 LTIP”), our 2021 Omnibus Incentive Plan (the “2021 LTIP”) and our AIP

•  Approving changes to our executive compensation plans

•  Reviewing and recommending compensation for the Board

•  Overseeing succession planning and management development programs

The Compensation Committee’s responsibilities and authority are described in greater detail in its written charter.

DOVER CORPORATION2023 Proxy Statement 23


PROPOSAL 1 — ELECTION OF DIRECTORS

Governance and Nominating Committee

    Stephen K. Wagner (Chair)

    Kristiane C. Graham

    Michael F. Johnston

Key Responsibilities

•  Developing and recommending corporate governance principles to our Board

•  Annually reviewing the requisite skills and characteristics of board members as well as the size, composition, functioning and needs of our Board as a whole

•  Considering and recommending to the Board nominees for election to, or for filling any vacancy on, our Board in accordance with our by-laws, our governance guidelines, and the committee’s charter

•  Identifying and recommending to our Board any changes it believes desirable in the size and composition of our Board

•  Recommending to our Board any changes it believes desirable in structure and membership of our Board’s committees

•  Providing oversight of Dover’s practices on political contributions and lobbying expenses and reviewing annually Dover’s political contributions and lobbying expenses

The Governance and Nominating Committee’s responsibilities and authority are described in greater detail in its written charter.

Finance Committee

    Eric A. Spiegel (Chair)       

    H. John Gilbertson, Jr.

    Michael Manley

    Keith E. Wandell

    Mary A. Winston

Key Responsibilities

•  Reviewing and recommending for approval by the Board proposed changes to dividend policies, stock splits, and repurchase programs

•  Reviewing our capital structure, liquidity, and financing plans

•  Reviewing and approving the registration and issuance of debt or equity securities

•  Subject to thresholds determined from time to time by the Board, reviewing and approving, or reviewing and recommending for Board approval, capital expenditures

•  Subject to thresholds determined from time to time by the Board, reviewing and approving, or reviewing and recommending for Board approval, M&A transactions

•  Oversight of treasury, insurance, and tax planning matters

The Finance Committee’s responsibilities and authority are described in greater detail in its written charter.

DOVER CORPORATION2023 Proxy Statement 24


PROPOSAL 1 — ELECTION OF DIRECTORS

Corporate Governance

Our Board is committed to sound governance practices and regularly reviews and refines our profile to reflect evolving best practices and matters raised by our shareholders. The following summarizes key aspects of our governance framework.

 

 

GOVERNANCE HIGHLIGHTS

 

Independent

Chair/Board of Directors

 

 

• We have anindependent Chair and allAll directors are independent, other than our CEO.CEO, and our Board has leadership that is independent from management, by way of an independent Chair.

Commitment to Diversity

 

 

• In 2020, ourOur Board has adopted a policy, reflected in our Corporate Governance Guidelines, requiring that the initial list of potential director and external CEO candidates presented by third-party search firmsinclude qualified candidates who reflect diverse candidatesbackgrounds, including diversity of gender and race or ethnicity. Expanding the diversity of the Board will be a key objective as the Board considers future appointments.

Special
Shareholder
Meetings

 

 

• In 2020, we amended ourOur by-laws toreduce the ownership threshold required to call include a special meetingright of shareholders to holding 15% or more of the voting power of our outstanding stock from 25%to call a special meeting of shareholders.

 

Elimination of

Super-majority Provisions

 

 

• In 2019,we accomplishedAll of the removal of all remaining supermajority voting provisions in our charter. were eliminated in 2019.

Finance

Committee

• Our Boardestablished a new Finance Committee comprised of independent directors in 2018.

• The Finance Committee assists the Board in overseeing policies, practices, strategies, and risks relating to our financial affairs, including with respect to capital allocation matters such as share repurchases, dividend policy, debt issuances, capital expenditures and M&A, as well as global treasury activities, insured risk management, and tax planning.

Board Committee Refreshment

 

 

• Our Boardperiodically reviews committee composition and chair positions, seeking the appropriate blend of continuity and fresh perspectives on committees.

Annual Majority
Vote Director
Elections &
Mandatory
Resignation Policy

 

 

• All of ourdirectors are elected annually by our shareholders.

 

• Ourdirectors must receive a majority of the votes cast in uncontested elections to be elected.

 

• We have a director resignation policy that requires a director to tender an irrevocable resignation letter to the Board prior to being nominated, contingent on the director not receiving a majority of the votes cast in an uncontested election and the Board’s acceptance of the resignation. The Governance and Nominating Committee will recommend to the full Board whether to accept the resignation or whether to take other action.

Proxy Access

 

 

• Ourby-laws permit a shareholder or a group of up to20 shareholders owning 3% or more of our outstanding common stock continuously for at least three years to nominate and include in our proxy materials director candidates constituting up to the greater of two individuals or 20% of the Board, provided that the shareholder(s) and the nominee(s) satisfy the requirements specified in ourby-laws.

Board Leadership Structure

We believe that having an independent leader of the Board is important to the Board’s oversight role and decision-making involving corporate strategy, performance, succession, and other critical matters. Under our current Board leadership structure, our Board has leadership that is independent from management by way of an independent Chair. Our CEO is also a member of the Board as a management representative. We believe this is important to make information and insight directly available to the directors in their deliberations. In our view, this board leadership structure gives us an appropriate, well-functioning balance betweennon-management and management directors that combines experience, accountability and effective risk oversight.

DOVER CORPORATION2020 Proxy Statement 22


PROPOSAL 1 — ELECTION OF DIRECTORS

Board, Committee and Individual Director Evaluations

Our Board and its committees conduct robust annual self-evaluations of their performance. In addition, our Board evaluatesone-third of our directors on a rotating individual basis each year with the purpose of assisting each director to be a more effective member of the Board. New directors undergo the evaluation process in each of their first two years on the Board. Our directors believe the rotational nature of our evaluation process enables a morein-depth, comprehensive evaluation for each of our directors.

DOVER CORPORATION2023 Proxy Statement 25


PROPOSAL 1 — ELECTION OF DIRECTORS

Directors’ Meetings and Attendance

During 2019,2022, the Board met six times. NoAside from Mr. Wagner, no director attended less than 75% of the board meetings and standing committee meetings held whileon which he or she was a member of the Board and relevant standing committee.served in 2022. Average board attendance was over 97%95% in 2019.2022. Our independent directors meet at regularly scheduled executive sessions at least quarterly without management representatives ornon-independent directors present. The Chair of the Board presides at these sessions. We expect our directors to attend the Annual Meeting. All directors then on the Boardin office attended the 20192022 Annual Meeting.

Our directors also regularly engage with management and outside subject matter experts outside of formal meetings. Examples include developing agendas and reviewing the content of materials in advance of meetings, calls, orin-person meetings with members of management to prepare for meetings, receiving periodic updates from management on significant operational or strategic developments between meetings, and, from time to time, engaging with shareholders.

Management Meetings and Site Visits

We encourage our directors to meet with senior managers throughout the enterprise and attend management’s strategic planning sessions. When considering businesses to visit, priority goes to those businesses identified as strategically important as well as those that were recently acquired. From time to time, the Board makeson-site visits to our businesses to tour the manufacturing facilities and meetface-to-face with company management and employees. These visits serve as an important tool in the Board’s succession planning process for our senior leadership team and enable a deeper understanding of our businesses and our culture.

Director Orientation and Education

All new directors participate in our director orientation program. New directors meetin-person with senior corporate and segment leaders to review and discuss our businesses, operations, strategy, end markets, governance, internal controls, and culture. We believe that ouron-boarding approach, coupled with participation in regular Board and committee meetings, as well as additional exposure to our business through participation in management meetings and site visits, whether virtually or in-person, provides new directors a strong foundation in our businesses and accelerates their effectiveness to fully engage in Board deliberations.

Our Board also encourages directors to participate annually in continuing director education programs outside of the Boardroom, and we reimburse directors for their expenses associated with this participation.

Director Independence

Our Board has determined that each of the current members of the Board, except for Richard J. Tobin, who is our CEO, has no material relationship with Dover and satisfies all the criteria for being “independent” members of our Board. This includes the criteria established by the U.S. Securities and Exchange Commission (“SEC”) and the New York Stock Exchange (“NYSE”) listing standards, as well as our standards for classification as an independent director which are available on our website at www.dovercorporation.com. Our Board makes an annual determination of the independence of each nominee for director prior to his or her nomination forre-election. No director may be deemed independent unless the Board determines that he or she has no material relationship with Dover, directly or as an officer, shareholder or partner of an organization that has a material relationship with Dover.

Majority Standard for Election of Directors and Mandatory Resignation Policy

Under ourby-laws and corporate governance guidelines, the voting standard in director elections is a majority of the votes cast. Under this majority of the votes cast standard, a director must receive more votes in favor of his or her election than

DOVER CORPORATION2020 Proxy Statement 23


PROPOSAL 1 — ELECTION OF DIRECTORS

votes against his or her election. Abstentions and brokernon-votes do not count as votes cast with respect to a director’s election. In contested director elections (where there are more nominees than available seats on the board), the plurality standard will apply. Under the plurality standard, the nominees who receive the most “for” votes are elected to the Board until all seats are filled.

For an incumbent director to be nominated forre-election, he or she must submit an irrevocable resignation letter. The resignation will be contingent on the nominee not receiving a majority of the votes cast in an uncontested election and on the Board’s acceptance of the resignation. If an incumbent director fails to receive a majority of the votes cast in an uncontested election, the Governance and Nominating Committee will make a recommendation to our Board concerning whether to accept or reject the resignation.resignation or whether other action should be taken. Our Board will act on the resignation within 90 days following certification of the election results, taking into account the committee’s recommendation. The Board will publicly announce its decision and, if the resignation is rejected, the rationale for its decision.

DOVER CORPORATION2023 Proxy Statement 26


PROPOSAL 1 — ELECTION OF DIRECTORS

Governance Guidelines and Code of Ethics

Our Board long ago adopted written corporate governance guidelines that set forth the responsibilities of our Board and the qualifications and independence of its members and the members of its standing committees. The Board reviews these guidelines at least annually, in light of evolving best practices, shareholder feedback and the evolution of our business. In 2020, the Board amended the guidelines to require that initial lists of potential director and external CEO candidates presented by third-party search firms include qualified candidates who reflect diverse candidates. backgrounds, including diversity of gender and race or ethnicity.

As noted above in the “Governance Highlights” chart and in the “Criteria for Director Nominees” section, enhancing the diversity of the Board will be an important objective in connection with future director appointments.

In addition to the corporate governance guidelines, our Board has a long-standing codeCode of business conduct and ethicsConduct setting forth standards applicable to all of our companies and their employees, a code of ethics for our CEO and senior financial officers, and charters for each of its standing committees. All of these documents (referred to collectively as “governance materials”) are available on our website at www.dovercorporation.com.

Procedures for Approval of Related Person Transactions

We generally do not engage in transactions in which our senior executive officers or directors, any of their immediate family members or any of our 5% shareholders have a material interest. Should a proposed transaction or series of similar transactions involve any such persons and an amount that exceeds $120,000, it would be subject to review and approval by the Governance and Nominating Committee in accordance with a written policy and the procedures adopted by our Board, which are available with the governance materials on our website.

Under the procedures, management determines whether a proposed transaction requires review under the policy and, if so, presents the transaction to the Governance and Nominating Committee. The Governance and Nominating Committee reviews the relevant facts and circumstances of the transaction and approves or rejects the transaction. If the proposed transaction is immaterial or it is impractical or undesirable to defer the proposed transaction until the next committee meeting, the Chair of the committee decides whether to (i) approve the transaction and report the transaction at the next meeting or (ii) call a special meeting of the committee to review and approve the transaction. Should the proposed transaction involve the CEO or enough members of the Governance and Nominating Committee to prevent a quorum, the disinterested members of the committee will review the transaction and make a recommendation to the Board, and the disinterested members of the Board will then approve or reject the transaction. No director may participate in the review of any transaction in which he or she is a related person.

Communication with Directors

The Audit Committee has established procedures for (i) the receipt, retention and treatment of complaints regarding accounting, internal accounting controls or auditing matters (“accounting matters”), and (ii) the confidential, anonymous submission by employees of concerns regarding questionable accounting matters. Such complaints or concerns may be submitted to Dover, care of our Corporate Secretary or through the communications coordinator, an external service provider, by mail, fax, telephone, or via the internet as published on our website. The communications coordinator forwards such communications to Dover without disclosing the identity of the sender if anonymity is requested.

Shareholders and other interested persons may also communicate with our Board and thenon-management directors in any of these same manners. Such communications are forwarded to the Chair of the Governance and Nominating Committee.

 

DOVER CORPORATION20202023 Proxy Statement 24 27


PROPOSAL 1 — ELECTION OF DIRECTORS

 

Board Committees

Our Board has four standing committees — the Audit Committee, the Compensation Committee, the Governance and Nominating Committee, and the Finance Committee. The table below sets forth a summary of our committee structure and membership information.

     

 DIRECTOR

  Audit
Committee
  Compensation
Committee
  Governance

and

Nominating
Committee

  Finance

Committee 

 

 H. JOHN GILBERTSON, JR.

  

      

 KRISTIANE C. GRAHAM

    

  

  

 MICHAEL F. JOHNSTON

    

  

  

 ERIC A. SPIEGEL

  

      

 (Chair)

 RICHARD J. TOBIN

        

 STEPHEN M. TODD

  

 (Chair)

      

 STEPHEN K. WAGNER

  

    

 (Chair)

  

 KEITH E. WANDELL

    

 (Chair)

    

 MARY A. WINSTON

    

    

 MEETINGS HELD IN 2019

  

8

  

5

  

4

  

8

DOVER CORPORATION2020 Proxy Statement 25


PROPOSAL 1 — ELECTION OF DIRECTORS

Overview of Committee Responsibilities

Audit Committee

LOGO

    Stephen M. Todd (Chair)    

    H. John Gilbertson, Jr.

    Eric A. Spiegel

    Stephen K. Wagner

Key Responsibilities

•  Selecting and engaging our independent registered public accounting firm (“independent auditors”)

•  Overseeing the work of our independent auditors and our internal audit function

•  Approving in advance all services to be provided by, and all fees to be paid to, our independent auditors, who report directly to the committee

•  Reviewing with management and the independent auditors the audit plan and results of the auditing engagement

•  Reviewing with management and our independent auditors the quality and adequacy of our internal control over financial reporting

The Audit Committee holds regular quarterly meetings at which it meets separately with each of our independent registered public accounting firm, PwC, our internal audit function, financial management and our general counsel to assess certain matters including the status of the independent audit process, management’s assessment of the effectiveness of internal control over financial reporting and the operation and effectiveness of our compliance program. In addition, the Audit Committee, as a whole, reviews and meets to discuss the contents of each Form10-Q and Form10-K (including the financial statements) prior to its filing with the SEC.

Our Board has determined that all members of the Audit Committee qualify as “audit committee financial experts” as defined in the SEC rules.

The Audit Committee’s responsibilities and authority are described in greater detail in its written charter.

Compensation Committee

LOGO

    Keith E. Wandell (Chair)     

    Kristiane C. Graham

    Michael F. Johnston

    Mary A. Winston

Key Responsibilities

The Compensation Committee, together with our independent directors, approves compensation for the CEO of Dover. The functions of the Compensation Committee also include:

•  Approving compensation for executive officers who report directly to the CEO (together with the CEO, “senior executive officers”)

•  Granting awards and approving payouts under our 2012 Equity and Cash Incentive Plan (the “LTIP”) and our Executive Officer Annual Incentive Plan (the “AIP”)

•  Approving changes to our executive compensation plans

•  Reviewing and recommending compensation for the Board

•  Overseeing succession planning and management development programs

The Compensation Committee’s responsibilities and authority are described in greater detail in its written charter.

DOVER CORPORATION2020 Proxy Statement 26


PROPOSAL 1 — ELECTION OF DIRECTORS

Governance and Nominating Committee

LOGO

    Stephen K. Wagner (Chair)    

    Kristiane C. Graham

    Michael F. Johnston

Key Responsibilities

•  Developing and recommending corporate governance principles to our Board

•  Annually reviewing the requisite skills and characteristics of board members as well as the size, composition, functioning and needs of our Board as a whole

•  Considering and recommending to the Board nominees for election to, or for filling any vacancy on, our Board in accordance with ourby-laws, our governance guidelines, and the committee’s charter

•  Identifying and recommending to our Board any changes it believes desirable in the size and composition of our Board

•  Recommending to our Board any changes it believes desirable in structure and membership of our Board’s committees

The Governance and Nominating Committee’s responsibilities and authority are described in greater detail in its written charter.

Finance Committee

LOGO

    Eric A. Spiegel (Chair)            

    H. John Gilbertson, Jr.

    Keith E. Wandell

    Mary A. Winston

Key Responsibilities

•  Reviewing and recommending for approval by the Board proposed changes to dividend policies, stock splits, and repurchase programs

•  Reviewing our capital structure, liquidity, and financing plans

•  Reviewing and approving the registration and issuance of debt or equity securities

•  Subject to thresholds determined from time to time by the Board, reviewing and approving, or reviewing and recommending for Board approval, capital expenditures

•  Reviewing and approving, or recommending for Board approval, capital expenditures and M&A

•  Oversight of treasury, insurance, and tax planning matters

The Finance Committee’s responsibilities and authority are described in greater detail in its written charter.

DOVER CORPORATION2020 Proxy Statement 27


PROPOSAL 1 — ELECTION OF DIRECTORS

Shareholder Engagement and History of Board Responsiveness

Shareholder Engagement

In 2019,2022, we continued our focus on regularly engaging with our shareholders through a significant outreach effort. Our multi-stage engagement effort in 2019 was a comprehensive year-long process that encompassed three separate cycles:

1

Spring 2019, leading up to our 2019 Annual Meeting, to understand shareholders’ position on the ballot items

2

Fall 2019, following the 2019 Annual Meeting, to solicit specific feedback on executive compensation, along with governance, Board and ESG and sustainability topics

3

Winter 2020 to preview potential compensation-related changes

Over the course of these engagement periods, weshareholders. We reached out to holders of approximately 65%63% of our shares outstanding, and engaged with governance professionals and/or portfolio managers at investors holding approximately 41%39% of our shares outstanding. During these conversations, we discussedOur shareholder engagement team consists of senior management and has also included our Chair from time to time. We also participate in various governance forums with our shareholders and regularly engage with shareholders through industry conferences and meetings.

We received feedback from investors on a range of topics, with a key focus onincluding corporate governance topics such as shareholder ratification of executive compensation and potential changes to our program. Other discussion topics included our business strategy, governance structures, Board composition and refreshment efforts, diversity, and ESG and sustainability initiatives.termination pay. We describeare pleased with the feedback we received with investors on the topics we discussed, and acted upon, in particular regarding our executive compensation program and our special meeting right on pages 39look forward to 41 and 76 to 77 of this proxy statement, respectively. After filing this proxy statement, we plan to actively engagewithongoing engagement with our shareholders in advance of our 2020 annual meeting to discuss the outcomes of our 2019 compensation program and the changes made to our program for 2020. And, going forward, we planorder to continue to actively engage withincorporate their views into our shareholders on a regular basisBoard’s decision-making process. We aim to better understandhave best-in-class governance and consider their views.compensation structures at Dover.

 

KEY ITEMS OF DISCUSSION AND FEEDBACK

Performance &

Long-Term

Strategy

•   We reviewed our portfolio of businesses, performance, strategic priorities, and focus on continuing to deliver long-term value to shareholders despite challenging market environments.

Capital Allocation

•   We discussed how our balance sheet strength and history of prudent capital allocation serve as differentiating factors that allow us to remain flexible.

Diversity &

Inclusion

•   We discussed how we are taking a thoughtful approach to developing a center-led approach to human capital management and diversity and inclusion.

•   Shareholders expressed appreciation for continued transparency on the sustainability portion of our website regarding workforce demographics (gender, ethnicity, age).

•   We also discussed the progress we made regarding our diversity & inclusion goals, including successfully completing our first annual global engagement survey and expanding the breadth of our unconscious bias training for people leaders.

ESG

•   We discussed that, in 2022, we continued to execute on our three-year ESG strategy to expand our disclosures, metrics, goals and oversight, and continued to publish against key frameworks (SASB and GRI).

•   We discussed that we continued to report progress against our science-based targets to reduce our GHG emissions, and our continuing to report progress against our goal of reducing TRIR by 40% by 2025 (from a 2019 baseline year).

Executive

Compensation

•   We discussed our severance practices and the potential adoption of a cash severance policy.

•   After enhancements to our compensation program in recent years, informed by extensive shareholder feedback, shareholders expressed continued support of our executive compensation program, which ensures continued alignment with our strategy and performance. In addition, they expressed support for continuing to include the effective oversight and management of ESG matters as a strategic objective for our CEO under the AIP.

Corporate

Governance

•   Our shareholders continued to express their broad support for our governance practices and shareholder rights, including special meeting right, use of annual director elections, and independent Board leadership structure, and thoughtful and active refreshment process.

•   Many of our shareholders expressed appreciation for the adoption by the Board in 2022 of an amendment to the Governance and Nominating Committee’s charter to provide for oversight of Dover’s practices on political contributions and lobbying expenses.

DOVER CORPORATION20202023 Proxy Statement 28


PROPOSAL 1 — ELECTION OF DIRECTORS

 

History of Board Responsiveness

We are committed to being responsive to our shareholders as demonstrated by the number of changes we have made over the years based on their input. In direct response to shareholder feedback, over the past 69 years, Dover has adopted and amended our special meeting right, adopted proxy access, implemented meaningful changes to our executive compensation program, removed all our super-majority voting provisions in our charter, adopted a robust clawback policy, and enhanced our public disclosures.disclosures to investors. The table below highlights many of the changes to our governance structures and compensation program that have been implemented over the past several years informed by shareholder feedback. These changes specifically address shareholders’ areas of focus and input gathered through our extensive shareholder engagements and outreach efforts.

 

LOGO

  Year  

 

% of Outstanding Shares

Outreached / Engaged
/Engaged

 

  Actions in Response to Shareholder Feedback
LOGO

     2014    LOGO - / -    2023      

  Adoption of special meeting right

201539% / 24%Ongoing  

 

  Launch  Currently engaging with shareholders on corporate governance, executive compensation and sustainability ahead of governance-focused shareholder engagement programthe 2023 Annual Meeting

 20162022  60%63% / 28%39%  

 

  Adoption of proxy access  Made several ESG accomplishments including:

  Put forth management proposal  Completing one diversity & inclusion goal and staying on track to complete the other

  Continuing to disclose progress against GHG emissions goals and TRIR reduction goals

  Amending Governance and Nominating Committee’s charter to provide shareholders with written consent right – did not passfor oversight of Dover’s practices on political contributions and lobbying expenses

 20172021  53%59% / 33%31%  

 

  Updated AIP  Continued to 60% financial metrics / 40% strategic objectives from 50% / 50%maintain a refreshed and diverse board by appointing an additional female director

  Put forth management proposal  Made several ESG accomplishments including:

  Announcing goals to remove supermajority voting provisions – did not passreduce our GHG emissions by 2030

  Undertaking a climate risk assessment aligned with the TCFD reporting framework

  Setting new diversity & inclusion goals

  Establishing a working group of operating companies with a goal of embedding sustainability considerations into product development

 20182020  

Winter: 65% / 15%

Lead-up to 2020 AGM:

51% / 32%12%

Fall: 59% / 38%

  

 

  Implemented for 2020 executive compensation program:

  Increased proportion of LTIP dedicated to performance shares and shifted from internal TSR to relative TSR as metric for performance shares

  Reduced maximum payout ceiling from 400% to 300% in LTIP

  Reduced ownership threshold required to call a special meeting of shareholders to 15% from 25%

  Adopted a diversity search policy for external director and CEO searches conducted by third-party search firms

  Made several ESG accomplishments including:

  A robust materiality assessment to help identify go-forward focus areas

  The launch of the sustainability portion of our website

  Publication of SASB and GRI indices

  Release of an “investor tear sheet” covering key ESG highlights

  Increased transparency into workforce demographics

2019

Lead-up to 2019 AGM:

63% / 37%

Fall: 63% / 41%

  Achieved removal of all supermajority provisions through submission of management proposal and comprehensive retail investor campaign

  Enhanced disclosure regarding individual strategic objectives and financial metrics in AIP

  Adopted comprehensive clawback policy

  Incorporated ESG oversight into CEO’s individual strategic objectives in AIP

201851% / 32%

  Put forth management proposal to remove supermajority voting provisions alongside comprehensive campaign with retail investors to build support – did not pass

 2019201753% / 33%  

Lead-up

  Updated AIP to 2019 AGM:60% financial metrics / 40% strategic objectives from 50% / 50%

63%  Put forth management proposal to remove supermajority voting provisions – did not pass

201660% / 37%28%

Fall: 63%  Adoption of proxy access

  Put forth management proposal to provide shareholders with written consent right – did not pass

201539% / 41%24%

  Launch of governance-focused shareholder engagement program

 

 

  Achieved removal of all supermajority provisions in our charter through submission of management proposal and comprehensive retail investor campaign

  Enhanced disclosure regarding individual strategic objectives and financial metrics in AIP

  Adopted comprehensive clawback policy

  Incorporated ESG oversight into CEO’s individual strategic objectives in AIP

2020

Winter: 65% / 15%

Lead-up to 2020 AGM:

Ongoing2014

  

 

  Implemented for 2020 executive compensation program:- / -

  Increased proportion  Adoption of LTIP dedicated to PSUs and shifted from iTSR to rTSR as metric for PSUs

  Reduced maximum payout ceiling from 400% to 300% in LTIP

  Reduced ownership threshold required to call a special meeting of shareholders to 15% from 25%

 ��Currently engaging with shareholders on corporate governance and executive compensation topics ahead of our 2020 Annual Meetingright

We look forward to ongoing engagement with our shareholders in order to continue to incorporate their views into our Board’s decision-making process. We aim to havebest-in-class governance and compensation structures at Dover.

DOVER CORPORATION20202023 Proxy Statement 29


PROPOSAL 1 — ELECTION OF DIRECTORS

 

Environmental, Social, and Governance Oversight (ESG)

We are committedThroughout our history, our commitment to creating economic value for shareholders by developing products designed to help our customers meet theircorporate responsibility and sustainability goals in response to evolving regulatory and environmental standards. We believe that sustainability-driven innovation presents a growth opportunity while contributing positively to enhanced resource efficiency and reduced waste. In that regard, over the past several years, our businesses have accelerated efforts and processes around innovation, focusing on technologies that create tangiblehas created significant value for our customers.shareholders and stakeholders. Our vision for sustainability at Dover is “a sustainable innovation for every customer challenge.” This vision helps guide our efforts across our portfolio of operating companies and a team of over 25,000 employees. We also believeremain focused on operating sustainably to help meet the goals of our customers, realize the full potential of our employees by fostering a culture that integrating awarenesssupports and managementvalues their efforts, and strengthen the communities in which we operate. For more information on our initiatives and accomplishments, please visit https://www.dovercorporation.com/sustainability/overview.

LOGO

ESG Areas of material ESG risks, opportunities, objectives, metrics,Focus and otherMateriality Analysis

We pursue sustainability factors intoinitiatives that support our strategy, operations,employees, customers, and governance will helpcommunities to ensure our businesses continue to create long-term value for our stakeholdersshareholders. Our eighteen ESG areas of focus — identified and inure to the benefit ofprioritized in our long-term success as a business.

ESG Prioritization Analysis

In early 2020, we began a materiality analysis to identify and prioritizeconducted in 2020 – represent the ESG topics that are theissues most important to our business and stakeholders such as employees, customers, and investors. We began by identifying an initial set of ESG topics believed to be the most relevant to Dover based on a survey of disclosures made by peer companies, topics identified as material by industry standard setters, andhave guided our strategic focus areas and long-term business plan. We also considered feedback received from investors on ESG and sustainability matters solicitedstrategy during our engagement efforts. We used those topics to guide interviews with a wide varietyinaugural three-ESG plan. Please see below for the specific areas of our business leaders, including representatives from our operating companies as well as human resources, supply chain, legal, investor relations, and operational resources. We will consider the feedback received on the list of topicsfocus identified through the lens ofanalysis. For each sustainability topic, we are applying our long-term strategic planresources, expertise, and values, and will use the results to help support the prioritized allocation of resources and to promote clear and transparent reporting of ESG matters to key stakeholders.

ESG Disclosures & Reporting Framework

Following completion of the materiality analysis, we will launch a refreshed ESG landing page on our websiteinnovation to improve transparency of our ESG related disclosuresoutcomes and underlying business practices. We plan to begin disclosing using the Sustainable Accounting Standards Board reporting framework and will also report on key Global Reporting Initiative indicators. As part of our evolving strategy, we intend to deployESG-related goals and key performance indicators across our business, and to report on material goals and key performance indicators and ourdrive results. Our ESG focus areas will serve as the framework for evolving these goals and metrics to measure our future performance. They will also influence our approach to product creation and innovation, operational practices, stakeholder engagement, and the attraction and retention of employees.

Sustainability Goals

We are committed to fostering sustainable business practices across our businesses in order to reduce greenhouse gas emissions and energy consumption. In 2010, we implemented a process to conduct an inventory of our greenhouse gas emissions. Since then, we have evaluated our climate change risks and opportunities, as well as developed an energy and climate change strategy that includes goals, objectives, and related projects for reducing energy use and greenhouse gas emissions. To further promote our sustainability efforts, we committed to reducing our overall energy and greenhouse gas intensity indexed to net revenue by 20% from 2010 to 2020. We have achieved those goals ahead of schedule. We are in the process of evaluating our strategic approach to managing sustainability and plan to continue reporting on our energy and greenhouse gas intensity. We have participated as a voluntary respondent in the Carbon Disclosure Project (CDP) since 2010 and have maintained our scoring range since we began reporting. Further, we began participating in the CDP water security program in 2018 and expanded our reporting in 2019 with water data collection.

 

DOVER CORPORATION20202023 Proxy Statement 30


PROPOSAL 1 — ELECTION OF DIRECTORS

 

LOGO

Governance Oversight of ESG

Our governance framework serves as a strong foundation to promote the long-term interests of our shareholders. Our Board oversees our long-term strategic development and enterprise risk, including ESG risks. The Board’s oversight spans a wide array of ESG issues, including those related to climate change, health and safety, diversity and inclusion, ethics and compliance, and long-term environmental protection. As part of its continued focus on sustainability, our Board incorporates ESG oversight into the CEO’s annual performance and compensation evaluation as one of the CEO’s strategic objectives. The Board also has established a comprehensive enterprise risk management process to identify and manage risks, including any risks related to environmental and social issues.

Additionally, our cross-functional Sustainability Steering Committee was established in 2020 to manage ESG issues, typically meets at least four times per year, and provides an update to the Board at least annually. In 2022, we formalized the organization and structure of the Sustainability Steering Committee in a committee charter. The committee is responsible for guiding our sustainability strategy, initiatives, target-setting, performance, and reporting.

DOVER CORPORATION2023 Proxy Statement 31


PROPOSAL 1 — ELECTION OF DIRECTORS

Progress Toward Goals

We made progress on a number of fronts in line with our three-year ESG plan and are on track to meet each of our goals. These goals include our 2030 science-based targets to reduce both our operational and value chain greenhouse gas emissions as well as our goals to promote employee health and safety and diversity and inclusion. In 2022, we launched our first global employee engagement survey and have expanded the breadth of our unconscious bias training for people leaders. We continue to disclose progress against our greenhouse gas emissions and TRIR reduction goals. Also, as part of our efforts around increasing our focus on developing products that help our customers meet their sustainability goals, we have put in place working groups to develop and share best practices for embedding sustainability considerations into new product development.

DOVER CORPORATION2023 Proxy Statement 32


PROPOSAL 1 — ELECTION OF DIRECTORS

Directors’ Compensation

Ournon-employee directors’ annual compensation is payable partly in cash and partly in common stock in an allocation our Board may adjust from time to time. If any director serves for less than a full calendar year, the compensation to be paid to that director for the year will bepro-rated as deemed appropriate by our Compensation Committee.

Our Board has adopted a policy that directors are expected to hold at any time a number of shares at least equal to the aggregate number of shares they received as the stock portion of their annual retainer during the past five years, net of an assumed 30% tax rate.

