| ☐ | Preliminary Proxy Statement |
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| ☒ | Definitive Proxy Statement |
| ☐ | Definitive Additional Materials |
| ☐ | Soliciting Material under §240.14a-12 |
Charter)
Registrant)
| ☒ | No fee required. | ||||
| ☐ | Fee paid previously with preliminary materials. | ||||
| ☐ | Fee computed on table in exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(1) and0-11. | ||||
DELIVERING THE ADVANTAGE HUNTINGTON INGALLS INDUSTRIES NOTICE OF 2024 ANNUAL MEETING OF STOCKHOLDERS AND PROXY STATEMENT
Letter to Our Stockholders
Letter to Our Stockholders
March 21, 2022
Dear Fellow Stockholders:
On behalf of the Board of Directors and management team of Huntington Ingalls Industries, I would like to invite you to attend the 2022 Annual Meeting of Stockholders. We will hold our annual meeting virtually, exclusively by live webcast, on Tuesday, May 3, 2022, at 11:00 a.m., Eastern Daylight Time. You will be able to attend and participate in the annual meeting online, vote your shares electronically and submit your questions prior to and during the meeting.
The accompanying Notice of 2022 Annual Meeting and Proxy Statement describe the matters on which you, as a stockholder, may vote at the annual meeting, and include
March 19, 2024 Dear Fellow Stockholders: On behalf of the Board of Directors and management team The accompanying Notice of 2024 Annual Meeting and |  |
As a way to conserve natural resources and reduce annual meeting costs, we are electronically distributing proxy materials as permitted under rules of the Securities and Exchange Commission. Many of you will receive a Notice of Internet Availability of Proxy Materials containing instructions on how to access the proxy materials via the Internet. You can also request mailed paper copies if you prefer. You can expedite delivery and reduce our mailing expenses by confirming in advance your preference for electronic delivery of future proxy materials. For more information on how to take advantage of this cost-saving service, please see page 14 of the proxy statement.
If you plan to attend the annual meeting virtually via live webcast, you must follow the instructions contained in the Notice and on pages 11 (for record stockholders), 12 (for beneficial stockholders) and 105102 of the proxy statement.
Your vote is very important. Whether or not you plan to attend the annual meeting, I encourage you to vote your shares in advance. Stockholders can submit their votes over the Internet at the web address included in the Notice of Internet Availability of Proxy Materials.Materials or voting instruction form. If you received a proxy card, you can submit your votesvotes: over the Internet at the web address included in the proxy card or voting instruction form; by telephone through the number included in the proxy card or voting instruction form; or by signing and dating your proxy card and mailing it in the prepaid and addressed envelope.
Thank you for your interest in and support of Huntington Ingalls Industries.HII.
Sincerely,
Admiral Kirkland H. Donald
U.S. Navy (Ret.)
Chairman of the Board
Notice of 20222024 Annual Meeting of Stockholders
Huntington Ingalls Industries, Inc.
4101 Washington Avenue
Newport News, Virginia 23607
| DATE AND TIME |
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| PLACE | Virtually athttps://meetnow.global/
There is no physical location for the annual meeting. | |||||
| ITEMS OF BUSINESS | • Elect | |||||
• Approve the company’s executive compensation on an advisory basis | ||||||
• Provide an advisory vote on the frequency of future advisory approvals of executive compensation | ||||||
• Ratify the appointment of Deloitte & Touche LLP as our independent auditors for | ||||||
• | ||||||
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• Transact any other business that properly comes before the annual meeting | ||||||
| RECORD DATE
| Stockholders of record at the close of business on March | |||||
| PROXY VOTING | It is important you vote your shares so they are counted at the annual meeting. You can vote your | |||||
Charles R. Monroe, Jr.
Corporate Vice President,
Associate General Counsel and Secretary
March 21, 202219, 2024
Important Notice Regarding the Availability of Proxy Materials for the Stockholder Meeting to Be Held on May 3, 2022 1, 2024: The Notice of 20222024 Annual Meeting and Proxy Statement, the 20212023 Annual Report and the form of proxy card are available asat www.envisionreports.com/HII. We are making this proxy statement and form of today’s date,proxy card first available on or about March 21, 2022, at www.envisionreports.com/HII.19, 2024.
Virtual Meeting Format:Format: The 20222024 annual meeting will be conducted virtually by live webcast. You will be able to attend the annual meeting, as well as vote and submit questions during the meeting, by visiting https://meetnow.global/MW6JXNHM46HNG9 and entering your control number. Please refer to the additional logistical details beginning on page 105102 of the accompanying proxy statement for additional information on how to participate in the annual meeting.
The meeting will begin promptly at 11:00 a.m., Eastern Daylight Time. If you encounter difficulties accessing the virtual meeting, please call the technical support number at 1-888-724-2416.1-888-724-2416.
A list of registered stockholders will be available during the annual meeting at the same website.
| Huntington Ingalls Industries, Inc. | 2024 Notice and Proxy Statement | |
Proxy Statement—Table of Contents
i
20222024 Proxy Statement Summary
This summary highlights information contained elsewhere in this proxy statement. This summary does not contain all the information you should consider, and you should read the entire proxy statement carefully before voting.
Annual Meeting Information
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Date and Time: |
May | ||
Place: | Virtually at https://meetnow.global/ M46HNG9. There is no physical location for the annual meeting. | ||
Record Date: |
March | ||
Voting: |
Holders of our common stock are entitled to one vote per share | ||
Admission: |
To attend the meeting, you will need to follow the instructions included on pages 11, 12 and | ||
Items to be Voted at the Annual Meeting
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Board Vote Recommendation | Page Reference (for more information) | Board Vote Recommendation | Page Reference (for more information) | |||||||||
| 1. | ||||||||||||
| 1. | Elect 13 directors | FOR | 93 | Elect 12 directors | FOR | 94 | ||||||
| 2. | Approve the company’s executive compensation on an advisory basis | FOR | 94 | Approve the company’s executive compensation on an advisory basis | FOR | 95 | ||||||
| 3. | Ratify the appointment of our independent auditors | FOR | 95 | Provide advisory vote on the frequency of future advisory approvals of executive compensation | FOR ONE YEAR | 96 | ||||||
| 4. | Approve the Huntington Ingalls Industries, Inc. 2022 Long-Term Incentive Stock Plan | FOR | 96 | Ratify the appointment of our independent auditors | FOR | 97 | ||||||
| 5. | Consider a stockholder proposal to reduce the threshold at which stockholders can require a special meeting of stockholders, if properly presented at the annual meeting | AGAINST | 102 | Consider a stockholder proposal regarding science-based greenhouse gas reduction targets and transition plan, if properly presented at the annual meeting | AGAINST | 98 | ||||||
Huntington Ingalls Industries, Inc. (“HII”, the “company”, “we”, “us” or “our”) is a global, all-domain defense partner, building and delivering the world’s most powerful, survivable naval ships and technologies that safeguard America’s seas, sky, land, space, and cyber. For more than a century, our Ingalls Shipbuilding segment in Mississippi and Newport News Shipbuilding segment in Virginia have built more ships in more ship classes than any other U.S. naval shipbuilder, making us America’s largest shipbuilder. Our Mission Technologies segment develops integrated technology solutions and products that enable today’s connected, all domain force. Our mission is to deliver the world’s most powerful ships and all domain solutions in service of the nation, creating the advantage for our customers to protect peace and freedom around the world.
2023 was a strong year for HII. Ingalls Shipbuilding delivered the first Flight III guided missile destroyer USS Jack H. Lucas (DDG 125) to the U.S. Navy, as well as national security cutter Calhoun (NSC 10) to the U.S. Coast Guard. Newport News Shipbuilding re-delivered USS George Washington (CVN 73), after completing its refueling and complex overhaul, and the team is continuing to progress in the test
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20222024 Proxy Statement Summary
program for the next-in-class carrier John F. Kennedy (CVN 79). Mission Technologies generated record revenue growth in 2023 and booked new and recompete contract awards with nearly $6 billion in total contract value. As an enterprise, HII was awarded approximately $12.5 billion in new contracts in 2023, resulting in backlog of approximately $48.1 billion at year-end, representing years of future work. HII achieved significant milestones on our programs and continued making meaningful contributions to United States national security, while continuing to manage through labor market challenges, inflation and continuing supply chain pressures.
Corporate Governance Highlights |
Huntington Ingalls Industries, Inc. (“HII” the “company,” “we,” “us” or “our”) is committed to corporate governance best practices, which we believe promote the long-term interests of stockholders, strengthen accountability of the Board of Directors (the “Board”) and management and build public trust in the company. Highlights of our corporate governance practices include:
| Board Structure and Governance | • | Diverse independent Board with mix of tenures | ||||
| • | All standing Board committees comprised of independent directors | |||||
| • | Regular executive sessions of independent directors, without management present, at Board and committee meetings | |||||
| • | Independent non-executive Chairman of the Board | |||||
| • | Robust annual Board and committee self-evaluation process | |||||
| • | Director term limits | |||||
| • | Mandatory director retirement age | |||||
| • | Limits on outside public company board service by directors to prevent overboarding | |||||
| • | Active stockholder outreach and engagement | |||||
Stockholder Rights | • | Annual election of all directors | ||||
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| • | Ability of eligible stockholders to include their own director nominees in our proxy materials (proxy access) | |||||
| • | Ability of stockholders to call a special meeting of stockholders | |||||
| • | No supermajority voting requirements | |||||
| • | Annual advisory vote on named executive officer compensation | |||||
| • | No stockholder rights plan (poison pill) | |||||
| Stock Ownership | • | Robust stock ownership guidelines | ||||
| • | Clawback policy for all performance-based compensation for all officers | |||||
| • | Prohibition on directors, |
Stockholder Engagement |
We believe stockholder outreach and engagement is a corporate governance best practice. Accordingly, we actively engage with our investors so management and the Board can better understandreceive stockholder perspectives on matters that are important to stockholders and assess emerging issues that may shape our governance practices and enhance our corporate disclosures. We strive for a collaborative approach to stockholder engagement and value the variety of stockholder perspectives we receive. Management and, in some cases, members of the Board actively engage with our investors through telephonic meetings, video meetings, in-person meetings and email to understand investor perspectives on our company, including our strategy, performance, corporate governance practices and executive compensation. During 20212023 and early 2022, management contacted2024, we offered engagement meetings to the corporate governance teams of our largest stockholders, collectively representing approximately 48%56% of our outstanding shares, and met with those stockholders that accepted our meeting invitations. We are committed to understanding the perspectives of our stockholders and responding as appropriate.
| 2 | Huntington Ingalls Industries, Inc. |
20222024 Proxy Statement Summary
The following sections of this proxy statement summary describe the matters on which our stockholders will vote at the 20222024 annual meeting of stockholders.
ELECT |
Director Nominees
The Board is asking you to elect, for one-year terms ending in 2023,2025, the 1312 nominees for director named below, each of whom is currently serving as a member of the Board. Detailed information about this proposal can be found beginning on page 94.
The following table provides summary information about the nominees for director, including their names, ages and occupations, whether they are independent directors, as determined by the Board, under the regulations of the Securities and Exchange Commission, the corporate governance listing standards of the New York Stock Exchange (“NYSE”) and the Board committees on which they currently serve. The directors will be elected by a plurality vote, but any director who receives a greater number of votes “withheld” from his or her election than votes “for” such election must tender to the Board his or her offer of resignation.