 

 

FOR 2019,2022, NON-EMPLOYEE DIRECTOR COMPENSATION WAS AS FOLLOWS:

Annual retainer of $250,000,$285,000, payable $130,000$165,000 in common stock and $120,000 in cash

Audit Committee Chair — additional annual cash retainer of $15,000$30,000

Compensation Committee Chair Nominating— additional annual cash retainer of $20,000

Governance and GovernanceNominating Committee Chair and Finance Committee Chair — additional annual cash retainer of $10,000$15,000

Board Chair — additional annual retainer of $150,000,$170,000, payable $125,000$130,000 in cash and $25,000$40,000 in common stock

Under our 2021 LTIP, eachnon-employee director can elect to defer the receipt of 0%, 50%, or 100% of the equity compensation payable in a year until termination of services as anon-employee director. Shares deferred are converted into deferred stock units representing the right to receive one share of our common stock for each unit held at the end of the deferral period. Dividend equivalents are credited on deferred stock units and will be distributed in cash at the time that shares are distributed in settlement of deferred stock units. Messrs. Francis, Johnston, Spiegel, Tobin, Todd, and Wagner and Ms.Mses. Graham and DeHaas elected to defer receipt of their 20192022 equity compensation and received deferred stock units.

The table below sets forth the compensation paid to our directors for services in 2019.2022.

 

    

NAME

    

FEES EARNED

OR PAID

IN CASH ($)(1)

     

STOCK

AWARDS ($)(1)(2)

     

TOTAL

($)

     

FEES EARNED

OR PAID

IN CASH ($)(1)

     

STOCK

AWARDS ($)(2)

     

TOTAL

($)

 

PETER T. FRANCIS

    

 

60,000

 

    

 

54,167

 

    

 

114,167

 

DEBORAH L. DEHAAS

    

 

120,000

 

    

 

165,048

 

    

 

285,048

 

H. JOHN GILBERTSON, JR

    

 

120,000

 

    

 

130,050

 

    

 

250,050

 

    

 

120,000

 

    

 

165,048

 

    

 

285,048

 

KRISTIANE C. GRAHAM

    

 

120,000

 

    

 

130,050

 

    

 

250,050

 

    

 

120,000

 

    

 

165,048

 

    

 

285,048

 

RICHARD K. LOCHRIDGE

    

 

60,000

 

    

 

54,167

 

    

 

114,167

 

MICHAEL F. JOHNSTON

    

 

245,000

 

    

 

155,010

 

    

 

400,010

 

    

 

250,000

 

    

 

204,995

 

    

 

454,995

 

MICHAEL MANLEY(3)

    

 

 

    

 

 

    

 

 

ERIC A. SPIEGEL

    

 

130,000

 

    

 

130,050

 

    

 

260,050

 

    

 

135,000

 

    

 

165,048

 

    

 

300,048

 

STEPHEN M. TODD

    

 

135,000

 

    

 

130,050

 

    

 

265,050

 

    

 

150,000

 

    

 

165,048

 

    

 

315,048

 

STEPHEN K. WAGNER

    

 

130,000

 

    

 

130,050

 

    

 

260,050

 

    

 

135,000

 

    

 

165,048

 

    

 

300,048

 

KEITH E. WANDELL

    

 

130,000

 

    

 

130,050

 

    

 

260,050

 

    

 

140,000

 

    

 

165,048

 

    

 

305,048

 

MARY A. WINSTON

    

 

120,000

 

    

 

130,050

 

    

 

250,050

 

    

 

120,000

 

    

 

165,048

 

    

 

285,048

 

 (1)

Amounts include the standard annual cash retainer, the Chair’s additional cash retainer, and the additional annual cash retainer for committee Chairs. Messrs. Francis and Lochridge retired from the Board effective as of the 2019 Annual Meeting.

 (2)

On November 15, 2019,2022, each of Messrs. Gilbertson and Wandell and Ms. Winston received 1,1881,161 shares of common stock with an aggregate grant date fair market value of $130,050,$165,048, Messrs. Spiegel, Todd and Wagner and Ms.Mses. Graham and DeHaas each received 1,1881,161 deferred stock units with an aggregate grant date fair market value of $130,050,$165,048, and Mr. Johnston received 1,4161,442 deferred stock units with an aggregate grant date fair market value of $155,010,$204,995, which included his additional compensation as Board Chair. Messrs. Francis and Lochridge each received 553 shares of common stock with an aggregate date fair market value of $54,167 for partial years of service prior to retiring in May 2019.

DOVER CORPORATION2020 Proxy Statement 31


PROPOSAL 1 — ELECTION OF DIRECTORS

(3)

Mr. Manley was first elected to the Board on February 9, 2023 and accordingly did not receive compensation in 2022.

Our Compensation Committee reviews ournon-employee director compensation policy biennially and proposes changes to the Board, as appropriate. In reviewingThe review is performed with thenon-employee director compensation policy in 2020, our assistance of the Compensation Committee worked with itsCommittee’s independent compensation consultant to assess the competitiveness of ournon-employee director compensation policy based on benchmark information from peer companies and relevant compensation surveys. Based on its review, our Compensation Committee proposed and the Board adopted the following changes to ournon-employee director compensation policy to be effective in 2020: the portion of the annual retainer payable tonon-employee directors in common stock increased by $20,000, the additional cash retainers payable to the Audit Committee Chair, the Compensation Committee Chair, the Nominating and Governance Committee Chair, and the Finance Committee Chair increased by $15,000, $10,000, $5,000, and $5,000, respectively, and the portion of the annual retainer payable to the Chair in common stock increased by $35,000 and the portion payable in cash increased by $5,000.

 

DOVER CORPORATION20202023 Proxy Statement 32 33


Proposal 2 — Ratification of Appointment of

Independent Registered Public Accounting Firm

The Audit Committee has appointed the independent registered public accounting firm of PwC to audit the annual accounts of Dover and its subsidiaries for 2020.2023. PwC has audited the financial statements for the Company since 1995. Representatives of PwC are not expected to be present at the Annual Meeting.

Although shareholder ratification of PwC’s appointment is not required by Dover’sby-laws or otherwise, our Board is submitting the ratification of PwC’s appointment for the year 20202023 to Dover’s shareholders. If the shareholders do not ratify the appointment of PwC, the Audit Committee will reconsider whether or not to retain PwC as Dover’s independent registered public accounting firm for the year 20202023 but will not be obligated to terminate the appointment. Even if the shareholders ratify the appointment of PwC, the Audit Committee in its discretion may direct the appointment of a different independent registered public accounting firm at any time during the year if the Audit Committee determines that such a change would be in Dover’s interests.

THE BOARD RECOMMENDS A VOTE “FOR” RATIFICATION OF THE APPOINTMENT

OF PWC AS OUR INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM FOR THE YEAR 2020.2023.

 

DOVER CORPORATION20202023 Proxy Statement 33 34


PROPOSAL 2 — RATIFICATION OF APPOINTMENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

 

Audit Committee Report

 

 

The Audit Committee is composed of directors who, in the opinion of the Board, are independent and financially literate under NYSE rules and qualify as audit committee financial experts as defined by the SEC. Information concerning the credentials of the Audit Committee members can be found in the section of this proxy statement entitled “Proposal 1 — Election of Directors”.Directors.”

 

The Audit Committee operates under a written charter adopted by the Board and available on Dover’s website. The Audit Committee assists the Board in overseeing the quality and integrity of Dover’s financial statements, compliance with legal and regulatory requirements, the qualifications, performance and independence of the independent auditors, and the performance of the internal audit function.

 

Among other things, the Audit Committee appoints the Company’s independent auditors and is directly involved in the selection of the lead audit engagement partner, discusses with the internal audit function and independent auditors the overall scope and plans for their respective audits, reviews the Company’s accounting policies and system of internal controls, reviews significant financial transactions, discusses with management and with the Board processes relating to risk management,pre-approves audit and permissiblenon-audit services provided by the independent auditors, and approves all fees paid to the independent auditors for such services.

 

For 2019,2022, the Audit Committee engaged the independent registered public accounting firm PwC as Dover’s independent auditor. In selecting PwC, the Audit Committee considered, among other things: the experience and qualifications of the lead audit partner and other senior members of the PwC team; PwC’s historical performance on Dover’s audit and the quality of its communications with the Audit Committee; the results of the most recent internal quality control review or Public Company Accounting Oversight Board (“PCAOB”) inspection; PwC’s independence; its reputation for integrity and competence in the fields of accounting and auditing; the appropriateness of its fees; and its tenure as Dover’s independent auditors, including its understanding of the Company’s global businesses, accounting policies and practices, and internal control over financial reporting.

 

The Audit Committee discussed with PwC the overall scope and plans for the audit of Dover’s 20192022 financial statements. The Audit Committee met with PwC, with and without management present, to discuss the results of PwC’s examination, their assessment of internal controls and the overall quality of financial reporting.

 

The Audit Committee reviewed and discussed, with both the management of Dover and PwC, Dover’s 20192022 audited financial statements, including a discussion of critical accounting policies, the quality, not just the acceptability, of the accounting principles followed, the reasonableness of significant judgments reflected in such financial statements and the clarity of disclosures in the financial statements. The Audit Committee met a total of eight times in 20192022 and 20202023 to discuss 20192022 quarterly and full-year financial results and related disclosures.

 

The Audit Committee has received the written disclosures and the Rule 3526 letter from PwC required by the applicable requirements of PCAOB regarding the independent auditor’s communications with the Audit Committee concerning independence, and discussed with PwC its independence, including the impact of any relationships or permittednon-auditing services on PwC’s independence. The Audit Committee also discussed with PwC the matters required to be discussed under PCAOB Auditing Standard No. 1301. The Audit Committee has also received written materials addressing PwC’s internal control procedures and other matters required by NYSE listing standards.

 

Based upon the review and discussions referred to above, the Audit Committee recommended that the audited financial statements for the year ended December 31, 20192022 be included in Dover’s Annual Report on Form10-K.

 

Audit Committee:

 

Stephen M. Todd (Chair)

Deborah L. DeHaas

H. John Gilbertson, Jr.

Michael Manley

Eric A. Spiegel

Stephen K. Wagner

 

This report does not constitute “soliciting material” and shall not be deemed filed or incorporated by reference into any filing under the Securities Act of 1933 or under the Securities Exchange Act of 1934, except to the extent we specifically incorporate this report by reference, and shall not otherwise be deemed filed under such Acts.

 

 

DOVER CORPORATION20202023 Proxy Statement 34 35


PROPOSAL 2 — RATIFICATION OF APPOINTMENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

 

Fees Paid to Independent Registered Public Accounting Firm

Fees paid to, or accrued for, PwC for services to us and our subsidiaries for 20192022 and 20182021 (including reimbursable expenses) were as follows:

 

  
 

2019

  

2018

  

2022

  

2021

 

AUDIT FEES

 

$

8,561,503      

 

 

$

9,658,287      

 

 

$

6,367,600      

 

$

7,487,600      

AUDIT-RELATED FEES

 

$

23,850      

 

 

$

400,000      

 

 

$

2,533      

 

$

55,870      

TAX FEES

 

$

174,439      

 

 

$

603,942      

 

 

$

39,078      

 

$

182,323      

ALL OTHER FEES

 

$

689,979      

 

 

$

4,500      

 

 

$

5,400      

 

$

900      

 

 

  

 

  

 

  

 

 

TOTAL

 

$

                9,449,771       

 

 

$

                10,666,729       

 

 

$

                6,414,611      

 

$

                7,726,693      

Audit Fees. Audit fees include fees for audit or review services in accordance with generally accepted auditing standards of our consolidated financial statements (including internal control over financial reporting), statutory and subsidiary audits and review of documents filed with the SEC. In 2018, audit fees include fees for auditU.S. Securities and review services in connection with thespin-off of Apergy from Dover, including associated filings with the SEC.Exchange Commission (“SEC”).

Audit-Related Fees. Audit-related fees include fees for assurance and related services that are reasonably related to the audit of our financial statements, such as consultations concerning the accounting and disclosure treatment of events and the impact of final or proposed rules and standards. In 2018, audit-related fees include fees for services in connection with our adoption of new accounting standards.including system implementation assessments.

Tax Fees. Tax fees include fees for services that are performed by professional tax staff other than in connection with the audit. These services include tax compliance, consulting and advisory services.

All Other Fees. Other fees include fees fornon-audit services not listed above that do not impair the independence of the auditor and are not prohibited by the SEC or PCAOB. In 2019, all other fees included fees for market due diligence services pertaining to potential business acquisitions and dispositions.

Pre-Approval of Services Provided by Independent Registered Public Accounting Firm

Consistent with its charter and applicable SEC rules, our Audit Committeepre-approves all audit and permissiblenon-audit services provided by PwC to us and our subsidiaries. With respect to certain services which PwC has traditionally provided, the Audit Committee has adopted specificpre-approval policies and procedures. In developing these policies and procedures, the Audit Committee considered the need to ensure the independence of PwC while recognizing that, in certain situations, PwC may possess the expertise and be in the best position to advise us and our subsidiaries on issues and matters other than accounting and auditing.

The policies and procedures adopted by the Audit Committee allow thepre-approval by the Audit Committee of permissible audit-related services,non-audit-related services and tax services. Under the policies and procedures,pre-approval is generally provided for up to one year and any generalpre-approval is detailed as to the particular services or category of services and is subject to a specific budget for each of them. The policies and procedures require that any other services be expressly and separately approved by the Audit Committee prior to such services being performed by the independent auditors. In addition,pre-approved services which are expected to exceed the budgeted amount included in a generalpre-approval require separate, specificpre-approval. For each proposed service, the independent auditors and management are required to provide detailed information to the Audit Committee at the time of approval. The Audit Committee considers whether eachpre-approved service is consistent with the SEC’s rules and regulations on auditor independence.

All audit-related andnon-audit-related services of PwC during 20192022 listed above under “Fees Paid to Independent Registered Public Accounting Firm” werepre-approved specifically or pursuant to the procedures outlined above. With respect to any tax services provided by PwC, PwC provided to the Audit Committee the communications required under PCAOB Rule 3524.

 

DOVER CORPORATION20202023 Proxy Statement 35 36


Compensation Discussion and Analysis

This Compensation Discussion and Analysis (“CD&A”) describes our compensation program and how it operates for our NEOs. It also discusses the changes to our programOur NEOs for 2020 made by our Compensation Committee following our extensive engagement with shareholders during the spring and fall of 2019. Our Named Executive Officers (NEOs) for 2019 are:2022 were:

 

  
    NAMED EXECUTIVE OFFICERS

RICHARD J. TOBIN

  

President & CEO

BRAD M. CEREPAK

  

Senior Vice President & CFO

WILLIAM W. SPURGEON, JR.GIRISH JUNEJA

  

FormerSenior Vice President & CEO, Dover Fluids (retired December 31, 2019)Chief Digital Officer

IVONNE M. CABRERA

  

Senior Vice President & General Counsel

JAY L. KLOOSTERBOERKIMBERLY K. BORS

  

Former Senior Vice President & Chief Human Resources (retired December 31, 2019)Officer

Executive Summary

Our compensation program is based on apay-for-performance philosophy and is designed to incentincentivize executives to achieve financial and strategic goals that are aligned with the Company’s long-term business strategy and the creation of sustained, long-term value for our shareholders.

20192022 Performance & Results

In 2019,2022, despite an operating environment characterized by input shortages, inflationary cost pressures and foreign currency translation headwinds, we delivered on our commitments to improve margins, makestrong financial results, made advancements in operational excellence, deliver organic growth, reinvest in growthinvestments and productivity initiatives, and deployopportunistically stepped-up the return of capital to our shareholders, in keeping with our return-seeking strategic priorities.

 

 

Generated revenue of $7.1$8.5 billion, up 2%8% (+4%9% organic) compared to the prior yearyear.

 

 

IncreasedDelivered GAAP earnings from continuing operationsper share of $7.42, down 4% compared to the prior year, and adjusted earnings from continuing operations, each by 15%per share of $8.45, up 11% compared to the prior year.

 

 

Increased GAAP andnon-GAAP earnings per share, each by 19%

Increased free cash flow as a percent of revenue by 180 basis points

Increased our quarterly dividend by 2%, marking our 64th consecutive year of dividend increases

Conducted anin-depth analysis of our portfolio to assess the value creation and investment potential of each business

Transitioned our business segment reporting structure toCompleted five segments (from three) to support enterprise value creation by providing greater transparency and enabling benchmarking comparability

Acquired three businesses to expand our Fueling Solutions and Pumps & Process Solutions segmentsbolt-on acquisitions for an aggregate consideration of $216.4$325.0 million, net of cash acquired and including contingent consideration, which complement and expand upon our existing operations.

 

 

EvolvedMade $221.0 million in capital expenditures in 2022, representing a recent record-high 2.6% of revenue, in line with our operating modelplan to includecenter-led value capture from digital opportunities, operational excellencesupport growth capacity, digitization, innovation, and expanded shared servicesproductivity.

 

 

IncreasedGenerated cash flow provided by operating activities of $805.7 million, and free cash flow of $584.8 million, representing 6.9% of revenue.

Continued to evolve our investmentoperating model to include center-led value capture from digital opportunities, and continued to invest in growth and productivity initiatives, including automation, the development of digital technologies and digital commercial capabilities, capacity expansion, and the implementation of common corporate systems and measurement toolstools.

 

 

ImprovedCompleted $585 million in share repurchases, including a $500 million accelerated share repurchase program.

Increased our margin profile through rightsizing programs consistingquarterly dividend, marking our 67th consecutive year of broad-based selling, general and administrative expense reduction initiatives and footprint consolidation actionsdividend increases.

 

DOVER CORPORATION20202023 Proxy Statement 36 37


COMPENSATION DISCUSSION AND ANALYSIS

 

These tables reflect our success on these metrics over the past three years (2017-2019):Financial Performance Summary

 

LOGOLOGO

 

(1)

Definitions and reconciliations of non-GAAP measures are included at the end of this proxy statement.

20192022 Pay Decisions Align with Dover’s Performance

Our compensation program structure alignsis designed to align pay outcomes with our shareholders’ experience through an emphasis onby emphasizing variable,at-risk pay for our management team, including the NEOs, through our annualAIP and long-term incentive programs.program.

In 2019,For 2022, our pay decisions and outcomes were consistent with ourpay-for-performance philosophy. Our financial performance was strong in 2019 and we exceeded the Revenue and Adjusted Earnings targets under our AIP. In addition, our NEOs made significant progress against theirpre-defined individual strategic objectives as evaluated by our Compensation Committee under our AIP. As a result of strong operational and strategic achievements, 2022 annual bonus payouts were modestly above target but below last year. Consistent with our value creation over the three-year performance period of 2017-2019,2020-2022, the performance shares for that period, which vested in 2019at the end of 2022 and were based on relative TSR to the iTSR metriccompanies in the S&P 500 Industrials index, had a payout percentage of 210%71.4% for corporateour NEOs.

Multi-Stage Shareholder Engagement

In 2019, our Say on Pay vote declined meaningfully from our historically high vote outcomes. In an effort to understand and address the issues that contributed to the decline, the Compensation Committee undertook a significant multi-stage engagement effort to solicit shareholder feedback on our compensation program and other important matters. In direct response to the shareholder feedback we received through this effort, our Compensation Committee implemented meaningful changes to our executive compensation program for 2020, which are discussed in detail in this CD&A.

 

DOVER CORPORATION20202023 Proxy Statement 37 38


COMPENSATION DISCUSSION AND ANALYSIS

 

Principal Components of 2019 Compensation ProgramSay on Pay Vote Results and Changes for 2020

The following table describes the structure of our 2019 executive compensation program. In response to the shareholder feedback received through our robust shareholder engagement program over the past year (as described in this Executive Summary and in more detail throughout this CD&A), our Compensation Committee implemented several changes to our compensation program for 2020, which are also highlighted in the table below.

*New for 2020Shareholder Engagement

 

Component

Pay Element

    2019 Metrics & Weighting

    2020 Metrics & Weighting

    Objectives

  

Base Salary

94% Say on Pay support        
  

Cash

63% Shares Outstanding Contacted        
  

 Benchmark: Peer group median

 Benchmark: Peer group median

 Attract and retain qualified executives

Annual
Incentive

Plan

Cash

 60% Financial Results:

   Adj. Earnings (60%)

    Revenue (40%)

 40% Individual Strategic Objectives

ESG oversight included in CEO’s individual strategic objectives

 60% Financial Results:

   Adj. Earnings (60%)

    Revenue (40%)

 40% Individual Strategic Objectives

Continue to include ESG oversight in CEO’s individual strategic objectives

 Intended to drive profitability, growth & progress against strategy

 Individual objectives are focused on a limited and measurable set of goals to benefit shareholders over the long-term

 ESG oversight added to CEO objectives to establish clear tone at the top regarding the importance of ESG

Long-Term Incentive Plan 

Performance39% Shares

 20% LTIP weighting

 Performance Criteria:3-year iTSR (EBITDA growth and free cash flow generation)

40% LTIP weighting

Performance Criteria:3-Year relative TSR (“rTSR”) with the S&P 500 Industrials index as the benchmark

 Focus executives on shareholder value creation

 Weighting increased to 40% in keeping with input from our investors

 Shifted to rTSR to address market outperformance and more closely align our executive-level measurement system with the experience of shareholders

SSARs

 60% LTIP weighting

 Performance Criteria: Dover stock price, exercisable three years after grant date and remain exercisable for another seven years (subject to10-year stock price movement) 

40% LTIP Weighting

 Performance Criteria: Dover stock price, exercisable three years after grant date and remain exercisable for another seven years (subject to10-year stock price movement) 

 Focus executives on share price appreciation

 SSARs retained as important component of our program, reflecting input from investors, many of whom acknowledge the role SSARs play in emphasizing growth andgo-forward value creation

RSUs

 20% LTIP weighting

 Performance Criteria: Dover stock price; awards vest ratably over three years

 20% LTIP weighting

 Performance Criteria: Dover stock price; awards vest ratably over three years

 Retention, ownership, and full alignment with the shareholder experience

Benefits

Consistent with other similarly situated employees Engaged

In 2019, the long-term incentive plan mix for Mr. Spurgeon was different from that of the other NEOs due to his responsibilities at the segment level and consisted of 50% SSARs, 30% performance shares and 20% RSUs.

DOVER CORPORATION2020 Proxy Statement 38


COMPENSATION DISCUSSION AND ANALYSIS

Say on Pay Vote Results and Shareholder Engagement

Historical Say on Pay Support

Our Board has a strong history of engaging with shareholders and soliciting feedback on a range of topics, including our executive compensation program. Historically, our program has received strong shareholder support as expressed during ourone-on-one engagement discussions with shareholders and through our Say on Pay vote levels. In 2019,

At our 2022 annual meeting, approximately 67%94% of the Say on Pay votes cast were in supportvoting shareholders approved the compensation of the Company (down from more than 96% in eachNEOs. At our 2021 annual meeting, over approximately 93% of the four preceding years). Followingvoting shareholders approved the 2019 annual meeting of shareholders, we extended invitations to shareholders holding approximately 63% of our outstanding shares to specifically discuss compensation and governance matters in an effort to better understand what led to the decline in the 2019 Say on Pay vote. We held meetings with shareholders holding approximately 41% of our outstanding shares. Below is a detailed account of the process that followed as the Compensation Committee considered the feedback received and utilized it in considering potential changes to theNEOs. In 2022, we continued our shareholder engagement program. After conducting several rounds of engagement, reviewing market practices, and reflecting on the elements of our program and how they align with our business objectives and long-term shareholder value creation, the Committee implemented meaningful changes to our program for 2020.

Multi-Stage Shareholder Engagement Program to Seek Shareholder Feedback

The discussion below summarizes the significant multi-stage engagement effort undertaken by the Compensation Committee to solicit shareholder feedback on compensation and governance matters to help us understand the decline in support for our Say on Pay vote at our 2019 annual meeting. Understanding the views of our shareholders is essential in ensuring that we effectively address their interests and the Committee integrated the feedback received through these efforts in its decision-making regarding changes to our compensation program for 2020.

LEAD-UP TO

2019 ANNUAL MEETING

FALL 2019

WINTER 2020

LEAD-UP TO 2020 ANNUAL MEETING

Contacted 63% /

Engaged 37%

of outstanding shares

Contacted 63% /

Engaged 41%

of outstanding shares

Contacted 65% /

Engaged 15%

of outstanding shares

Extensive shareholder engagementon-going

In thelead-up to our 2019 Annual Meeting, weWe reached out to holders of approximately 63% of our outstanding shares and engaged with governance professionals and/or portfolio managers of investors holding approximately 37%39% of our outstanding sharesshares. In addition to discussthe governance topics detailed earlier in this proxy statement, we had thoughtful discussions with our executive compensation program. Investors were pleased with the progress made toward our strategic initiatives under our new CEO, Richard Tobin. The main area of feedback was that investors requested a better understanding of theone-time, make whole award made to secure the hiring of our new CEO. We discussed theone-time nature of the make whole award, and all other aspects ofshareholders regarding our compensation program. The Board appreciated the feedback it received, particularly regardingShareholders told us they believe our compensation program structure, metrics and the rigor ofpay practices are aligned with our performance targets and supporting goal-setting process, referencing both our annual and long-term incentives.

Following the 2019 Annual Meeting, and in light of the disappointing outcome of our Say on Pay proposal, which passed with 67% support, ourpay-for-performance philosophy. The Compensation Committee undertook a thorough reviewwill continue to consider feedback from shareholders, as well as the results from future shareholder advisory votes, in its ongoing evaluation of our executive compensation programprograms and again conducted extensive shareholder engagement to gather constructive feedback on our program to identify key areas of focus and develop potential changes for 2020. Our shareholder engagement team included members of senior management and the Board, with participation from the Chair of our Compensation Committee.We reached out to holders of approximately 63% of our outstanding shares and spoke with investors holding approximately 41% of our outstanding shares. These conversations provided our Board with additional insights into shareholders’ views of our compensation program and helped us ensure that shareholder feedback was incorporated into the program changes for 2020.

During these discussions, many shareholders expressed an understanding that the use of a make whole award for our new CEO in 2018 helped to ensure the recruitment of a highly qualified candidate. Shareholders suggested that we provide additional disclosure on both the financial and strategic objectives in the AIP, and that we shift to a more performance-based mix of awards in our LTIP. We also shared that effective oversight and management of ESG matters was included as apractices at Dover.

 

DOVER CORPORATION20202023 Proxy Statement 39


COMPENSATION DISCUSSION AND ANALYSIS

 

strategic objective for our CEO under the AIP in 2019, which was well received by our investors. Our Compensation Committee incorporated this feedback into its decision-making regarding changes to our executive compensation program for 2020, as described in further detail in this CD&A.

Throughout the Winter of 2020, we conducted an additional round of engagement with our shareholders to preview specific changes the Compensation Committee was considering in response to the feedback received in the fall.We reached out to holders of approximately 65% of our outstanding shares and engaged with investors holding approximately 15% of our outstanding shares. These significant engagement efforts provided the Compensation Committee with valuable feedback that directly informed the program changes for 2020.

During these engagements, we discussed our intention to provide additional detail regarding the weighting, nature and performance outcomes for the individual strategic objectives in our AIP, as well as improved disclosure regarding the threshold, target and maximum levels for the financial goals in our AIP. We also previewed our plan to increase the proportion of our LTIP awards dedicated to performance shares, and to shift to relative TSR from iTSR as the performance metric for performance shares. Our shareholders welcomed the prospect of increased disclosure, and indicated their support for increasing the weighting of performance shares in our LTIP. In addition, shareholders expressed support for including the effective oversight and management of ESG matters as a strategic objective for our CEO under the AIP and welcomed our recent adoption of a comprehensive clawback policy.

After filing this proxy statement, we plan to actively engagewith our shareholders in advance of the Annual Meeting to discuss the outcomes of our 2019 compensation program and the changes made to our program for 2020. Our Compensation Committee will consider and integrate the feedback received from our shareholders into future decision-making about our compensation program and practices.

DOVER CORPORATION2020 Proxy Statement 40


COMPENSATION DISCUSSION AND ANALYSIS

Our Board’s Proactive Response to Shareholder Feedback

Our Board and Compensation Committee reviewed all feedback received from shareholders during our engagement meetings held in Spring 2019, Fall 2019 and again earlier this year in Winter 2020. In direct response to this feedback, our Compensation Committee approved key changes to our executive compensation program for 2020. These changes were previewed with shareholders during our engagement meetings. We believe the changes that have been approved and implemented address our shareholders’ key areas of focus and incorporate the constructive feedback that was received, and we have received positive feedback on the changes during our most recent round of engagement discussions.

The following table details how we took action and made changes to our compensation program for 2020 in order to directly address shareholders’ areas of focus:

COMPONENT

SHAREHOLDER FEEDBACK

DOVER RESPONSE

ANNUAL INCENTIVE PLAN

(AIP)

•   Increase disclosure regarding goals and outcomes of individual performance metrics

•   Provided additional detail regarding weighting, nature and performance outcomes for individual strategic objectives (pages 51 to 54)

•   Improved disclosure regarding threshold, target and maximum levels for financial goals (page 52)

•   Consider inclusion of ESG themes into AIP

•   Continued to integrate ESG oversight responsibility as an individual strategic objective for our CEO (page 53)

LONG-TERM INCENTIVE

PLAN (LTIP)

•   Shift to a more performance-based mix of awards based on the prevailing input from recent discussions with our shareholders

•   Increased performance share weighting to 40% from 20% and decreased SSAR weighting to 40% from 60% (page 58)

•   Enhance transparency of metric for performance shares

•   Shifted to rTSR from iTSR performance metric for performance shares with the S&P 500 Industrials index as the benchmark (page 58)

OTHER

•   While several plans included clawback provisions, lack of formal overall clawback structure

•   Implemented comprehensive clawback policy (page 60)

DOVER CORPORATION2020 Proxy Statement 41


COMPENSATION DISCUSSION AND ANALYSIS

Dover’s Alignment with Leading Compensation Governance Practices

 

 

YesWHAT WE DO

 

   The majority of target NEO pay opportunity is performance based (73%(75% for the CEO; 63% for the other NEOs)

 

   A significant portion of target NEO pay opportunity is tied to Dover stock performance (72%(75% for the CEO; 49%52% for the other NEOs)

 

   Robust engagement with shareholders to seek feedback on executive compensation programs

 

Compensation program includes ESG objective

objectives

 

  NEW

   All long-term incentives are paid in stock, not cash

 

   Executives must hold significant amounts of Dover stock: five-times salary for the CEO, three-times for other NEOs

 

   All long-term incentives are earned or vest over three years

 

   Change in control (“CIC”) provisions require double trigger

 

Comprehensive clawback policy

  NEW

 

   Executives participate in benefit and employee programs on the same basis as other Dover employees

 

   Our Compensation Committee retains its own independent consultant

 

   Annual compensation risk assessment

 

 

NoWHAT WE DON’T DO

 

   No tax gross ups

 

   No repricing, reloads, or exchanges of SSARsstock-settled stock appreciation rights (“SSARs”)

 

   No SSARs granted below fair market value

 

   No hedging or pledging of Dover securities by executives, including margin loans

 

   No dividends are paid on performance shares or RSUsrestricted stock units (“RSUs”) during the earning or vesting period. Dividend equivalents are accrued on RSUs, but are only paid if the RSUs vest

 

   No special executive retirement arrangements

 

   No NEO cash severance over 2.99x the sum of base salary and target bonus without shareholder approval

    No substantial executive perquisites, nor do we own or operate any corporate aircraft

 

 

 

 

DOVER CORPORATION20202023 Proxy Statement 42 40


COMPENSATION DISCUSSION AND ANALYSIS

 

Compensation Principles

Guiding Principles for Dover’s Executive Compensation Program

 

LOGOLOGO

Based on these principles, these were the key elements of our executive compensation program in 2019:2022:

 

 

Financial metrics that are clearly linked to the creation of shareholder value: adjusted earnings from continuing operations, revenue, earnings per share and iTSR (increased enterprise value as measured by EBITDA growth plus free cash flow generation).three-year relative TSR.

 

 

A focus on our business strategy to ensure our long-term compensation program aligns the interests of our executives with those of our shareholders by placing an emphasis on performance-based stock compensation.

 

 

An annual review by our Compensation Committee of executive compensation levels and the components of our program.

 

 

A reference to the median of our peer group for total direct compensation, with consideration for internal pay equity, sustained performance, specific responsibilities, and experience with comparable market talent.