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Name | Age | Director Since | Principal Occupation | Independent Director | A | C | CS | F | GP | Age | Director Since | Principal Occupation | Independent Director | A | C | CS | F | GP | ||||||||||||||||||||||||||||||||
Philip M. Bilden | 57 | 2017 | Founder, Chairman and Managing Partner of Shield Capital, LLC | ü | ü | CH | ü | |||||||||||||||||||||||||||||||||||||||||||
Augustus L. Collins | 64 | 2016 | Chief Executive Officer of MINACT Incorporated | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||
Leo P. Denault | ||||||||||||||||||||||||||||||||||||||||||||||||||
Kirkland H. Donald | 68 | 2017 | Chairman of the Board | ü | ü | ü | 70 | 2017 | Chairman of the Board | ü |
| ü | ü |
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Craig S. Faller | ||||||||||||||||||||||||||||||||||||||||||||||||||
Victoria D. Harker | 57 | 2012 | Executive Officer and Chief Financial Officer of Tegna, Inc. | ü | CH | ü | ||||||||||||||||||||||||||||||||||||||||||||
Frank R. Jimenez | 57 | 2022 | Vice President and General Counsel, GE Healthcare | ü | ü | ü | 59 | 2022 | General Counsel and Corporate Secretary, GE HealthCare | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||
Christopher D. Kastner | 58 | 2022 | President and Chief Executive Officer of Huntington Ingalls Industries, Inc. | |||||||||||||||||||||||||||||||||||||||||||||||
Anastasia D. Kelly | 72 | 2011 | Executive Director of Client Relations and US Managing Partner Emeritus of DLA Piper | ü | ü | ü | 74 | 2011 | Senior Advisor to the Chair and Executive Director of Client Relations of DLA Piper | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||
Tracy B. McKibben | 52 | 2018 | Founder and Chief Executive Officer of MAC Energy Advisors LLC | ü | ü | ü | 54 | 2018 | Founder and Chief Executive Officer of MAC Energy Advisors LLC | ü |
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Stephanie L. O’Sullivan | 62 | 2021 | Independent Business Consultant | ü | ü | ü | ||||||||||||||||||||||||||||||||||||||||||||
C. Michael Petters | 62 | 2011 | Executive Vice Chairman of the Board | |||||||||||||||||||||||||||||||||||||||||||||||
Thomas C. Schievelbein | 68 | 2011 | Retired Chairman and Chief Executive Officer of The Brink’s Company | ü | ü | CH | ||||||||||||||||||||||||||||||||||||||||||||
John K. Welch | 72 | 2015 | Retired President and Chief Executive Officer of Centrus Energy Corp. | ü | ü | CH | 74 | 2015 | Retired President and Chief Executive Officer of Centrus Energy Corp. | ü | ü | CH | ||||||||||||||||||||||||||||||||||||||
Stephen R. Wilson | 75 | 2015 | Independent Business Consultant and Retired Executive Vice President and Chief Financial Officer of RJR Nabisco, Inc. | ü | CH | ü | ||||||||||||||||||||||||||||||||||||||||||||
CH = Chairperson
A = Audit Committee
C = Compensation Committee
CS = Cybersecurity Committee
F = Finance Committee
GP = Governance and Policy Committee
| 3 |
20222024 Proxy Statement Summary
Board Composition
Our Board continues to reflect a diverse and highly engaged group of directors with a wide range of skills, experiences, attributes and perspectives, which continue to evolve. SixFive of our 13 directors12 director nominees have joined the Board in the last fivefour years. The following charts and graphs highlight the current composition of our Board:
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| 4 | Huntington Ingalls Industries, Inc. |
20222024 Proxy Statement Summary
Director Experience and Skills
| Experience and Skills | Collins | Denault | Donald | Faller | Harker | Jimenez | Kastner | Kelly | McKibben | O’Sullivan | Schievelbein | Welch | ||||||||||||||||||||||||||
| Chief Executive Leadership and Strategy Experience as Chief Executive Officer of a public company or Chief Executive Officer of a private organization | · | · | · | · | · | · | · | · | |||||||||||||||||||||||||||||
| Chief Financial Officer and Accounting Experience as Chief Financial Officer of public company or large private organization or private equity executive leadership experience | · | · | · | · | · | ||||||||||||||||||||||||||||||||
| Investment Strategy, Corporate Development and M&A Experience in executive leadership of private equity, other strategic investment firm or investment bank; experience in corporate development function; or oversight leadership experience in corporate development and transactional M&A | · | · | · | · | · | · | · | ||||||||||||||||||||||||||||||
| Shipbuilding and Manufacturing Operations/Leadership Experience in executive leadership of shipyard operations or other manufacturing operations | · | · | · | ||||||||||||||||||||||||||||||||||
| Technical Services Executive Leadership Experience in executive leadership of technical services business organization or significant technical services leadership or customer experience | · | · | · | · | |||||||||||||||||||||||||||||||||
| Military and Government Relations Experience as Admiral or other significant Naval career experience; significant federal government experience and relationships (e.g., Pentagon, Congress, White House); or significant military leadership role or leadership role in military associations | · | · | · | · | · | · | · | · | · | ||||||||||||||||||||||||||||
| Corporate Governance Current member of multiple public company boards; experience as public company board chair or public company committee chair; prior member of multiple public company boards; or corporate secretary experience | · | · | · | · | · | · | · | · | · | · | |||||||||||||||||||||||||||
| Aerospace & Defense Industry Knowledge Significant direct Naval industry experience or significant direct general aerospace & defense experience | · | · | · | · | · | · | · | · | |||||||||||||||||||||||||||||
| Compliance, Legal and Regulatory Experience as General Counsel, Chief Legal Officer or Chief Compliance Officer of large business organization or other significant legal or regulatory experience | · | · | · | · | · | · | |||||||||||||||||||||||||||||||
| Nuclear Experience in Navy nuclear executive leadership; executive leadership of Naval nuclear shipyard operations; or oversight of nuclear operations | · | · | · | · | · | · | |||||||||||||||||||||||||||||||
| Advanced Technology (Future Warfare) and Innovation Experience as Chief Technology Officer or equivalent of large aerospace & defense company; Chief Technology Officer or equivalent of other large organization; or engineering/technology/innovation functional lead | · | · | · | · | |||||||||||||||||||||||||||||||||
| Cyber and IT Risk Management Experience as Chief Information Officer, Chief Information Security Officer or equivalent operational experience; management experience in cyber operations; or experience on a corporate cyber risk committee | · | · | · | · | |||||||||||||||||||||||||||||||||
| Human Resources and Labor Relations Experience as Chief Human Resources Officer or equivalent of a large business organization or significant human resources or labor relations experience | · | · | · | ||||||||||||||||||||||||||||||||||
| 2024 Notice and Proxy Statement | 5 |
20222024 Proxy Statement Summary
The Board, through the Governance and Policy Committee, manages Board succession on a continuous basis. The committee’s process includes evaluation of Board strengths, including professional experience, skills, diversity, independence, tenure and age, relative to the skills, experience and diversity the Committee believes the Board needs to effectively oversee the company’s business and execution of its business strategy.
APPROVE EXECUTIVE COMPENSATION ON AN ADVISORY BASIS |
The Board is asking you to approve, on an advisory basis, the compensation of our named executive officers for 2021.2023. Detailed information about this proposal can be found beginning on page 95.
Our stockholders have voted on our executive compensation, on an advisory basis, since 2012, and we have consistently received exceptionally strong stockholder support. The following table sets forth the voting results for our “say-on-pay” proposal for the last five years:
Annual Meeting | 2021 | 2020 | 2019 | 2018 | 2017 | 2023 | 2022 | 2021 | 2020 | 2019 | ||||||||||||||||||||||||||||||
Votes Cast “FOR” Say-On-Pay Proposal* |
| 97 | % |
| 98 | % |
| 98 | % |
| 99 | % |
| 98 | % |
| 97 | % |
| 97 | % |
| 97 | % |
| 98 | % |
| 98 | % | ||||||||||
* Excludes broker non-votes
Executive Compensation
We have designed our executive compensation program to attract, motivate and retain highly qualified executives, incentivize our executives to achieve business objectives, reward performance and align the interests of our executives with the interests of our stockholders and customers. The fundamental philosophy of our executive compensation program, set by the Compensation Committee of the Board, is pay-for-performance. We have included below our financial performance and stockholder returns in 2021.2023.
20212023 Financial Performance
In the face of a challenging operational environment on multiple fronts, we continued to achieve significant operating milestones andHII delivered a solidstrong financial performance in 2021.2023 as the company continued to address labor, inflation and supply chain challenges. We have included in the following table our 20212023 financial highlights:
($ in millions,
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Diluted Earnings Per Share |
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Free Cash Flow* |
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Record 2023 revenues of $11.5 billion increased 7.3% over 2022 revenues. 2023 operating income was $781 million, 38.2% higher than 2022, and segment operating income* was $842 million, 18.3% higher than 2022. Diluted earnings per share of $17.07 increased 18.2% over 2022, and strong free cash flow* of $692 million was 40.1% higher than 2022.
| * | Non-GAAP financial measures. See Annex A for definitions of these non-GAAP financial measures and reconciliations to comparable GAAP financial measures. |
Our full year revenues of $9.5 billion in 2021 increased 1.7% over 2020. Operating income was $513 million and operating margin was 5.4%, compared to $799 million and 8.5%, respectively, in 2020. New contract awards in 2021 totaled $8.1 billion, resulting in a backlog of $48.5 billion at the end of the year.
| 6 | Huntington Ingalls Industries, Inc. |
20222024 Proxy Statement Summary
20212023 Stockholder Returns
HII’s total stockholder return in 20212023 was 12.2%15.2%. We increased dividends approximately 9%5%, from $4.23$4.78 per share in 20202022 to $4.60$5.02 per share in 2021,2023, and repurchased 544,440337,007 shares during 2021,2023, returning $287$275 million to our stockholders in 2021.2023.
The following graph and chart show total stockholder return for HII in 20212023 compared to benchmark total stockholder returns and total cash returned to stockholders in 2021,2023, respectively.
1-YEAR TOTAL STOCKHOLDER RETURN | RETURNED STOCKHOLDERS IN | |
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Elements of Our Executive Compensation Program
Our compensation program for our Chief Executive Officer each of the individuals who served as(“CEO”), our Chief Financial Officer and our three other most highly compensated executive officers in 20212023 (collectively, our “NEOs”) consisted primarily of the following direct compensation elements:
Base salary, to provide a minimum fixed level of compensation.
| • | Base salary, to provide a minimum fixed level of compensation. |
Annual incentive awards, generally paid in cash, under our Annual Incentive Plan (“AIP”), to motivate our executives to achieve pre-determined annual financial and operational targets that are aligned with our strategic goals.
| • | Annual incentive awards, generally paid in cash, under our Annual Incentive Plan (“AIP”), to motivate our executives to achieve pre-determined annual financial and operational targets that are aligned with our strategic goals. |
Long-term equity-based incentive awards, paid under our Long-Term Incentive Plan (“LTIP”), to promote achievement of pre-determined three-year performance goals aligned with long-term stockholder interests.
| • | Long-term equity-based incentive awards, paid under our 2022 Long-Term Incentive Stock Plan (“LTIP”), to promote achievement of pre-determined three-year performance goals that are aligned with long-term stockholder interests. |
Our executive compensation program is rounded out with certain perquisites and other executive benefits.
A significant portion of the potential compensation of our executives is at risk, and that risk increases with corresponding increases in an executive’s level of responsibility. We have designed our compensation program to balance performance-based compensation over the short- and long-term to incentivize decisions and actions that promote stockholder value and focus our executives on performance that benefits our stockholders and customers, while discouraging inappropriate risk-taking behaviors.
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20222024 Proxy Statement Summary
20212023 Total Direct Compensation Mix
The pay-for-performance philosophy of our executive compensation program is demonstrated by the compensation mix of our NEOs. Of the three primary elements of total direct compensation, our executive compensation is heavily weighted toward the variable, performance-based elements and toward the long-term and equity-based elements, as reflected in the following charts, which set forth the percentage of total compensation corresponding to each compensation element received by our CEO and by our other NEOs collectively in 2021.2023.
CEO Compensation Mix1
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Compensation Best Practices
We believe our compensation practices are aligned with and reinforce our pay-for-performance philosophy and our related executive compensation principles.
What We Do the Following
| ✓ | Consideration of annual stockholder “say-on-pay” advisory vote on executive compensation. |
| ✓ | Pay for performance compensation program heavily weighted toward variable, performance-based elements and toward long-term and equity-based elements. |
| ✓ | Annual assessment of potential risk posed by our compensation programs. |
| ✓ | Executive compensation “clawback” policy. |
| ✓ | Targeted external compensation benchmarking. |
| ✓ | Independent compensation consultant engaged by Compensation Committee. |
| ✓ | Executive stock ownership guidelines based upon multiple of executive’s base salary. |
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What We Don’t Do the Following
| ✗ | No employment agreements for executives. |
| ✗ | No change-in-control agreements for executives or related executive tax gross-up benefits. |
| ✗ | Prohibitions against speculative transactions in our securities, pledging our securities as collateral and hedging transactions involving our securities. |
| ✗ | No dividends or dividend equivalents paid on restricted performance stock rights during performance period. |
| 8 | Huntington Ingalls Industries, Inc. |
20222024 Proxy Statement Summary
PROVIDE AN ADVISORY VOTE ON THE FREQUENCY OF FUTURE ADVISORY APPROVALS OF EXECUTIVE COMPENSATION |
The Board is asking you to select, on an advisory basis, the frequency of your future advisory votes on the company’s executive compensation. The Board is recommending a vote in favor of future advisory approvals of executive compensation every year. Detailed information about this proposal can be found beginning on page 96.
RATIFY THE APPOINTMENT OF INDEPENDENT AUDITORS
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The Board is asking you to ratify the selection of Deloitte & Touche LLP as our independent auditors for 2022. 2024. Detailed information about this proposal can be found beginning on page 97.
The following table contains summary information with respect to fees billed to us in 20212023 by Deloitte & Touche LLP for professional services.
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You are being asked to consider a proposal to approveregarding science-based greenhouse gas reduction targets and transition plan, if properly presented at the Huntington Ingalls Industries, Inc. 2022 Long-Term Incentive Stock Plan, in accordance with NYSE corporate governance listing standards. The Board is recommending a vote forannual meeting. Detailed information about this proposal.
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You are being asked to consider a proposal requesting that the Board take the steps necessary to amend HII’s appropriate governing documents to reduce the threshold at which stockholders can require a special meeting of stockholders, from holders of at least 20% of the voting power of our capital stock to holders of at least 10% of the voting power of our capital stock.be found beginning on page 98. The Board is recommending a vote against this proposal.
| 9 |
General Information About the Annual Meeting and Voting
The Board is providing you with these proxy materials in connection with its solicitation of proxies to be voted at our 2022 Annual Meeting2024 annual meeting of Stockholdersstockholders and at any postponement or adjournment of the annual meeting. In this proxy statement, Huntington Ingalls Industries, Inc. may also be referred to as “we,” “our,” “us,” “HII” or “the company.”
You will be able to attend the annual meeting, as well as vote and submit questions during the meeting, by following the instructions set forth under the headings “Record Date and Voting,” on pages 11 and 12, and “Attending the Annual Meeting,” beginning on page 105,102, of this proxy statement.
The virtual annual meeting is supported across browsers (MS Edge, Firefox, Chrome and Safari) and devices (desktops, laptops, tablets and cell phones) running the most up-to-date version of applicable software and plugins. Please note that Internet Explorer is not a supported browser. Participants should ensure that they have a strong internet connection wherever they intend to participate in the meeting. The meeting will begin promptly at 11:00 a.m., Eastern Daylight Time. If you encounter difficulties accessing the virtual meeting, please call the technical support number at 1-888-724-2416.1-888-724-2416 or International 1-781-575-2748.
ITEMS OF BUSINESS TO BE CONSIDERED AT THE ANNUAL MEETING
The Board is asking you to vote on the following items at the annual meeting:
elect 13 directors;
| • | elect 12 directors; |
approve the company’s executive compensation on an advisory basis;
| • | approve the company’s executive compensation on an advisory basis; |
ratify the appointment of our independent auditors;
| • | provide an advisory vote on the frequency of future advisory approvals of executive compensation; |
approve the Huntington Ingalls Industries, Inc. 2022 Long-Term Incentive Stock Plan; and
| • | ratify the appointment of Deloitte & Touche LLP as our independent auditors; and |
| • | consider a stockholder proposal regarding science-based greenhouse gas reduction targets and transition plan, if properly presented at the annual meeting. |
consider a stockholder proposal to reduce the threshold at which stockholders can require a special meeting of stockholders, if properly presented at the annual meeting.
The Board asks you to appoint Chad N. Boudreaux and Charles R. Monroe, Jr. as your proxy holders to vote your shares at the annual meeting. YouIf you are a record holder, you make this appointment by submitting your proxy using one of the voting methods described below.
If appointed by you, the proxy holders will vote your shares as you direct on the matters described in this proxy statement. If you received a proxy card and you complete and return the proxy card but do not provide voting directions, they will vote your shares as recommended by the Board on all of the matters described in this proxy statement that are presented at the annual meeting.
The Board is not aware of any business that may properly be presented at the annual meeting other than those matters described in this proxy statement. If any other matters are properly presented at the annual meeting, your proxy gives discretionary authority to the proxy holders to vote the shares in their best judgment.
NOTICE OF INTERNET AVAILABILITY OF PROXY MATERIALS
Pursuant to rules adopted by the Securities and Exchange Commission (“SEC”), we are permitted to furnish our proxy materials to our stockholders over the Internet by delivering a Notice of Internet
| 10 | Huntington Ingalls Industries, Inc. |
General Information About the Annual Meeting and Voting
Availability of Proxy Materials. The Notice of Internet Availability of Proxy Materials instructs you on how to access and review the proxy statement and 20212023 Annual Report over the Internet. The Notice of Internet Availability of Proxy Materials also instructs you on how you may submit your proxy over the
General Information About the Annual Meeting and Voting
Internet. We believe this This e-proxy process expedites receipt of proxy materials by stockholders, while also lowering our costs and reducing the environmental impact of our annual meeting. We have used this e-proxy process to furnish proxy materials over the Internet to certain of our stockholders over the Internet.who have so elected.
If you received a Notice of Internet Availability of Proxy Materials in the mail and would like to receive a printed copy of our proxy materials, you should follow the instructions for requesting these materials provided in the Notice of Internet Availability of Proxy Materials.
Stockholders owning our common stock at the close of business on March 9, 2022,7, 2024, the record date, or their legal proxy holders, are entitled to vote at the annual meeting. The Board strongly encourages you to vote. Your vote is important. Voting early helps ensure we receive a quorum of shares necessary to hold the annual meeting. When stockholders do not vote, the stockholders who do vote influence the outcome of the matters on which they vote in greater proportion than their percentage ownership of HII shares.
We have two types of stockholders: stockholders of record and “street name” stockholders. Stockholders of record are stockholders who own their shares in their own names on the company’s books. Street name stockholders are stockholders who own their shares through a bank, broker or other holder of record.
Voting by Stockholders of Record. If you are a stockholder of record, you have four voting options. You may vote:
| • | over the Internet at www.envisionreports.com/HII, the web address included in the Notice of Internet Availability of Proxy Materials and in the proxy card (if you received a proxy card); |
by telephone through the number included in the proxy card (if you received a proxy card);
| • | by telephone through the number included in the proxy card (if you received a proxy card); |
by signing and dating your proxy card (if you received a proxy card) and mailing it in the prepaid and addressed envelope; or
| • | by signing and dating your proxy card (if you received a proxy card) and mailing it in the prepaid and addressed envelope; or |
by virtually attending the annual meeting and voting (there is no physical location for the annual meeting).
| • | by virtually attending the annual meeting and voting (there is no physical location for the annual meeting). |
If you have Internet access, we encourage you to vote over the Internet. It is convenient and it saves us significant postage and processing costs. In addition, when you vote by proxy over the Internet or by telephone prior to the meeting date, your proxy vote is recorded immediately, and there is noeliminating the risk that postal delays will cause your proxy vote to arrive late and therefore not be counted.
Internet and telephone voting facilities for stockholders of record are available 24 hours a day. The Internet and telephone voting procedures verify you are a stockholder of record by use of a control number and enable you to confirm your voting instructions have been properly recorded. If you vote by Internet or telephone, you do not need to return your proxy card (if you received a proxy card).
You will also be able to attend, participate and vote your shares electronically at the annual meeting online by visiting: https://meetnow.global/MW6JXNH.M46HNG9. If you are a stockholder of record (i.e., you hold your shares through our transfer agent, Computershare), you do not need to register to participate in
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General Information About the Annual Meeting and Voting
the annual meeting virtually on the Internet. Please follow the instructions on the notice or proxy card that you received.
Whether or not you plan to attend the virtual annual meeting, we urge you to have your proxy vote recorded in advance of the meeting. If you attend the annual meeting and vote at the annual meeting, any prior proxy votes you submitted, whether by Internet, telephone or mail, will be superseded by the vote you cast at the annual meeting. In any event, the method by which you vote your proxy will not limit your right to vote at the annual meeting if you decide to virtually attend.
General Information About the Annual Meeting and Voting
Revoking Your Proxy for Stockholders of Record. If you are a stockholder of record and you vote by proxy using any method, you may revoke your proxy later and change your vote at any time before the polls close at the annual meeting. You may do this by:
sending a written statement to that effect to Huntington Ingalls Industries, Inc., Attn: Corporate Secretary, 4101 Washington Avenue, Newport News, Virginia 23607, provided we receive your written statement before the annual meeting date; or
| • | sending a written statement to that effect to Huntington Ingalls Industries, Inc., Attn: Corporate Secretary, 4101 Washington Avenue, Newport News, Virginia 23607, provided we receive your written statement before the annual meeting date; or |
voting again over the Internet or by telephone; or
| • | voting again over the Internet or by telephone, prior to the start of the annual meeting; or |
signing and returning another proxy card with a later date, provided we receive the later proxy card before the annual meeting date; or
| • | signing and returning another proxy card with a later date, provided we receive the later proxy card before the annual meeting date; or |
virtually attending the annual meeting and voting.
| • | virtually attending the annual meeting and voting. |
Only the most recent proxy vote will be counted, and all others will be discarded regardless of the method of voting.
Voting by Street Name Stockholders. If your shares are held in “street name” through a broker, bank or other nominee,holder of record, please refer to the instructions they provide regarding how to vote your shares or to revoke your voting instructions. The availability of telephone and Internet voting depends upon the voting processes of the broker, bank or other nominee.holder of record.
If you are a street name stockholder, you must register with Computershare no later than 5:00 p.m., Eastern Daylight Time, on April 28, 2022,26, 2024, to participate in the annual meeting. To do so you must submit proof of your proxy power (legal proxy) reflecting your HII share holdings, along with your name and email address, to Computershare. Requests for registration must be labeled as “Legal Proxy.” You will receive a confirmation of your registration by email after we receive your registration materials. Requests for registration should be directed to us as follows:
By email: Forward the email from your broker, or attach an image of your legal proxy, to
legalproxy@computershare.com
By mail:
Computershare
Huntington Ingalls Industries, Inc. Legal Proxy
P.O. Box 43001
Providence, RI 02940-3001
Whether or not you plan to attend the virtual annual meeting, we urge you to have your proxy vote recorded in advance of the meeting. If you virtually attend the annual meeting and vote at the annual meeting, any prior proxy votes you submitted, whether by Internet, telephone or mail, will be superseded by the vote you cast at the annual meeting. In any event, the method by which you vote your proxy will not limit your right to vote at the annual meeting if you decide to virtually attend.