 

 

Total compensation opportunities designed so that the large majority of compensation is variable andat-risk based on financial, strategic, operational, and share price performance.

 

 

An annual cash bonus plan (the AIP) designed to reward annual financial performance and the attainment of well-defined strategic objectives that the Board believes will assure the long-term success of Dover.

 

 

Executive benefits and programs that are consistent with those offered to other employees. We provide substantially no executive perquisites, nor do we own or operate any corporate aircraft.

 

DOVER CORPORATION20202023 Proxy Statement 43 41


COMPENSATION DISCUSSION AND ANALYSIS

 

Compensation Process

Setting Executive Compensation — Roles

The process for determining our executive compensation program structure and payouts involves the dedicated participation of our Compensation Committee, the independent directors of the Board, the CEO, and our Compensation Committee’s independent consultant. The roles of each in making compensation decisions are:

 

 

LOGOLOGO

 

DOVER CORPORATION20202023 Proxy Statement 44 42


COMPENSATION DISCUSSION AND ANALYSIS

 

Setting Executive Compensation – Timeline

The process for making executive compensation decisions for 20192022 began with goal setting at the beginning of the year and concluded with the actual compensation payout decisions in early 2020. In 2019, we also undertook a robust shareholder engagement effort in response to our 2019 Say on Pay vote result to inform changes made for 2020 (as described in detail on pages 39 to 41 of this CD&A).2023. As described below, this year-long process integrates key factors, such as Dover’s business strategy, our annual budget, and market compensation data.

 

 

LOGOLOGO

 

DOVER CORPORATION20202023 Proxy Statement 45 43


COMPENSATION DISCUSSION AND ANALYSIS

 

Executive Compensation Program Peer Group

For assessing executive pay programs and levels, the Compensation Committee selected a group of companies that are similar to Dover in terms of end markets, complexity, revenues and market capitalization. In 2019,2022, with the help of its independent consultant, the Compensation Committee reviewedapproved changes to the existing peer group for the year 2023. Colfax Corporation was removed from the peer group following the spin-off of their fabrication technology business and made no changes in 2019 from 2018.Ametek, Inc. was added to the peer group.

 

 

FINANCIAL CONSIDERATIONS

(IN USD MILLIONS)

 QUALITATIVE CONSIDERATIONS FINANCIAL CONSIDERATIONS
(IN USD MILLIONS)
 QUALITATIVE CONSIDERATIONS
  

COMPANY

 2019
REVENUE
 

2019

MARKET

CAP(1)

 

INDUSTRY

    

 

>20%

GLOBAL

REVENUES

 

DOVER-LIKE

STRUCTURE

 

SAME ANALYST

COVERAGE(2)

 2022
REVENUE
 2022
MARKET
CAP(1)
 

INDUSTRY

 >20%
GLOBAL
REVENUES
 DOVER-LIKE
STRUCTURE
 SAME ANALYST
COVERAGE(2)
  

AMETEK, INC.

 $6,151  $32,087  Electrical
Equipment
   
 

CARLISLE COMPANIES

 $4,812  $9,172   

Industrial

Conglomerates

 

 

    $6,592  $12,150  Industrial
Conglomerates
   
 

COLFAX CORPORATION

 $3,327  $4,284   

Industrial

Machinery

 

 

   
  

CORNING INCORPORATED

 $11,503  $22,389   

Electrical

Equipment

 

 

    $14,189  $27,015  Electrical
Equipment
   
  

EATON CORPORATION

 $21,390  $39,157   

Electrical

Equipment

 

 

    $20,752  $62,419  Electrical
Equipment
   
  

EMERSON ELECTRIC CO.

 $18,372  $46,588   

Electrical

Equipment

 

 

    $19,629  $56,810  Electrical
Equipment
   
 

FLOWSERVE CORPORATION

 

$

3,945

 

 

$

6,513

 

 

 

Machinery

 

 

  

 

 

$

 

 

3,615

 

 

 

 

 

 

$

 

 

4,010

 

 

 

 

 

Machinery

 

 

 

 

  

 

 

  

FORTIVE CORPORATION

 $7,320  $25,652   
Industrial
Machinery

 
    $5,826  $22,732  Industrial
Machinery
   
 

ILLINOIS TOOL WORKS INC.

 

$

14,109

 

 

$

57,734

 

 

 

Machinery

 

 

 

 

 

 

$

 

 

15,932

 

 

 

 

 

 

$

 

 

 67,673

 

 

 

 

 

Machinery

 

 

 

 

 

 

 

 

 

 

 

INGERSOLL-RAND PLC

 

$

16,599

 

 

$

31,677

 

 

 

Machinery

 

 

 

 

 

 

$

 

 

5,916

 

 

 

 

 

 

$

 

 

21,157

 

 

 

 

 

Machinery

 

 

 

 

 

 

 

 

 

 

 

PARKER-HANNIFIN CORPORATION

 

$

14,320

 

 

$

26,441

 

 

 

Machinery

 

 

  

 

 

$

 

 

15,862

 

 

 

 

 

 

$

 

 

37,366

 

 

 

 

 

 

Machinery

 

 

 

 

  

 

 

  

ROCKWELL AUTOMATION INC.

 $6,695  $23,479   

Electrical

Equipment

 

 

    $7,760  $29,555  Electrical
Equipment
   
  

ROPER INDUSTRIES INC.

 $5,367  $36,860   

Industrial

Conglomerates

 

 

   

ROPER TECHNOLOGIES, INC.

 $5,372  $45,824  Industrial
Conglomerates
   
  

SNAP-ON INCORPORATED

 $4,068  $9,291   
Industrial
Machinery

 
    $4,843  $12,145  Industrial
Machinery
   
  

STANLEY BLACK & DECKER, INC.

 $ 14,442  $ 25,194   
Industrial
Machinery

 
    $16,947  $11,113  Industrial
Machinery
   
  

TEXTRON INC.

 $13,630  $10,181   

Aerospace &

Defense

 

 

    $12,869  $14,781  Aerospace &
Defense
   
  

XYLEM, INC.

 $5,249  $14,188   

Industrial

Machinery

 

 

    $5,522  $19,927  Industrial
Machinery
   
 

75TH PERCENTILE

 

$

14,351

 

 

$

 32,973

 

     $15,879  $39,481  

 

   
 

MEDIAN

 

$

9,412

 

 

$

24,337

 

     $7,176  $24,874  

 

   
 

25TH PERCENTILE

 

$

5,140

 

 

$

9,958

 

     $5,750  $14,123  

 

   
 

DOVER

 

$

7,136

 

 

$

16,743

 

         $8,508  $19,005   

 

      

 

 (1)

As of 12/31/2019.2022.

 (2)

“Same analyst coverage” means company is covered by at least five of the analysts that cover Dover.

DOVER CORPORATION2023 Proxy Statement 44


COMPENSATION DISCUSSION AND ANALYSIS

Role of Internal Equity in Setting Executive Compensation

Management and our Compensation Committee consider both market benchmarks (i.e., external equity)competitiveness), as well as the impact each executive role has relative to internal peers (i.e., internal equity), in establishing the executive pay structures used to govern pay.

DOVER CORPORATION2020 Proxy Statement 46


COMPENSATION DISCUSSION AND ANALYSIS

RoleRetention and Independence of the Independent Compensation Consultant

Our Compensation Committee has the authority and discretion to retain external compensation consultants as it deems appropriate. Our Compensation Committee has adopted a policy to ensure the continuing independence and accountability to the committee of any advisor hired to assist the committee in the discharge of its duties. The policy formalizes the independent relationship between the Compensation Committee’s advisor and Dover, while permitting management limited ability to access the advisor’s knowledge of Dover for compensation matters. Under the policy, our Compensation Committee will annually review andpre-approve the services that may be provided to management by the independent advisor without further Compensation Committee approval. Compensation Committee approval is required prior to Dover retaining the independent advisor for any executive compensation services or other consulting services or products above an aggregate annual limit of $50,000.

Since February 2010,September 2020, our Compensation Committee has retained Semler Brossy Consulting Group,Meridian Compensation Partners, LLC (“Semler Brossy”Meridian”) to serve as its advisor. Semler Brossyindependent compensation consultant. Meridian does no other work for and has no other relationships with Dover. Semler Brossy focusesMeridian is focused on executive compensation and does not have departments, groups, or affiliates that provide services other than those related to executive compensation and benefits.

Our Compensation Committee looks to its consultant to periodically review and advise regarding the adequacy and appropriateness of our overall executive compensation plans, programs, and practices and, from time to time, to answer specific questions raised by our Compensation Committee or management. Compensation decisions are made by, and are the responsibility of, our Compensation Committee and our Board, and may reflect factors and considerations other than the information and recommendations provided by our Compensation Committee’s consultant.

To ensure independence of the compensation consultant, the consultant reports directly to the Chair of our Compensation Committee and works specifically for the Compensation Committee solely on compensation and benefits.

Semler BrossyMeridian did not engage in any projects for management in 2019.2022. Our Compensation Committee has assessed the independence of Semler BrossyMeridian and concluded that its work for the Compensation Committee does not raise any conflict of interest.

 

DOVER CORPORATION20202023 Proxy Statement 47 45


COMPENSATION DISCUSSION AND ANALYSIS

 

Elements of Executive Compensation

Variable, Performance-Based Compensation Program Structure Drives Pay For PerformancePay-For-Performance Alignment

The pay packages of Dover executives consist predominantly of incentive-based pay, both annual and long-term. Each of the compensation components has a specific role in the overall design of our executive pay program. While the components are designed to be mutually reinforcing, care is taken to minimize overlap between them. The following table provides an overview of the 20192022 compensation program structure.

* New for 2019

 

Component

 Pay Element     2019    2022 Metrics & Weighting     Objectives

 

Base Salary

 

 

 

Cash

 

 

 

 Benchmark: Peer group median  n/a

 

 

 

  Attract and retain qualified executives

 

  Benchmarked to peer group median while also considering additional factors such as experience and performance in role

Annual

Incentive

Plan (AIP)

 Cash 

 

  60% Financial Results:

 

  Adj. Earnings (60%(100%)

 

    Revenue (40%)  40% Individual Strategic

 

 40% Individual Strategic Objectives

ESG oversight included in CEO’sCEO and select NEO individual strategic objectives

 

 

  Intended to drive profitability, growth, &and progress against strategy

 

  Individual objectives are focused on a limited and measurable set of goals to benefit shareholders over the long-term

 

  Including ESG oversight in objectives establishes clear tone at the top regarding the importance of ESG

Long-Term Incentive

Incentive Plan

 

Performance

Shares

 

 

 20%  40% LTIP weighting

 

   Performance Criteria:3-year iTSR (EBITDA growth and free cash flow generation)

Reset3-Year relative TSR with the maximum payout to 300%, down from 400%S&P 500 Industrials index companies as the comparator group

 

 

  Focus executives on shareholder value creation

  Relative TSR closely aligns our executive-level measurement system with the experience of shareholders

 SSARs 

 

 60%  40% LTIP weightingWeighting

 

  Performance Criteria: Dover stock price, exercisable three years after grant date and remain exercisable for another seven years (subject to10-year stock price movement)

 

 

  Focus executives on share price appreciation

  SSARs are an important component of our program, reflecting input from investors, many of whom acknowledge the role SSARs play in emphasizing growth and go-forward value creation

 RSUs 

 

  20% LTIP weighting

 

  Performance Criteria: Dover stock price; awards vest ratably over three years

 

 

  Retention, ownership, and full alignment with the shareholder experience

 

Benefits

 

 

 

Consistent with other similarly situated employees

 

 

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COMPENSATION DISCUSSION AND ANALYSIS

 

20192022 Target Pay Mix

The ratio between fixed and variable pay varies by executive level, but for the CEO and his direct reports, including the NEOs, we feel it is appropriate thatFor 2022, the vast majority of the compensation should beCEO’s and other NEOs’ target pay mix was composed of “at risk” incentive-based pay as shown in the chart below. Additionally, we believe that incentivethe target pay should bemix was heavily weighted toward long-term performance and tied to share performance, with the annual incentives focused on key short-term drivers and progress on strategy. The target pay mix will change based on the updates made to our executive compensation program in 2020.

 

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COMPENSATION DISCUSSION AND ANALYSIS

Pay-for-Performance Philosophy

Our Compensation Committee remains fully committed to itspay-for-performance philosophy. As shown in the graph below, historically our payouts have aligned with shareholder value creation.

DOV TSR vs. Proxy Peer Group since

New CEO Start Date1,2,3

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Transformed Portfolio Producing

Shareholder Value (TSR)2,3

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1)   New CEO start date of 4/30/2018.

2)   Source: S&P Capital IQ; end date for returns periods is December 31, 2019.

3)   Annualized Total Shareholder Return including dividends and spin-offs. Fortive Corporation went public in July 2016 and Xylem, Inc. went public in Oct 2011; stocks are excluded from periods prior to go public dates. Ingersoll-Rand PLC data reflects TSR pre-merger with Gardner Denver Holdings, Inc.

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COMPENSATION DISCUSSION AND ANALYSIS

Annual Incentive Plan Compensation

An annual bonus may be earned each year based on an NEO’s performance against both financial objectives tied to the NEO’s business unit andour financial performance as well as individual strategic goals. Each NEO’s bonus target amount is determined in reference to market benchmarking and according to the scope and complexity of the NEO’s business/function complexity, size andfunctional responsibilities, overall impact on Dover’sour results, as well as strategic leadership, and managerial responsibility. We believe that balancing the measurement of performance for the annual bonus between financial and strategic objectives is important in mitigating risk and executing on our long-term strategy for value creation.

Determination of AIP Payouts

Each executive officer is eligible for a bonus equal to his or her base salary multiplied by his or her target award percentage multiplied by the Overall Payout Factor (which is the sum of the Financial ObjectivesObjective Factor (weighted 60%) and the Strategic Objectives Factor (weighted 40%)).

 

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20192022 AIP Financial ObjectivesObjective Factor -- Targets– Target

The financial objectives were set atFinancial Objective Factor in the overall corporate level for corporate NEOs (Tobin, Cerepak, Cabrera and Kloosterboer) and at the Dover Fluids segment level for the segment NEO (Spurgeon).2022 AIP was calculated based on Adjusted Earnings. In setting these objectives,the financial objective, our Compensation Committee considered our annual budget, operational priorities, plans for capital allocation, historical performance, and external factors, among other things.items. The target performance level for the financial objective was established at the beginning of the fiscal year and provided for appropriate adjustments for acquisitions and dispositions occurring during the year. For eachthis measure, our Compensation Committee established threshold, target, and maximum levels of performance, as well as a payout percentage curve that relates each level of performance to a payout percentage.

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COMPENSATION DISCUSSION AND ANALYSIS

Threshold and maximum performance levels are set at 80%85% and 120%107%, respectively, of target. There is no payout on the Financial ObjectivesObjective Factor if performance is below the threshold. At threshold, the payout percentage curve begins at 0.1%50%. If performance is at the target level, the payout percentage is 100%. For performance at or above the maximum level of achievement, the payout percentage is capped at 200%.

The financial objectives measures as originally established by our Compensation Committee were adjusted to exclude the forecasted performance targets from the Finder business following its sale on April 2, 2019 and to include the forecasted contributions from the acquisition of theAll-Flo Pump Company, Limited business on May 7, 2019.

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COMPENSATION DISCUSSION AND ANALYSIS

20192022 AIP Financial ObjectivesObjective Factor -- Results

Following the end of 2019,2022, we calculated the Corporate Financial Objectives Factor and the Dover Fluids Financial ObjectivesObjective Factor as follows:

 

  

2019 AIP FINANCIAL OBJECTIVES RESULTS (in millions)

  

 

 TARGET
PERFORMANCE
LEVEL
 ACTUAL
PERFORMANCE
LEVEL
 PAYOUT %
(BEFORE
WEIGHTING)
 

WEIGHTING

OF MEASURE

 WEIGHTED
PAYOUT %

Dover Corporation

Revenue

 

$7,104

 

$7,136

 

101%

 

40%

 

40%

Adjusted Earnings(1)

 

$846

 

$872(1)

 

108%

 

60%

 

65%

Financial Objectives Factor                     

 

105%

Dover Fluids(2)

Revenue

 

$2,871

 

$2,959

 

108%

 

40%

 

43%

Adjusted Segment

Earnings (EBIT)(1)

 $509 $530(2) 113% 60% 68%

Financial Objectives Factor                     

 

111%

Performance Payout Curve

 

 

  

 

  

 

  

 

 PERFORMANCE
LEVEL
 PAYOUT  
PERCENTAGE  
      

Threshold

 

>80%

 

0.1%

      

Target

 

100%

 

100%

      

Maximum

 

120%

 

200%

  

2022 AIP FINANCIAL OBJECTIVE RESULTS (in millions)

  

 

 TARGET
PERFORMANCE
LEVEL
 ACTUAL
PERFORMANCE
LEVEL
 PAYOUT%
(BEFORE
WEIGHTING)
 

WEIGHTING

OF MEASURE

 WEIGHTED
PAYOUT%

Adjusted Earnings(1)

 

$1,248

 

$1,213

 

90.7%

 

60%

 

 54.4%

Financial Objective Factor                    

 

 54.4%

 

 (1)

Definitions and reconciliations ofnon-GAAP measures are included at the end of this proxy statement.

(2)

Mr. Spurgeon was the President & CEO of our former business segment Dover Fluids. We have calculated his awards as if Dover Fluids had remained in place following ourre-segmentation completed in the fourth quarter of 2019.

20192022 AIP Individual Strategic Objectives Factor

The Strategic ObjectiveObjectives Factor is based on the achievement of individual strategic objectives designed to create long-term value for our shareholders. The strategic objectives for the CEO were developed by our Compensation Committee at the beginning of the year, approved by our independent directors, and communicated to the CEO in February. The individual strategic objectives were based on specific strategic initiatives that the Board and management agreed were important to achieve in 2019.2022. These objectives were cascaded to the CEO’s direct reports, as appropriate, based on their responsibilities or business portfolio. The Board monitored progress on the CEO’s strategic objectives and, following the end of the year, reviewed the CEO’s performance against these objectives when determining his annual bonus.

Following the end of 2019,2022, our Compensation Committee determined for each NEO a Strategic Objectives Factor between 0% and 200%. Our Compensation Committee believes such judgment is an important risk-mitigating element to our compensation program and provides an opportunity to further align executive compensation with long-term value creation. To make this determination, our Compensation Committee took into account each executive’s execution against his or her personal strategic objectives for the year and the executive’s overall performance for the year.

 

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COMPENSATION DISCUSSION AND ANALYSIS

 

Strategic Objectives Factor — CEO

The following table below summarizes the individual strategic objectives, weightings, and results the Compensation Committee considered for our CEO in determining his Strategic Objectives Factor for 2019.2022.

 

 

Strategic Objectives & Accomplishments – Richard A.J. Tobin (President & CEO)

 

Portfolio Management (25% Company Goals (20%) – Actively assess and manage Dover’s portfolio to drive long-term value

 

 Executed anin-depth assessment of the Company’s individual businesses culminating Progressed on our productivity initiatives and on our margin expansion initiatives, principally enabled by advances in an articulated strategy for building a higher-value company for shareholderse-commerce adoption and back-office consolidation.

 Continued to effectively deploy capital to enhance the value of Dover’s portfolio through acquisitions and investments in organic growthbuild on our four enterprise capabilities.

 Drove strategic realignment of the portfolio into five reporting segments to enable better external assessment of performance and improved valuation of portfolio, and implemented a new management structure and operating model for efficiency and decision-making speed Helped deliver additional margin upside by capturing synergies from recent acquisitions.

 

 

 Capital Markets and Shareholder Returns (25%Engagement (20%) – Take actions to grow the value of Dover while returning capital to shareholders

 

 Delivered on commitments relating Engaged with investors regarding our long-term strategy execution and value-creation priorities.

 Reached out to margin expansion, consistent execution against guidance, maintaining organic growth, priorities for organic reinvestment,holders of approximately 63% of outstanding shares and disciplined capital allocation balancing growth and returnengaged with investors holding approximately 39% of capital to shareholders

 Clearly communicated the Company’s value-creation strategy and priorities, and reporting progress against articulated commitments to external parties

 Made substantial progress in expanding the Company’s digital growth capabilities and strengthened its processes around innovation to position the Company for long-term growth and profitabilityoutstanding shares.

 

 

Talent Portfolio Management (25%(20%) – Attract, engage and develop talent

 

 Led Effectively deployed capital to increase the value of our portfolio, including through investments in organic growth and $325 million deployed toward acquisitions.

 Increased capital expenditures to a deep talent assessment exercise acrossrecent record of $221 million.

 Completed the enterprise with a focus on organizational structure, management development, diversity,integration of several recent acquisitions that provide exposure to high-growth technologies and succession planning

 Demonstrated continued personal investment in the talent development process by participating in comprehensive assessments for leadership teams at the corporate, segment and operating company levelsmarkets.

 

 

ESG (25% Talent, Succession Planning & Workforce Diversity (20%) – Provide effective oversight and management of Dover’s ESG matters

 

 Evaluated Dover’s Completed several objectives in the multi-year strategy to help ensure that our culture continues to take an inclusive approach to managingthat values diversity.

 Helped lead the expansion of our unconscious bias training for people leaders.

 Completed talent and succession planning review.

 ESG matters, including studying operational practices, soliciting shareholder feedback, and considering other external perspectives(20%)

 Developed Implemented the final year of a multi-year ESG strategic plan for strategic oversightby continuing to report progress toward public facing goals on ESG topics, including GHG emissions; we are on track to meet each of our goals.

 Completed our first annual global engagement survey.

 Developed and reviewed new three-year ESG matters that integrates awareness and management of material ESG risks, opportunities, objectives, metrics, and other sustainability factors into our strategy, operations, and governanceplan with the Board.

 

 

Our Compensation Committee evaluated Mr. Tobin’s achievements against his strategic objectives and assigned him a Strategic Objectives Factor of 120%.

 

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COMPENSATION DISCUSSION AND ANALYSIS

 

Strategic Objectives Factor — Other NEOs

The following table summarizes the individual strategic objectives and results the Compensation Committee considered for our other NEOs in determining their respective Strategic Objectives Factors for 2019.2022.

 

 

Brad M. Cerepak (Senior Vice President & CFO)

Strategic Objectives & Accomplishments

 

In 2019, Mr. Cerepak’s strategic objectives were focused on corporate strategyCorporate Strategy (25% weighting), business development (25% weighting), finance transformation (25% weighting),)

 Evaluated options for capital deployment.

 Helped Dover opportunistically step-up the return of capital through $585 million in share repurchases and other functional transformations (25% weighting). Our Compensation Committee considered his: (1) significant support in executingto raise our dividend for the assessment67th consecutive year.

 Supported the alignment of our portfolio structure as well as aligning key metrics and market positions to drive increased investor understandingshareholder communications.

Capital Structure Analysis (25%)

 Assisted in the preparation of our three-year capital structure plan.

Finance Transformation and comparability to peers; (2) critical role in mapping acquisition targets toControl Environment (25%)

 Continued our growth platforms, improving efforts on outreach to acquisition targets, and strengthening our internal M&A processes; (3) continued commitment to optimizingoptimize the structure of our finance team and to providing effective support toimprove process efficiency of shared services.

 Enhanced our automationinternal controls environment.

Audit Plan Initiatives (25%)

 Conducted assessment of internal audit program and digital initiatives; and (4) establishmentimproved the efficiency of a finance team dedicated to supporting Information Technology as well as his contributions to improving cybersecurity.audits.

Assigned Strategic Objectives Factor of 120%

Girish Juneja (Senior Vice President & Chief Digital Officer)

Strategic Objectives & Accomplishments

 

 

William W. Spurgeon, Jr. (retired President & CEO, Dover Fluids)

Digital Strategy (25%)

 Supported our strategic initiatives and priorities by assessing the digital capabilities of acquisition targets and driving adoption of shared services and common practices.

 Helped progress our information technology centralization initiatives.

Digital Customer Experience (25%)

 Continued support in building common platforms to enhance the customer experience and deliver efficiencies by enabling automated transactions.

Data Security (25%)

 Supported our enterprise-wide strategy for data security.

Product Development (25%)

 Helped expand our connected software and machine learning augmented solutions, which were built to integrate and work with our equipment and component offerings.

 

In 2019, Mr. Spurgeon’s strategic objectives were focused on operational excellence (38% weighting), footprint consolidation (25% weighting), margin expansion (13% weighting), integration (12%), and intellectual property (12% weighting). Our Compensation Committee considered his: (1) leadership role in driving operational excellence for his segment, including working capital management and improvements to safety metrics; (2) executionAssigned Strategic Objectives Factor of footprint consolidations, including a significant capacity expansion project; (3) operational and strategic actions taken to improve margin performance; (4) successful integration of the Belanger, Inc. acquisition; and (5) improvements to his segment’s management of intellectual property assets.120%

 

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COMPENSATION DISCUSSION AND ANALYSIS

 

Ivonne M. Cabrera (Senior Vice President, General Counsel & Secretary)

Strategic Objectives & Accomplishments

 

In 2019, Ms. Cabrera’s strategic objectives were focused on intellectual property (34% weighting), legal spend optimization (33% weighting),ESG (25%)

 Continued effective leadership of our Sustainability Steering Committee and commercial contracting transformation (33% weighting). Our Compensation Committee considered her: (1) highly effective enforcementkey roles in driving initiatives and enhancementcommunications aligned with completing our initial three-year ESG plan and developing a new three-year plan.

Commercial Contracts (25%)

 Supported the standardization of Dover’s intellectual property position which includedcontract practices and tools across the launch of comprehensive guidance for our business leaders, substantive and relevant training, the development of protocols for international intellectual property matters, and the completion of multiplein-depth intellectual property reviews at the operating company level; (2) accomplishments in expandingenterprise.

Legal Spend Optimization (25%)

 Expanded the use of technology to collect and leverage data to drive cost optimization initiatives and maximize the valuesupport strategic priorities.

Intellectual Property (25%)

 Continued to engage with operating companies to align intellectual property activities with strategic priorities and to develop, product and maintain their intellectual property rights.

Assigned Strategic Objectives Factor of strategic legal advice and counseling provided to the business; and (3) continued improvements to enterprise-wide commercial contracting practices and valuable role in providing strategic and risk-based support and guidance in the negotiation of significant commercial agreements for the enterprise and its businesses.120%

Kimberly K. Bors (Senior Vice President & Chief Human Resources Officer)

Strategic Objectives & Accomplishments

 

 

Jay L. Kloosterboer (former Senior Vice President, Human Resources)

Enterprise Talent Management (25%)

 Continued to enhance our talent management processes, capabilities and succession depth across the enterprise.

Strategic HR Project Initiatives (25%)

 Established strategy to harmonize and streamline aspects of global benefits programs.

 Supported the roll out of a global career architecture and compensation structure.

ESG/Diversity & Inclusion (25%)

 Completed our first annual global engagement survey.

 Helped implement Diversity & Inclusion roadmap initiatives, including through the expansion of our unconscious bias training for employees with direct reports.

Global HR Operating Model (25%)

 Helped implement the global operating model designed to expand shared services and centers of expertise and improve the operational effectiveness of the human resources function.

 

In 2019, Mr. Kloosterboer’s strategic objectives were focused on talent management (20% weighting), operational model (15% weighting), operational excellence (15% weighting), functional transformation (20%), executive compensation program (15%), and transition planning (15%). Our Compensation Committee considered his: (1) support in developing and executing the talent assessment exercise conducted across the enterprise; (2) evaluation and recommendations regarding there-alignmentAssigned Strategic Objectives Factor of our management structure to take full advantage of the benefits of our new five segment structure; (3) role in scoping the duties and responsibilities of our Senior Vice President of Operations; (4) successful completion of our transition to a single payroll system for our U.S. operations; (5) involvement in helping to evaluate and develop changes to our executive compensation program; and (6) development of a comprehensive plan to ensure a smooth transition to a new Senior Vice President, Human Resources following his announced retirement.120%

 

Our Compensation Committee assigned an average Strategic Objectives Factor of 102.5% to thenon-CEO NEOs.

The Overall Payout Factors resulting from the above Financial Objective Factors and the Strategic Objectives Factors resulted in the payouts set forth in the 20192022 Summary Compensation Table.

 

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COMPENSATION DISCUSSION AND ANALYSIS

 

Long-Term Incentive Compensation

The following table summarizes the components of awards under our LTIP and the related performance criteria for awards granted in 2019.2022. Note that all components are paid in stock rather than cash to encourage shareholder alignment through stock ownership. For changes to our 2020 LTIP structure in response to feedback received through our multi-stage shareholder engagement program, see pages 39 to 41.

 

 
Pay Element  20192022 Weighting & Performance Criteria Objectives
  

Performance Shares

  

 

  20%   40% LTIP weighting

 

  Performance Criteria:3-year iTSR (EBITDA growth and cash flow generation)3-Year relative TSR with the S&P 500 Industrials index companies as the comparator group

 

  Focus executives on shareholder value creation

  

Stock Settled Stock Appreciation Rights

  

  60%   40% LTIP weighting

  Performance Criteria: Dover stock price, exercisable three years after grant date and remain exercisable for seven years (subject to10-year stock price movement)

 

  Focus executives on share price appreciation

  

Restricted Stock Units

  

   20% LTIP weighting

  Performance Criteria: Dover stock price; awards vest ratably over three years

 

  Retention and full alignment with the shareholder experience

2019 Performance Shares – Relative TSR Metric

The 2019In February 2022, the Compensation Committee approved the grant of performance shares to each of our NEOs. Performance shares are earned based on the three-year performance period of 2017-2019, and the performance is measured on iTSR, which is described below.

    
    

Target # of Shares

2019

 

    

Actual Shares Awarded

2019

 

      

Richard J. Tobin

  N/A    N/A    

Brad M. Cerepak

  5,983    12,592    

William W. Spurgeon, Jr.

  4,936    15,803    

Ivonne M. Cabrera

  2,393    5,036    

Jay L. Kloosterboer

  2,393    5,036     

Performance Shares & iTSR

The performance shares granted to NEOs prior to 2020 are measured based on the iTSR measure. In light of our shareholders’ feedback and expressed preference for a more transparent metric for our performance shares, in 2020 the payout for our performance shares will be determined by relative TSR utilizingperformance against the S&P 500 Industrials index as the relative performance benchmark.

iTSR, by definition, is a measure of value creation for our business segments and operating companies. The key components of iTSR are EBITDA Growth and Free Cash Flow. Based on rigorous testingcompanies measured over time, our Compensation Committee believes iTSR is:

highly correlated with long-term shareholder value creation for a multi-industry company such as Dover,

highly correlated with the combination of return on invested capital and organic growth, and

effective in driving behaviors because it measures outcomes that are more within management’s control, such as revenue growth (organic and acquisition), and margin improvements.

Definition of iTSR.iTSR measures the change in enterprise value over a three-year period. EBITDA is assigned a multiple based on prevailing market multiples among industrial companies. iTSR tracks the change in that EBITDA-based value, along

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COMPENSATION DISCUSSION AND ANALYSIS

with Free Cash Flow generated during the three-year performance period.period ending December 31, 2024. The two together work similarlyrelative TSR metric provides shareholders with a transparent and simple measure to an external TSR measure:gauge our performance against companies in our industry, and aligns the EBITDA-based value becomes a proxy for share price, and Free Cash Flow becomes a proxy for dividends. Further, EBITDA Growth and Free Cash Flow together focus our business leaders on growing our business, investing in continuing operations, and shaping our portfolio with capital-effective acquisitions and dispositions.

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EBITDA Growth — We believe that EBITDA is useful for purposes of evaluating our ongoing operating profitability as it excludes the depreciation and amortization expense related primarily to capital expenditures and acquisitions that occurred in prior years, as well as in evaluating our operating performance in relation to our competitors.

Free Cash Flow — Free Cash Flow is operating cash flow less capital spending, less cash used for acquisitions, plus cash received from divestitures. We believe that Free Cash Flow is an important measureinterests of our operating performance as it provides a measurement of cash generated from operations that is available for mandatory payment obligations and investment opportunities, such as funding acquisitions, paying dividends, repaying debt and repurchasingexecutives with our common stock.

Safeguards.Since iTSR is an absolute measure of value creation, we have implemented safeguards to substantially eliminate large payouts resulting solely from economic cycles. Further, payouts under the program are in shares, and our shareholding requirements ensure that executives are exposed to the same stock price changes as our shareholders, including external stock market factors. Dividends are not accrued or paid on performance shares during the performance period.

Rigorous iTSR Targets, Threshold and Cap Levels.iTSRshareholders. The relative TSR targets for our Performance Sharesperformance shares are demanding and were rigorously back-tested to confirm that they are set to tie performance share payouts with comparable relative TSR performance levels.highly competitive. Awards are earned three years after the grant, provided iTSRrelative TSR exceeds a threshold level. No payouts will be made unless iTSR equals or exceeds 6%. Thelevel with a maximum payout to any individual may not exceed 500,000 shares.capped at 300% of target.

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COMPENSATION DISCUSSION AND ANALYSIS

For performance share grantsmade prior to 2019, payouts will be made on a sliding scale using the following formula:

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For performance share grantsmade in 2019, payouts will bePayouts are made on a sliding scale using the following formula with a maximum payout at 300% of target:based on our relative TSR performance:

 

LOGO

LOGOPerformance share payouts will be capped at 100% if absolute TSR is negative over the performance period.

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COMPENSATION DISCUSSION AND ANALYSIS

Performance Shares Vested in 2022

The performance shares vested in 2022 are based on the three-year performance period of 2020-2022, and the performance is measured on relative TSR as described above. Consistent with our value creation over the three-year performance period, the performance shares vested in 2022 had a payout percentage of 71.4% for our NEOs.

    
    

Target # of Shares

 

     

Actual Shares Awarded

 

       

Richard J. Tobin

   26,698      19,062     

Brad M. Cerepak

   6,674      4,765     

Girish Juneja

   1,669      1,192     

Ivonne M. Cabrera

   2,670      1,906     

Kimberly K. Bors

   1,669      1,192      

Stock Settled Stock Appreciation Rights

Stock Settled Stock Appreciation Rights (SSARs) give our NEOs the ability to participate in the price appreciation of a set number of shares of Company stock. Once SSARs vest, an NEO may exercise them any time prior to the expiration date and the proceeds from the exercise are paid to the NEO in the form of shares of Dover common stock to encourage continued share ownership and shareholder alignment. SSARs vest and arebecome exercisable 3 years after the grant date and remain exercisable for seven years, which means the awards are subject to10-year stock price movement thus aligning executive interests with shareholder interests over the long term. Importantly, in light of our active acquisition program, SSARs’ forward-looking orientation is effective for incentivizing our newly-acquired companies and employees, who must create new value in order to realize gains. Furthermore, SSARs’10-year life cycle is essential to managing value creation with a business that has a portfolio of industrial companies whose economic cycles vary.

Restricted Stock Units

RSU grants attract and retain NEOs by providing them with some of the benefits associated with stock ownership during the vesting period. Executives do not actually own the shares underlying the units, nor do they enjoy the benefits of ownership

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COMPENSATION DISCUSSION AND ANALYSIS

such as dividends and voting, until the vesting conditions are satisfied. Once vested,an NEO’s RSUs vest, the NEO receives a number of shares of Dover common stock equivalent in number to the vested units and receives a cash amount equal to any dividend equivalents that were accrued dividends during the vesting period, net of withholding taxes.

Changes to our 2020 LTIP Structure

Based on shareholder feedback received through our multi-stage shareholder outreach program and our review of current market practices, as well as our Compensation Committee’s continual evaluation of our program in order to ensure we appropriately align our executives’ incentives with our long-term strategy, we made the following changes to our LTIP structure for 2020:

Increased the proportion of LTIP awards dedicated to performance shares.

LOGO

Shifted from iTSR to a relative TSR performance metric for performance shares, with the S&P 500 Industrials as the benchmark index.

In response to shareholder feedback, effective for 2020, performance shares will be earned based on our relative TSR performance against the S&P 500 Industrials index. This relative TSR metric will provide our shareholders with a transparent and simple measure to gauge our performance against companies in our industry, and aligns the interests of our executives with our shareholders. The relative TSR targets for our performance shares are highly competitive. Awards are earned three years after the grant, provided relative TSR exceeds a threshold level with a maximum payout capped at 300% of target. PSU payouts will be capped at 100% if absolute TSR is negative over the PSU performance period.

For performance share grants made in 2020, payouts will be made on a sliding scale using the following formula based on our rTSR performance:

LOGO

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COMPENSATION DISCUSSION AND ANALYSIS

Other Benefits

401(k), Pension Plan and Health & Wellness Plans

Our executive officers are able to participate in retirement and benefit plans generally available to our employees on the same terms as other employees. Dover and most of our businesses offer a 401(k) plan to substantially all U.S.-based employees and provide a Company matching contribution denominated as a percentage of the amount of salary deferred into the plan by a participant during the course of the year. Some of our U.S.-based employees also participate in atax-qualified defined benefit pension plan. Effective December 31, 2013, we closed both our qualified andnon-qualified defined benefit retirement plans to new employees. We intend to freeze any future benefit accruals in both plans effective December 31, 2023. All of our U.S.-based employees are offered a health and wellness plan (including health, term life and disability insurance). NEOs do not receive enhanced health and wellness benefits.

Non-Qualified Retirement Plans

We offer twonon-qualified plans with participation generally limited to individuals whose annual salary and bonus earnings exceed the Internal Revenue Service (“IRS”) limits applicable to our qualified plans: our Pension Replacement Plan (“PRP”) and our deferred compensation plan. Participation in the deferred compensation plan is open to employees with an annual salary equal to or greater than $175,000.$250,000 for 2022 deferral elections.

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COMPENSATION DISCUSSION AND ANALYSIS

After December 31, 2009, benefits under the PRP before offsets are determined using the benefit calculation and eligibility criteria as under the pension plan, except that IRS limits on compensation and benefits do not apply. Prior to December 31, 2009, the participants in the PRP accrued benefits greater than those offered in the pension plan. Effective January 1, 2010, we modified this plan so that executives subject to IRS compensation limits will accrue future benefits that are substantially the same as benefits under the pension plan. Individuals who participated in the PRP prior to January 1, 2010 will receive benefits calculated under the prior benefit formula through December 31, 2009 and benefits calculated under the lower PRP benefit formula on and after January 1, 2010. Amounts receivable by the executives under the PRP are reduced by any amounts receivable by them under the pension plan, any qualifying profit sharing plan, Company-paid portion of social security benefits, and the amounts of the Company match in the 401(k) plan.

Effective December 31, 2013, the PRP was closed to new employees. All eligible employees as of December 31, 2013 will continue to earn PRP benefits through December 31, 2023 as long as they remain employed by Dover and its affiliates. Effective December 31, 2023, Dover intends to eliminate any future benefit accruals consistent with the freezing of benefit accruals under the pension plan.

We offer a deferred compensation plan to allow participants to elect to defer their receipt of some or all of their salary, bonuses and any payout of a cash performance award. The plan permits executive officers to defer receipt of part of their compensation to later periods and facilitates tax planning for the participants. Effective January 1, 2014,2022, the deferred compensation plan was amended to also provide for certain matching and additionalautomatic Company contributions for participants who do not also participate in the PRP. Other than Mr. Tobin, our NEOs are participants inPRP or have a present value benefit under the PRP and are not eligible for matching or additional contributions under the deferred compensation plan. Accordingly, we do not consider the deferred compensation plan to play a major role in our compensation program since it is designed to provide eligible NEOs amounts that otherwise would be limited by IRS limits.of less than $100,000.

Executive Non-Change-in Control Severance Plan

All of our NEOs are eligible to participate in our severance plan. Under the plan, if we terminate an NEO’s employment without cause (as defined in the severance plan), the NEO will generally be entitled to receive twelve months of salary plus target annual cash bonus, outplacement services, and healthcare benefits continuation, and a prorated annual cash bonus and a prorated performance share award for time worked during the year. In addition, Mr. Tobin is entitled to receive certain severance payments and benefits under his employment agreement in the event his employment is terminated by Dover without cause or by him for good reason. See “Potential Payments Upon Termination orChange-in-Control. Change in Control.

Senior ExecutiveChange-in-Control Change in Control Severance Plan

We have a senior executive CIC severance plan whichOur Senior Executive Change in Control Severance Plan (the “CIC Severance Plan”) establishes the severance benefits payable to eligible executives if they are involuntarily terminated following achange-in-control. change in control. All of our NEOs are eligible to participate in the CIC severance plan.Severance Plan. An executive eligible to participate in the CIC severance planSeverance Plan as of the date of achange-in-control change in control will be entitled to receive severance payments under the plan if, within 1824 months after thechange-in-control, change in control, either the executive’s employment is terminated by the Company without “cause” or he or she terminates employment for “good reason” (as such terms are defined in the plan). The severance payments and benefits will consist of: a lump sum payment equal to 2.0 times their annual salary

DOVER CORPORATION2020 Proxy Statement 59


COMPENSATION DISCUSSION AND ANALYSIS

and target bonus, a prorated annual cash bonus at target, full acceleration of all unvested SSARs and RSUs, performance share payout at target for all in-cycle awards, outplacement services, and a lump sum payment equal to the cost of Consolidated Omnibus Budget Reconciliation Act (COBRA) health care benefit continuation of the executive and covered family members for twelve24 months. See “Potential Payments Upon Termination orChange-in-Control. Change in Control.

No executive may receive severance benefits under more than one plan or arrangement. Dover does not provide taxgross-ups in the CIC Severance Plan.

Executive Cash Severance Policy

Following discussions with investors, on February 9, 2023, the Compensation Committee adopted a new executive officer cash severance plan.policy that applies to any new employment agreement, severance agreement or separation agreement with any executive officer of the Company or any new severance plan or policy covering any executive officer of the Company. The policy provides that cash severance benefits under any such new arrangement will be limited to no more than 2.99 times the sum of the executive officer’s base salary plus target annual bonus, unless approved by shareholders. The Compensation Committee believes that this policy will serve the interests of shareholders while preserving the Company’s ability to remain competitive in the market for talent.

DOVER CORPORATION2023 Proxy Statement 54


COMPENSATION DISCUSSION AND ANALYSIS

Other Elements of Compensation

Clawback Policy

In 2019, we adopted a formal clawback and recoupment policy applicable to our executive officers. If our Board determines, in its sole discretion acting in good faith, that any executive officer has engaged in fraud or intentional misconduct that caused or was a significant contributing factor to a material restatement of all or a portion of our consolidated financial statements, the Board may, to the extent permitted by law, and to the extent it determines that it is in Dover’s best interest, require reimbursement to Dover for, or reduce or cancel, any incentive compensation paid, granted or credited to such executive officer on or after November 7, 2019. We may effect any such recoupment by requiring the executive officer to pay Dover the relevant amount, byset-off, by reducing future compensation or by such other means or combination of means as the Board determines to be appropriate. The Company expects to update its clawback and recoupment policy as may be necessary to comply with the NYSE listing standards issued in connection with the SEC rules promulgated under the Dodd-Frank Act.

Apart from the clawback policy described above,, our PRP includes clawback provisions for termination for cause and the severance plan and CIC severance planSeverance Plan provide for clawback of benefits for breaches of the plan.

Anti-hedging and Anti-pledging Policy

Our Securities Trading and Confidentiality Policy prohibits directors, executive officers and any employee who has previously received or receives any type of long-term incentive plan award, and certain persons and entities related to any such persons, from engaging in short-sales, transactions in derivative securities or any other form of hedging transaction designed to hedge or offset any decrease in the market value of Dover securities granted to or held by such persons. In addition, such persons may not hold Dover securities in a margin account or pledge securities as collateral for a loan or any other obligation.

Perquisites

We provide substantially no executive perquisites, other than the payment for executive physicals, nor does the Company own or operate any corporate aircraft. Management and our Compensation Committee believe that providing significant perquisites to executive officers would not be consistent with our overall compensation philosophy. As a result, we do not provide executive officers with perquisites such as social club memberships, company cars or car allowances, or financial counseling, or any other perquisites. Executives participate only in programs generally available to Dover employees.counseling..

Shareholding Guidelines

We believe that our executives will most effectively pursue the long-term interests of our shareholders if they are shareholders themselves. As a result, share ownership guidelines are in place for all NEOs (subject to exceptions that may be granted by our Compensation Committee for significant personal events or retirement planning). Our CEO is required to hold shares equal in value to five-times salary and our other NEOs are required to hold shares equal in value to three-times salary. Our policy requires that NEOs hold/retain all equity grants until the share ownership guidelines are met. Based on current share ownership, all executives serving as NEOs are currently in compliance with the guidelines. Our Compensation Committee reserves the right to provide a portion of annual bonus in stock for any officer who fails to meet or make satisfactory progress toward satisfying the guidelines.

Risk Assessment

In 2019,2022, Dover, with the assistance of Willis Towers Watson, updated the formal risk assessment that was conducted in 2017 and updated in 20182020 for all our incentive compensation programs that have material impact on our financial statements. Willis Towers Watson inventoried incentive compensation programs at the corporate and operating company levels globally and conductedin-depth reviews of financially material plans, identified based on expected spend and income statement accounts tied to the program. The reviews focused on both the plan design features as well as internal risk mitigation controls in place. Based on this review,assessment, we have concluded that Dover’s compensation practices and policies do not create risks that are reasonably likely to have a material adverse effect on the Company.

 

DOVER CORPORATION20202023 Proxy Statement 60 55


Compensation Committee Report

 

 

We reviewed and discussed with management the Compensation Discussion and Analysis for the year ended December 31, 2019.2022.

 

Based on the review and discussions referred to above, we recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this Proxy Statement and incorporated by reference in Dover’s Annual Report on Form10-K for the year ended December 31, 2019.2022.

 

Compensation Committee:

    

Keith E. Wandell (Chair)

Kristiane C. Graham

Michael F. Johnston

Mary A. Winston

   

 

This report does not constitute “soliciting material” and shall not be deemed filed or incorporated by reference into any filing under the Securities Act of 1933 or under the Securities Exchange Act of 1934, except to the extent the Company specifically incorporates this report by reference, and shall not otherwise be deemed filed under such Acts.

 

 

DOVER CORPORATION20202023 Proxy Statement 61 56


Executive Compensation Tables

Summary Compensation Table

The Summary Compensation Table and notes show all remuneration for 20192022 provided to our NEOs, consisting of the following officers:

 

Our President & CEO;

 

Our Senior Vice President & CFO; and

 

Our three other most highly compensated executive officers as of the end of 2019.2022.

The determination of the most highly compensated executive officers is based on total compensation paid or accrued for 2019,2022, excluding changes in the actuarial value of defined benefit plans and earnings on nonqualified deferred compensation balances.

 

  Name and Principal Position Year  

Salary

($)

  

Bonus

($)(1)

  

Stock

Awards

($)(2)

  

Option

Awards

($)(3)

  

Non-Equity

Incentive Plan

Compensation

($)(4)

  

Change in

Pension Value

and

Nonqualified

Deferred

Compensation

Earnings

($)(5)

  

All Other

Compensation

($)(6)

  

Total

($)

 

  Richard J. Tobin

 

  President & Chief

 

  Executive Officer

 

 

 

 

 

2019

 

2018

 

 

 

 

 

 

 

 

 

1,200,000

 

776,924

 

 

 

 

 

 

 

 

 

1,665,000

 

2,000,000

 

 

 

 

 

 

 

 

 

2,800,022

 

22,013,074

 

 

 

 

 

 

 

 

 

3,232,903

 

3,071,394

 

 

 

 

 

 

 

 

 

0

 

0

 

 

 

 

 

 

 

 

 

0

 

0

 

 

 

 

 

 

 

 

 

251,150

 

70,009

 

 

 

 

 

 

 

 

 

9,149,075

 

27,931,401

 

 

 

 

 

  Brad M. Cerepak

 

  Senior Vice President &

  Chief Financial Officer

 

 

 

 

2019

 

 

 

 

 

 

705,000

 

 

 

 

 

 

740,250

 

 

 

 

 

 

800,006

 

 

 

 

 

 

923,692

 

 

 

 

 

 

0

 

 

 

 

 

 

553,203

 

 

 

 

 

 

37,166

 

 

 

 

 

 

3,759,317

 

 

 

 

 

 

2018

 

 

 

 

 

 

705,000

 

 

 

 

 

 

773,000

 

 

 

 

 

 

800,049

 

 

 

 

 

 

901,146

 

 

 

 

 

 

0

 

 

 

 

 

 

123,659

 

 

 

 

 

 

30,830

 

 

 

 

 

 

3,333,684

 

 

 

 

 

 

2017

 

 

 

 

 

 

685,000

 

 

 

 

 

 

970,000

 

 

 

 

 

 

799,936

 

 

 

 

 

 

764,629

 

 

 

 

 

 

0

 

 

 

 

 

 

397,072

 

 

 

 

 

 

27,872

 

 

 

 

 

 

3,644,509

 

 

 

  William W. Spurgeon

 

  Retired President &

 

 

 

 

2019

 

 

 

 

 

 

650,000

 

 

 

 

 

 

692,900

 

 

 

 

 

 

549,936

 

 

 

 

 

 

423,359

 

 

 

 

 

 

0

 

 

 

 

 

 

2,606,809

 

 

 

 

 

 

27,525

 

 

 

 

 

 

4,950,529

 

 

 

 

 

 

2018

 

 

 

 

 

 

650,000

 

 

 

 

 

 

601,700

 

 

 

 

 

 

550,003

 

 

 

 

 

 

413,019

 

 

 

 

 

 

0

 

 

 

 

 

 

0

 

 

 

 

 

 

22,057

 

 

 

 

 

 

2,236,779

 

 

 

  Chief Executive Officer,

  Dover Fluids

 

 

 

 

2017

 

 

 

 

 

 

650,000

 

 

 

 

 

 

640,000

 

 

 

 

 

 

549,965

 

 

 

 

 

 

350,458

 

 

 

 

 

 

0

 

 

 

 

 

 

1,119,977

 

 

 

 

 

 

21,289

 

 

 

 

 

 

3,331,689

 

 

 

  Ivonne M. Cabrera

 

  Senior Vice President &

 

  General Counsel

 

 

 

 

 

2019

 

2018

 

 

 

 

 

 

 

 

 

540,000

 

540,000

 

 

 

 

 

 

 

 

 

396,900

 

434,000

 

 

 

 

 

 

 

 

 

319,930

 

319,987

 

 

 

 

 

 

 

 

 

369,480

 

360,455

 

 

 

 

 

 

 

 

 

0

 

0

 

 

 

 

 

 

 

 

 

408,519

 

177,611

 

 

 

 

 

 

 

 

 

23,238

 

18,672

 

 

 

 

 

 

 

 

 

2,058,067

 

1,850,725

 

 

 

 

 

  Jay L. Kloosterboer

 

  Retired Senior Vice President,

 

  Human Resources

 

 

 

 

 

2019

 

2018

 

 

 

 

 

 

 

 

 

540,000

 

540,000

 

 

 

 

 

 

 

 

 

389,340

 

434,000

 

 

 

 

 

 

 

 

 

319,930

 

319,987

 

 

 

 

 

 

 

 

 

369,480

 

360,455

 

 

 

 

 

 

 

 

 

0

 

0

 

 

 

 

 

 

 

 

 

167,684

 

37,317

 

 

 

 

 

 

 

 

 

23,031

 

19,759

 

 

 

 

 

 

 

 

 

1,809,465

 

1,711,518

 

 

 

 

 

  Name and Principal Position Year  Salary
($)
  Bonus
($)(1)
  Stock
Awards
($)(2)
  Option
Awards
($)(3)
  Non-Equity
Incentive Plan
Compensation
($)(4)
  Change in
Pension Value
and
Nonqualified
Deferred
Compensation
Earnings
($)(5)
  All Other
Compensation
($)(6)
  Total ($) 

  Richard J. Tobin

  President & Chief

  Executive Officer

 

 

2022

 

 

 

1,261,250

 

 

 

1,951,101

 

 

 

6,213,263

 

 

 

4,201,489

 

 

 

0

 

 

 

0

 

 

 

516,149

 

 

 

14,143,252

 

 

 

2021

 

 

 

1,235,000

 

 

 

2,964,000

 

 

 

5,808,134

 

 

 

3,580,475

 

 

 

0

 

 

 

0

 

 

 

498,251

 

 

 

14,085,860

 

 

 

2020

 

 

 

1,217,500

 

 

 

1,722,825

 

 

 

6,024,137

 

 

 

2,674,529

 

 

 

0

 

 

 

0

 

 

 

343,347

 

 

 

11,982,338

 

  Brad M. Cerepak

  Senior Vice President &

  Chief Financial Officer

 

 

2022

 

 

 

747,448

 

 

 

771,151

 

 

 

1,467,135

 

 

 

992,011

 

 

 

0

 

 

 

0

 

 

 

27,865

 

 

 

4,005,610

 

 

 

2021

 

 

 

731,000

 

 

 

1,169,600

 

 

 

1,452,071

 

 

 

895,111

 

 

 

0

 

 

 

182,670

 

 

 

29,577

 

 

 

4,460,029

 

 

 

2020

 

 

 

718,000

 

 

 

679,830

 

 

 

1,505,922

 

 

 

668,627

 

 

 

0

 

 

 

649,315

 

 

 

35,329

 

 

 

4,257,023

 

  Girish Juneja

  Senior Vice President &

  Chief Digital Officer

 

 

2022

 

 

 

507,500

 

 

 

365,639

 

 

 

517,814

 

 

 

350,107

 

 

 

0

 

 

 

0

 

 

 

43,312

 

 

 

1,784,372

 

 

 

2021

 

 

 

500,000

 

 

 

560,000

 

 

 

341,738

 

 

 

210,626

 

 

 

0

 

 

 

0

 

 

 

51,884

 

 

 

1,664,248

 

 

 

2020

 

 

 

491,404

 

 

 

325,500

 

 

 

376,533

 

 

 

167,157

 

 

 

0

 

 

 

0

 

 

 

38,967

 

 

 

1,399,561

 

  Ivonne M. Cabrera

  Senior Vice President &

  General Counsel

 

 

2022

 

 

 

589,400

 

 

 

460,275

 

 

 

690,353

 

 

 

466,851

 

 

 

0

 

 

 

0

 

 

 

17,484

 

 

 

2,224,363

 

 

 

2021

 

 

 

560,000

 

 

 

627,200

 

 

 

546,632

 

 

 

336,979

 

 

 

0

 

 

 

0

 

 

 

17,922

 

 

 

2,088,733

 

 

 

2020

 

 

 

550,000

 

 

 

364,560

 

 

 

602,459

 

 

 

267,460

 

 

 

0

 

 

 

648,534

 

 

 

21,616

 

 

 

2,454,629

 

  Kimberly K. Bors

  SVP & CHRO

 

 

2022

 

 

 

460,125

 

 

 

332,302

 

 

 

365,896

 

 

 

247,414

 

 

 

0

 

 

 

0

 

 

 

37,616

 

 

 

1,443,353

 

 

 

2021

 

 

 

450,000

 

 

 

504,000

 

 

 

362,136

 

 

 

223,247

 

 

 

0

 

 

 

0

 

 

 

43,615

 

 

 

1,582,998

 

 

 (1)

Bonus amounts generally represent payments under our AIP for the year indicated, for which payments are made in the first quarter of the following year. The AIP constitutes anon-equity incentive plan under FASB ASC Topic 718. Although they are based on the satisfaction ofpre-established performance targets, AIP amounts are reported in the bonus column rather than thenon-equity incentive plan compensation column to make clear that they are annual bonus payments for the year indicated. Mr. Tobin’s 2018 bonus consists of two parts, aone-time make-whole bonus of $1,000,000 and a guaranteed annual bonus of $1,000,000.

 

 (2)

The amounts generally represent (a) the aggregate grant date fair value of performance shares granted during the year indicated, and (b) the aggregate grant date fair value of restricted stock unit awards granted during the year, in each case, calculated in accordance with FASB ASC Topic 718. All equity awards outstanding as of May 9, 2018 were adjusted as a result of thespin-off of Apergy to preserve the value of the awards in accordance with the Employee Matters Agreement, dated May 9, 2018, between Dover and Apergy. The amounts set forth in the table do not correspond to the actual value that might be realized by the named executives. As market condition awards, the performance share awards granted in 2020 and after were valued using the Monte Carlo simulation model. For a discussion of the assumptions relating to calculation of the cost of equity awards, see Note 15 to the Notes to the Financial Statements contained in our Annual Report on Form10-K for the year ended December 31, 2019.2022.

 

 

Under FASB ASC Topic 718, the 2017, 2018 and 2019 performance share awards are considered performance and service conditioned. The grant date fair value for the 20172020 performance share awards was $66.85,$165.71, the grant date fair value for the 20182021 performance share awards were $79.75 and $82.09 for awards granted to Mr. Tobin and awards granted to the other NEOs, respectively,was $148.29 and the grant date fair value for the 20192022 performance share awards was $91.20.$196.40. The grant date fair value of 20192022 RSU awards was $91.20.$160.21. All RSU grants are eligible for dividend equivalent payments which are paid upon vesting.

DOVER CORPORATION2020 Proxy Statement 62


EXECUTIVE COMPENSATION TABLES

 

 (3)

The amounts represent the aggregate grant date fair value of SSAR awards granted during the year indicated, calculated in accordance with FASB ASC Topic 718, and do not correspond to the actual value that may be realized by the named executives. The grant date fair value for the 20192022 SSAR awards was calculated using a Black-Scholes value of $17.55$42.07 per SSAR.

DOVER CORPORATION2023 Proxy Statement 57


EXECUTIVE COMPENSATION TABLES

 

 (4)

See Note (1) for a discussion of annual bonuses under the AIP asnon-equity incentive plan compensation.

 

 (5)

Amounts represent changes in present value of accumulated benefits under the pension plan and/or PRP during the year indicated. For more information, see “—“Executive Compensation Tables — Pension Benefits through 2019.2022. Mr. Spurgeon’s Change in Pension value is a negative amount of $222,117 for 2018, so it is presented as zero in the table above.

 

 (6)

Amounts for 2019 represent2022 represent: (i) 401(k) matching contributions of $9,800$10,675 for Messrs.Mr. Cerepak Spurgeon, Kloosterboer and Ms. Cabrera and $12,600$13,725 for Mr.Messrs. Tobin and Juneja, and Ms. Bors, (ii) dividends received on RSUs in the amount of $122,225, $27,366, $15,725, $11,438$371,593, $17,190, $4,020 and $11,438$6,809 and $1,957 for MessrsMessrs. Tobin, Cerepak, SpurgeonJuneja and KloosterboerMses. Cabrera and Ms. Cabrera,Bors respectively, and (iii) for Messrs. Spurgeon, KloosterboerTobin and Juneja, and Ms. Cabrera, health club membership reimbursementBors, respectively, $130,831, $25,566 and (iv)$21,934 for Mr. Tobin, $90,475 of nonqualified deferred compensation match and $25,850 of 1% automaticthe 4.5% non-elective contributions in the nonqualified deferred compensation plan, since he doesthey do not participate in the PRP.

CEO Employment Agreement

In connection with the hiring of Mr. Tobin as our CEO, Mr. Tobin and Dover entered into a three-year employment agreement commencing May 1, 2018. In recognition of Mr. Tobin’s outstanding leadership and contributions to value creation, the agreement was renewed for a three-year period ending May 1, 2024. Under the terms of the agreement, Mr. Tobin is entitled to a minimum annual base salary of $1.2 million and a minimum target annual bonus equal to 125% of his base salary, and the receipt of an annual equity grant for each of Dover’s fiscal years ending during the term of the agreement with a grant date fair value of not less than $7 million. During the term of the agreement, Mr. Tobin will also be entitled to employee benefits on the same basis as those generally available to executive officers of Dover.

In connection with his hiring, Mr. Tobin received aone-time make-whole equity grant consisting of 75,971 performance shares, and 164,603 RSUs. Mr. Tobin also received aone-time make-whole cash payment of $1,000,000.

Mr. Tobin is entitled to receive certain severance payments and benefits in the event his employment is terminated by Dover without cause or by him for good reason. See “Potential Payments upon Termination orChange-in-Control”. Change in Control.”

At the end of the term of the agreement, Mr. Tobin will continue to be employed by Dover as anat-will employee and participate in severance and other benefit plans on the same terms as other executives.

CEO Pay Ratio

As permitted under SEC rules, to calculateWe are providing the following information about the relationship of the annual total compensation of our 2019 CEO payChief Executive Officer and our median employee. This ratio we have used the sameis a reasonable estimate calculated in a manner consistent with Item 402(u) of Regulation S-K.

For purposes of identifying our global median employee, who was used to calculate our 2018 CEO pay ratio. That median employee’s total compensation was $45,141 for 2019. We identified the median employee for 2018 using a methodology in accordance with SEC rules we used the same global median employee for calculating the 2022 ratio as explainedwe did for calculating the 2021 ratio, as we believe that there has been no material change in our proxy statementemployee population or the employee compensation arrangements, or in the circumstances of the median employee.

For purposes of this analysis, our global headcount was 25,606 employees (13,329 U.S. and 12,227 non-U.S.) as of our December 31, 2022 determination date. Eleven countries were excluded (2.1% of the total workforce) under the permissible 5% exclusion, with employee counts as follows: Argentina (20), Colombia (4), Costa Rica (1), Dominican Republic (59), Indonesia (5), Malaysia (136), Mexico (111), Russian Federation (34), Taiwan (19), Thailand (130), and Turkey (13). After country exclusions, our total headcount was 25,074 employees (13,329 U.S. and 11,745 non-U.S.). As is permitted under the rules, to determine our median employee, we chose “base salary” as our consistently applied compensation measure. We estimated annual base salary for hourly workers employed for the entire year using their hourly rate and a reasonable estimate of hours worked for the year. For employees who commenced work during 2022, we annualized their annual base salary. We then produced a sample of employees who were paid within a 0.5% range of that median and selected an employee from within that group as our 2018 annual meeting, filed with the SEC on Schedule 14A on March 21, 2019.median employee. We determined that employee’s (Summary Compensation Table) total compensation was $51,237 for 2022.

We calculated 20192022 annual total compensation for both our median employee and Mr. Tobin using the same methodology that we use to determine our NEOs’named executive officers’ annual total compensation for the Summary Compensation Table. Mr. Tobin’s total compensation was $9,149,075,$14,143,252 resulting in an estimated ratio of 203:276:1 for CEO pay to median worker pay.

Our global headcount was 24,012 employees (12,447 U.S. and 11,565non-U.S) as of December 31, 2019. We used December 31 as our determination date, rather than last year’s determination date of December 10, so that the date aligned with the end of the calendar year, which made it easier for us to gather the required payroll information. Thirteen countries were excluded (2.5% of the total workforce) under the permissible 5% exclusion, with employee counts as follows: Argentina (24), Austria (2), Costa Rica (16), Czech Republic (24), Dominican Republic (55), Kenya (2), Malaysia (111), Mexico (154), Norway (12), Portugal (11), South Korea (20), Taiwan (21), and Thailand (150). After country exclusions, our total headcount was 23,410 employees (12,447 U.S. and 10,963non-U.S.).

DOVER CORPORATION20202023 Proxy Statement 63 58


EXECUTIVE COMPENSATION TABLES

 

Grants of Plan-Based Awards in 20192022

All awards listed in the table below have a grant date of February 15, 201911, 2022 for all executive officers. For a discussion of the awards, see “Compensation Discussion and Analysis – Elements of Executive Compensation”.Compensation.”