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General Information About the Annual Meeting and Voting
Confidential Voting. We treat your vote as confidential to protect the privacy of our stockholder votes. Proxies and voting instructions provided to banks, brokers and other holders of record are kept confidential. Only the proxy solicitor, the proxy tabulator and the inspector of elections have access to the proxies and voting instructions.
QUORUM, VOTE REQUIRED AND METHOD OF COUNTING
At the close of business on the record date, 40,067,00039,608,508 shares of our common stock were outstanding and entitled to vote at the annual meeting. Each outstanding share of common stock is entitled to one vote.
General Information About the Annual Meeting and Voting
A quorum must be present to transact business at the annual meeting. A quorum will be present if a majority of the outstanding shares entitled to vote as of the record date are present, in person or by proxy. If you indicate an abstention as your voting preference on all matters, your shares will be counted toward a quorum but will not be votedcounted as votes cast on any matter. If you are a street name stockholder and do not vote yourWe expect that uninstructed shares your bank, brokerheld by banks, brokers or other holderholders of record may vote your shareswill not be voted, or treated as votes cast, on any proposal other than the proposal to ratify the appointment of our independent auditors, for which is known as a routine matter.we expect banks, brokers and other holders of record to have discretion to vote. Votes by a bank, brokerbanks, brokers or other holderholders of record on any routine matter will countbe considered present for purposes of determining whether a quorum.quorum is present, provided that the shares cast a vote on at least one matter presented for a vote. In the absence of a quorum, the chairperson of the meeting may adjourn the meeting, and, at any reconvened meeting following such an adjournment at which a quorum is present, any business that might have been transacted at the original meeting may be transacted.
If you are a street name stockholder and do not vote your shares, we expect that your bank, broker or other holder of record canwill only have discretion to vote your shares in its discretion only on Item 34 described in this proxy statement. If you do not give your bank, broker or other holder of record instructions on how to vote your shares on Items 1, 2, 43 and 5 described in this proxy statement, we expect that your shares will not be voted on those matters. SuchAny such “broker non-votes” will have no impact on the results of the vote on Items 1, 2, 43 and 5.
If you hold shares through an HII employee benefit plan, you cannot vote your shares directly. Instead, you can provide voting instructions to the plan trustee, who will vote the shares on your behalf. HII employee benefit plans that hold HII shares provide for pass-through voting to plan participants and designate that plan participants are “named fiduciaries” under the Employee Retirement Income Security Act of 1974 (“ERISA”) for purposes of voting their shares and those shares for which plan participants do not provide voting directions. If you are a plan participant and do not vote your shares, your trustee will vote your shares in accordance with the terms of the relevant plan. As such, your trustee may vote your shares in the same proportion as shares held by the plan for which voting instructions have been received from other participants, which are “named fiduciaries,” unless contrary to ERISA.
The requiredFor each director nominee and the proposals covered by Items 2, 4 and 5 submitted to the stockholders for a vote, and method of calculation for the matters to be presented at the annual meeting are as follows:
Item 1—Proposal to Elect Directors
Directors will be elected byapproval requires a pluralityvote of the shares present in person or by proxy atmajority of the annual meeting or any adjournment thereof and entitled to vote on the electionvotes cast. A majority of directors. Plurality votingvotes cast means the 13 director nominees receiving the most votes will be elected to the Board. If you do not want your shares to be voted with respect to a particular director nominee, you may “withhold” your vote with respect to that nominee. If a director nominee receives a greater number of votes “withheld” for his or her election than votes cast “for” hisa nominee or her election, such nominee will be required under the majority vote director resignation policy included in our Corporate Governance Guidelines to submit an offer of resignation to the Board for its consideration. If you are a street name stockholder and do not vote your shares, your bank, broker or other holder of record cannot vote your shares on this item, and broker non-votes will have no effect on the outcome of the vote.
Item 2—Proposal to Approve Executive Compensation on an Advisory Basis
The executive compensation of our NEOs will be approved as an advisory recommendation to the Board if the number of shares voted in favorproposal exceeds the number of shares voted against.votes cast “against” that nominee or proposal. For the proposal covered by Item 3, regarding frequency of future stockholder advisory approvals, the frequency option (i.e., every one year, two years or three years) that receives the most votes cast will be considered to be the frequency that has been selected by stockholders. Abstentions and broker non-votes will have no effect on the results of the vote. If you are a street name stockholder and do not vote your shares, your bank, broker or other holder of record cannot vote your shares onproposals covered by this item, and broker non-votes will have no effect on the outcome of the vote. Although the vote on this item is non-binding, the Compensation Committee will review the results of the vote and consider it in making future decisions concerning executive compensation.proxy statement.
General Information About the Annual Meeting and Voting
Item 3—Proposal to Ratify Appointment of Our Independent Auditors
Ratification of appointment of our independent auditors will be approved if the number of shares voted in favor exceeds the number of shares voted against. Abstentions will have no effect on the results of the vote. If you are a street name stockholder and do not vote your shares, your bank, broker or other holder of record can vote your shares at its discretion on this item.
Item 4—Proposal to Approve the Huntington Ingalls Industries, Inc. 2022 Long-Term Incentive Stock Plan
The proposal to approve the Huntington Ingalls Industries, Inc. 2022 Long-Term Incentive Stock Plan will be approved if the number of shares voted in favor exceeds the number of shares voted against. Abstentions will have no effect on the results of the vote. If you are a street name stockholder and do not vote your shares, your bank, broker or other holder of record cannot vote your shares on this item, and broker non-votes will have no effect on the outcome of the vote.
Item 5—Stockholder Proposal to Reduce the Threshold At Which Stockholders Can Require a Special Meeting of Stockholders
The stockholder proposal to reduce the threshold at which stockholders can require a special meeting of stockholders be called will be approved if the number of shares voted in favor exceeds the number of shares voted against the proposal. Abstentions will have no effect on the results of the vote. If you are a street name stockholder and do not vote your shares, your bank, broker or other holder of record cannot vote your shares on this item, and broker non-votes will have no effect on the outcome of the vote.
IMPORTANT REMINDER OF EFFECT OF NOT CASTING YOUR VOTE IF YOU ARE A STREET NAME STOCKHOLDER
If you are a street name stockholder, it is critical you vote your shares if you want your vote to count on Items 1, 2, 4 and 5. Your bank, broker or other holder of record is not permitted to vote your shares on Items 1, 2, 4 or 5, unless you instruct them how you wish to vote. Such “broker non-votes” will have no impact on the results of the vote on Items 1, 2, 4 and 5.
SOLICITING AND TABULATING VOTES
The Board has made these materials available to you in connection with its solicitation of proxies for use at our annual meeting. We will bear the costs of soliciting and tabulating your votes. In addition to
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General Information About the Annual Meeting and Voting
solicitation by mail, our directors, officers and employees may solicit proxies personally, by telephone, by email or otherwise. These directors, officers and employees will not receive additional compensation for the solicitation, but may be reimbursed for out-of-pocket expenses incurred in connection with the solicitation. In addition, we have retained MacKenzie Partners, Inc. to assist in the solicitation of proxies for the 20222024 annual meeting for a fee of $15,000, plus associated costs and expenses.
Copies of solicitation materials will be furnished to brokerage firms, fiduciaries and other custodians whothat hold shares of our common stock of record for beneficial owners, for forwarding to such beneficial owners. We may also reimburse banks, brokers and other holders of record for reasonable, out-of-pocket expenses for forwarding these proxy materials to you, according to certain regulatory fee schedules. See “Electronic Access to Proxy Statement and Annual Report” below for information on how you can help reduce printing and mailing costs.
ELECTRONIC ACCESS TO PROXY STATEMENT AND ANNUAL REPORT
You can elect in advance to receive future proxy materials by email. If you choose to receive future proxy materials by email, you will receive an email with instructions containing a link to the website where those materials are available, as well as a link to the proxy voting website.
General Information About the Annual Meeting and Voting
If you are a stockholder of record, you may enroll in the electronic delivery service by going directly to www.envisionreports.com/HII. You may revoke your electronic delivery election at this sitewebsite at any time and request a paper copy of the proxy statement and annual report.
If you are a street name stockholder, you may also be able to receive copies of the proxy statement and annual report electronically. Please check the information provided in the proxy materialsvoting instruction form you received from your bank, broker or other holder of record concerning the availability of this service.
We have adopted a procedure called “householding.” Under this procedure, stockholders of record who have the same address and last name and do not participate in electronic delivery of proxy materials will receive only one copy of the Notice of Internet Availability of Proxy Materials or the printed proxy materials, unless we have received contrary instructions from one or bothall of such stockholders. This procedure reduces our printing costs and postage fees and is environmentally friendly.
If you and another stockholder of record with whom you share an address are receiving multiple copies of the Notice of Internet Availability of Proxy Materials or the printed proxy materials, you can request to receive a single copy of the printed proxy materials in the future by calling our transfer agent, Computershare, at 1-888-665-9610, or writing to usComputershare at www-us.computershare.com/Investor/ or HII at Investor Relations, 4101 Washington Avenue, Newport News, VA 23607. If you and another stockholder of record with whom you share an address wish to receive a separate Notice of Internet Availability of Proxy Materials or separate printed proxy materials, we will promptly deliver them to you if you request them by contacting Computershare by phone or Investor Relations in writing in the same manner described above.
Stockholders who participate in householding and who receive printed proxy materials will continue to receive separate proxy cards. If you are a street name stockholder, you can request householding by contacting your bank, broker or other holder of record through which you hold your shares.
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OVERVIEW OF CORPORATE GOVERNANCE
Corporate governance addresses the relationships among the Board, company management and the company’s stockholders, with the objectives of promoting the company’s long-term success, improving corporate performance, strengthening Board and management accountability and promoting the long-term interests of our stockholders. The Board and senior management are committed to corporate governance best practices. We believe governance best practices are important not only to our stockholders, but to our customers, employees, suppliers and other stakeholders as well.
The following sections provide an overview of our corporate governance model and practices. Among other topics, we describe the responsibilities of the Board, how directors are selected and certain important aspects of Board operations.
RESPONSIBILITIES OF THE BOARD OF DIRECTORS
We believe the foundation of sound corporate governance is a board of directors whose independence, skills, experience and judgment enable the board to effectively oversee management of the company and to provide constructive advice and counsel to management. In addition to its general oversight of management, the Board and its committees perform a number of important functions for the company and its stockholders, including:
evaluating, approving and overseeing the company’s strategic plan developed by management;
| • | evaluating, approving and overseeing the company’s strategic plan developed by management; |
reviewing and approving operating, financial and other corporate plans;
| • | reviewing and approving operating, financial and other corporate plans; |
understanding and assessing the significant enterprise risks to which the company is subject and overseeing management of those enterprise risks;
| • | understanding and assessing the significant enterprise risks to which the company is subject and overseeing management of those enterprise risks; |
selecting our chief executive officer and evaluating the performance of the chief executive officer and other executive officers;
| • | selecting our CEO and evaluating the performance of the chief executive officer and other executive officers; |
overseeing succession plans for our CEO and other senior executives;
| • | overseeing succession plans for our CEO and other senior executives; |
monitoring and evaluating the performance of the company and management;
| • | monitoring and evaluating the performance of the company and management; |
evaluating and approving significant corporate transactions and commitments not entered into in the ordinary course;
| • | evaluating and approving significant corporate transactions and commitments not entered into in the ordinary course; |
overseeing processes that protect the integrity of the company, including the integrity of the company’s financial statements and compliance with legal requirements and the company’s ethics and business conduct standards;
| • | overseeing processes that protect the integrity of the company, including the integrity of the company’s financial statements, and compliance with legal requirements and the company’s ethics and business conduct standards; |
providing advice and counsel to management; and
| • | providing advice and counsel to management; and |
evaluating the effectiveness of the Board and its committees.
| • | evaluating the effectiveness of the Board and its committees. |
The Board’s oversight role is also effected through the Board’s five standing committees—the Audit Committee, the Compensation Committee, the Cybersecurity Committee, the Governance and Policy Committee and the Finance Committee. Each of these committees operates under a separate written charter to promote clarity in their responsibilities and to ensure the committees function in coordination with each other and with the full Board. Our committees are discussed in greater detail beginning on page 2220 of this proxy statement.