 

Name Type Estimated Future
Payouts UnderNon-Equity
Incentive Plan Awards
 Estimated Future
Payouts Under
Equity Incentive Plan
Awards
  

All Other

Stock

Awards:

Number of

Shares of

Stock or

Units

(#)

 

All Other

Option

Awards:

Number of

Securities

Underlying

Options

(#)

 

Exercise

Price of

Option

Awards

($/Sh)

 

Grant

Date Fair

Value of

Stock
and

Option

Awards

($)

  

Type

 

 

Estimated Future Payouts 
Under Non-Equity
Incentive Plan Awards

 

 

Estimated Future Payouts
Under Equity
Incentive Plan Awards

  

All Other
Stock
Awards:
Number
of

Share of
Stock or
Units

(#)

 

All Other
Stock
Awards:
Number of

Securities
Underlying
Options
(#)

 

Exercise

Price of
Option
Awards
($/Sh)

 

Grant
Date Fair
Value of

Stock
and
Option
Awards
($)

 

Thresh-

old

($)(1)

 

Target

($)

 

Maximum

($)

 

Thresh-

old

(#)(1)

 

Target

(#)

 

Maximum

(#)

  Threshold
($)(1)
 Target
($)
 Maximum
($)
 Threshold
(#)(1)
 Target
(#)
 Maximum
(#)
 

Richard J. Tobin

 

AIP (2)

   

 

1,500,000

 

 

 

3,000,000

 

               

AIP (2)

 

 

952,500

 

 

 

1,905,000

 

 

 

3,810,000

 

              
SSAR (3)               

 

184,211

 

 

 

  91.20

 

 

 

3,232,903

 

SSAR (3)               

 

99,869

 

 

 

160.21

 

 

 

4,201,489

 

Performance
Shares (4)

         

 

15,351

 

 

 

46,053

 

       

 

1,400,011

 

Performance
Shares (4)

         

 

22,471

 

 

 

67,413

 

       

 

4,413,304

 

RSU (5)

       

 

15,351

 

   

 

1,400,011

 

RSU (5)

       

 

11,235

 

   

 

1,799,959

 

Brad M. Cerepak

 

AIP (2)

   

 

705,000

 

 

 

1,410,000

 

               

AIP (2)

 

 

376,465

 

 

 

752,930

 

 

 

1,505,861

 

              

SSAR (3)

               

 

52,632

 

 

 

91.20

 

 

 

923,692

 

SSAR (3)

               

 

23,580

 

 

 

160.21

 

 

 

992,011

 

Performance
Shares (4)

         

 

4,386

 

 

 

13,158

 

       

 

400,003

 

Performance
Shares (4)

         

 

5,306

 

 

 

15,918

 

       

 

1,042,098

 

RSU (5)

       

 

4,386

 

   

 

400,003

 

RSU (5)

       

 

2,653

 

   

 

425,037

 

William W. Spurgeon, Jr.

 

AIP (2)

   

 

650,000

 

 

 

1,300,000

 

              
SSAR (3)               

 

24,123

 

 

 

91.20

 

 

 

423,359

 

Performance
Shares (4)

         

 

3,618

 

 

 

10,854

 

       

 

329,962

 

RSU (5)

       

 

2,412

 

   

 

219,974

 

Girish Juneja

 

AIP (2)

 

 

178,500

 

 

 

357,000

 

 

 

714,000

 

              
SSAR (3)               

 

8,322

 

 

 

160.21

 

 

 

350,107

 

Performance
Shares (4)

         

 

1,873

 

 

 

5,619

 

       

 

367,857

 

RSU (5)

       

 

936

 

   

 

149,957

 

Ivonne M. Cabrera

 

AIP (2)

   

 

378,000

 

 

 

756,000

 

               

AIP (2)

 

 

224,700

 

 

 

449,400

 

 

 

898,801

 

              

SSAR (3)

               

 

21,053

 

 

 

91.20

 

 

 

369,480

 

SSAR (3)

               

 

11,097

 

 

 

160.21

 

 

 

466,851

 

Performance
Shares (4)

         

 

1,754

 

 

 

5,262

 

       

 

159,965

 

Performance
Shares (4)

         

 

2,497

 

 

 

7,491

 

       

 

490,411

 

RSU (5)

       

 

1,754

 

   

 

159,965

 

RSU (5)

       

 

1,248

 

   

 

199,942

 

Jay L. Kloosterboer

 

AIP (2)

   

 

378,000

 

 

 

756,000

 

              
 SSAR (3)               

 

21,053

 

 

 

91.20

 

 

 

369,480

 

 

Performance
Shares (4)

         

 

1,754

 

 

 

5,262

 

       

 

159,965

 

 

RSU (5)

       

 

1,754

 

   

 

159,965

 

Kimberly K. Bors

 

AIP (2)

 

 

162,225

 

 

 

324,450

 

 

 

648,900

 

              
SSAR (3)               

 

5,881

 

 

 

160.21

 

 

 

247,414

 

Performance
Shares (4)

         

 

1,323

 

 

 

3,969

 

       

 

259,837

 

RSU (5)

             

 

662

 

     

 

106,059

 

 

 (1)

Represents the minimum amount payable for a certain level of performance. Under each of our plans, there is no guaranteed minimum payment.

 (2)

The amounts shown in this row reflect the potential payouts in February 20202023 for 20192022 under the AIP. The bonus amount actually paid in February 20202023 is disclosed in the Summary Compensation Table in the column “Bonus” for 20192022 for the executive officer.

 (3)

Represents an award of SSARs under the 2021 LTIP that will not be exercisable until February 15, 2022.11, 2025. The grant date fair value was calculated in accordance with FASB ASC 718, using a Black-Scholes value of $17.55$42.07 per SSAR.

 (4)

Represents an award of performance shares under the 2021 LTIP. The performance shares vest and become payable after the three-year performance period ending December 31, 20212024 subject to the achievement of the applicable performance goal. The performance share awards are considered performance and servicemarket condition awards per FASB ASC 718 and the grant date fair value for the awards was $196.40 per share, calculated using the Monte Carlo simulation model in accordance with FASB ASC 718, using a value of $91.20 per share.718.

 (5)

Represents an award of RSUs under the 2021 LTIP Plan made on February 15, 2019.11, 2022. The grant vests in three equal annual installments beginning on March 15, 2020.2023. The grant date fair value for the awards were calculated in accordance with FASB ASC 718, using a value of $91.20$160.21 per share.

 

DOVER CORPORATION20202023 Proxy Statement 64 59


EXECUTIVE COMPENSATION TABLES

 

Outstanding Equity Awards at FiscalYear-End 2019 2022

Awards listed below with grant dates beginning in 2013 were made under the LTIP. Awards listed below with grant dates between 2006 through 2012 were made under the 2005 Plan.LTIP. All equity awards outstanding as of May 9, 2018 were adjusted as a result of thespin-off of Apergy Corporation (now known as ChampionX Corporation) to preserve the value of the awards in accordance with the Employee Matters Agreement, dated May 9, 2018, between Dover and Apergy.

Effective May 7, 2021, we adopted the 2021 LTIP. All grants of equity awards made on or after May 7, 2021 were made under the 2021 LTIP.

    
  

Option Awards

  

 

  

Stock Awards

 
  Name 

Number of

Securities

Underlying

Unexercised

Options (#)

Exercisable

  

Number of
Securities
Underlying
Unexercised
Options (#)

Unexercisable

  Option
Exercise
Price ($)
   Option
Expiration
Date
      

Number of
Shares or
Units

of Stock

That Have

Not
Vested (#)

  

Market
Value of
Shares or
Units of
Stock
That
Have Not

Vested ($)

  

Equity
Incentive
Plan
Awards:
Number of
Unearned
Shares,

Units or
Other Rights
That Have not
Vested (#)

  

Equity
Incentive
Plan Awards:

Market or
Payout Value
of Unearned
Shares, Units
or Other
Rights that
Have not
Vested ($)

 

  Richard J. Tobin

     

 

184,211

(1) 

 

 

91.20

 

  

 

2/15/2029

 

                    
     

 

210,658

(2) 

 

 

79.75

 

  

 

5/23/2028

 

                    
                      

 

15,351

(10) 

 

 

1,769,356

(15) 

 

 

15,351

(16) 

 

 

1,769,356

(19) 

                      

 

98,763

(11) 

 

 

11,383,423

(15) 

 

 

75,971

(17) 

 

 

8,756,417

(19) 

       

 

11,818

(12) 

 

 

1,362,143

(15) 

 

 

17,726

(17) 

 

 

2,043,099

(19) 

  Brad M. Cerepak

     

 

52,632

(1) 

 

 

91.20

 

  

 

2/15/2029

 

                    
     

 

58,478

(3) 

 

 

82.09

 

  

 

2/9/2028

 

                    
     

 

71,806

(4) 

 

 

66.85

 

  

 

2/10/2027

 

                    
 

 

91,981

(5) 

     

 

48.28

 

  

 

2/11/2026

 

                    
 

 

71,860

(6) 

     

 

61.79

 

  

 

2/12/2025

 

                    
 

 

60,371

(7) 

     

 

69.57

 

  

 

3/10/2024

 

                    
 

 

93,732

(8) 

     

 

53.40

 

  

 

2/14/2023

 

                    
                      

 

4,386

(10) 

 

 

505,530

(15) 

 

 

4,386

(16) 

 

 

505,530

(19) 

                      

 

3,249

(13) 

 

 

374,480

(15) 

 

 

4,873

(18) 

 

 

561,662

(19) 

       

 

1,995

(14) 

 

 

229,944

(15) 

  

  William W. Spurgeon, Jr.(21)

     

 

24,123

(1) 

 

 

91.20

 

  

 

12/31/2022

 

                    
     

 

26,802

(3) 

 

 

82.09

 

  

 

12/31/2022

 

                    
     

 

32,911

(4) 

 

 

66.85

 

  

 

12/31/2022

 

                    
                      

 

2,412

(10) 

 

 

278,007

(15) 

 

 

0

(21) 

 

 

0

(19) 

                      

 

1,787

(13) 

 

 

205,970

(15) 

 

 

0

(21) 

 

 

0

(19) 

       

 

1,097

(14) 

 

 

126,440

(15) 

  

  Ivonne M. Cabrera

     

 

21,053

(1) 

 

 

91.20

 

  

 

2/15/2029

 

                    
     

 

23,391

(3) 

 

 

82.09

 

  

 

2/9/2028

 

                    
     

 

28,722

(4) 

 

 

66.85

 

  

 

2/10/2027

 

                    
 

 

39,775

(5) 

     

 

48.28

 

  

 

2/11/2026

 

                    
 

 

31,074

(6) 

     

 

61.79

 

  

 

2/12/2025

 

                    
 

 

25,873

(7) 

     

 

69.57

 

  

 

3/10/2024

 

                    
 

 

28,841

(8) 

     

 

53.40

 

  

 

2/14/2023

 

                    
 

 

9,880

(9) 

     

 

48.59

 

  

 

2/9/2022

 

                    
                      

 

1,754

(10) 

 

 

202,166

(15) 

 

 

1,754

(16) 

 

 

202,166

(19) 

                      

 

1,300

(13) 

 

 

149,838

(15) 

 

 

1,949

(18) 

 

 

224,642

(19) 

                      

 

798

(14) 

 

 

91,977

(15) 

        

Option AwardsStock Awards
  NameNumber of
Securities
Underlying
Unexercised
Options (#)
Exercisable
Number of
Securities
Underlying
Unexercised
Options (#)
Unexercisable
Option
Exercise
Prices
($)
Option
Expiration
Date
Number of
Shares or
Units of
Stock That
Have Not
Vested (#)
Market Value
of Shares or
Units of
Stock That
Have Not
Vested ($)
Equity
Incentive Plan
Awards:
Number of
Unearned
Shares,
Units or
Other Rights
That Have
not Vested (#)
Equity
Incentive Plan
Awards: Market
or Payout
Value of
Unearned
Shares, Units
or Other Rights
That Have not
Vested ($)

  Richard J. Tobin

99,869 (1)

160.21

2/11/2032

123,125 (2)

122.73

2/12/2031

118,657 (3)

119.86

2/14/2030

184,211 (4)

91.20

2/15/2029

210,658 (5)

79.75

5/23/2028

11,235 (12)

1,521,331 (15)

22,471 (16)

3,042,798 (18)

9,235 (13)

1,250,511 (15)

27,703 (17)

3,751,263 (18)

4,450 (14)

602,575 (15)

  Brad M. Cerepak

23,580 (1)

160.21

2/11/2032

30,781 (2)

122.73

2/12/2031

29,664 (3)

119.86

2/14/2030

52,632 (4)

91.20

2/15/2029

58,478 (6)

82.09

2/9/2028

71,806 (7)

66.85

2/10/2027

91,981 (8)

48.28

2/11/2026

71,860 (9)

61.79

2/12/2025

2,653 (12)

359,243 (15)

5,306 (16)

718,485 (18)

2,309 (13)

312,662 (15)

6,926 (17)

937,850 (18)

1,113 (14)

150,711 (15)

  Girish Juneja

8,322 (1)

160.21

2/11/2032

7,243 (2)

122.73

2/12/2031

7,416 (3)

119.86

2/14/2030

11,842 (4)

91.2

2/15/2029

11,695 (6)

82.09

2/9/2028

936 (12)

126,744 (15)

1,873 (16)

253,623 (18)

544 (13)

73,663 (15)

1,630 (17)

220,718 (18)

278 (14)

37,644 (15)

 

DOVER CORPORATION20202023 Proxy Statement 65 60


EXECUTIVE COMPENSATION TABLES

 

    
  

Option Awards

  

 

  

Stock Awards

 
  Name 

Number of

Securities

Underlying

Unexercised

Options (#)

Exercisable

  

Number of
Securities
Underlying
Unexercised
Options (#)

Unexercisable

  Option
Exercise
Price ($)
   Option
Expiration
Date
      

Number of
Shares or
Units

of Stock

That Have

Not
Vested (#)

  

Market
Value of
Shares or
Units of
Stock
That
Have Not

Vested ($)

  

Equity
Incentive
Plan
Awards:
Number of
Unearned
Shares,

Units or
Other Rights
That Have not
Vested (#)

  

Equity
Incentive
Plan Awards:

Market or
Payout Value
of Unearned
Shares, Units
or Other
Rights that
Have not
Vested ($)

 

  Jay L. Kloosterboer

     

 

0

(20) 

 

 

91.20

 

  

 

12/31/2021

 

                    
     

 

23,391

(3) 

 

 

82.09

 

  

 

12/31/2021

 

                    
     

 

28,722

(4) 

 

 

66.85

 

  

 

12/31/2021

 

                    
                      

 

1,169

(20) 

 

 

134,739

(15) 

 

 

0

(20) 

 

 

202,166

(19) 

                      

 

1,300

(13) 

 

 

149,838

(15) 

 

 

0

(20) 

 

 

224,642

(19) 

                      

 

798

(14) 

 

 

91,977

(15) 

        
Option AwardsStock Awards
  NameNumber of
Securities
Underlying
Unexercised
Options (#)
Exercisable
Number of
Securities
Underlying
Unexercised
Options (#)
Unexercisable
Option
Exercise
Prices
($)
Option
Expiration
Date
Number of
Shares or
Units of
Stock That
Have Not
Vested (#)
Market Value
of Shares or
Units of
Stock That
Have Not
Vested ($)
Equity
Incentive Plan
Awards:
Number of
Unearned
Shares,
Units or
Other Rights
That Have
not Vested (#)
Equity
Incentive Plan
Awards: Market
or Payout
Value of
Unearned
Shares, Units
or Other Rights
That Have not
Vested ($)

  Ivonne M. Cabrera

11,097 (1)

160.21

2/11/2032

11,588 (2)

122.73

2/12/2031

11,866 (3)

119.86

2/14/2030

21,053 (4)

91.20

2/15/2029

23,391 (6)

82.09

2/9/2028

28,722 (7)

66.85

2/10/2027

39,775 (8)

48.28

2/11/2026

31,074 (9)

61.79

2/12/2025

25,873 (10)

69.57

3/10/2024

28,841 (11)

53.40

2/14/2023

1,248 (12)

168,992 (15)

2,497 (16)

338,119 (18)

870 (13)

117,807 (15)

2,607 (17)

353,014 (18)

445 (14)

60,257 (15)

  Kimberly K. Bors

5,881 (1)

160.21

2/11/2032

7,677 (2)

122.73

2/12/2031

7,416 (3)

119.86

2/14/2030

662 (12)

89,641 (15)

1,323 (16)

179,147 (18)

576 (13)

77,996 (15)

1,727 (17)

233,853 (18)

278 (14)

37,644 (15)

 

 (1)

SSARs granted on February 11, 2022 that are not exercisable until February 11, 2025.

(2)

SSARs granted on February 12, 2021 that are not exercisable until February 12, 2024.

(3)

SSARs granted on February 14, 2020 that are not exercisable until February 14, 2023.

(4)

SSARs granted on February 15, 2019 that are notbecame exercisable untilon February 15, 2022.

 (2)(5)

SSARs granted on May 23, 2018 that are notbecame exercisable untilon May 23, 2021.

 (3)(6)

SSARs granted on February 9, 2018 that are notbecame exercisable untilon February 9, 2021.

 (4)(7)

SSARs granted on February 10, 2017 that became exercisable on February 10, 2020.

 (5)(8)

SSARs granted on February 11, 2016 that became exercisable on February 11, 2019.

 (6)(9)

SSARs granted on February 12, 2015 that became exercisable on February 12, 2018.

 (7)(10)

SSARs granted on March 10, 2014 that became exercisable on March 10, 2017.

 (8)(11)

SSARs granted on February 14, 2013 that became exercisable on February 14, 2016.

 (9)(12)

SSARs granted on February 9, 2012 that became exercisable on February 9, 2015.

(10)

Unvested portion of RSUs granted on February 15, 2019.11, 2022. The units vest in three equal annual installments beginning on March 15, 2020.2023

 (11)(13)

Unvested portion of RSUs granted on May 23, 2018. The units vest in five equal annual installments beginning on December 15, 2018.

(12)

Unvested portion of RSUs granted on May 23, 2018.February 12, 2021. The units vest in three equal annual installments beginning on March 15, 2019.2022

 (13)Unvested(14)

Unvested portion of RSUs granted on February 9, 2018.14, 2020. The units vest in three equal annual installments beginning on March 15, 2019.2021

 (14)(15)

Unvested portion of RSUs granted on February 10, 2017. The units vest in three equal annual installments beginning on March 15, 2018.

(15)

The amount reflects the number of units granted multiplied by $115.26,$135.41, the closing price of our common stock on December 31, 2019.30, 2022.

 (16)

Performance shares granted on February 15, 201911, 2022 become payable after December 31, 20212024 subject to the achievement of the applicable performance goal. The amount reflected in the table represents the number of shares payable based on achievement of the target level of performance (100%).

 (17)

Performance shares granted on May 23, 2018February 12, 2021 become payable after December 31, 20202023 subject to the achievement of the applicable performance goal. The amount reflected in the table represents the number of shares payable based on achievement of the target level of performance (100%).

 (18)

Performance shares granted on February 9, 2018 become payable after December 31, 2020 subject to the achievement of the applicable performance goal. The amount reflected in the table represents the number of shares payable based on achievement of the target level of performance (100%).

(19)

The amount reflects the number of performance shares payable based on achievement of the target level of performance multiplied by $115.26,$135.41, the closing price of our common stock on December 31, 2019.

(20)

Mr. Kloosterboer retired on December 31, 2019. Under the retirement provisions of the LTIP, Mr. Kloosterboer will not vest in his 2019 grant of 21,053 SSARs, so the number of SSARs is presented as zero in the table. Similarly, he will not vest in the third tranche of his 2019 grant of 585 RSUs. The 1,169 RSUs in the table above represents 584 RSUs vesting in 2020 and 585 RSUs vesting in 2021. Lastly, he will not vest in 1,949 performance shares granted in 2018 and 1,754 performance shares granted in 2019.

(21)

Mr. Spurgeon retired on December 31, 2019. Under the retirement provisions of the LTIP, Mr. Spurgeon will vest in his 2019 grant of 24,123 SSARs, and all tranches of his 2019 grant of 2,412 RSUs. Also, he will not vest in 4,020 performance shares granted in 2018 and 3,618 performance shares granted in 2019.30, 2022.

 

DOVER CORPORATION20202023 Proxy Statement 66 61


EXECUTIVE COMPENSATION TABLES

 

Option Exercises and Stock Vested in 20192022

 

Name  Option Awards       Stock Awards   Option Awards        

Stock Awards

 

Number of Shares
Acquired on

Exercise (#)(1)

   

Value Realized
on Exercise
($)(2)

      

Number of Shares
Acquired on

Vesting (#)(3)

   

Value Realized
on Vesting
($)(4)

  Number of Shares
Acquired on
Exercise (#)(1)
   Value Realized
on Exercise
($)(2)
        Number of Shares
Acquired on
Vesting (#)(3)
   Value Realized
on Vesting
($)(4)
 

Richard J. Tobin

       

 

38,828

 

  

 

4,295,645

 

           66,169    9,234,260 

Brad M. Cerepak

  

 

101,067

 

  

 

4,068,358

 

   

 

18,765

 

  

 

2,011,585

 

         8,493         1,211,363 

William W. Spurgeon, Jr.

  

 

143,637

 

  

 

5,156,932

 

   

 

19,312

 

  

 

2,139,913

 

Girish Juneja

         2,070    294,742 

Ivonne M. Cabrera

  

 

  34,050

 

  

 

1,941,392

 

   

 

  7,588

 

  

 

   812,056

 

         3,370    480,415 

Jay L. Kloosterboer

  

 

131,407

 

  

 

4,753,698

 

    

 

  7,588

 

  

 

   812,056

 

Kimberly K. Bors

            1,758    247,361 

 

 (1)

Represents exercise of SSARs; number of shares reported as acquired is the total number of shares underlying the SSAR, rather than the net number of shares received by the NEO. None of the NEOs exercised SSARs in 2022.

 (2)

The “value realized on exercise” provided in the table represents the difference between the average of the high and low trading price on the exercise date and the exercise or base price, multiplied by the number of shares acquired upon exercise of the award.

 (3)

This column represents the vesting of a portion of the 2016, 2017,2019, 2020, and 20182021 grants of RSUs for Messrs. Tobin, Cerepak, Spurgeon and Kloosterboer,Juneja, and Ms. Cabrera. For Mr. Cerepak, Mr. Spurgeon, Ms. Cabrera and Mr. Kloosterboer the column also representsas well as a Performance Shareperformance share payout in addition to RSUs, for the performance period ended December 31, 2019.2022. This column also represents the vesting of a portion of the 2020 and 2021 grants of RSUs for Ms. Bors, as well as a performance share payout for the performance period ended December 31, 2022. For Mr. Tobin, this column also represents the vesting of a portion of the May 23, 2018one-time make-whole grant of RSUs. The number of shares reported as acquired is the full number of RSUs shares of restricted stock vested or performance shares paid out, not the net number of shares received by the NEO after withholding shares for satisfaction of taxes.

 (4)

This value represents the average of the high and low trading price on the date of vesting multiplied by the number of RSUs and for Mr. Cerepak, Mr. Spurgeon, Ms. Cabrera, and Mr. Kloosterboer avesting plus the number of performance share payout, in addition to RSUs,shares paid for the period ended December 31, 20192022 multiplied by $115.26,$135.41, the closing price of our stock on December 31, 2019.30, 2022.

Pension Benefits through 20192022

 

Name  Plan Name  

Number of
Years Credited
Service

(#)

   

Normal
Retirement
Age

(#)

   

Present
Value of
Accumulated
Benefit

($)(1)

   Payments
During Last
Fiscal Year
($)
   Plan Name  Number of
Years Credited
Service (#)
   Normal
Retirement
Age (#)
   Present Value
of Accumulated
Benefit ($)(1)
   Payments
During Last
Fiscal Year ($)
 

Richard J. Tobin (2)

  

Pension Plan

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

  

Pension Plan

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

PRP

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

PRP

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

Brad M. Cerepak

  

Pension Plan

  

 

11.0

 

  

 

65

 

  

 

490,921

 

  

 

N/A

 

  

Pension Plan

  

 

14.0

 

  

 

65

 

  

 

570,659

 

  

 

N/A

 

PRP

  

 

10.6

 

  

 

65

 

  

 

1,930,897

 

  

 

N/A

 

PRP

  

 

13.6

 

  

 

65

 

  

 

2,585,831

 

  

 

N/A

 

William W. Spurgeon, Jr. (4)

  

Pension Plan

  

 

27.0

 

  

 

65

 

  

 

1,112,219

 

  

 

N/A

 

PRP

  

 

26.9

 

  

 

65

 

  

 

8,553,925

 

  

 

N/A

 

Girish Juneja (2)

  

Pension Plan

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

PRP

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

Ivonne M. Cabrera (3)

  

Pension Plan

  

 

16.6

 

  

 

65

 

  

 

552,690

 

  

 

N/A

 

  

Pension Plan

  

 

19.6

 

  

 

65

 

  

 

526,931

 

  

 

N/A

 

PRP

  

 

15.9

 

  

 

65

 

  

 

1,155,116

 

  

 

N/A

 

PRP

  

 

18.9

 

  

 

65

 

  

 

1,233,853

 

  

 

N/A

 

Jay L. Kloosterboer (4)

  

Pension Plan

  

 

11.0

 

  

 

65

 

  

 

417,303

 

  

 

N/A

 

PRP

  

 

11.0

 

  

 

65

 

  

 

846,365

 

  

 

N/A

 

Kimberly K. Bors (2)

  

Pension Plan

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

PRP

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

 

 (1)

This amount was earned by the NEONEOs over his or her years of service. For Mr. Cerepak and Ms. Cabrera, the present value of benefits was calculated assuming that the executive will receive a single lump sum payment upon retirement at age 65. For Mr. Kloosterboer and Mr. Spurgeon, the present value of benefits is based on the discounted value of their actual retirement benefits.

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EXECUTIVE COMPENSATION TABLES

 (2)

Mr. Tobin, isMr. Juneja and Ms. Bors are not eligible to participate in the Dover pension plan or the PRP, since the pension plan and the PRP were closed to new employees on December 31, 2013.

 (3)

Ms. Cabrera is eligible to retire with the portion of her PRP benefit accrued through December 31, 2009 payable unreduced at age 62 with 10 years of service, and the portion of her PRP benefit accrued from January 1, 2010 through December 31, 20192022 payable unreduced at age 65. The present value of her PRP benefits assuming age 62 retirement age is $1,348,631.$1,459,122.

(4)

Mr. Spurgeon and Mr. Kloosterboer retired on December 31, 2019.

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EXECUTIVE COMPENSATION TABLES

The amounts shown in the Pension Benefits table above are actuarial present values of the benefits accumulated through December 31, 2019.2022. An actuarial present value is calculated by estimating expected future payments starting at an assumed retirement age, weighting the estimated payments by the estimated probability of surviving to each post-retirement age, and discounting the weighted payments at an assumed discount rate to reflect the time value of money. The actuarial present value represents an estimate of the amount which, if invested today at the assumed discount rate, would be sufficient on an average basis to provide estimated future payments totaling the current accumulated benefit. For purposes of the table, the assumed retirement age for each NEO is 65, the normal retirement age under each plan. Actual benefit present values will vary from these estimates depending on many factors, including an executive’s actual retirement age.

Pension Plan

We have a pension plan for which eligible Dover employees, and the salaried employees of our participating subsidiaries, were eligible to become participants after they completed one year of service. Benefits under the pension plan for Dover employees, including those for the applicable NEOs, are determined by multiplying a participant’s years of credited service (up to a maximum of 35 years) by a percentage of their final average compensation, subject to statutory limits applicable totax-qualified pension plans. Benefits for a number of the participating subsidiaries are determined under different benefit formulae.

Pension plan participants generally vest in their benefits after five years of employment or, if earlier, upon reaching age 65, which is the normal retirement age under the plan. All NEOs who participate in the pension plan are vested in their pension plan benefits and are eligible to begin receiving reduced benefits if their employment terminates before normal retirement age.

Effective December 31, 2013, the pension plan is closed to new employees. All pension eligible employees as of December 31, 2013 will continue to earn pension benefits through December 31, 2023 as long as they remain employed by an operating company participating in the plan. It is Dover’s present intention to eliminate any future benefit accruals after December 31, 2023.

Pension Replacement Plan

We also maintain the PRP, which is anon-qualified plan for tax purposes, to provide benefits to certain employees whose compensation and pension plan benefits are greater than the compensation and benefit limits applicable totax-qualified pension plans. Prior to January 1, 2010, our plan which providednon-qualified retirement benefits was the Supplemental Executive Retirement Plan (“SERP”). Effective January 1, 2010, the SERP was amended to provide reduced benefits that are more consistent with the benefits provided under the pension plan and its name was changed to the PRP.

Employees are eligible to participate in the PRP if they hold certain positions within Dover, or its subsidiaries, are U.S. taxpayers and earn more than a set percentage above the Internal Revenue Code’s compensation limits fortax-qualified pension plans. Dover’s CEO may designate other employees as eligible and may revoke the eligibility of participants.

The formula for determining benefits accrued under the PRP after December 31, 2009, before offsets, is determined using the same benefit formula as under the pension plan, except that the Internal Revenue Code’s limits on compensation and benefits applicable totax-qualified pension plans will not apply. Benefits under the former SERP, before offsets, were determined by multiplying the participant’s years of actual service with Dover companies, plus, in limited cases, prior service credit by a percentage of the participant’s final average compensation as defined under the plan.

Benefits payable under the PRP or SERP are reduced by the amount of Company-provided benefits under any other retirement plans, including the pension plan, as well as the Company-paid portion of social security benefits. PRP participants

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EXECUTIVE COMPENSATION TABLES

must complete five years of service to vest in their benefits. All NEOs who participate in the PRP are fully vested in their benefits and will commence receiving benefits upon termination of employment. PRP benefits may be forfeited for “cause” (defined as conviction of a felony which places a Dover company at legal or other risk or is expected to cause substantial harm to the business of a Dover company or its relationships with employees, distributors, customers or suppliers).

Normal retirement age for purposes of the PRP is age 65. Certain employees who were participants on or before March 1, 2010 will be entitled to receive the portion of their benefits that accrued through December 31, 2009 without any reduction due to early retirement if they retire after they reach age 62 and complete 10 years of service. Generally, benefits accrued after December 31, 2009 will be subject to early retirement reduction factors consistent with the reduction factors in the pension plan.

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EXECUTIVE COMPENSATION TABLES

Effective December 31, 2013, the PRP is closed to new employees. All eligible employees as of December 31, 2013 will continue to earn to their PRP benefits through December 31, 2023 as long as they remain employed by Dover and its affiliates. It is Dover’s intention to eliminate any future benefit accruals after December 31, 2023, consistent with the freezing of benefit accruals under the pension plan.

Nonqualified Deferred Compensation in 20192022

 

Name Plan Name 

Executive

contributions

in last FY

($)(1)

 

Registrant

contributions

in last FY

($)

 

Aggregate

earnings
in last FY

($)

 

Aggregate
withdrawals/

distributions

($)

 

Aggregate

balance
at last FYE

($)

   Plan Name  

Executive

contributions

in last FY

($)(1)

   

Registrant

contributions

in last FY

($)

   

Aggregate

earnings
in last FY

($)

 

Aggregate
withdrawals/

Distribution

($)

   

Aggregate

balance
in last FYE

($)

 

Richard J. Tobin

 Deferred

Compensation Plan

 599,856  N/A 32,230  N/A 793,189   

Deferred
Compensation Plan

  

 

3,465,958

 

  

 

120,052

 

  

 

(236,708

 

 

N/A

 

  

 

6,328,264

 

Brad M. Cerepak

 Deferred

Compensation Plan

 N/A  N/A N/A  N/A N/A   

Deferred
Compensation Plan

  

 

N/A

 

  

 

N/A

 

  

 

N/A

 

 

 

N/A

 

  

 

N/A

 

William W. Spurgeon, Jr.

 Deferred

Compensation Plan

 250,340  N/A 581,322  N/A 3,390,434 

Girish Juneja

  

Deferred
Compensation Plan

  

 

793,417

 

  

 

24,098

 

  

 

(36,717

 

 

N/A

 

  

 

2,989,297

 

Ivonne M. Cabrera

 Deferred

Compensation Plan

 N/A  N/A 31,491  N/A 142,053   

Deferred
Compensation Plan

  

 

N/A

 

  

 

N/A

 

  

 

(45,458

 

 

N/A

 

  

 

166,893

 

Jay L. Kloosterboer

 Deferred

Compensation Plan

  N/A  N/A  4,545  N/A  64,674 

Kimberly K. Bors

  

Deferred
Compensation Plan

  

 

30,240

 

  

 

20,383

 

  

 

(12,767

 

 

N/A

 

  

 

113,145

 

 

 (1)

If any amounts were shown as executive contributions in 2019,2022, they would be included in the Summary Compensation Table in the salary or bonus ornon-equity incentive plan compensation columns, as appropriate, for the respective officers.

Our deferred compensation plan is a nonqualified plan that permits select key management and highly compensated employees on a U.S. payroll with an annual salary equal to or greater than $175,000$250,000 for 2022 deferrals to irrevocably elect to defer a portion of their salary and bonus. The deferred compensation plan provides participants who are not eligible to participate in the Pension Replacement PlanPRP with the same level of matching and other employer contributions that they would have received if certain compensation limits under our Retirement Savings plan did not apply. All of our NEOs other thanOnly Mr. TobinCerepak and Ms. Cabrera participate in the Pension Replacement PlanPRP and are therefore not eligible to receive matching and other employer contributions under the deferred compensation plan. AsThe plan, as amended the planeffective January 1, 2022, operates similar to an “excess” deferred compensation plan in that it provides for employer contributions on salary and bonuses in excess of the compensation limit permitted under thetax-qualified retirement savings plan.

Under the amended deferred compensation plan, an eligible participant’s account will be credited each year with matchingautomatic employer contributions onequal to 4.5% of the amount by which the eligible participant’s salary and bonus deferredexceed the limitation imposed under the plan eachInternal Revenue Code Section 401(a)(17) for such year on or after January 1, 2014, at the same rate as under our retirement savings plan plus additional employer contributions at the same rate that the participant’s business unit makes “automatic” contributions under our retirement savings plan each year.

Amounts deferred under the plan are credited with hypothetical investment earnings based on the participant’s investment elections made from among investment options designated under the plan. Participants are 100% vested in all amounts they

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EXECUTIVE COMPENSATION TABLES

defer, as adjusted for any earnings and losses on such deferred amounts. Effective as of January 1, 2010, a hypothetical investment option that tracks the value of Dover common stock, including any dividend payments, was added to the plan. This Dover stock unit fund does not actually hold any Dover stock, and participants who elect to participate in this option do not own any Dover common stock, or have any voting or other rights associated with the ownership of our common stock. Participants’ accounts are credited with the net returns of shares of our common stock equal to the number of stock units held by the participant. All distributions from the stock unit fund will be paid in cash. Balances allocated into the stock unit fund must remain in the stock unit fund for the remainder of the participant’s participation in the plan.

Generally, deferred amounts will be distributed from the plan only on account of retirement at age 65 (or age 55 with 10 years of service), disability or other termination of service, or at a scheduledin-service withdrawal date chosen by the participant.

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EXECUTIVE COMPENSATION TABLES

Potential Payments upon Termination orChange-in-Control Change in Control

The discussion and table below describe the incremental payments or values to which each of the NEOs would be entitled in the event of termination of such executive’s employment or achange-in-control. change in control. The only compensation plans under which an executive may be entitled to incremental payments are the severance plan, the CIC Severance Plan and the 2012 and 2021 LTIP. Mr. Tobin’s employment agreement provides for benefits similar to the severance plan, andexcept as noted in the LTIP.table below. No incremental values would be payable under the PRP, pension plan or deferred compensation plan as a result of a termination event orchange-in-control. change in control.

Voluntary termination.termination. If an NEO voluntarily terminates his or her employment, he or she will not be entitled to any incremental payments and unvested equity awards will be forfeited, unless the executive is eligible for normal or early retirement under the 2012 and 2021 LTIP as discussed below.

Involuntary termination without cause.cause. If Dover terminates the employment of an NEO without cause (excluding termination due to death or disability), the NEO will be entitled to a cash severance payment under the severance plan consisting of:

 

BaseAn amount equal to base salary continuationplus target annual cash bonus for 12 months following the date of termination;

 

A pro rata portion (based on the completed calendar months worked in the year of termination) of the NEO’s target annual incentive bonus payable for the year of termination, subject to potential reduction in the discretion of the compensation committeeCompensation Committee based upon attainment of the applicable performance criteria;

A pro rata performance share award granted under the 2012 or 2021 LTIP having a scheduled payment date next following the date of termination (based on the completed calendar months worked in the year of termination) based upon attainment of the performance criteria applicable to the award as determined by the Compensation Committee;

Outplacement services, at the company’s discretion, for 12 months up to a maximum cost of $25,000; and

 

A monthly amountlump sum payment equal to the then cost of COBRA health continuation coverage, based on the level of health care coverage in effect on the termination date, for the lessor of 12 months or the period that the NEO receives COBRA benefits.months.

Unvested equity awards will be forfeited.

Retirement (for awards made in 2020 and earlier). Under the 2012 LTIP, an NEO eligible for normal or early retirement will be entitled to continued vesting of SSARs and restricted stock unit awards for awards for 24 months in the case of early retirement under the Rule of 65, 36 months in the case of early retirement under the Rule of 70 and 60 months in the case of normal retirement at or after age 65. In the case of normal retirement, the outstanding performance share awards for the performance period ending the soonest will continue to vest, subject to the satisfaction of the applicable performance targets. In the case of early retirement under the Rule of 65 or 70, outstanding performance share awards are payable, subject to the satisfaction of the applicable performance targets, only at the compensation committee’sCompensation Committee’s discretion.

Early retirement under the 2012 LTIP is defined as termination for any reason other than normal retirement, death, disability or cause, under one of the following circumstances applicable to the NEOs:

 

The executive has at least 10 years of service with a Dover company, the sum of his or her age and years of service on the date of termination equals at least 65, and for awards granted on or after August 6, 2014, is at least 55 years old (the “Rule of 65”), and the executive complies with certain notice requirements; or

 

The executive has at least 15 years of service with a Dover company, the sum of his or her age and years of service on the date of termination equals at least 70, and for awards granted on or after August 6, 2014, is at least 60 years old (the “Rule of 70”), and the executive complies with certain notice requirements.

Any person who takes early or normal retirement under the 2012 LTIP is deemed to have expressly agreed that he or she will not compete with us or any of our companies at which he or she was employed within the three years immediately prior to his or

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EXECUTIVE COMPENSATION TABLES

her termination, in the geographic areas in which we or that company actively carried on business at the end of the participant’s employment, for the period during which such retirement affords him or her enhanced benefits (24 months in the case of the Rule of 65, 36 months in the case of the Rule of 70 or 60 months in the case of normal retirement). If the participant fails to comply with thenon-compete provision, he or she forfeits any enhanced benefits under the 2012 LTIP and must return to Dover the economic value previously realized by reason of such benefits.

Change-in-Control

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EXECUTIVE COMPENSATION TABLES

Retirement (for awards made in 2021 onwards). Under the 2012 and 2021 LTIP, an NEO eligible for normal or early retirement will be entitled to continued vesting of SSARs and restricted stock unit awards for 36 months in the case of early retirement and 60 months in the case of normal retirement at or after age 62. In the case of normal retirement, the outstanding performance share awards for the performance period ending the soonest will continue to vest, subject to the satisfaction of the applicable performance targets. In the case of early retirement, outstanding performance share awards are payable, subject to the satisfaction of the applicable performance targets, only at the Compensation Committee’s discretion.

Early retirement under the 2012 and 2021 LTIP is defined as any reason other than normal retirement, death, disability or cause, under the following circumstance: The executive has at least 10 years of service with a Dover company, is at least 55 years old, and complies with certain notice requirements.

Any person who takes early or normal retirement under the 2012 or 2021 LTIP is deemed to have expressly agreed that he or she will not compete with us or any of our companies at which he or she was employed within the three years immediately prior to his or her termination, in the geographic areas in which we or that company actively carried on business at the end of the participant’s employment, for the period during which such retirement affords him or her enhanced benefits (36 months in the case of early retirement or 60 months in the case of normal retirement). If the participant fails to comply with the non-compete provision, he or she forfeits any enhanced benefits under the 2012 and 2021 LTIP and must return to Dover the economic value previously realized by reason of such benefits.

Change in Control (without termination of employment).All thechange-in-control change in control provisions in Dover’s compensation plans are double-trigger. Accordingly, an NEO’s compensation generally will not be affected bychange-in-control a change in control without termination of his or her employment. An executive will be entitled to incremental payments or values upon a change ofin control without termination of employment only if an executive’s outstanding awards under the 2012 or 2021 LTIP are impaired. In that circumstance, all unvested SSARs and restricted stock units will immediately vest on the date of the change in control and

outstanding performance share awards will immediately vest and become payable on the date of the change in control on a pro-rata basis for a shortened performance period.

Each person granted an award under the 2012 or 2021 LTIP is deemed to agree that, upon a tender or exchange offer, proxy solicitation or other action seeking to effect achange-in-control change in control of Dover, he or she will not voluntarily terminate employment with us or any of our companies and, unless terminated by us, will continue to render services to us until the person seeking to effect achange-in-control change in control of our Company has abandoned, terminated or succeeded in such person’s efforts to effect thechange-in-control. change in control.

Under the PRP, upon achange-in-control, change in control, each participant will become entitled to receive the actuarial value of the participant’s benefit accrued through the date of thechange-in-control. change in control. No additional incremental amounts are payable under the PRP upon a change in control.

Termination following achange-in-control. change in control. Upon the double-trigger events of a termination of employment following achange-in-control, change in control, an NEO may be eligible for certain cash severance payments and accelerated vesting of equity awards as described below.

An NEO will be entitled to receive severance payments if, within 1824 months after thechange-in-control, change in control, either his or her employment is terminated by Dover without “cause” or the executive terminates employment for “good reason,” under and as such terms are defined in the CIC severance plan.Severance Plan. The severance payments will consist of the following:

 

A lump sum payment equal to 2.0 multiplied by the sum of (i) the executive’s annual salary on the termination date or thechange-in-control change in control date, whichever is higher, and (ii) his or her target annual incentive bonus for the year in which the termination or the date of thechange-in-control change in control occurs, whichever is higher;

A lump sum payment equal to the pro rata portion (based on the completed days worked in the year in which the date of termination occurs divided by the number of days in such year) of the NEO’s target annual incentive bonus;

12 months of outplacement services up to a maximum of $25,000, as adjusted upwards for inflation; and

 

A lump sum payment equal to the then cost of COBRA health continuation coverage, based on the level of health care coverage in effect on the termination date, if any, for one year.24 months.

DOVER CORPORATION2023 Proxy Statement 66


EXECUTIVE COMPENSATION TABLES

No executive may receive severance benefits under more than one plan or arrangement. If Dover determines that (i) any payment or distribution to an executive in connection withchange-in-control, change in control, whether under the CIC severance planSeverance Plan or otherwise, would be subject to excise tax as an excess parachute payment under the Internal Revenue Code and (ii) the executive would receive a greaternet-after-tax amount by reducing the amount of the severance payment, Dover will reduce the severance payments made under the CIC severance planSeverance Plan to the maximum amount that might be paid (but not less than zero) without the executive becoming subject to the excise tax. The CIC severance planSeverance Plan does not provide anygross-up for excise taxes.

In addition, if, within 1824 months following a change ofin control of Dover (as defined in the 2012 or 2021 LTIP) the executive is either involuntarily terminated other than for cause, death or disability or an event or condition that constitutes “good reason” occurs, and the executive subsequently resigns for good reason within applicable time limits and other requirements under the 2012 or 2021 LTIP:

 

All unvested SSARs and RSUs immediately vest upon the date of termination and become exercisable in accordance with the terms of the applicable award agreement; and

 

All performance share awards will be deemed to have been earned “at target” as if the performance target had been achieved and such awards will immediately vest and become immediately due and payable on the date of termination

DOVER CORPORATION2020 Proxy Statement 71


EXECUTIVE COMPENSATION TABLES

Potential Payments upon Termination orChange-in-Control Table. Change in Control Table. The table below shows the incremental amounts payable to each NEO if his or her employment had terminated in certain circumstances on December 31, 2019.2022. The amounts shown assume that termination was effective as of December 31, 2019.2022. The actual amounts to be paid out can only be determined at the time of each executive’s separation from Dover. As of December 31, 2019, no NEO was eligible for normal retirement under the LTIP; accordingly such event is not included in the table. As of December 31, 2019, Mr. Spurgeon retired under the Rule of 70 for the LTIP and Mr. Kloosterboer retired under the Rule of 65 under the LTIP. Annual bonuses under the AIP are discretionary and are therefore omitted from the table, except as covered by the severance plan or the CIC severance plan. Mr. Tobin is obligated to repay a pro-rata portion of his $1,000,000 cash make-whole amount if he terminates his employment without good reason or if Dover terminates his employment for cause prior to May 1, 2020.

 

  

Voluntary

Termination

($)(1)

   

Involuntary Not for

Cause Termination

($)(2)

   

For Cause

Termination

($)(3)

   

Early Retirement
under
Rule of 65 or 70

($)

   Involuntary or Good
Reason Termination
following a
Change-in-Control
($)(4)
 
Name  Voluntary
Termination
($)(1)
   Involuntary Not for
Cause Termination
($)(2)
   For Cause
Termination
($)(3)
   

Normal
Retirement or
Early Retirement
under
Rule 65 or 70

($)

     Involuntary or
Good Reason
Termination
following a
Change-in-Control
($)
 

Richard J. Tobin

                                
Cash severance   0    4,050,000(5)      0    N/A    5,400,000(6)      N/A    4,762,500 (5)      N/A    N/A            6,350,000 (6)   
Performance share award   0    8,756,417(7)      0    N/A    12,568,872(8)      0    0           0    N/A            6,794,061 (8)   
Stock options/SSARs   0    0          0    N/A    11,912,582(9)      0    0           0    N/A            3,406,341 (9)   
Restricted Stock Units   0    11,383,423(10)    0    N/A    14,514,922(11)    0    0           0    N/A            3,374,417 (11) 
Health and welfare benefits   0    39,495(12)    0    N/A    39,495(12)    0    40,891 (12)    0    N/A            54,522 (12) 
Outplacement   0    10,000          0    N/A    10,000          N/A    25,000           N/A    N/A            25,000        

Total:

   0    24,239,335            N/A    44,445,871          0    4,828,391           0    N/A            20,004,341        

Brad M. Cerepak

                                
Cash severance   N/A    1,328,000(5)      0    0          2,820,000(6)      N/A    1,505,861 (5)      N/A    N/A            3,011,721 (6)   
Performance share award   N/A    561,662(7)      0    561,662(7)      1,067,192(8)      N/A    937,850 (7)      0    937,850 (7)        1,656,335 (8)   
Stock options/SSARs   N/A    5,415,844(13)    0    5,415,844(13)    6,682,170(9)      N/A    851,578 (4)      0    851,578 (4)        851,578 (9)   
Restricted Stock Units   N/A    941,444(10)    0    941,444(10)    1,109,954(11)    N/A    822,616 (10)    0    822,616 (10)      822,616 (11) 
Health and welfare benefits   N/A    26,330(12)    0    0          26,330(12)    N/A    27,261 (12)    0    0             54,522 (12) 
Outplacement   N/A    10,000          0    0          10,000          N/A    25,000           N/A    N/A            25,000        

Total:

   N/A    8,283,280          0    6,918,950          11,715,646          N/A    4,170,166           0    2,612,044             6,421,772        

William W. Spurgeon, Jr.

               
Cash severance   N/A    1,251,700(5)      0    0          2,600,000(6)   
Performance share award   N/A    463,345(7)      0    463,345(7)      880,356(8)   
Stock options/SSARs   N/A    3,062,643(13)    0    3,062,643(13)    3,062,643(9)   
Restricted Stock Units   N/A    610,417(10)    0    610,417(10)    610,417(11) 
Health and welfare benefits   N/A    20,514(12)    0    0          20,514(12) 
Outplacement   N/A    10,000          0    0          10,000       

Total:

   N/A    5,418,619          0    4,136,405          7,183,930       

 

DOVER CORPORATION20202023 Proxy Statement 72 67


EXECUTIVE COMPENSATION TABLES

 

Name  Voluntary
Termination
($)(1)
   Involuntary Not for
Cause Termination
($)(2)
   For Cause
Termination
($)(3)
   

Normal
Retirement or
Early Retirement
under
Rule 65 or 70

($)

     Involuntary or
Good Reason
Termination
following a
Change-in-Control
($)
 
  

Voluntary

Termination

($)(1)

   

Involuntary Not for

Cause Termination

($)(2)

   

For Cause

Termination

($)(3)

   

Early Retirement
under
Rule of 65 or 70

($)

   Involuntary or Good
Reason Termination
following a
Change-in-Control
($)(4)
 

Girish Juneja

                 
Cash severance   N/A    867,000 (5)      N/A    N/A            1,734,000 (6)   
Performance share award   0    0           0    N/A            474,341 (8)   
Stock options/SSARs   0    0           0    N/A            207,160 (9)   
Restricted Stock Units   0    0           0    N/A            238,051 (11) 
Health and welfare benefits   0    18,628 (12)    0    N/A            37,255 (12) 
Outplacement   N/A    25,000           N/A    N/A            25,000        

Total:

   0    910,628           0    N/A            2,715,807        

Ivonne M. Cabrera

                                
Cash severance   0    874,000(5)      0    N/A    1,836,000(6)      N/A    1,048,601 (5)      N/A    N/A            2,097,201 (6)   
Performance share award   0    0          0    N/A    426,808(8)      N/A    353,014 (7)      0    353,014 (7)        691,133 (8)   
Stock options/SSARs   0    0          0    N/A    2,672,847(9)      N/A    331,452 (4)      0    331,452 (4)        331,452 (9)   
Restricted Stock Units   0    0          0    N/A    443,982(11)    N/A    347,056 (10)    0    347,056 (10)      347,056 (11) 
Health and welfare benefits   0    26,330(12)    0    N/A    26,330(12)    0    27,261 (12)    0    0             54,522 (12) 
Outplacement   0    10,000          0    N/A    10,000          N/A    25,000           N/A    N/A            25,000        

Total:

     910,330          0    N/A    5,415,967            2,132,384           0    1,031,522             3,546,364        

Jay L. Kloosterboer

               

Kimberly K. Bors

                 
Cash severance   N/A    874,000(5)      0    0          1,836,000(6)      N/A    787,950 (5)      N/A    N/A            1,575,900 (6)   
Performance share award   N/A    224,642(7)      0    224,642(7)      426,808(8)      N/A    233,853 (7)      0    233,853 (7)        413,001 (8)   
Stock options/SSARs   N/A    2,166,311(13)    0    2,166,311(13)    2,672,847(9)      N/A    97,344 (4)      0    97,344 (4)        212,663 (9)   
Restricted Stock Units   N/A    376,554(10)    0    376,554(10)    443,982(11)    N/A    167,638 (10)    0    167,638 (10)      205,282 (11) 
Health and welfare benefits   N/A    15,333(12)    0    0          15,333(12)    N/A    14,378 (12)    0    0             28,756 (12) 
Outplacement   N/A    10,000          0    0          10,000          N/A    25,000           N/A    N/A            25,000        

Total:

   N/A    3,666,840          0    2,767,507          5,404,970       

Total

   N/A    1,326,163           0    498,835             2,460,602        

 

 (1)

Messrs.Mr. Cerepak Spurgeon and Kloosterboer areis eligible for early retirement for grants awarded through 2020 and normal retirement for grants awarded 2021 onwards. Ms. Bors is eligible for normal retirement for grants awarded 2021 onwards, and Ms. Cabrera is eligible for early retirement for grants under the 2012 and 2021 LTIP. Accordingly, we have assumed that each of themMr. Cerepak would take early retirement for his grants awarded through 2020 and normal retirement for his grants awarded 2021 onwards, Ms. Bors would take normal retirement for her grants awarded 2021 onwards, and Ms. Cabrera would take early retirement, rather than voluntary termination. Mr. Spurgeon and Mr. Kloosterboer retired on December 31, 2019.

 (2)

Dover anticipates allowing anyone eligible for normal retirement or early retirement under the Rule of 65 or the Rule of 70 under the 2012 and 2021 LTIP to take normal or early retirement in the event of involuntary termination. Accordingly, for Mr. Cerepak, this column reflects the applicable early retirement treatment of his performance shares, RSUs, and SSARs. Although Mr. SpurgeonSSARs, for grants awarded through 2020 and Mr. Kloosterboer retired on December 31, 2019,normal retirement treatment for grants awarded 2021 onwards, for Ms. Bors, this column reflects amounts that would have been paid to them if involuntarily terminated (including reflectingthe applicable normal retirement treatment of her performance shares, RSUs, and SSARs for grants awarded 2021 onwards, and for Ms. Cabrera, this column reflects the applicable early retirement treatment of their

DOVER CORPORATION2023 Proxy Statement 68


EXECUTIVE COMPENSATION TABLES

her performance shares, RSUs, and SSARs).

SSARs that would vest within 24 months for grants awarded through 2020 and early retirement treatment of her performance shares, RSUs and SSARs that would vest within 36 months for grants awarded 2021 onwards.
 (3)

A NEO whose employment is terminated by us for cause will forfeit all outstanding cash and equity awards, whether or not vested or exercisable. The executive will also forfeit benefits under the PRP in accordance with the PRP terms.

 (4)

For purposesReflects for Mr. Cerepak the value of this column, we have assumedunvested SSARs that Messrs. Spurgeonwould vest within 24 months for SSARs granted in 2020, and Kloosterboer had not given noticewithin 60 months for SSARs granted in 2021 and 2022; for Ms. Bors, the value of their intention to retire asunvested SSARS that would vest within 60 months for SSARS granted in 2021 and 2022, for Ms. Cabrera, the value of December 31, 2019.unvested SSARs that would vest within 24 months for SSARs granted in 2020 and within 36 months for SSARs granted in 2021 and 2022.

 (5)

Represents 12 month salary continuation plus an amount equal to the pro rata portion of the annual bonus paid for the prior year, subject to the Compensation Committee’s discretion to reduce the payment amount, or in the case ofFor Mr. Tobin, the amount is equal to 1.5 times the sum of his annual salary plus target bonus.bonus per his employment agreement; for the other NEOs, the amounts represent 12 month salary continuation and an annual incentive bonus at target.

 (6)

Represents a payment equal to 2 times the sum of (i) the executive’s annual salary on the termination date or thechange-in-control change in control date, whichever is higher, and (ii) his or her target annual incentive bonus for the year in which the termination or the date of thechange-in-control change in control occurs, whichever is higher.

 (7)

Per his employment agreement, Mr. Tobin’ssign-on performance shares for 2018-2020 will fully vest subject to performance. Since Messrs. Cerepak and Kloosterboer are eligible for early retirement under the RuleRepresents payout at target of 65 and Mr. Spurgeon is eligible for early retirement under the Rule of 70, the amounts reflect the performance share awards granted under the 2012 LTIP for the three-year2021-2023 performance period, 2018-2020 at target.using $135.41 per share, market closing price on December 30, 2022. This calculation assumes that the Compensation Committee approves payout for the performance periodsperiod for the NEOs.Mr. Cerepak, Ms. Cabrera and Ms. Bors.

 (8)

Represents payout at target of performance share awards granted under the 2012 LTIP for the 2018-20202021-2023 and 2019-2021under the 2021 LTIP for the 2022-2024 performance periods.periods, using $135.41 per share, market closing price on December 30, 2022.

DOVER CORPORATION2020 Proxy Statement 73


EXECUTIVE COMPENSATION TABLES

 (9)

Represents acceleration of vesting of unvested SSAR awards granted under the 2012 and 2021 LTIP, calculated as the difference between the closing price of $115.26$135.41 per share of our common stock on December 31, 2019,30, 2022, and the exercise price of each unvested SSAR award multiplied by the number of shares covered by such award.

 (10)

For Messrs.Mr. Cerepak and Kloosteboer the amount reflects the value of unvested RSUs as of December 31, 20192022 that will vest within the following 24 months.months for RSUs granted in 2020 and 60 months for RSUs granted in 2021 and 2022. For Mr. SpurgeonMs. Bors the amount reflects the value of unvested RSUs as of December 31, 20192022 that will vest within the following 36 months. Mr. Tobin is eligible per his employment agreement to fully vest allsign-on60 months for RSUs granted in 2021 and 2022. For Ms. Cabrera the amount shown representsreflects the three remaining tranchesvalue of unvested RSUs as of December 31, 2021 that will vest after 2019.within the following 24 months for RSUs granted in 2020 and 36 months for RSUs granted in 2021 and 2022.

 (11)

Represents acceleration of vesting of unvested RSUs granted under the 2012 and 2021 LTIP.

 (12)

Represents COBRA health continuation coverage costs under the severance plan or CIC severance planSeverance Plan as applicable. Under the CIC severance plan,Severance Plan, an executive is entitled to a lump sum payment equal to the then cost of COBRA health continuation coverage for 12 months. Mr. Tobin would receive 18 months COBRA per his employment agreement.

(13)

Reflects for Messrs. Cerepak and Kloosterboer,agreement; under the value of unvested SSARs that would vest within 24 months andCIC Severance Plan, the COBRA lump sum payments for Mr. Spurgeon,Tobin and all the value of unvested SSARs thatNEOs would vest within 36receive 24 months.

 

DOVER CORPORATION20202023 Proxy Statement 74 69


EXECUTIVE COMPENSATION TABLES
Pay versus Performance
The following table shows the total compensation for our NEOs for the past three fiscal years as set forth in the Summary Compensation Table, the “
compensation actually
paid” to our Principal Executive Officer (“PEO”) and, on an average basis, our other NEOs (in each case, as determined under Item 402(v) of Regulation
S-K),
our total shareholder return (“TSR”), the TSR of the S&P 500
Industrials
Index over the same period (which is the “Peer Group” in the Pay versus Performance Table below), our net income, and our adjusted earnings.
For purposes of the Pay Versus Performance Table, Richard Tobin is the only principal executive officer represented. For fiscal 2022 and 2021, Messrs. Cerepak and Juneja and Mses. Cabrera and Bors are the other named executive officers reflected in the Pay versus Performance Table. For fiscal 2020, Messrs. Cerepak and Juneja, and Malinas and Ms. Cabrera are the other na
med exec
utive officers reflected in the Pay versus Performance Table.
Pay versus Performance Table
        
   Year
  
Summary
Compensation
Table Total
for PEO
($)
   
Compensation
Actually Paid
to PEO
($)(1)
  
Average
Summary
Compensation
Table Total for
Non-PEO

NEOs
($)
   
Average
Compensation
Actually Paid
to
Non-PEO

NEOs
($)(1)
   
Value of $100 Investment
based on:
   
Net Income
($)
  
Adjusted
Earnings
($)(2)
 
  
Total
Shareholder
Return
($)
   
Peer Group
Total
Shareholder
Return
($)
 
2022   14,143,252    (13,748,922  2,364,424    (619,414   123    127    1,065   1,213 
2021   14,085,860    56,156,068   2,449,002    6,425,459    163    135    1,124   1,109 
2020   11,982,338    9,059,384   2,443,822    2,590,438    112    111    683   824 
(1)
The table below provides the adjustments required by Item 402(v) to be made to the Summary Compensation Table totals to determine “compensation actually paid” as reported in the Pay versus Performance Table. “Compensation actually paid” does not necessarily represent cash and/or equity value transferred to the applicable NEO without restriction, but rather is a value calculated under applicable SEC rules.
   
2020
      
2021
      
2022
 
  
PEO
($)
  
Avg. Other NEOs
($)
      
PEO
($)
  
Avg. Other NEOs
($)
      
PEO
($)
  
Avg. Other NEOs
($)
 
Deduction for amounts reported in the “Stock Awards” and “Option Awards” columns in the Summary Compensation Table  (8,698,666  (1,019,375      (9,388,609  (1,092,135      (10,414,752  (1,274,395
Increase in fair value of awards granted during applicable fiscal year that remain unvested as of applicable fiscal year end  9,339,279   1,094,445       20,394,184   2,372,348       7,113,700   870,461 
Change in fair value of awards granted during prior fiscal year that were outstanding and unvested as of applicable fiscal year end  4,438,218   418,328       20,486,457   2,192,026       (13,168,694  (1,541,476
Change in fair value of awards granted during prior fiscal year that vested during applicable fiscal year  (8,001,785  (137,024      10,578,176   417,286       (11,422,428  (1,164,392
Reduction for values reported in the “Change in Pension Value and Nonqualified Deferred Compensation Earnings” column of the Summary Compensation Table     (324,462         (45,668          
Increase for Service Cost and, if applicable, Prior Service Cost for pension plans     114,705          132,600          125,964 
Total adjustments
 
 
(2,922,954
 
 
146,616
 
     
 
42,070,208
 
 
 
3,976,457
 
     
 
(27,892,174
 
 
(2,983,839
DOVER CORPORATION
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EXECUTIVE COMPENSATION TABLES
(2)
Definitions and reconciliations of
non-GAAP
measures are included at the end of this proxy statement.
The table above reconciles Summary Compensation Table pay to Compensation Actually Paid in accordance with the required methodology, meaning that outstanding awards have been valued prior to vesting based on fair values. The change in fair values of RSUs across measurement dates is attributable to the change in stock prices. The change in the fair values of SSARs is measured using a Black-Scholes model and is driven by changes in stock price and the expected life of the SSARs as well as the prevailing stock price volatility, risk-free rate, and dividend yield at the measurement date.
The change in the fair values of the PSUs, for which the performance metric is internal TSR, reflects our projected payout factors relative to the performance metric and stock price as at fiscal year end.

The change in the fair values of PSUs, for which the performance metric is relative TSR, is measured using a Monte Carlo model and is driven by stock price volatility (for Dover and our peer group), the correlation coefficients between Dover and each peer company, and prevailing dividend yields and risk-free rates.

Relationship Between Compensation Actually Paid and Performance Measures
We believe the Pay versus Performance Table shows the alignment between compensation actually paid to the NEOs and the Company’s performance, consistent with our compensation philosophy. Specifically, a significant portion of target NEO pay opportunity is tied to Dover stock performance. Accordingly, the compensation actually paid to the NEOs for the pas
t three fiscal y
ears presented in the Pay versus Performance table was aligned with our TSR performance, increasing when our TSR performance increased and declining when our TSR performance declined.
The charts below illustrate, for the past three fiscal years, the relationship between compensation actually paid to the CEO and the average other NEOs and the financial metrics disclosed in the Pay versus Performance Table.
LOGO
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2023 Proxy Statement
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EXECUTIVE COMPENSATION TABLES
LOGO
LOGO
2022 Most Important Performance Measure
In addition to TSR, which is already included in the PVP table, we believe the following
mea
sure is the most important financial performance measure used to link compensation actually paid to the NEOs to Company performance.
  Adjusted Earnings
DOVER CORPORATION
2023 Proxy Statement
72


Proposal 3 — Advisory Resolution to Approve Named Executive Officer Compensation

Each year, we offer our shareholders an opportunity to vote to approve, on an advisory and nonbinding basis, the compensation of our NEOs as disclosed in this Proxy Statement in accordance with Section 14A of the Exchange Act.

We are asking our shareholders to indicate their support for our NEO compensation as described in this Proxy Statement. This proposal, commonly known as a “Say on Pay” proposal, gives our shareholders the opportunity to express their views on our NEOs’ compensation. We believe that Dover’sour compensation programs are well designed and reinforce our strategic focus on continued revenue and profit growth.

Our Board has a strong history of engaging with shareholders and soliciting feedback on a range of topics, including our executive compensation program. Historically, our program has received strong shareholder support as expressed during ourone-on-one engagement discussions with shareholders and through our Say on Pay vote levels. In 2019,At our 2022 annual meeting, approximately 67%94% of the Say on Pay votes cast were in supportvoting shareholders approved the compensation of the Company (down from more than 96% in eachNEOs. At our 2021 annual meeting, approximately 93% of the four preceding years).

Followingvoting shareholders approved the 2019 annual meetingcompensation of shareholders, we extended invitations to shareholders holding approximately 65% of our outstanding shares to specifically discuss compensation and governance matters in an effort to better understand what led to the decline in the 2019 Say on Pay vote. We held meetings with shareholders holding approximately 41% of our outstanding shares. After conducting several rounds of engagement, reviewing market practices, and reflecting on the elements of our program and how they align with our business objectives and long-term shareholder value creation, ourNEOs. The Compensation Committee implemented meaningful changeswill continue to our program for 2020. These changes are outlinedconsider feedback from shareholders, as well as the results from future shareholder advisory votes, in the Compensation Discussionits ongoing evaluation of executive compensation programs and Analysis section of this proxy statement.practices at Dover.

This vote is not intended to address any specific item of compensation but rather the overall compensation of our NEOs and the philosophy, policies and practices described in this Proxy Statement. Accordingly, we ask our shareholders to vote “FOR” the following resolution at the Annual Meeting:

“RESOLVED, that Dover’s shareholders approve, on an advisory basis, the compensation of the named executive officers, as disclosed in Dover’s Proxy Statement for the 20202023 Annual Meeting of Shareholders pursuant to the compensation disclosure rules of the Securities and Exchange Commission, including the Compensation Discussion and Analysis, the Summary Compensation Table and the other related tables and disclosures.”