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Governance of the Company
The Board believes all director candidates must possess certain fundamental qualifications and that specialized skills and experience should be contributed to the Board by individual directors. The Board and the Governance and Policy Committee consider the qualifications of directors and director candidates individually and in the broader context of the Board’s collective skills and experience measured against the current and future needs of the Board.
Qualifications for All Directors. The Board believes all its members must possess the following fundamental qualifications:
high personal and professional integrity and ethical standards;
| • | high personal and professional integrity and ethical standards; |
significant educational, business, military or professional achievements in leading organizations;
| • | significant educational, business, military or professional achievements in leading organizations; |
ability to represent the best interests of all stockholders; and
| • | ability to represent the best interests of all stockholders; and |
demonstrated leadership ability and sound judgment.
| • | demonstrated leadership ability and sound judgment. |
Prospective directors must also be willing to submit to a background check necessary for a security clearance.
Selection of Individual Candidates. In addition to the qualifications applicable to all director candidates, the Board and the Governance and Policy Committee consider, among other matters, a candidate’s experience and skills in such areas as:
senior leadership
| • | executive leadership and strategy; |
corporate development and strategy
| • | investment strategy, corporate development and mergers and acquisitions; |
corporate governance
| • | corporate governance; |
global operations
| • | advanced technology and innovation; |
finance, accounting and capital markets
| • | executive finance and accounting; |
government relations
| • | human resources and labor relations; |
human resources
| • | compliance, legal and regulatory; |
legal and regulatory matters
| • | shipbuilding and manufacturing operations; |
manufacturing operations
| • | nuclear; |
mergers and acquisitions
| • | military and government relations; |
military and government
| • | cyber and IT risk management; |
risk management
| • | technical services executive leadership; and |
technology
the industries in which the company competes
| • | aerospace and defense industries. |
The Board also considers whether a candidate can commit sufficient time and attention to Board activities, as well as any potential conflicts with the company’s interests. Our objective is for the collective skills, experiences, attributes and perspectives of Board members to create an outstanding, dynamic
Governance of the Company
and effective Board and strengthen the Board’s ability to oversee the company’s business,
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Governance of the Company
enhance its performance and represent the long-term interests of stockholders. All of our non-employee directors are expected to serve on Board committees, supporting the Board’s mission by providing expertise to those committees, and the needsoversight responsibilities of those committees are considered when evaluating director candidates. The Board and the Governance and Policy Committee also consider other attributes, including diversity factors, when selecting director nominees, seeking representation of a range of experiences, backgrounds and perspectives.
Service on Other Boards. In accordance with our Corporate Governance Guidelines, the Board considers the number of boards of other public companies and audit committees of those boardsother public companies on which a director candidate serves. Under our Corporate Governance Guidelines, directors should not serve on more than four boards of publicly traded companies, including our Board, and our directors who also serve as chief executive officers or in equivalent positions of other companies should not serve on more than one other board of a publicly traded company, in each case without the approval of the Chairman of the Board. A director who is a full-time employee of our company may not serve on the board of directors of more than two other publicly traded companies, unless approved by the Board. No member of our Audit Committee may serve on the audit committees of more than three publicly traded companies (including our company) without the approval of the Board, which must determine annually that such simultaneous service would not impair the ability of the member to effectively serve on our Audit Committee.
Retirement Policy. Under the retirement policy of our Corporate Governance Guidelines, a director will not be re-nominated at the annual meeting following the earlier of his or her 76th birthday or 15 years of service on the Board. Upon the recommendation of the Governance and Policy Committee, the Board may waive either of these requirements as to any director, if the Board deems a waiver to be in the best interests of the company.
In addition to our retirement policy, when a director’s principal occupation or business association changes substantially during his or her tenure as a director, the Board expects the affected director to tender his or her resignation for consideration by the Governance and Policy Committee and the Board, as provided in our Corporate Governance Guidelines.
Conclusion.Conclusion. Satisfaction of the foregoing criteria for Board membership is implemented and monitored through a continuous director succession process administered by the Governance and Policy Committee and the Board, as well as through the Board’s self-evaluation process. The Board and the Governance and Policy Committee believe that, individually and collectively, the company’s current directors possess the necessary qualifications, skills, experience and experienceattributes to provide effective oversight of the company’sHII’s business and contribute constructive advice and counsel to the company’s management.
The Governance and Policy Committee is responsible under its charter for recommending director nominees to the full Board for election by our stockholders and for identifying and recommending candidates to fill any vacancies that occur on the Board. The Governance and Policy Committee may use a variety of sources to identify candidates, including recommendations from independent directors or members of management, search firms, communications with other persons who may know of suitable candidates to serve on the Board and stockholder recommendations.
Evaluations of director candidates who would be new to the Board (other than nominees recommended by our stockholders, as described below) include evaluations of the candidate’s background and qualifications by the Governance and Policy Committee, interviews with the Chairman of the Board, members of the Governance and Policy Committee and one or more other members of the Board who express a desire to meet the candidate, and deliberations of the Governance and Policy Committee and the full Board. The
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Governance of the Company
and the full Board. The Governance and Policy Committee then recommends the candidate(s) to the full Board, with the full Board selecting the candidate(s) to be nominated for election by our stockholders or to be elected by the Board to fill a vacancy.
In connection with its recommendations of director nominees to the Board for election at each annual meeting, the Governance and Policy Committee considers the size of the Board and the criteria set forth above to recommend nominees who, individually and as a group and collectively with directors who are already serving on the Board,other director nominees, the committee believes comprise the skills, experience and qualifications the Board needs to achieve its mission. Accordingly, in connection with the annual meeting director nomination process, the Governance and Policy Committee annually reviews the composition of the Board as a whole and makes recommendations if necessary, to achieve the optimal mix of experience, expertise, skills, specialized knowledge, diversity and other factors.
Stockholders who wish to recommend director candidates for consideration by the Governance and Policy Committee must submit the name and relevant information about the candidate in writing to the Corporate Secretary. All director candidates recommended by stockholders are required to meet the criteria for directors described above, and candidates who meet such criteria will be evaluated by the Governance and Policy Committee. In accordance with our Corporate Governance Guidelines, the Governance and Policy Committee will evaluate director candidates recommended by stockholders in the same manner as candidates identified through other means.
Stockholders who wish to nominate a person for election as a director at an annual meeting must follow the procedures set forth in our bylaws, as described beginning on page 3029 of this proxy statement. Additionally, our bylaws include a proxy access right, which enables a stockholder or a group of up to 20 stockholders owning continuously for at least three years an amount of shares that constitutes 3% or more of our outstanding common stock as of the date of nomination to nominate and include in our proxy materials director candidates constituting up to the greater of 25% of the number of directors then in office or two directors, subject to the requirements specified in our bylaws. Stockholders who wish to nominate director candidates for inclusion in our proxy materials under our proxy access bylaw provisions must satisfy the requirements in our bylaws, as described under the heading “Communications and Company Documents—Future Stockholder Proposals and Nominations of Directors” of this proxy statement. The Board expects to evaluate any director candidates nominated through the proxy access process in athe same manner similar to that applied toas other director candidates.candidates are evaluated.
MAJORITY VOTE DIRECTOR RESIGNATION POLICY
Our Corporate Governance Guidelines include a majority vote director resignation policy. Under such policy, any nominee for director who receives a greater number of votes “withheld” from his or her election than votes “for” such election (a “Majority Withhold Vote”) in an uncontested election of directors must tender to the Board his or her offer of resignation within five days following certification of the stockholder vote. The Governance and Policy Committee will promptly consider the resignation offer and make a recommendation to the Board to accept or reject the tendered offer of resignation. The Board will act on the Governance and Policy Committee’s recommendation within 90 days following certification of the stockholder vote. The Board will then promptly disclose its decision to accept or reject the director’s resignation offer, including its rationale, in a report furnished to or filed with the SEC.
The Governance and Policy Committee in making its recommendation, and the Board in making its decision, will consider the best interests of the company and our stockholders and may consider any other factors or other information that it considers appropriate and relevant, including but not limited to:
the stated reasons, if any, why stockholders withheld their votes;
possible alternatives for curing the underlying cause of the withheld votes;
Governance of the Company
the director’s tenure;
the director’s qualifications;
the director’s past and expected future contributions to the company; and
the overall composition of the Board and its committees, including whether, if the offer of resignation is accepted, the company will no longer be in compliance with any applicable law, rule, regulation or governing document.
Any director who tenders his or her offer of resignation under our majority vote director resignation policy will not participate in the Governance and Policy Committee deliberation or recommendation or Board deliberation or action to accept or reject the resignation offer. If a majority of the Governance and Policy Committee received a Majority Withhold Vote at the same election, then the independent directors (other than those who received a Majority Withhold Vote in that election) will instead appoint a committee among themselves to consider the resignation offers and recommend to the Board whether to accept them. If, however, the independent directors who did not receive a Majority Withhold Vote constitute two or fewer directors, all independent directors may participate in the action to accept or reject the resignation offers, except that each director who has tendered his or her offer of resignation will recuse himself or herself from the deliberations and voting with respect to his or her individual offer to resign.
If a director’s resignation offer is not accepted by the Board, that director will continue to serve for the term for which he or she was elected and until his or her successor is duly elected, or his or her earlier death, disability, resignation or removal. If a director’s resignation offer is accepted by the Board, then the Board, in its sole discretion in accordance with our bylaws, may fill any resulting vacancy or may decrease the size of the Board.
STOCKHOLDERS RIGHT TO NOMINATE PROXY ACCESS NOMINEES
Our bylaws provide our stockholders proxy access rights. Under Section 2.15 of our bylaws, we are required to include in our proxy materials for an annual meeting any stockholder nominee who is nominated by an “Eligible Stockholder.” An “Eligible Stockholder” is any stockholder or group of up to 20 stockholders that has beneficially owned continuously for at least three years an amount of shares that constitutes 3% or more of our outstanding common stock as of the date of nomination. Eligible Stockholders must provide proof of ownership of the requisite amount of stock for the three-year time period and represent that the shares were acquired in the ordinary course of business and not to change or influence control of the company. Eligible Stockholders must also provide certain other written representations, warranties and agreements to the company, including an agreement to assume liability from any legal or regulatory violation arising out of the Eligible Stockholder’s communication with our stockholders and to comply with all applicable laws and regulations, as described in more detail in Section 2.15 of the bylaws.
The maximum number of directors who can be nominated by Eligible Stockholders, referred to as “Stockholder Nominees,” at any annual meeting is the greater of 25% of the number of directors then in office or two directors. Section 2.15 of our bylaws includes procedures to prioritize nominations if the number of Stockholder Nominees exceeds the maximum number of Stockholder Nominees we are
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required to include in our proxy materials for any annual meeting. Stockholder Nominees must provide written notice to the company, which must include specific information, including information similar to the information required from stockholders to propose business and director nominations through the advance notice provisions included in Section 2.08 of our bylaws. As described in Section 2.15 of our bylaws, this notice must include an express consent to be named as a director nominee in our proxy materials and to serve as a director if elected, as well as required disclosures and information about, and representations, undertakings and consents by, the Stockholder Nominee to enable the Board to
Governance of the Company
determine whether the Stockholder Nominee meets the independence and other general requirements for directors set forth in our bylaws and our Corporate Governance Guidelines.