The Say on Pay vote is advisory and therefore not binding on Dover, our Compensation Committee or our Board. Our Board and our Compensation Committee value the opinions of our shareholders and, to the extent there is any significant vote against the NEO compensation as disclosed in this Proxy Statement, we will consider our shareholders’ concerns and the Compensation Committee will evaluate whether any actions are necessary to address those concerns.

THE BOARD RECOMMENDS A VOTE “FOR” THE APPROVAL OF THE COMPENSATION OF

OUR NEOs, AS DISCLOSED IN THIS PROXY STATEMENT.

 

DOVER CORPORATION20202023 Proxy Statement 75 73


Proposal 4 — Advisory Vote on the Frequency of Holding an Advisory Vote on Executive Compensation

Pursuant to the Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 (as set forth in Section 14A of the Exchange Act), our shareholders are entitled, at least once every six years, to provide an advisory nonbinding vote on how frequently – every one, two or three years – they should be entitled to provide an advisory vote on the compensation of our NEOs. At the 2017 Annual Meeting, our Board recommended and our shareholders overwhelmingly approved holding an annual advisory vote on executive compensation. After careful consideration, our Board continues to believe that an advisory vote on executive compensation that occurs every year is the most appropriate option for Dover. Therefore, the Board recommends that you vote for an annual advisory vote on executive compensation.

In formulating its recommendation, our Board considered that an annual advisory vote on executive compensation will allow our shareholders to provide us with their direct input on our compensation philosophy, policies and practices as disclosed in the proxy statement every year. Additionally, an annual advisory vote on executive compensation is consistent with our policy of seeking input from, and engaging in discussions with, our shareholders on corporate governance matters and our executive compensation philosophy, policies and practices.

You may cast your vote by choosing one year, two years or three years or you may abstain from voting when you vote for the resolution set forth below.

The following resolution will be presented to our shareholders at the Annual Meeting:

“RESOLVED, that the option of once every one year, two years or three years, whichever receives the highest number of votes cast for this resolution, will be determined to be the preferred frequency with which Dover is to hold an advisory shareholder vote to approve Dover’s compensation of its named executive officers, as set forth in Dover’s proxy statement.”

The option that receives the highest number of votes cast by shareholders will be the frequency for the advisory vote on executive compensation that has been selected by shareholders. However, because this vote is advisory and not binding on the Board or Dover, the Board may decide that it is in the best interests of our shareholders and Dover to hold an advisory vote on executive compensation more or less frequently than the option approved by our shareholders.

THE BOARD RECOMMENDS A VOTE FOR THE OPTION OF ONCE EVERY YEAR AS THE FREQUENCY WITH WHICH SHAREHOLDERS ARE PROVIDED AN ADVISORY VOTE ON EXECUTIVE COMPENSATION, AS SET FORTH IN THIS PROXY STATEMENT.

DOVER CORPORATION2023 Proxy Statement 74


Shareholder Proposal

Proposal 45 — Shareholder Proposal Regarding the Right to Act by Written ConsentApproval of Certain Termination Payments

John Chevedden, 2215 Nelson Avenue, No. 205, Redondo Beach, CaliforniaCA 90278, beneficial owner of no fewer than 50 shares of Dover’s common stock, has given notice that he intends to present a proposal for consideration at the Annual Meeting. In accordance with SEC rules, theJohn Chevedden’s proposed resolution and supporting statement are printed verbatim below. The Board accepts no responsibility for the content andor accuracy of the proposal and the supporting statement.

Proposal 4 — Right to Act by Written Consent5 – Shareholder Ratification of Excessive Termination Pay

LOGO

Shareholders request that our boardthe Board seek shareholder approval of directors undertake such steps as mayany senior manager’s new or renewed pay package that provides for severance or termination payments with an estimated value exceeding 2.99 times the sum of the executive’s base salary plus target short-term bonus.

“Severance or termination payments” include cash, equity or other pay that is paid out or vests due to a senior executive’s termination for any reason. Payments include those provided under employment agreements, severance plans, and change-in-control clauses in long-term equity plans, but not life insurance, pension benefits, or deferred pay earned and vested prior to termination.

“Estimated total value” includes: lump-sum payments; payments offsetting tax liabilities, perquisites or benefits not vested under a plan generally available to management employees, post-employment consulting fees or office expense and equity awards if vesting is accelerated, or a performance condition waived, due to termination.

The Board shall retain the option to seek shareholder approval after material terms are agreed upon.

Generous performance-based pay can sometimes be necessary to permit written consent by shareholders entitled to castjustified but shareholder ratification of “golden parachute” severance packages with a total cost exceeding 2.99 times base salary plus target short-term bonus better aligns management pay with shareholder interests.

For instance at one company, that does not have this policy, if the minimum number of votes that would be necessary to authorizeCEO is terminated he could receive $44 million in termination pay – over 10 times his base salary plus short-term bonus. In the action at a meeting at which all shareholders entitled to vote thereon were present and voting. This written consent is to give shareholders the fullest power to act by written consent consistent with applicable law. This includes shareholder ability to initiate any appropriate topic for written consent.

Hundreds of major companies enable shareholder action by written consent. This proposal topic won majority shareholder support at 13 major companies in a single year. This included 67%-support at both Allstate and Sprint. Hundreds of major companies enable shareholder action by written consent. This proposal topic might have received a still higher vote than 67% at Allstate and Sprint if more shareholders had access to independent corporate governance data and recommendations.

Taking action by written consent in placeevent of a meeting ischange in control, the same person could receive a means shareholders can use to raise important matters outside the normal annual meeting cycle like the election of a new director.

This is important to consider after the large number of 2019 negative voteswhopping $124 million in regard to Dover executive pay. 33% of shares voted against Dover executive pay in 2019 when normally only 5% of shares vote against. Adoption of written consent might incentivize Keith Wandell, the Chairman of the Executive Pay Committee, to more carefully consider shareholder views on executive pay. Why didn’t Mr. Wandell see the 33% negative vote coming and do something about it?accelerated equity payouts even if he remained employed.

This proposal topic also won outstanding 95%-support at our 2016 annual meeting. Plus a proxy advisor has set certain minimum requirements for a company adopting written consent in case management is tempted to adopt a “fig leaf’ version of written consent.received between 51% and 65% support at:

AbbVie (ABBV)

FedEx (FDX)

Spirit AeroSystems (SPR)

Alaska Air (ALK)

Fiserv (FISV)

Please vote yes:

Right to Act by Written ConsentShareholder Ratification of Excessive Termination Pay — Proposal 45

DOVER CORPORATION2023 Proxy Statement 75


SHAREHOLDER PROPOSAL

Opposition Statement of the Board of Directors

THE BOARD OF DIRECTORS RECOMMENDS A VOTE “AGAINST” THE PROPOSAL FOR THE FOLLOWING REASONS:

The Board is committed to strong corporate governance and responsiveness to Dover’s shareholders and believes in maintaining policies and practices that serve the best interests of all shareholders. After careful consideration, the Board of Directors has determinedcarefully considered this shareholder proposal and believes that the proposalits adoption is not in the best interests of Doverour shareholders and itsrecommends a vote AGAINST this shareholder proposal for the following reasons:

We have already adopted a cash severance policy requiring shareholder approval of any cash severance payment to an executive officer in excess of 2.99 times the sum of the executive officer’s base salary and target annual bonus.

The proposal would severely impact our ability to attract and retain the talent we need to execute on our strategy. Long-term equity incentive awards are a critical component of our executive compensation that are tied to maximizing long-term shareholder value and are used to recruit and retain executive talent. By including long-term equity incentive awards in the calculation of the proposed limit on severance or termination benefits, the shareholder proposal discourages the effectiveness of long-term equity incentive awards.

Obtaining shareholder approval would be expensive and impractical and would put us at a competitive disadvantage by limiting our ability to attract and retain highly qualified and effective executives.

The accelerated vesting provisions of our equity compensation plan were previously disclosed to and approved by our shareholders and expressly provide for double-trigger vesting of outstanding equity compensation awards in certain instances upon a change in control.

The shareholder proposal could create increased risk for shareholders and create a misalignment between our executives and our shareholders during a change in control transaction.

Shareholders already have a voice through annual say-on-pay votes and a robust shareholder outreach program.

We have already adopted a cash severance policy requiring shareholder approval of any cash severance payment to an executive officer in excess of 2.99 times the sum of the executive officer’s base salary and target annual bonus.

The Compensation Committee, which is comprised entirely of independent directors, in February 2023 adopted a cash severance policy prohibiting the Company from entering into any new employment agreement, severance agreement or similar arrangement with any of our executive officers, or establishing any new severance plan or policy covering any of our executive officers, that provides for cash severance benefits exceeding 2.99 times the sum of the executive officer’s base salary and target annual incentive bonus, without obtaining shareholder approval. The Board believes that this cash severance policy is more carefully tailored to the Company’s needs and the best interests of our shareholders than the policy requested by the proposal and would not impede our ability to attract and retain talent.

The proposal would severely impact our ability to attract and retain the talent we need to execute on our strategy. Long-term equity incentive awards are a critical component of our executive compensation that are tied to maximizing long-term shareholder value and are used to recruit and retain executive talent. By including long-term equity incentive awards in the calculation of the proposed limit on severance or termination benefits, the shareholder proposal discourages the effectiveness of long-term equity incentive awards.

A critical component of our executive compensation program is long-term incentive compensation. Our long-term incentive compensation, paid in the form of SSARs, Performance Shares and RSUs, is designed to focus our executives on increasing shareholder value through the successful execution of our strategy and to incentivize their contribution to our long-term growth and performance. Because their value is solely dependent on appreciation in stock price, SSARs strongly support the objectives of ensuring that pay is aligned with changes in shareholder value and creating commonality of interest between our executives and shareholders. Performance Shares ensure that long-term incentive compensation is also tied directly to the achievement of critically important multi-year performance objectives. Due to the multi-year performance and/or vesting requirements, all of our long-term incentives support the goal of retaining our key executives and encourage our executives to focus on sustaining Dover’s long-term performance. Long-term equity compensation comprises a significant portion of our executives’ total compensation and is granted and accepted with the expectation that the executives will be given a fair opportunity to realize the full value of these awards.

The proposal would potentially trigger a shareholder approval requirement in order for our executives to realize the full value of their equity awards upon death, disability, retirement, or a change in control. The Board of Directors believes requiring shareholder approval in these instances would significantly limit the effectiveness of long-term equity incentive awards in

DOVER CORPORATION2023 Proxy Statement 76


SHAREHOLDER PROPOSAL

recruiting and retaining executive talent and would directly conflict with the objectives of our executive compensation program. This would put us at a competitive disadvantage against other companies who do not face similar restrictions or uncertainty regarding their ability to offer termination protection.

Obtaining shareholder approval would be expensive and impractical and would put us at a competitive disadvantage by limiting our ability to attract and retain highly qualified and effective executives.

A requirement to call a special meeting of shareholders to obtain prior approval of a severance arrangement that a written consent right is unnecessarywould provide benefits in excess of the proposed limit would be expensive and impractical, and could also severely disadvantage our ability to recruit and retain qualified employees, especially given the potential breadth of “senior manager” employees the proposal appears to cover. Top candidates, when informed that the terms of their compensation arrangements first require shareholder approval, would likely be unwilling to wait for such approval and may instead seek employment elsewhere, including at one of our competitors that do not have similar restrictions on their ability to offer severance benefits.

The accelerated vesting provisions of our equity compensation plan were previously disclosed to and approved by our shareholders and expressly provide for double-trigger vesting of outstanding equity compensation awards in certain instances upon a change in control.

The 2012 Equity and Cash Incentive plan, as amended (the “2012 Plan”), which was last approved by our shareholders at our 2012 Annual Meeting (and performance goals were reapproved at our 2017 Annual Meeting), and the 2021 Omnibus Incentive Plan (the “2021 Plan”), which was last approved by our shareholders at our 2021 Annual Meeting, each expressly provides for double-trigger vesting of outstanding equity compensation awards in the event of a change in control, as further described on page 66 of this proxy statement. The Board of Directors believes, and our shareholders have agreed, that this provision, which is also used by a substantial majority of public companies, encourages executives to remain with Dover during a potential change in control, which further aligns their interests with those of our shareholders holding 15%when evaluating any such potential transaction.

The shareholder proposal could create increased risk for shareholders and create a misalignment between our executives and our shareholders during a change in control transaction.

Without incentive compensation to retain senior executives during a potential change in control, our ability to deliver maximum shareholder value in such a transaction could be impaired. The risk of job loss following a change in control, coupled with a limit on the value that may be realized from previously granted equity awards, may present an unnecessary distraction for our senior executives and could lead them to begin seeking new employment while a transaction is being negotiated or more of the Company’s outstanding shares to call special meetings of shareholders.

is pending. The proposal would deprivesignificantly limit our Board of Director’s flexibility to provide reasonable assurance to our senior executives that they could realize the rightfull expected value of alltheir previously granted equity awards even if a change in control transaction were completed.

The shareholder-approved 2021 Plan, and its predecessor the shareholder-approved 2012 Plan, enable our executives to avoid distractions and potential conflicts of interest that could otherwise arise when a potential change in control transaction is being considered. This permits our leadership team to remain focused on protecting shareholder interests and maximizing shareholder value. If the potential change in control transaction is in the best interests of our shareholders, our executives should be motivated to be consultedfocus their full energy on important matters concerningpursuing this alternative, even if it is likely to result in the termination of their investment in Dover.employment.

Dover’s governing documents require that actions subject toShareholders already have a voice through annual say-on-pay votes and a robust shareholder vote be considered at a meetingoutreach program.

Each of shareholders. This requirement ensures that all shareholders receive advance notice of the proposed actionour executive officers is an at-will employee and, other than our chief executive officer, does not have an employment contract or an individually negotiated severance arrangement. Our existing plans and policies governing post-termination compensation for executives are fully described in our proxy statement each year and, as such, shareholders have the opportunity to discuss it and consider all points of view. In contrast, the proposal would allow one group of shareholdersaddress those practices through our annual advisory vote to approve and adopt critical actions relatingnamed executive officer compensation. In addition, in the event of any merger, acquisition or other similar event, shareholders would have a further opportunity to express their views on any compensation to our named executive officers in connection with that transaction.

In addition to the company without noticeannual say-on-pay vote, we have a robust year-round shareholder outreach program, described on page 28 of this proxy statement. Most recently, during the fall 2022 engagement cycle, we reached out to other shareholders holding approximately 63% of our outstanding stock and withoutengaged with shareholders holding approximately 39% of our common stock. The feedback we received on our executive compensation program was positive. Importantly, on these calls, none of our shareholders raised the topic of our severance practices as an opportunity for discussion atarea of concern.

DOVER CORPORATION2023 Proxy Statement 77


SHAREHOLDER PROPOSAL

We believe these lines of communication, along with the annual say-on-pay votes, are the most effective method of providing shareholder with a voice on our executive compensation program. Requiring additional shareholder meeting. Action by written consent can occurapproval of specific elements of our compensation program is unlikely to provide shareholders with little or no advance noticemore effective input and would hinder Dover’s ability to attract and retain highly qualified candidates.

In sum, our Board of Directors believes that our current executive compensation policies and practices, including our plans and policies governing post-termination compensation, and our existing cash severance policy, are reasonable, appropriate and effectively align the Company, other shareholders orinterests of our executives with those of our shareholders. Adoption of this shareholder proposal is unnecessary and could create a misalignment between those interests and prevent us from effectively recruiting, motivating and retaining critical talent, and therefore would not be in the market. As a result,best interests of our shareholders.

For these reasons, the Board mayof Directors does not have a meaningful opportunity to consider the merits of the proposed action, to consider alternative courses of action or to communicate its views to shareholders. As a result,believe this shareholder proposal if adopted, could disenfranchise shareholders and may deprive them of their rights, while enabling other short-term or special interest investors to approve proposals that are notis in the best interest of all shareholders. Because of these deficiencies, the Board believes that the written consent process is not appropriate for a widely held public company like Dover.

DOVER CORPORATION2020 Proxy Statement 76


SHAREHOLDER PROPOSAL

We have a robust shareholder engagement program and our shareholders have indicated that a 15% special meeting right is preferable to a written consent right.

In 2019, we continued our focus on regularly engaging with our shareholders through a multi-stage engagement effort. Over the course of our multi-stage engagement, we reached out to holders of approximately 65% of our shares outstanding, and engaged with governance professionals and/or portfolio managers at investors holding approximately 41% of our shares outstanding. As described under “Shareholder Engagement and History of Board Responsiveness” on pages 28 to 29, our engagement addressed strategy, governance, compensation, diversity and sustainability matters. Although shareholders possess a variety of views, many of our shareholders expressed that the right to act by written consent was unnecessary in light of our shareholders’ right to call special meetings. Moreover, to the extent some shareholders desired greater rights, the feedback was that adoption of a 15% ownership threshold for special meetings was preferable to a written consent right.

Our shareholder right to call special meetings allows shareholders to propose actions without waiting for Dover’s next annual meeting. A special meeting right set at an appropriate threshold is preferable to action by written consent because a meeting allows all shareholders to participate in, and discuss the merits of, a proposed action, and allows the Board to make a thoughtful recommendation about the action. As a result, a strong shareholder special meeting right is better suited to a culture of transparency and good corporate governance.

The Board believes that having a special meeting right at a 15% ownership threshold strikes the right balance for Dover, as it is a low enough threshold to provide a meaningful right for shareholders to act between annual meetings yet high enough to prevent a single shareholder (or small group of shareholders) from acting without broad shareholder support.

We have a strong corporate governance structure and a record of accountability.

Our corporate governance structure reflects a significant and ongoing commitment to strong and effective corporate governance and accountability and responsiveness to shareholders. Dover’s Board regularly assesses and refines our governance policies and procedures to take into account evolving best practices and to address feedback provided by our shareholders during our engagement with them. In addition to our 15% special meeting right, other corporate governance practices that reflect our accountability and responsiveness to shareholders include:

Annual Election of Directors – All of the Company’s directors are elected on an annual basis.

Majority Voting Standard in Director Elections – Directors must receive a majority vote to be elected in an uncontested election, and a director who fails to receive a majority vote must tender his or her resignation under our director resignation policy.

Proxy Access – Under ourby-laws, a shareholder, or a group of up to 20 shareholders, owning at least three percent of our outstanding shares for at least three years may nominate and include in our proxy materials up to the greater of two director candidates or 20% of the Board.

Independent Board Chairman – Our board has adopted a structure whereby our Chairman is an independent director.

Substantial Majority of Board Is Independent – All of our directors, other than our CEO, are independent.

Elimination of Supermajority Voting Provisions – All of the supermajority voting provisions in our charter have been eliminated.

Shareholder Engagement – Shareholders can communicate directly with the Board and/or individual directors. In addition, the Company regularly engages with its shareholders regarding strategy, governance, compensation and sustainability matters. In 2019, over the course of a multi-stage engagement effort, we reached out to holders of approximately 65% of our shares outstanding.

No Shareholder Rights Plan – We do not have a shareholders rights plan.

In light of Dover’s existing right of shareholders to call special meetings with a 15% ownership threshold, as well as the Board’s continuing commitment to effective corporate governance, the Board believes that adoption of the shareholder proposal is unnecessary and not in the best interests of Dover and its shareholders.

THE BOARD OF DIRECTORS RECOMMENDS A VOTE “AGAINST” THE SHAREHOLDER PROPOSAL

REGARDING THE RIGHT TO ACT BY WRITTEN CONSENT.APPROVAL OF CERTAIN TERMINATION PAYMENTS.

 

DOVER CORPORATION20202023 Proxy Statement 77 78


Share Ownership Information

Security Ownership of Certain Beneficial Owners and Management

The following table sets forth certain information regarding the beneficial ownership, as of March 12, 20208, 2023 (except as otherwise stated), of our common stock by the following:

 

Each director and each of our executive officers named in the Summary Compensation Table under “Executive Compensation — Summary Compensation Table”Tables”;

 

All of the directors and executive officers as a group including the NEOs; and

 

Each person known to us to own beneficially more than 5% of our outstanding common stock.

The beneficial ownership set forth in the table is determined in accordance with the rules of the SEC. The percentage of beneficial ownership for directors and executive officers is based on 144,083,998139,770,692 shares of common stock outstanding on March 12, 2020.8, 2023. Unless otherwise indicated in the footnotes below, the persons and entities named in the table have sole voting and investment power as to all shares beneficially owned.

 

   
  NAME OF BENEFICIAL OWNER  Number of
Shares(1)
   Percentage(1) 

 

  DIRECTORS (EXCEPT MR. TOBIN):

    

 

  H. JOHN GILBERTSON, JR.

   1,816    * 

 

  KRISTIANE C. GRAHAM (2)

   500,699    * 

 

  MICHAEL F. JOHNSTON (3)

   16,991    * 

 

  ERIC A. SPIEGEL (4)

   5,182    * 

 

  STEPHEN M. TODD (5)

   20,048    * 

 

  STEPHEN K. WAGNER (6)

   16,048    * 

 

  KEITH E. WANDELL

   6,338    * 

 

  MARY A. WINSTON

   15,751    * 

 

  NEOS:

    

 

  RICHARD J. TOBIN (7)

   55,651    * 

 

  BRAD M. CEREPAK (8)

   472,408    * 

 

  WILLIAM W. SPURGEON, JR. (9)

   49,364    * 

 

  IVONNE M. CABRERA (10)

   181,170    * 

 

  JAY L. KLOOSTERBOER (11)

   24,369    * 

 

  DIRECTORS AND EXECUTIVE OFFICERS AS A GROUP (19 PERSONS) (12)

   1,405,016    * 

 

  5% BENEFICIAL OWNERS:

    

 

  BLACKROCK, INC. (13)

   11,985,220    8.3% 

 

  BOSTON PARTNERS (14)

   7,267,959    5% 

 

  JPMORGAN CHASE & CO. (15)

   9,590,123    6.6% 

 

  STATE STREET CORPORATION (16)

   7,901,337    5.44% 

 

  THE VANGUARD GROUP (17)

   17,569,176    12.09% 
   

  NAME OF BENEFICIAL OWNER

 

  Number of
Shares(1)
   Percentage(1) 

 

  DIRECTORS (EXCEPT MR. TOBIN):

    

 

          DEBORAH L. DEHAAS (2)

   1,928       * 

 

          H. JOHN GILBERTSON, JR.

   5,034       * 

 

          KRISTIANE C. GRAHAM (3)

   239,344       * 

 

          MICHAEL F. JOHNSTON (4)

   21,038       * 

 

          MICHAEL MANLEY

   0       * 

 

          ERIC A. SPIEGEL (5)

   8,900       * 

 

          STEPHEN M. TODD (6)

   23,266       * 

 

          STEPHEN K. WAGNER (7)

   19,266       * 

 

          KEITH E. WANDELL (8)

   9,424       * 

 

          MARY A. WINSTON

   16,877       * 

 

  NEOS:

    

 

          RICHARD J. TOBIN (9)

   749,559       * 

 

          BRAD M. CEREPAK (10)

   445,571       * 

 

          IVONNE M. CABRERA (11)

   218,850       * 

 

          GIRISH JUNEJA (12)

   37,756       * 

 

          KIMBERLY K. BORS (13)

   11,718       * 

 

  DIRECTORS AND EXECUTIVE OFFICERS AS A GROUP (19 PERSONS) (14)

   1,883,890      1.3% 

 

  5% BENEFICIAL OWNERS:

    

 

          BLACKROCK, INC. (15)

   10,071,936      7.0% 

 

          JPMORGAN CHASE & CO. (16)

   14,019,056    10.0% 

 

          THE VANGUARD GROUP (17)

   16,671,320      11.88% 

 

 *

Less than one percent.

 

 (1)

In computing the number of shares beneficially owned by an executive officer and the percentage ownership of such executive officers, we have included (i) shares of common stock subject to stock-settled appreciation rights (“SSARs”) held by that person that are currently exercisable or exercisable within 60 days of March 12, 20208, 2023 and (ii) shares of common stock subject to restricted stock units that are scheduled to vest within 60 days of March 12, 2020,8, 2023, subject to

DOVER CORPORATION2020 Proxy Statement 78


SHARE OWNERSHIP INFORMATION

the executive being an employee of Dover on the date of vesting. Such shares, however, are not deemed to be outstanding for purposes of computing the percentage ownership of any other person. Information about shares held through Dover’s 401(k) plan is as of March 12, 2020;8, 2023; fractional shares held in 401(k) accounts have been rounded down.

DOVER CORPORATION2023 Proxy Statement 79


In computing the number of shares beneficially owned by anynon-employee directorsa director and the percentage ownership of suchnon-employee directors, director, we have included shares of common stock subject to deferred stock units which will bebecome payable in an equal numberupon the director’s termination of shares of common stock at the time such director departs from the Board.service. Such shares, however, are not deemed to be outstanding for purposes of computing the percentage ownership of any other person.

 

 (2)

Reflects deferred stock units.

(3)

Includes 146,05332,571 shares held by foundations of which Ms. Graham is a director and in which she disclaims any beneficial ownership, 10,116 shares held in a trust of which she is aco-trustee sharing voting and investment powers and in which she disclaims investment powers and in which she disclaims any beneficial ownership, 2,460 shares held by her children to which Ms. Graham disclaims any beneficial ownership and 12,07015,288 deferred stock units.

 

 (3)(4)

Includes 12,99117,038 deferred stock units.

 

 (4)(5)

Includes 4,1826,535 deferred stock units.

 

 (5)(6)

Includes 12,07015,288 deferred stock units.

 

 (6)(7)

Includes 12,07015,288 deferred stock units.

 

 (7)(8)

Includes 1,949 shares held by a foundation of which Mr. Wandell is a trustee.

(9)

Includes 3,126 deferred stock units, 11,025513,526 shares in respect of vested SSARs, 12,812 shares in respect of restricted stock units scheduled to vest on March 15, 20202023 and 203405 shares held in our 401(k) plan.

 

 (8)(10)

Includes 389,750376,421 shares in respect of vested SSARs, 5,0813,151 shares in respect of restricted stock units scheduled to vest on March 15, 20202023 and 2,5802,876 shares held in our 401(k) plan.

 

 (9)(11)

Includes 32,911181,754 shares in respect of vested SSARs, 2,7941,296 shares in respect of restricted stock units scheduled to vest on March 15, 20202023 and 2,8721,923 shares held in our 401(k) plan.

 

 (10)(12)

Includes 164,16530,953 shares in respect of vested SSARs, 2,032862 shares in respect of restricted stock units scheduled to vest on March 15, 20202023 and 1,767451 shares held in our 401(k) plan.

 

 (11)(13)

Includes 2,0327416, shares in respect of vested SSARs, 786 shares in respect of restricted stock units scheduled to vest on March 15, 2020.2023 and 301 shares held in our 401(k) plan.

 

 (12)(14)

Includes 610,4381,159,076 shares in respect of vested SSARs, 56,50974,491 deferred stock units, 24,95320,312 shares in respect of restricted stock units scheduled to vest on March 15, 20202023 and 16,4865,168 shares held in our 401(k) plan.

 

 (13)(15)

Number of shares beneficially owned and percentage ownership based on information contained in a Schedule 13G/A filed with the SEC on January 31, 2023 by BlackRock, Inc. with respect to beneficial ownership of Dover common stock as of December 31, 2022. BlackRock reported sole voting power with regard to 9,028,607 of the shares and sole dispositive power with regard to 10,071,936 of such shares. BlackRock, Inc.’s offices are located at 55 East 52nd Street, New York, NY 10055.

(16)

Number of shares beneficially owned and percentage ownership based on information contained in a Schedule 13G/A filed with the SEC on March 6, 2023 by JPMorgan Chase & Co. with respect to beneficial ownership of Dover common stock as of February 28, 2023. JPMorgan Chase & Co. reported sole voting power with regard to 13,060,377 of the shares, shared voting power with regard to 38,920 of the shares, sole dispositive power with regard to 13,966,122 of the shares and shared dispositive power with regard to 48,443 of the shares. JPMorgan Chase & Co.’s address is 383 Madison Avenue, New York, NY 100179.

(17)

Number of shares beneficially owned and percentage ownership based on information contained in a Schedule 13G/A filed with the SEC on February 5, 2020 by BlackRock, Inc. with respect to beneficial ownership of Dover common stock as of December 31, 2019. BlackRock reported sole dispositive power with regard to all shares and sole voting power with regard to 6,284,380 of such shares. BlackRock, Inc.’s offices are located at 55 East 52nd Street, New York, NY 10055.

(14)

Number of shares beneficially owned and percentage ownership based on information contained in a Schedule 13G filed with the SEC on February 13, 2020 by Boston Partners with respect to beneficial ownership of Dover common stock as of December 31, 2019. Boston Partners reported sole dispositive power with regard to all of the shares and sole voting power with regard to 6,284,380 of such shares. Boston Partner’s offices are located at One Beacon Street 30th Floor, Boston MA 02108.

(15)

Number of shares beneficially owned and percentage ownership based on information contained in a Schedule 13G/A filed with the SEC on January 13, 2020 by JPMorgan Chase & Co. with respect to beneficial ownership of Dover common stock as of December 31, 2019. JPMorgan Chase & Co. reported sole voting power with regard to 9,308,203 of the shares, shared voting power with regard to 22,297 of the shares, sole dispositive power with regard to 9,524,407 of the shares and shared dispositive power with regard to 59,503 of the shares. JPMorgan Chase & Co.’s address is 383 Madison Avenue, New York, NY 10017.

(16)

Number of shares beneficially owned and percentage ownership based on information contained in a Schedule 13G filed with the SEC on February 13, 2020 by State Street Corporation with respect to beneficial ownership of Dover common stock as of December 31, 2019. State Street Corporation reported shared voting power with regarding to 7,158,337 of the shares and shared dispositive power with regard to 7,883,553 of the shares. State Street Corporation’s offices are located at One Lincoln Street, Boston, MA 02111.

(17)

Number of shares beneficially owned and percentage ownership based on information contained in a Schedule 13G/A filed with the SEC on February 11, 20209, 2022 by The Vanguard Group with respect to beneficial ownership of Dover common stock as of December 31, 2019.2022. The Vanguard Group reported sole voting power with regard to 217,436none of the shares, shared voting power with regard to 40,710197,965 of the shares, sole dispositive power with regard to 247,59716,090,165 of the shares and shared dispositive power with regard to 17,569,176581,155 of the shares. The Vanguard Group’s address is 100 Vanguard Blvd., Malvern, PA 19355.

DOVER CORPORATION2020 Proxy Statement 79


SHARE OWNERSHIP INFORMATION

Stock Ownership Guidelines

Our Board has adopted a policy that directors are expected to hold at any time a number of shares at least equal to the aggregate number of shares they received as the stock portion of their annual retainer during the past five years, net of an assumed 30% tax rate.

Executive officers are expected to hold a number of shares with a value at least equal to a multiple of their annual salary. For a discussion of the executive officer share ownership guidelines, see Executive Compensation —Compensation“Compensation Discussion and Analysis Other Compensation Programs and Policies.”Elements of Compensation” on page 55.

 

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SHARE OWNERSHIP INFORMATION


General Information About the Annual Meeting

We are providing this Proxy Statement to our shareholders in connection with the solicitation of proxies by the Board for use at the Annual Meeting. We are mailing this Notice of Annual Meeting and Proxy Statement beginning on or about March 26, 2020.17, 2023.

Record Date

The record date for determining shareholders eligible to vote at the Annual Meeting is March 12, 2020.8, 2023. As of the close of business on that date, we had outstanding 144,083,998139,770,692 shares of common stock. Each share of common stock is entitled to one vote on each matter.

Electronic Delivery of Proxy Materials

As permitted under SEC rules, we are making this Proxy Statement and our Annual Report to Shareholders (which includes our Annual Report on Form10-K for the year ended December 31, 2019)2022) available to shareholders electronically via the internet. We believe electronic delivery expedites receipt of our proxy materials by shareholders, while lowering the costs and reducing the environmental impact of the Annual Meeting. If you receive a notice of internet availability of proxy materials by mail, you will not receive a printed copy of the proxy materials by mail unless you specifically request them. Instead, the notice of internet availability will provide instructions as to how you may review the proxy materials and submit your voting instructions over the internet. If you receive the notice by mail and would like to receive a printed copy of the proxy materials, you should follow the instructions in the notice of internet availability for requesting a printed copy. In addition, the proxy card contains instructions for electing to receive proxy materials over the internet or by mail in future years.