Stockholders who would like to nominate candidates using proxy access should refer to Section 2.15 of our bylaws, which sets forth all the requirements for proxy access nominations. The Board may exclude any Stockholder Nominee from our proxy materials if the Stockholder Nominee or Eligible Stockholder(s) fail to meet the requirements or provide the undertakings set forth in our bylaws or Corporate Governance Guidelines and for other reasons set forth in our bylaws. See “Communications and Company Documents—Future Stockholder Proposals and Nominations of Directors.”
The Board makes determinations regarding the independence of our directors on an annual basis, based upon the Governance and Policy Committee’s evaluation of director independence and related recommendations to the Board. Under our Corporate Governance Guidelines, to be considered independent: (i) a director must be independent as determined in accordance with the NYSE Listed Company Manual and (ii) in the Board’s judgment, the director must not have a material relationship with the company (either directly or as a partner, shareholder or officer of an organization that has a relationship with the company).
The Board has considered relevant relationships between the company and each non-employee director to determine compliance with the independence requirements included in our Corporate Governance Guidelines. Based upon its review, the Board has determined that Mr. Bilden, General Collins, Mr. Denault, Admiral Donald, Admiral Faller, Ms. Harker, Mr. Jimenez, Ms. Kelly, Ms. McKibben, Ms. O’Sullivan, Mr. Schievelbein and Mr. Welch, and Mr. Wilson, who currently comprise the Board’s non-employee directors, are independent. The Board has also determined that each current member of the Audit Committee satisfies the additional SEC independence requirements applicable to audit committee members, and that each current member of the Compensation Committee satisfies the enhanced independence requirements of the NYSE listing standards.
The Board believes one of its primary responsibilities is to evaluate and determine from time to time the optimal Board leadership structure to provide effective oversight of the company. Our bylaws establish the position of Chairman of the Board and direct that the Board will designate the Chairman. Our Corporate Governance Guidelines provide further that the Board believes it is in the best interests of the company and its stockholders for the Board to have the flexibility to determine the best director to serve as Chairman. The independent directors address the Chairman role on at least an annual basis,annually, comparing the advantages and disadvantages of a combined chairman and chief executive officer role and separate chairman and chief executive officer roles in the context of our operating and governance environment over time.
Non-Executive Chairman. The Board has considered Board leadership and determined an independent, non-executive chairman is the optimal model for the companyHII at this time. A non-executive chairman provides the Board with independent leadership and allowsfacilitates the chief executive officer toofficer’s focus on the company’s business operations. The Board elected Admiral Donald as our non-executive Chairman of the Board in April 2020, and has continued to succeed Admiral Thomas B. Fargo, who served as our Chairman fromelect him on annual basis since that time.
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Governance of the time the company began operating as an independent stand-alone company in 2011 until his retirement from the Board in 2020.Company
Our non-executive Chairman has the following responsibilities under our Corporate Governance Guidelines:
chair all Board and stockholder meetings, including executive sessions of the independent directors;
| • | chair all Board and stockholder meetings, including executive sessions of the independent directors; |
| • | serve as a liaison between the chief executive officer and the independent directors; |
| • | ensure the quality, quantity and |
| • | prepare the agendas of the Board meetings and assist the chairperson of each standing committee with preparation of agendas for the respective committee meetings, taking into account the requests of other Board and committee members; |
Governance of the Company
serve as a liaison between the chief executive officer and the independent directors;
| • | set an appropriate schedule for Board meetings to assure there is sufficient time for discussion of all agenda items; |
ensure the quality, quantity and timeliness of the flow of information from management to the Board; although management is responsible for the preparation of materials for the Board, the non-executive Chairman may specifically request the inclusion of certain materials;
| • | along with the chairman of the Governance and Policy Committee, interview all Board candidates and make recommendations to the Governance and Policy Committee and the Board; |
prepare the agendas of the Board meetings and assist the chairperson of each standing committee with preparation of agendas for the respective committee meetings, taking into account the requests of other Board and committee members;
| • | have the authority to call meetings of the Board and meetings of the independent directors; and |
| • | if requested by the chief executive officer, be available for consultation and direct communication with stockholders. |
set an appropriate schedule for Board meetings to assure there is sufficient time for discussion of all agenda items;
along with the chairman of the Governance and Policy Committee, interview all Board candidates and make recommendations to the Governance and Policy Committee and the Board;
have the authority to call meetings of the Board and meetings of the independent directors; and
if requested by the chief executive officer, be available for consultation and direct communication with stockholders.
Conclusion.Conclusion. All of our directors play an active role overseeing the companyHII at both the Board and committee levels. The Board is currently comprised of 11 independent directors and two one non-independent directors, one director, who serves as our Chief Executive Officer and the other who serves as Executive Vice Chairman of the Board after stepping down as our Chief Executive Officer. Our independent directors are skilled and experienced leaders in business, industry, the military and government. Our independent directors are effective in collaboratingeffectively collaborate with management and thoroughly evaluatingevaluate management proposals, made by management, and an independent Board leader facilitates this relationship. We therefore believe a non-executive Chairman of the Board, along with 10 other strong independent directors, is an appropriate and effective model at this time to oversee management of the companyHII and to provide advice and counsel to the Chief Executive Officer and other executive management of the company.
BOARD COMMITTEE FUNCTIONS AND MEMBERSHIP
The Board has five standing committees: Audit, Compensation, Cybersecurity, Governance and Policy and Finance. Each of the Audit, Compensation and Governance and Policy Committees is constituted and operated in accordance with SEC requirements and the NYSE’s corporate governance listing standards; thestandards. The Cybersecurity Committee and Finance CommitteesCommittee are not required by the SEC or the NYSE listing standards and are therefore not subject to any such requirements or standards. Each Board committee is governed by a written charter, which sets forth the responsibilities of the committee, including the responsibilities described in this section. Each charter can be viewed on our website at www.hii.com and is available in print to any stockholder requesting a copy. All members of each Board committee are independent, as determined under our Corporate Governance Guidelines and the corporate governance listing standards of the NYSE.additional SEC and NYSE independence standards.
Audit Committee. The Audit Committee’s responsibilities include:
Overseeing HII’s relationship with its independent auditor, including (i) reviewing and pre-approving each service and related fees considered to be auditing services and non-prohibited non-audit services and (ii) meeting with the independent auditor to review, among other things, all critical accounting policies, all material alternative accounting treatments discussed with management, and all material written communications with management
Overseeing our internal audit function
| • | Overseeing HII’s relationship with its independent auditor, including (i) reviewing and pre-approving each service and related fees considered to be auditing services and non-prohibited non-audit services and (ii) meeting with the independent auditor to review, among other things, all critical accounting policies, all material alternative accounting treatments discussed with management, and all material written communications with management; |
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Governance of the Company
Overseeing financial statement and disclosure matters, including meeting with management, the internal auditors and the independent auditor to review and discuss the content of our periodic reports, including financial information, and management’s assessment of internal control over financial reporting
| • | Overseeing our internal audit function; |
| • | Overseeing financial statement and disclosure matters, including meeting with management, the internal auditors and the independent auditor to review and discuss the content of our periodic reports, including financial information, and management’s assessment of internal control over financial reporting; |
Overseeing other matters, including our major financial risk exposures and our compliance program.
| • | Reviewing and overseeing HII’s policies and practices relating to corporate sustainability matters relative to environmental stewardship; and |
| • | Overseeing other matters, including our major financial risk exposures and our compliance program. |
The current members of the Audit Committee are Mr. WilsonDenault (chairman), General Collins, Admiral Faller, Mr. Schievelbein and Mr. Welch. Admiral Faller was appointed to the Audit Committee in October 2023 upon his election to the Board. The Board has determined, in accordance with NYSE requirements, that each member of the Audit Committee is financially literate and that Mr. WilsonDenault possesses accounting or related financial management expertise. The Board has also determined that Mr. WilsonDenault qualifies as an “audit committee financial expert,” as defined under applicable SEC rules.
Compensation Committee. The Compensation Committee’s responsibilities include:
Establishing annual and long-term performance goals and objectives for the Chief Executive Officer and all other elected officers, and evaluating those officers against their goals and objectives
| • | Establishing annual and long-term performance goals and objectives for the Chief Executive Officer and all other elected officers, and evaluating those officers against their goals and objectives; |
Reviewing, approving and submitting for ratification by the independent members of the Board the Chief Executive Officer’s compensation
| • | Reviewing, approving and submitting for ratification by the independent members of the Board the Chief Executive Officer’s compensation; |
Reviewing and approving the direct and indirect compensation of all other elected officers
| • | Reviewing and approving the direct and indirect compensation of all other elected officers; |
Reviewing and recommending to the Board matters concerning compensation of Board members
| • | Reviewing and recommending to the Board matters concerning compensation of Board members; |
Reviewing the succession of qualified executive management
| • | Reviewing the succession of qualified executive management; |
Identifying, in consultation with management, the appropriate peer group for competitive comparisons and relative position of pay levels versus peers
| • | Identifying, in consultation with management, the appropriate peer group for competitive comparisons and relative position of pay levels versus peers; |
| • | Overseeing our policy regarding the recovery of performance-based short- or long-term cash or equity incentive compensation payments in certain circumstances; and |
Overseeing our policy regarding the recovery of performance-based short- or long-term cash or equity incentive compensation payments in certain circumstances.
| • | Reviewing and overseeing HII’s policies and practices relating to its human capital management function. |
Delegation: The Compensation Committee does not delegate its responsibilities with respect to compensation that is specific to the executive officers. For other employees and for broad-based compensation plans, the Compensation Committee may delegate authority to a subcommittee consisting of not less than two members of the Compensation Committee.
The current members of the Compensation Committee are Ms. Harker (chairwoman), Mr. Bilden,Admiral Donald, Mr. Jimenez and Ms. Kelly. Mr. JimenezAdmiral Donald was appointed to the Compensation Committee in January 2022 upon his election to the Board.effective August 1, 2023. The Board has determined that each member of the Compensation Committee qualifies as a non-employee director under SEC Rule 16b-3. None of our executive officers served as a member of the board of directors or compensation committee of any entity that has one or more executive officers serving as a member of our Board or our Compensation Committee. Accordingly, no interlocks with other companies, within the meaning of the SEC’s proxy rules, existed during 2021.
Cybersecurity Committee. The Cybersecurity Committee’s responsibilities include:
Reviewing the company’s enterprise cybersecurity strategy and framework, including the company’s assessment of cybersecurity threats and risk, data security programs and the company’s management and mitigation of cybersecurity and information technology risks and potential breach incidents
Reviewing any significant cybersecurity incident that has occurred, reports to or from regulators with respect thereto and steps that have been taken to mitigate against reoccurrence
| • | Reviewing the company’s enterprise cybersecurity strategy and framework, including the company’s assessment of cybersecurity threats and risk, data security programs and the company’s management and mitigation of cybersecurity and information technology risks and potential breach incidents; |
Governance of the Company
Evaluating the effectiveness of the company’s cyber risk management and data security programs measured against the company’s cybersecurity threat landscape
| • | Reviewing any significant cybersecurity incident that has occurred, reports to or from regulators with respect thereto and steps that have been taken to mitigate against reoccurrence; |
Assessing the effectiveness of the company’s data breach incident response plan
| • | Evaluating the effectiveness of the company’s cyber risk management and data security programs measured against the company’s cybersecurity threat landscape; |
Reviewing and assessing the company’s information technology disaster recovery capabilities
| • | Assessing the effectiveness of the company’s data breach incident response plan; |
| • | Reviewing and assessing the company’s information technology disaster recovery capabilities; and |
Reviewing the company’s assessment of cybersecurity threats and risk associated with the company’s supply chain and actions the company is taking to address such threats and risks.
| • | Reviewing the company’s assessment of cybersecurity threats and risk associated with the company’s supply chain and actions the company is taking to address such threats and risks. |
The current members of the Cybersecurity Committee are Mr. Bilden (chairman)Ms. O’Sullivan (chairwoman), General Collins, Admiral Donald and Ms. O’Sullivan and Mr. Wilson.McKibben, who was appointed to the Cybersecurity Committee effective August 1, 2023.