Shareholders of Record; Beneficial Owners

Most holders of our common stock hold their shares beneficially through a broker, bank or other nominee rather than of record directly in their own name. As summarized below, there are some differences in the way to vote shares held of record and those owned beneficially.

If your shares are registered directly in your name with our transfer agent, you are considered the shareholder of record of those shares, and the notice of internet availability or proxy materials are being sent directly to you. As a shareholder of record, you have the right to grant your voting proxy directly to the persons named as proxy holders or to vote in person at the Annual Meeting. If you received or requested printed copies of the proxy materials, Dover has enclosed a proxy card for you to use. You may also submit your proxy on the internet or by telephone as described in the proxy card.

If your shares are held in a brokerage account or by a bank or other nominee, you are considered the beneficial owner of the shares held in “street name,” and these proxy materials are being forwarded to you by your broker or nominee who is considered the shareholder of record of those shares. As the beneficial owner, you generally have the right to direct your broker on how to vote and are also invited to attend the Annual Meeting. However, since you are not the shareholder of record, you may not vote those shares in person at the Annual Meeting unless you have a proxy, executed in your favor, from the holder of record of your shares. Your broker or nominee has enclosed a voting instruction card for you to use in directing your broker or nominee as to how to vote your shares. We strongly encourage you to instruct your broker or nominee how you wish to vote.

Vote Required; Abstentions and BrokerNon-Votes; Quorum

For Proposal 1, a majority of the votes cast at the Annual Meeting is required to elect each of the directors. This means that the number of votes cast “FOR” a director must exceed the number of votes cast “AGAINST” that director in order for that director to be elected. Our organizational documents do not provide for cumulative voting.

Proposal 2 will require the affirmative vote of at least a majority of shares present in person or represented by proxy and entitled to vote thereon.

ProposalProposals 3 is aand 4 are nonbinding, advisory resolutionresolutions so itstheir ultimate adoption is at the discretion of the Board. The affirmative vote of a majority of shares present in person or represented by proxy and entitled to vote thereon will be deemed to be approval by the shareholders of Proposal 3. For Proposal 4, the frequency receiving the greatest number of votes will be considered the recommendation of shareholders.

Proposal 45 will require the affirmative vote of at least a majority of shares present in person or represented by proxy and entitled to vote thereon. Proposal 4 is a shareholder advisory resolution that will not itself affect any amendment to our charter orby-laws.

 

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GENERAL INFORMATION ABOUT THE ANNUAL MEETING

 

If you are a shareholder of record and you sign and return your proxy card or vote electronically without making any specific selection, then your shares will be voted FOR all director nominees listed in Proposal 1, and FOR Proposals 2 and 3, ONE YEAR on Proposal 4, and AGAINST Proposal 4.5.

If you specify that you wish to “ABSTAIN” from voting on an item, then your shares will not be voted on that particular item. Abstentions will not affect the outcome of the vote on Proposal 1.Proposals 1 and 4. However, they will have the same effect as a vote against Proposals 2, 3, and 4.5.

If you are a beneficial owner and hold your shares through a broker or other nominee and do not provide your broker or nominee with voting instructions, the broker or nominee will have discretionary authority to vote your shares on routine matters only and will not vote your shares onnon-routine matters. This is generally referred to as a “brokernon-vote.” Only Proposal 2 will be considered a routine matter for the Annual Meeting. Accordingly, a broker or other nominee will not be able to vote on Proposals 1, 3, 4 and 45 without voting instructions. Brokernon-votes will not affect the outcome of the vote on Proposals 1, 3, 4 and 45 as they will not be counted as being present and entitled to vote on such proposals.

For purposes of the Annual Meeting, there will be a quorum if the holders of a majority of the outstanding shares of our common stock entitled to vote at the Annual Meeting are present in person or represented by proxy. Abstentions and brokernon-votes will be counted for purposes of determining if a quorum is present.

Voting Procedures

If you are a shareholder of record, you may vote in person at the Annual Meeting or submit your proxy or voting instruction form over the internet, by telephone or by mail by following the instructions provided in our notice of internet availability, in the proxy materials or in the voting instruction form. If you hold your shares beneficially in “street name” through a broker or other nominee, you must follow the instructions provided by your broker or nominee to vote your shares.

Revoking Your Proxy/Changing Your Voting Instructions

If you are a shareholder of record, whether you give your proxy over the internet, by telephone or by mail, you may revoke it at any time before it is exercised. You may submit a new proxy by using the internet or the telephone or by mailing a new proxy card bearing a later date so long as it is received before the Annual Meeting. You may also revoke your proxy by attending the Annual Meeting and voting in person, although attendance at the Annual Meeting will not, by itself, revoke your proxy. If you hold your shares beneficially in “street name” through a broker or other nominee, you must follow the instructions provided by your broker or nominee as to how you may change your voting instructions.

Shareholders Sharing the Same Address

SEC rules permit us to deliver one copy of the Proxy Statement or a notice of internet availability of the Proxy Statement to multiple shareholders of record who share the same address and have the same last name, unless we have received contrary instructions from one or more of such shareholders. This delivery method, called “householding,” reduces our printing and mailing costs. Shareholders who participate in householding will continue to receive or have internet access to separate proxy cards.

If you are a shareholder of record subject to householding and wish to receive a separate copy of the Proxy Statement or notice of internet availability of the proxy materials, now or in the future, at the same address or if you are currently receiving multiple copies of such materials at the same address and wish to receive only a single copy, please write to or call the Corporate Secretary, Dover Corporation, 3005 Highland Parkway, Downers Grove, Illinois 60515, telephone:(630) 541-1540.

Beneficial owners sharing an address who are currently receiving multiple copies of the proxy materials or notice of internet availability of the proxy materials and wish to receive only a single copy in the future, or who currently receive a single copy and wish to receive separate copies in the future, should contact their bank, broker or other holder of record to request that only a single copy or separate copies, as the case may be, be delivered to all shareholders at the shared address in the future.

Proxy Solicitation Costs

We will pay the reasonable and actual costs of printing, mailing and soliciting proxies, but we will not pay a fee to any of our officers or employees or to officers or employees of any of our subsidiaries as compensation for soliciting proxies. We have retained Morrow Sodali, LLC to solicit brokerage houses and other custodians, nominees or fiduciaries, and to send proxies and proxy materials to the beneficial owners of such shares, for a fee of approximately $20,000$12,000 plus expenses.

 

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GENERAL INFORMATION ABOUT THE ANNUAL MEETING

 

Other Matters

Our Board and management have not received notice of, and are not aware of, any business to come before the Annual Meeting other than the agenda items referred to in this Proxy Statement and the submission of the Additional Proposal.Statement. If, however, any other business properly comes before the meeting, the persons named as proxies will use their best judgment in voting the proxies.

Shareholder Proposals and Director Nominations for 20212024 Annual Meeting

In order for shareholder proposals to be included in our proxy statement for the Annual Meeting of Shareholders to be held in 20212024 (the “2021“2024 Annual Meeting”), they must be received by our Corporate Secretary at our principal executive offices, 3005 Highland Parkway, Downers Grove, Illinois, 60515, no later than the close of business on November 27, 2020.18, 2023.

In 2016, we adopted a proxy access right to permit a shareholder or a group of up to 20 shareholders owning 3% or more of our outstanding common stock continuously for at least three years to nominate and include in our proxy materials director candidates constituting up to the greater of two individuals or 20% of the Board, provided that the shareholder(s) and the nominee(s) satisfy the requirements specified in ourby-laws. In order to be timely, notice of proxy access director nominees must be received by our Corporate Secretary at our principal executive offices at the address above no earlier than the open of business on October 28, 202019, 2023 and no later than the close of business on November 27, 202018, 2023 being, respectively, 150 days and 120 days prior to the first anniversary of the date we first distributed this proxy statement.

All other shareholder nominations and proposals, in order to be voted on at the 20212024 Annual Meeting, including any notice of director nominees submitted under the universal proxy card voting rules, must be received by us no earlier than the open of business on January 9, 2021,6, 2024, and no later than the close of business on February 8, 20215, 2024 being, respectively, 120 days and 90 days prior to the date of the first anniversary of the 20192023 Annual Meeting.

Where You Can Find Additional Information

Our website is located at www.dovercorporation.com. Although the information contained on or connected to our website is not part of this Proxy Statement, youYou can view additional information on our website, such as:

 

Charters of our Board committees

 

Corporate Governance Guidelines

 

Code of Business Conduct & Ethics

 

Related Person Transactions Policy

 

Standards for Director Independence

 

Other governance materials and reports that we file with the SEC. Copies of these documents also may be obtained free of charge by writing or calling the Corporate Secretary, Dover Corporation, 3005 Highland Parkway, Downers Grove, Illinois 60515, telephone: (630) 541-1540

All Dover Corporation 3005 Highland Parkway, Downers Grove, Illinois 60515, telephone:(630) 541-1540website addresses contained in this proxy statement are intended to be inactive, textual references only. The information on, or accessible through, any such website identified in this proxy statement is not a part of, and is not incorporated by reference into, this proxy statement.

Caution Concerning Forward-Looking Statements

This proxy statement contains forward-looking statements that are inherently subject to uncertainties and risks. We caution investors to be guided in their analysis of Dover by referring to the documents we file with the SEC, including our Annual Report on Form10-K for 2019,2022, for a list of factors that could cause our results to differ from those anticipated in any such forward-looking statements.

 

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GENERAL INFORMATION ABOUT THE ANNUAL MEETING

 

Non-GAAP Disclosures

In an effort to provide investors with additional information regarding our results as determined by accounting principles generally accepted in the United States of America (“GAAP”), we also disclosenon-GAAP information that we believe provides useful information to investors. Adjusted net earnings, from continuing operations, adjusted diluted net earnings per common share, total segment earnings, (EBIT), adjustedtotal segment EBITearnings margin, and free cash flow, free cash flow as a percentage of revenue, and organic revenue growth are not financial measures under GAAP and should not be considered as a substitute for net earnings, or diluted net earnings per common share, cash flows from operating activities, or revenue as determined in accordance with GAAP, and they may not be comparable to similarly titled measures reported by other companies.

Adjusted Net Earnings Per Share

Earnings from continuing operations

(in millions, except per share data)  2022  2021  2020 

Adjusted net earnings*:

    

Net earnings

  $1,065  $1,124  $683 

Purchase accounting expenses, pre-tax 1

   181   142   139 

Purchase accounting expenses, tax impact 2

   (42  (35  (34

Restructuring and other costs (benefits), pre-tax 3

   39   38   51 

Restructuring and other costs (benefits), tax impact 2

   (8  (7  (11

Loss (gain) on dispositions, pre-tax 4

      (206  (5

Loss (gain) on dispositions, tax-impact 2

      53   1 

Tax Cuts and Jobs Act 5

   (23      
  

 

 

 

Adjusted net earnings

    $        1,213  $        1,109  $        824 
  

 

 

 

Diluted average shares outstanding

   144   145   145 

Adjusted diluted net earnings per share*:

    

Diluted net earnings per share

    $7.42  $7.74  $4.70 

Purchase accounting expenses, pre-tax 1

   1.27   0.98   0.95 

Purchase accounting expenses, tax impact 2

   (0.30  (0.24  (0.24

Restructuring and other costs (benefits), pre-tax 3

   0.26   0.26   0.35 

Restructuring and other costs (benefits), tax impact 2

   (0.06  (0.05  (0.07

Loss (gain) on dispositions, pre-tax 4

      (1.42  (0.03

Loss (gain) on dispositions, tax-impact 2

      0.37   0.01 

Tax Cuts and Jobs Act 5

   (0.16      
  

 

 

 

Adjusted diluted net earnings per share

  $8.45  $7.63  $5.67 
  

 

 

 

1 Purchase accounting expenses are adjusted by the effectprimarily comprised of acquisition-related amortization rightsizing and other costs, loss on extinguishment of debt, loss on assets held for sale, the Tax Reform Act, gains on disposition of businesses, disposition costs, and a product recall reversal to derive at adjusted earnings from continuing operations and adjusted diluted earnings per common share as follows:

   
(in thousands, except per share data)  2019  2018  2017 

Adjusted earnings from continuing operations:

    

Earnings from continuing operations

    $677,918  $591,145  $746,663 

Acquisition-related amortization,pre-tax1

   138,336   146,297   151,277 

Acquisition-related amortization, tax impact2

   (34,768  (37,001  (48,881

Rightsizing and other costs,pre-tax3

   32,153   72,828   49,379 

Rightsizing and other costs, tax impact2

   (6,789  (14,531  (14,746

Loss on extinguishment of debt,pre-tax4

   23,543       

Loss on extinguishment of debt, tax impact2

   (5,163      

Loss on assets held for sale5

   46,946       

Tax Cuts and Jobs Act 6

      (2,832  (54,908

Gain on dispositions,pre-tax 7

         (205,334

Gain on dispositions, tax impact 2

         32,753 

Disposition costs,pre-tax 8

         5,245 

Disposition costs, tax impact 2

         (2,015

Product recall reversal,pre-tax

         (7,200

Product recall reversal, tax impact 2

         2,614 
  

 

 

 

Adjusted earnings from continuing operations

    $        872,176  $        755,906  $        654,847 
  

 

 

 

Diluted average shares outstanding

   146,992   152,133   157,744 

Adjusted diluted earnings per common share*:

    

Earnings from continuing operations

    $4.61  $3.89  $4.73 

Acquisition-related amortization,pre-tax1

   0.94   0.96   0.96 

Acquisition-related amortization, tax impact2

   (0.24  (0.24  (0.31

Rightsizing and other costs,pre-tax3

   0.22   0.48   0.31 

Rightsizing and other costs, tax impact2

   (0.06  (0.10  (0.09

Loss on extinguishment of debt,pre-tax4

   0.16       

Loss on extinguishment of debt, tax impact2

   (0.04      

Loss on assets held for sale 5

   0.32       

Tax Cuts and Jobs Act 6

      (0.02  (0.35

Gain on dispositions,pre-tax 7

         (1.30

Gain on dispositions, tax impact 2

         0.21 

Disposition costs,pre-tax 8

         0.03 

Disposition costs, tax impact 2

         (0.02

Product recall reversal,pre-tax

         (0.05

Product recall reversal, tax impact 2

         0.02 
  

 

 

 

Adjusted diluted earnings per common share

    $5.93  $4.97  $4.15 
  

 

 

 

¹ Includes amortization on acquisition-related intangible assets and charges related to fair value step-ups for acquired inventorystep-up. sold during the period. FY 2022 includes $19.9 million of amortization of inventory step-up, primarily related to the Q4 2021 acquisitions within our Clean Energy & Fueling segment.

2 Adjustments were tax effected using the statutory tax rates in the applicable jurisdictions or the effective tax rate, where applicable, for each period.

3 RightsizingRestructuring and other costs include(benefits) relate to actions taken on employeefor headcount reductions, facility consolidations and site closures, exit costs, and other asset charges. FY 2022 includes $5.5 million of non-cash foreign currency translation losses reclassified to earnings included within restructuring and other costs (benefits) and $2.1 million related to write-off of assets due to an exit from certain Latin America countries for our Climate & Sustainability Technologies segment. FY 2021 for our Climate & Sustainability Technologies segment includes a $12.1 million other than temporary impairment charge related to an equity method investment and a $6.1 million write-off of assets incurred in connection with an exit from certain Latin America countries. FY 2021 includes a $9.1 million payment received for previously incurred restructuring costs related to a product line exits and other associated asset charges.exit in our Engineered Products segment.

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GENERAL INFORMATION ABOUT THE ANNUAL MEETING

4 RepresentsFY2021 represents a loss$181.6 million gain on early extinguishmentdisposition of €300,000 2.125% notes due 2020UB in our Climate & Sustainability Technologies segment and $450,000 4.30% notes due 2021.

5 Represents a loss$24.7 million gain on assets held for saledisposition of Finder. Under local law, no tax benefit is realized from the lossour RWB equity method investment in our Engineered Products segment. FY2020 represent a $5.2 million gain on the sale of AMS Chino, including working capital adjustments, in our Climate & Sustainability Technologies segment.

5 2022 represents a wholly-owned business.

6 2017 Tax impact primarilyreduction to income taxes previously recorded related to the enactment of the Tax ReformCuts and Jobs Act. This benefit also includes decreases in statutory tax rates of foreign jurisdictions. 2018 adjustment represents tax benefits related to additional Tax Reform Act regulatory guidance covered by SAB 118.

7 Includes gains from the sales of Performance Motorsports International (“PMI”) and Warn Industries, Inc. (“Warn”) in the first and fourth quarters of 2017.

8 Disposition costs include costs related to the fourth quarter 2017 sale of Warn.

* Per share data and totals may be impacted by rounding.

Adjusted Segment EBIT Margin

Segment earnings (EBIT) is adjusted by the effect of rightsizing and other costs, loss on assets held for sale, gain on dispositions, disposition costs, and product recall reversal to derive at total adjusted segment earnings (EBIT). Total adjusted segment earnings (EBIT) is divided by total segment revenue to derive at adjusted segment EBIT margin as follows:

 

(in thousands)  2019   2018   2017 

Segment earnings (EBIT):

      

Engineered Products

  $291,848   $252,368   $437,079 

Fueling Solutions

   231,873    152,255    159,180 

Imaging & Identification

   229,484    198,902    167,404 

Pumps & Process Solutions

   240,081    237,549    209,451 

Refrigeration & Food Equipment

   118,832    136,119    193,822 

Total segment earnings (EBIT)1

   1,112,118    977,193    1,166,936 

Rightsizing and other costs

   26,555    58,587    33,151 

Loss on assets held for sale2

   46,946         

Gain on dispositions3

           (205,334

Disposition costs4

           5,245 

Product recall reversal

           (7,200

Adjusted segment EBIT

  $1,185,619   $1,035,780   $992,798 
     

    

      

Adjusted segment EBIT margin

   16.6%    14.8%    14.5% 

1 Refer to the table below for reconciliaiton of total segment earnings (EBIT) to net earnings.

2 Represents a loss on assets held for sale of Finder. Under local law, no tax benefit is realized from the loss on the sale of a wholly-owned business.

3 Includes gains from the sales of PMI and Warn in the first and fourth quarters of 2017.

4 Disposition costs include costs related to the fourth quarter 2017 sale of Warn.

(in thousands)  2019  2018  2017 

Net Earnings:

    

Total segment earnings (EBIT)

  $1,112,118  $977,193  $1,166,936 

Corporate expense / other

   147,817   129,724   154,664 

Interest expense

   125,818   130,972   144,948 

Interest income

   (4,526  (8,881  (8,491

Earnings from continuing operations before provision for income taxes

   843,009   725,378   875,815 

Provision for income taxes

   165,091   134,233   129,152 

Earnings from continuing operations

   677,918   591,145   746,663 

Earnings (loss) from discontinued operations, net

      (20,878  65,002 

Net earnings

  $677,918  $570,267  $811,665 
     

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GENERAL INFORMATION ABOUT THE ANNUAL MEETING

 

Free Cash Flow    

Free cash flow represents net cash provided by operating activities minus capital expenditures as follows:

 

(in thousands)  2019  2018  2017 

Cash flow from operating activities

  $945,306  $789,193  $739,409 

Less: Capital expenditures

       (186,804  (170,994  (170,068

Free cash flow

  $758,502  $        618,199  $        569,341 
     

Free cash flow as a percentage of revenue

   10.6%   8.8  8.3

Segment Earnings

(in thousands)  2022  2021  2020 

Segment earnings:

    

Engineered Products

  $346,519  $277,852  $265,143 

Clean Energy & Fueling

   352,993   327,186   290,233 

Imaging & Identification

   268,084   266,932   224,033 

Pumps & Process Solutions

   533,018   575,593   348,733 

Climate & Sustainability Technologies

   254,484   185,517   126,093 
  

 

 

 

Total segment earnings

   1,755,098   1,633,080     1,254,235 

Purchase accounting expenses 1

   181,103   141,980   138,515 

Restructuring and other costs 2

   38,990   38,436   51,472 

Loss (gain) on dispositions 3

   194   (206,338  (5,213

Corporate expense / other 4,5

   135,280   156,298   119,361 

Interest expense

   116,456   106,319   111,937 

Interest income

   (4,430  (4,441  (3,571
  

 

 

 

Earnings before provision for income taxes

   1,287,505   1,400,826   841,734 

Provision for income taxes

   222,129   277,008   158,283 
  

 

 

 

Net earnings

  $  1,065,376  $  1,123,818  $683,451 
  

 

 

 

    

    

Total segment earnings margin

   20.6%   20.7%   18.8% 

1 Purchase accounting expenses are primarily comprised of amortization of intangible assets and charges related to fair value step-ups for acquired inventory sold during the period.

2 Restructuring and other costs (benefits) relate to actions taken for headcount reductions, facility consolidations and site closures, exit costs, and other asset charges.

3 Loss (gain) on dispositions includes working capital adjustments related to dispositions.

4 Certain expenses are maintained at the corporate level and not allocated to the segments. These expenses include deal-related expenses, executive and functional compensation costs, non-service pension costs, non-operating insurance expenses, shared business services overhead costs and various administrative expenses relating to the corporate headquarters.

5 FY 2022 includes a $6.3 million settlement charge related to our U.S. qualified defined benefit plan.

Free Cash Flow

Free cash flow represents net cash provided by operating activities minus capital expenditures as follows:

(in thousands)  2022  2021  2020 

Cash flow from operating activities

  $    805,724  $1,115,865  $1,104,810 

Less: Capital expenditures

   (220,962  (171,465  (165,692
  

 

 

 

Free cash flow

   584,762   944,400   939,118 
  

 

 

 

    

    

Cash flow from operating activities as a percentage of revenue

   9.5%   14.1%   16.5% 

Free cash flow as a percentage of revenue

   6.9%   11.9%   14.1% 

Organic Revenue Growth FactorsFactor

   2019
2022
Full Year
 

Organic

  3.88.8%

Acquisitions

  0.84.2%

Dispositions

  (0.5(1.5)%)% 

Currency translation

  (2.0(3.9)%)% 
  

Total*Total

  2.17.6%

* Total may be impacted by rounding.

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GENERAL INFORMATION ABOUT THE ANNUAL MEETING

Non-GAAP Disclosures

Adjusted net earnings from continuing operations represents net earnings from continuing operations adjusted for the effect of acquisition-related amortization, rightsizingpurchase accounting expenses, restructuring and other costs, loss on extinguishment of debt, loss on assets held for sale, thecosts/benefits, Tax Cuts and Jobs Act, gainsand gain/loss on dispositiondispositions. Purchase accounting expenses are primarily comprised of businesses, disposition costs,amortization of intangible assets and a product recall reversal.charges related to fair value step-ups for acquired inventory sold during the period. We excludeafter-tax acquisition-related amortization purchase accounting expenses because the amount and timing of such charges are significantly impacted by the timing, size, number and nature of the acquisitions the Company consummates. While we have a history of acquisition activity, our acquisitions do not happen in a predictive cycle. Exclusion of purchase accounting expenses facilitates more consistent comparisons of operating results over time. We believe it is important to understand that such intangible assets were recorded as part of purchase accounting and contribute to revenue generation. We exclude the other items because they occur for reasons that may be unrelated to the Company’s commercial performance during the period and/or Managementmanagement believes they are not indicative of the Company’s ongoing operating costs or gains in a given period.

Adjusted diluted net earnings per share from continuing operations representsor adjusted earnings from continuing operations divided by averageper share represent diluted shares.EPS adjusted for the effect of purchase accounting expenses, restructuring and other costs/benefits, Tax Cuts and Jobs Act, and gain/loss on dispositions.

Total segment earnings (EBIT) is defined as the sum of earnings from continuing operations before purchase accounting expenses, restructuring and other costs/benefits, gain/loss on dispositions, corporate expenses/other, interest expense, interest income and provision for income taxes net interest expense and corporate expenses.

Adjustedfor all segments. Total segment EBITearnings margin is defined as earnings from continuing operations before income taxes, net interest expense, corporate expenses, rightsizing and other costs, 2019 loss on assets held for sale, 2017 gain on dispositions, 2017 disposition costs, and 2017 product recall reversal. Adjustedtotal segment EBIT Margin is defined as adjusted segment EBITearnings divided by total segment revenue.

Management believes thesethe non-GAAP measures above are useful to investors to better understand the Company’s ongoing profitability as itthey will better reflect the Company’s core operating results, offer more transparency and facilitate easier comparability to prior and future periods and to its peers.

Free cash flow represents net cash provided by operating activities minus capital expenditures. Free cash flow as a percentage of revenue equals free cash flow divided by revenue. Management believes that free cash flow and free cash flow as a percentage of revenueratio are important measures of operating performanceliquidity because it providesthey provide management and investors a measurement of cash generated from operations that is available for mandatory payment obligations and investment opportunities, such as funding acquisitions, paying dividends, repaying debt and repurchasing our common stock.

Management believes that reporting organic revenue growth, which excludes the impact of foreign currency exchange rates and the impact of acquisitions and dispositions, provides a useful comparison of our revenue and bookings performance and trends between periods.

 

DOVER CORPORATION20202023 Proxy Statement 86


LOGO

DOVER CORPORATION

3005 HIGHLAND PARKWAY

DOWNERS GROVE, IL 60515

         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. Vote by 11:59 p.m. Eastern Time on May 4, 2023 for shares held directly and by 11:59 p.m. Eastern Time on May 2, 2023 for shares held in a Plan. 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.

ELECTRONIC DELIVERY OF FUTURE PROXY MATERIALS

If you would like to reduce the costs incurred by our company in mailing proxy materials, you can consent to receiving all future proxy statements, proxy cards and annual reports electronically via e-mail or the Internet. To sign up for electronic delivery, please follow the instructions above to vote using the Internet and, when prompted, indicate that you agree to receive or access proxy materials electronically in future years.

VOTE BY PHONE - 1-800-690-6903

Use any touch-tone telephone to transmit your voting instructions. Vote by 11:59 p.m. Eastern Time on May 4, 2023 for shares held directly and by 11:59 p.m. Eastern Time on May 2, 2023 for shares held in a Plan. 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:

V04884-P86863-Z84372                     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.

 

  DOVER CORPORATION

    The Board of Directors recommends a vote FOR each

DOVER CORPORATION 3005 HIGHLAND PARKWAY DOWNERS GROVE, IL 60515 DOVER CORPORATION The Board of Directors recommends a vote FOR each    director under Item 1: 1. Election of Directors 1a. H. J. Gilbertson, Jr. 1b. K. C. Graham 1c. M. F. Johnston 1d. E. A. Spiegel 1e. R. J. Tobin 1f. S. M. Todd 1g. S. K. Wagner 1h. K. E. Wandell 1i. M. A. Winston For Against Abstain !!! !!! !!! !!! !!! !!! !!! !!! !!! VOTE BY INTERNET -www.proxyvote.com Use the Internet to transmit your voting instructions and for electronic delivery of information. Vote by 11:59 p.m. Eastern Time on May 7, 2020 for shares held directly and by 11:59 p.m. Eastern Time on May 5, 2020 for shares held in a Plan. 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. ELECTRONIC DELIVERY OF FUTURE PROXY MATERIALS If you would like to reduce the costs incurred by our company in mailing proxy materials, you can consent to receiving all future proxy statements, proxy cards and annual reports electronically via e-mail or the Internet. To sign up for electronic delivery, please follow the instructions above to vote using the Internet and, when prompted, indicate that you agree to receive or access proxy materials electronically in future years. VOTE BY PHONE - 1-800-690-6903 Use any touch-tone telephone to transmit your voting instructions. Vote by 11:59 p.m. Eastern Time on May 7, 2020 for shares held directly and by 11:59 p.m. Eastern Time on May 5, 2020 for shares held in a Plan. 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. E95869-P33772-Z76380 The Board of Directors recommends a vote FOR Items 2 and 3: For Against 2. To ratify the appointment of PricewaterhouseCoopers LLP as our independent registered public accounting firm !! for 2020. 3. To approve, on an advisory basis, named executive officer !! compensation. The Board of Directors recommends a vote AGAINST Item 4: 4. To consider a shareholder proposal regarding the right to !! allow shareholders to act by written consent. NOTE: Such other business as may properly come before the meeting or any adjournment thereof. Abstain ! ! ! 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 or partnership, please sign in full corporate or partnership name by authorized officer.

 

    1.

Election of Directors

ForAgainstAbstain

1a.  D. L. DeHaas

The Board of Directors recommends a vote FOR

Items 2 and 3:

ForAgainstAbstain

1b.  H. J. Gilbertson, Jr.

2.  To ratify the appointment of PricewaterhouseCoopers LLP as our independent registered public accounting firm for 2023.

1c.  K. C. Graham

3.  To approve, on an advisory basis, named executive officer compensation.

1d.  M. F. Johnston

The Board of Directors recommends a vote FOR ONE YEAR on Item 4:

One YearTwo Years

Three

Years

Abstain

1e.  M. Manley

4.  To approve, on an advisory basis, the frequency of holding an advisory vote on executive compensation.

1f.   E. A. Spiegel

The Board of Directors recommends a vote AGAINST Item 5:ForAgainstAbstain

1g.  R. J. Tobin

5.  To consider a shareholder proposal regarding the approval of certain termination payments.

1h.  S. M. Todd

NOTE: Such other business as may properly come before the meeting or any adjournment thereof.

1i.   K. E. Wandell

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 or partnership, please sign in full corporate or partnership name by authorized officer.

Signature [PLEASE SIGN WITHIN BOX]

Date

Signature (Joint Owners)

Date


WE ENCOURAGE YOU TO TAKE ADVANTAGE OF INTERNET OR TELEPHONE VOTING,

BOTH ARE AVAILABLE 24 HOURS A DAY, 7 DAYS A WEEK.

Internet and telephone voting are available through 11:59 PM Eastern Time

the day before the annual meeting date.

Your Internet or telephone vote authorizes the named proxies to vote these shares in the

same manner as if you marked, signed and returned your proxy card. INTERNET OR TELEPHONE http://www.proxyvote.com 1-800-690-6903 Use the Internet to vote your proxy. Use any touch-tone telephone to Have your proxy card in hand when vote your proxy. Have your proxy you access the website. card in hand when you call.

INTERNET

http://www.proxyvote.com

Use the Internet to vote your proxy.

Have your proxy card in hand when

you access the website.

OR

TELEPHONE

1-800-690-6903

Use any touch-tone telephone to

vote your proxy. Have your proxy

card in hand when you call.

If you vote your proxy by Internet or telephone, you do NOT need to mail back your proxy card.

To vote by mail, sign and date your proxy card and return it in the enclosed postage-paid envelope. Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting: The Notice and Proxy Statement and Annual Report are available at www.proxyvote.com. E95870-P33772-Z76380

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

The Notice and Proxy Statement and Annual Report are available at www.proxyvote.com.

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V04885-P86863-Z84372        

PROXY

DOVER CORPORATION

PROXY SOLICITED BY BOARD OF DIRECTORS FOR ANNUAL MEETING

MAY 8, 2020 5, 2023

The undersigned hereby appoints Richard J. Tobin, Brad M. Cerepak and Ivonne M. Cabrera, and each of them, as the undersigned's proxy or proxies, each with full power of substitution, to vote all shares of Common Stock ofDover Corporation which the undersigned is entitled to vote at the Annual Meeting of Shareholders to be held in Downers Grove,Lombard, IL on May 8, 20205, 2023 at 9:00 A.M., local time, and any adjournments thereof, as fully as the undersigned could if personally present, upon the proposals set forth on the reverse side hereof, revoking any proxy or proxies heretofore given. For participants in the Company's Retirement Savings Plan, this proxy will govern the voting of stock held for the account of the undersigned in the Plan.

IMPORTANT - You have the option of voting these shares by returning the enclosed proxy card, voting via Internet or by using a toll-free telephone number above and on the reverse side. On the reverse side of this proxy card are instructions on how to vote via the Internet or by telephone. If you vote by either of these methods, your vote will be recorded as if you mailed in your proxy card. If you vote by returning this proxy card, you must sign and date this proxy on the reverse side.

THIS PROXY WILL BE VOTED IN ACCORDANCE WITH THE SPECIFICATIONS MADE ON THE REVERSE SIDE, BUT IF NO CHOICES ARE INDICATED, THIS PROXY WILL BE VOTED FOR ALL NOMINEES LISTED ON THE REVERSE SIDE, AND FOR PROPOSALS 2 AND 3, ONE YEAR FOR PROPOSAL 4, AND AGAINST PROPOSAL 4. 5.

Continued and to be signed on reverse side