Governance and Policy Committee. The Governance and Policy Committee’s responsibilities include:
Developing and recommending to the Board criteria for Board membership
| • | Identifying candidates qualified to serve on the Board and recommending nominees for election to the Board; |
Identifying and reviewing the qualifications of director candidates
| • | Identifying and recommending committee member appointments to the Board; |
Assessing the contributions and independence of incumbent directors in determining whether to recommend them for reelection to the Board
| • | Reviewing stockholder proposals and recommending any Board responses; |
Identifying and recommending committee member appointments to the Board
| • | Reviewing and overseeing HII’s policies and practices with respect to significant public policy and corporate citizenship and responsibility matters; |
Reviewing stockholder proposals and recommending any Board response
| • | Reviewing and overseeing HII’s policies and practices relating to significant corporate sustainability matters other than human capital matters and energy management matters; |
Reviewing and monitoring the company’s policies and procedures with respect to significant public policy and corporate citizenship and responsibility matters
| • | Overseeing the company’s policies and procedures for related party transactions and reviewing and overseeing related party transactions for potential conflicts of interest; |
Reviewing and monitoring the company’s policies and procedures relating to corporate sustainability matters
| • | Overseeing the evaluation of the Board; and |
Overseeing the company’s policies and procedures for reviewing and approving related party transactions and reviewing and overseeing all related party transactions for potential conflicts of interest
Overseeing the evaluation of the Board
Generally monitoring the Board’s oversight of risk management
Reviewing and assessing whether the Board’s leadership structure is appropriate.
| • | Generally monitoring the Board’s oversight of risk management. |
The current members of the Governance and Policy Committee are Mr. Welch (chairman), Mr. Jimenez and Mses. Kelly and McKibben. Mr. Jimenez was appointed to the Governance and Policy Committee in January 2022 upon his election to the Board.
Finance Committee. The Finance Committee’s responsibilities include:
Overseeing and reviewing our financial affairs, strategies and policies
Reviewing and making recommendations to the Board regarding:
our financial policies and strategies, capital structure and financial condition
our issuances of debt and equity securities and significant borrowing transactions
| • | Overseeing and reviewing our financial affairs, strategies and policies; |
| • | Reviewing and making recommendations to the Board regarding: |
| • | our financial policies and strategies, capital structure and financial condition; |
| • | our issuances of debt and equity securities and significant borrowing transactions; |
| • | strategic transactions; |
| • | employee benefit plan assets; |
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Governance of the Company
strategic transactions
| • | our dividend policy and stock repurchase programs; and |
employee benefit plan assets
| • | significant capital expenditures; |
our dividend policy and stock repurchase programs
| • | Providing oversight to ensure that our financial policies and strategies are consistent with our capital budget, annual operating plan and strategic plan; and |
significant capital expenditures
Providing oversight to ensure that our financial policies and strategies are consistent with our capital budget, annual operating plan and strategic plan
Overseeing discrete operational matters that could have a significant impact on the company.
| • | Overseeing discrete operational matters that could have a significant impact on the company. |
The current members of the Finance Committee are Mr. Schievelbein (chairman), Mr. Bilden,Denault, Admiral DonaldFaller and Mses. Harker McKibben and O’Sullivan. Admiral Faller was appointed to the Finance Committee in October 2023 upon his election to the Board.
We phased outHII directors serve one-year terms. Accordingly, if elected, the classificationterms of our Board, beginning with our annual meeting held in 2016 and ending with our annual meeting held in 2018. Accordingly, the 1312 directors nominated to stand for election at our 20222024 annual meeting will be voted upon to serve one-year terms.expire at our 2025 annual meeting of stockholders.
EXECUTIVE SESSIONS OF NON-EMPLOYEE DIRECTORS
In accordance with our Corporate Governance Guidelines, our directors, with no members of management present (including directors who are also officers of the company), have the opportunity to meet in executive session at each regularly scheduled Board meeting. In addition, our Corporate Governance Guidelines provide that at least one executive session of independent directors will be held each year. In 2021,2023, all of our directors, other than our Chief Executive Officer, were independent under NYSE corporate governance listing standards. The independent directors met in executive session at all sixfive regular Board meetings during the year. Our non-executive Chairman, Admiral Donald, presided over the executive sessions.
The Audit Committee meets at each of its regular meetings in separate executive sessions with management, with our independent auditor, with our Vice President of Internal Audit and with only committee members only.present. The Compensation Committee, the Cybersecurity Committee, the Governance and Policy Committee and the Finance Committee also meet in executive session on a routine basis, with only members of the committee and other attending Board members present.
THE BOARD’S ROLE IN RISK OVERSIGHT
The Board’s responsibilities include oversight of risk management, which includes overseeing our system of financial and operational internal controls, our compliance with applicable laws and regulations, data and cybersecurity risks and our processes for identifying, assessing and mitigating other significant risks that may affect the company.HII. To discharge these responsibilities, the Board must understand the significant risks to which the company is subject. RisksWhile risks are an inherent element of business operations and our business strategy creates risks. Therisk, the Board understands it is neither possible nor prudent to eliminate all risk. Indeed, purposeful, appropriate and managed risk-taking is essential for the companyHII to be competitive and profitable and successfully execute its business strategy. The Board’s objective in overseeing risk management oversight objective is to confirm management is identifying and appropriately managing and mitigating our significant risks.
Management has implemented a robust enterprise risk management (“ERM”) program, which includes annual risk assessments, risk analyses, the development of risk plans for each enterprise risk, which include risk mitigation activities, for enterprise risks,risk monitoring of the relevant risk,for both existing and
Governance of the Company
emerging risks and periodic reports on individual enterprise risks and ERM program activities to executive management and the Board. Our ERM process is managed by an Enterprise Risk Committee, comprised of management from across business units and programmatic and functional disciplines within the company. The
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Governance of the Company
Enterprise Risk Committee is responsible for overseeing the enterprise risk assessment process, overseeing development of, and monitoring, enterprise risk mitigation plans, assessing risk correlations, monitoring emerging and evolving risks and generating data and reports to facilitate management decision-making and the Board’s risk oversight function. While the Board and its committees oversee risk management, management is responsible for identifying, assessing, managing and mitigating risks.
The Board and its committees are responsible for understanding and evaluating the company’sHII’s ERM processes to determine whether they are achieving their objectives. Management briefs the Board on an annual basis on the company’s overall ERM program, which includes a report on the company’s annual enterprise risk assessment process, a review of the company’s latest roster of enterprise risks and assessments of the probabilities of such risks occurring and their potential severity, andas well as assessments of management’s capability of mitigating individual enterprise risks. Management also briefs the Board or a Board committee on a periodic basis on individual significant risks, which includes a report from management’s risk owner and the related risk mitigation plan. Management seeks to brief the Board on each Tier 1 enterprise risk on an annual basis, except those Tier 1 risks that are relatively static (like the risk of hurricane impact and recovery), which are briefed on a biennial basis. The Board is updated on an interim basis on any changes to the company’sHII’s enterprise risk roster and any other material developments affecting the company’s ERM program.
The Governance and Policy Committee is responsible under its charter for developing and recommending to the full Board a methodologyregimen for the Board’s oversight of risk management and for monitoring the Board’s oversight of risk management. In connection with this responsibility, the Governance and Policy Committee evaluates the enterprise risk roster generated from the company’s enterprise risk assessment, allocates oversight responsibilities among the full Board and individual standing Board committees and develops a risk briefing schedule based upon management’s relative prioritization of enterprise risks.
Risks are inherent in the company’s strategic decisions,operations and pursuit of its strategy, and oversight of risk management is a continuous process. The Board and its committees facilitate open communication between management and the directors and foster an appropriate culture of integrity and risk awareness. The Board and its committees engage in communications throughout the year with management regarding risk assessment and management,enterprise risks, and directors are encouraged to communicate directly with senior management, which they do on a routine basis.
While the full Board has ultimate responsibility for the oversight of risk management, Board committees oversee certain individual enterprise risks relating to matters within the scopes of their respective responsibilities and report to the full Board with respect to this oversight. All five standing Board committees also oversee specific enterprise risks for which they have been assigned oversight
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Governance of the Company
responsibility. Board oversight of certain significant risks arising from the business and activities of HII is allocated generally among the Board and its committees as follows:
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Governance of the Company
BOARD AND COMMITTEE OVERSIGHT OF CYBERSECURITY
In December 2019, in response to the increasing risk exposure presented by data and cybersecurity, the Board formed a standing Cybersecurity Committee of the Board.Board in 2019. The Board believes that dedication of a standing committee to cybersecurity facilitates:facilitates a deeper Board understanding by members of the Cybersecurity Committee of the company’sHII’s data and cybersecurity risk exposure; the opportunity for committee members to have a deeper data and cybersecurity knowledge base; and closer Board oversight of the company’sHII’s management and mitigation of data and cybersecurity risks. Prior to formation of the Cybersecurity Committee, an ad hoc cybersecurity committee of the Board played a role in the Board’s oversight of cybersecurity.
Governance of the Company
In addition to the oversight responsibilities set forth in the table above, the Cybersecurity Committee participates with management periodically in a “tabletop” exercise to test HII’s cybersecurity incident response plan. The committee also meets jointly twice a year with management’s Executive Cybersecurity and IT Steering Committee.
BOARD AND COMMITTEE OVERSIGHT OF SUSTAINABILITY
In connection with HII’s appointment of a Chief Sustainability Officer and formalization of its sustainability program in 2022, the other four standing Board committees play significant roles in the risk management oversight function. Boardrefined its oversight of certain significant risks arising from the businesscompany’s sustainability program. The Board allocated oversight responsibility among the Board and activitiesseveral committees for each of HIIHII’s nine sustainability focus areas identified through a materiality assessment. The Governance and Policy Committee retains general oversight responsibility for the overall sustainability program, as well as four focus areas: ethical conduct, community relations, employee health and safety and environmental compliance. The Compensation Committee has general oversight responsibility for human capital resources, including the specific sustainability focus areas of diversity and inclusion, and employee engagement. The Audit Committee has oversight responsibility for energy management, including greenhouse gas emissions, and the Cybersecurity Committee is coordinated generally amongresponsible for overseeing cybersecurity. The full Board committeesretains oversight responsibility for product safety and quality and supply chain management, which the Board already oversees as follows:enterprise risks.
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BOARD AND COMMITTEE EVALUATIONS
In accordance with our Corporate Governance Guidelines, the Board (under the oversight of the Governance and Policy Committee) conducts an annual evaluation of the performance of the full Board and delegates to the chairpersons of the individual Board committees the responsibility to conduct evaluations of the performance of the respective committees. The Board and committees utilize a mix of self-evaluation processes from year to year, ranging from written narrative responses to written questions regarding Board and committee matters to individual interviews with directors conducted by the Chairman of the Board and the respective committee chairpersons. Followingchairpersons to director assessments of their fellow Board members. In 2023, the collectionBoard’s evaluation process included individual interviews by our Chairman with each Board member, each of informationwhom was provided in advance with potential topics for discussion, and a subsequent Board-only meeting to review and discuss transcribed observations and thoughts from the individual directors, the Board evaluation results are reviewed and discussed by the Board and the respective committee evaluation results are discussed by the related committee.interviews.
Our Corporate Governance Guidelines provide thatencourage all directors are encouraged to periodically attend director continuing education programs, and the Board has adopted an informal policy encouraging each director to attend at least one external director education program every other year.on a biennial basis. We maintainmake available to the Board a roster of continuing director education programs offered by leading director education organizations, facilitate registrations for directors to attend such programs and reimburse directors for expenses incurred to attend such programs.
In addition to encouraging director attendance at external programs, the Board incorporates a “Board Development” topic into the agenda for most Board meetings.meeting agendas on a routine basis. The Board Development topics are generally presented by internal counsel, external counsel or other experts from outside the company.
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Governance of the Company
We track the education programs, both external and internal, that individual directors attend, and the Governance and Policy Committee reviews those reports on at least an annual basis.
POLICY AGAINST HEDGING AND PLEDGING COMPANY SECURITIES
Our insider trading policy prohibits Board members, all vice presidents, officers, director-level employees and certain other designated employees from engaging in any of the following transactions:
speculative transactions in company securities (including trades in puts, calls or other derivative securities or short sales of company securities),
| • | speculative transactions in company securities (including trades in puts, calls or other derivative securities or short sales of company securities), |
holding company securities in a margin account or pledging company securities as collateral for a loan or other transaction, or
| • | holding company securities in a margin account or pledging company securities as collateral for a loan or other transaction, or |
| • | hedging transactions involving company securities (including zero cost collar transactions and forward sale contracts). |
hedging transactions involving company securities (including zero cost collar transactions and forward sale contracts).
CODE OF ETHICS AND BUSINESS CONDUCT
Our Board of Directors has adopted a Code of Ethics and Business Conduct, which applies to our directors, officers and employees. This code identifies core values, standards and behaviors that guide our officers, directors and employees in the discharge of their duties and responsibilities on behalf of HII. The code also includes the commitments the company has made to its employees, customers, stockholders, communities and suppliers. The code addresses, among other matters, conflicts of interest, corporate opportunities, trading in company securities, political contributions and confidential information. Employees are required to report any conduct they believe in good faith is an actual or apparent violation of the code. The Code of Ethics and Business Conduct includes provisions applicable to our senior financial officers, as required by SEC rules.
Our Code of Ethics and Business Conduct is available on our website at www.hii.com and available in print to any stockholder requesting a copy. We post any amendments to our Code of Ethics and
Governance of the Company
Business Conduct on our website and/or disclose the amendments in a filing with the SEC. If we waive a provision of the Code of Ethics and Business Conduct with respect to our chief executive officer, chief financial officer or principal accounting officer, we will post information about the waiver at the same location on our website.
COMPENSATION COMMITTEE INTERLOCKS AND INSIDER PARTICIPATION
None of our executive officers served as a member of the board of directors or compensation committee of any entity that has one or more executive officers serving as a member of our Board or our Compensation Committee. Accordingly, no interlocks with other companies, within the meaning of the SEC’s proxy rules, existed during 2021.
The Board held ninefive meetings in 2021, including six regular meetings and three special meetings.2023. All of the regularly scheduledBoard meetings included an executive session of independent directors. In addition, the Board held 27 committee meetings, comprised of six Audit Committee, five Compensation Committee, six Cybersecurity Committee, five Governance and Policy Committee and five Finance Committee meetings. Each director attended 75% or more of the meetings of the Board and the committees on which he or she served during 2021.2023.
Our Corporate Governance Guidelines include an expectation that all directors will attend our annual meetings of stockholders. All of our directors who were directors or nominees at the time of the 20212023 annual meeting of stockholders attended the annual meeting.meeting, except for Mr. Welch, who had a medical conflict.
We indemnify our directors and our elected officers to the fullest extent permitted by law, so they can be free from undue concern about personal liability in connection with their service to HII. Our bylaws require this indemnification, and we have also entered into agreements with each director and elected officer contractually obligating us to provide this indemnification to him or her.
Communications and Company Documents
We welcome communications from our stockholders and other stakeholders, and we make information important to our stockholders and other stakeholders available on our website. The following sections describe: how stockholders and other stakeholders can communicate with the Board; the information we make available to our stockholders and other stakeholders and where you can find that information; and the procedures that stockholders must follow to propose matters for consideration at our annual meetings or to nominate persons for election as directors at our annual meetings.
COMMUNICATIONS AND COMPANY DOCUMENTS
Stockholders and other stakeholders can communicate with the Board, our non-executive Chairman, our independent directors as a group, individual directors or any of the standing Board committees in care of the Corporate Secretary, Huntington Ingalls Industries, Inc., 4101 Washington Avenue, Newport News, Virginia 23607. At the direction of the Board, all mail received may be opened and screened for security purposes.
Communications from stockholders and other stakeholders are distributed to the Board, the applicable Board committee or an individual director or directors, as appropriate, depending on the facts and circumstances of the communication. The Board has requested that certain items unrelated to the duties and responsibilities of the Board be excluded or redirected, as appropriate, such as: business solicitations or advertisements; junk mail and mass mailings; resumes and other forms of job inquiries; and surveys. In addition, communications that are unduly hostile, threatening or similarly unsuitable will be excluded. Notwithstanding the foregoing, any communication will be made available to any director upon his or her request.
Our website contains our Restated Certificate of Incorporation, Certificates of Amendment of Restated Certificate of Incorporation, Restated Bylaws, Corporate Governance Guidelines, standing Board committee charters and Code of Ethics and Business Conduct. To view these documents, go to www.hii.com, click on “Investors,” the “Company Information”“Company” drop-down box and then “Leadership &“Corporate Governance.” We post any amendments to our Code of Ethics and Business Conduct on our website and/or disclose the amendments in a filing with the SEC. If we waive a provision of the Code of Ethics and Business Conduct with respect to our chief executive officer, chief financial officer or principal accounting officer, we will post information about the waiver at the same location on our website. To view our SEC filings and Forms 3, 4 and 5 filed by our directors and executive officers, go to www.hii.com, click on “Investors,” the “Financial Information”“Financials” drop-down box and then “SEC Filings.”
We will promptly deliver free of charge to any requesting stockholder a copy of our Annual Report on Form 10-K for the year ended December 31, 20212023 (without exhibits), Corporate Governance Guidelines, standing Board committee charters and Code of Ethics and Business Conduct. Requests should be directed to: Corporate Secretary, Huntington Ingalls Industries, Inc., 4101 Washington Avenue, Newport News, Virginia 23607.
You can also print copies of these documents from our website at www.hii.com. We include our website address in this proxy statement only as an inactive textual reference and do not intend it to be an active link to our website. The information on our website and the information contained or linked therein or otherwise connected thereto is not a part of or incorporated by reference into this proxy statement, regardless of any reference to such website in this proxy statement.
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Communications and Company Documents
FUTURE STOCKHOLDER PROPOSALS AND NOMINATIONS OF DIRECTORS
Stockholders may present proposals for consideration at a future meeting of stockholders only if they comply with the requirements of the proxy rules established by the SEC and the requirements of our bylaws.
Communications and Company Documents
Under SEC Rule 14a-8, if a stockholder wants us to include a proposal in our proxy statement and form of proxy for presentation at our 20232025 annual meeting of stockholders, the proposal must be received by us by November 21, 2022,19, 2024, at our principal executive offices located at Huntington Ingalls Industries, Inc., 4101 Washington Avenue, Newport News, Virginia 23607. The proposal should be sent to the attention of the Corporate Secretary.
Article II, Section 2.08 of our bylaws contains the procedures that a stockholder must follow to nominate persons for election as directors or to introduce an item of business at an annual meeting of stockholders outside of SEC Rule 14a-8. Assuming that our 20232025 annual meeting is held within 30 days before or after the anniversary of the 20222024 annual meeting (May 3, 2022)1, 2024), we must receive the notice of your intention to introduce a nomination or to propose an item of business at our 20232025 annual meeting not less than 90 days nor more than 120 days in advance of the anniversary of the date on which we first mailed the proxy materials for our 20222024 annual meeting (March 21, 2022)19, 2024), or between November 21, 202219, 2024 and December 21, 2022.19, 2024.
The notice must be submitted in writing to our principal executive offices located at Huntington Ingalls Industries, Inc., 4101 Washington Avenue, Newport News, Virginia 23607. The notice should be sent to the attention of the Corporate Secretary. Our bylaws specify the information that must be contained in the notice. Our bylaws are posted on our website, www.hii.com, and can be accessed by clicking “Investors,” the “Company Information”“Company” drop-down box and then “Leadership &“Corporate Governance.”
Article II, Section 2.15 of our bylaws contains the procedures eligible stockholders must follow to nominate persons for election as directors and to have those candidates included in our proxy materials (proxy access). Assuming that our 20232025 annual meeting of stockholders is held within 30 days before or after the anniversary of the 20222024 annual meeting (May 3, 2022)1, 2024), we must receive the notice of your intention to make a proxy access nomination not less than 120 days nor more than 150 days in advance of the anniversary of the date on which we first mailed the proxy materials for our 20222024 annual meeting (March 21, 2022)19, 2024), or between October 22, 202220, 2024 and November 21, 2022.19, 2024.
Corporate ResponsibilitySustainability
Our “MVP” Approach
At HII, our sustainability strategy is guided byaligned with our mission and integrated into our business. Our mission is to deliver the following values, which describeworld’s most powerful ships and all domain solutions in service of the nation, creating the advantage for our company as we want itcustomers to be. We wantprotect peace and freedom around the world. Our mission requires relentless teamwork and an unwavering commitment to quality and performance with integrity.
What this means in a practical sense is that our decisions around sustainability must be grounded in our core, guiding principles. We call this set of guiding principles the corporate “MVP”: mission, values and purpose.
Our sustainability efforts at HII revolve around a firm conviction that our MVP-centric approach will provide the essential framework to support the long-term health of the planet, strengthen relationships with our employees and communities and generate policies that reflect good corporate citizenship. Perhaps most importantly, we believe the decisions that result from following the MVP approach will help us attract new talent to the company and spur business innovation and growth.
Formal Sustainability Governance Structure
Since we formally launched our sustainability program in March 2022, the governance of our sustainability program and initiatives has evolved into a tiered structure that starts at the top with oversight from the Board and its committees. The Board has allocated oversight responsibility among the Board and several committees for each of HII’s individual sustainability focus areas. See “Governance of the Company—Board and Committee Oversight of Sustainability.” Internal sustainability governance includes (i) leadership and direction from our Corporate Sustainability Committee and senior leadership, (ii) day-to-day management of specific sustainability initiatives and actions by a team of director-level subject matter experts, and (iii) execution and performance tracking by cross-divisional tiger teams. Our sustainability governance structure provides a comprehensive approach to HII’s evaluation of environmental, social and governance issues that intersect with our business. This structure also facilitates productive discussions that lead to goals and actions to demonstrateaddress identified risks and opportunities.
Importantly, our sustainability strategy is optimized to yield long-term competitive advantages, create stockholder value and generate positive impacts for our people, communities, environment and facilities. To earn the highest standardstrust of professionalour stakeholders, we apply these principles in our formal frameworks, processes, company culture and ethical behavior, and we believe that putting our values into practice creates long-term benefits fordaily actions.
Key Stakeholders
Our key stakeholders are our employees, customers, stockholders, communities and suppliers.suppliers, and our commitment to key stakeholders is articulated in our sustainability strategy.
Integrity
IntegrityEmployees – Today, HII is at the hearta global, all-domain defense provider with a contract backlog of who we aremore than $48 billion and what we do. We are each personally accountable for the highest standardsapproximately 44,000 employees. HII is committed to a values-driven culture of ethics that puts employees’ safety and integrity, and we strive to fulfill our commitments as responsible citizens and employees. We arewell-being first. HII is committed to consistently treating customersbuilding a diverse and company resources withinclusive environment, offering opportunities for training and career growth, where the respect they deserve.
Safety
We greatly value our employees and will not compromise on maintainingleast empowered person in the room feels free to speak up. HII is committed to a safe and healthy work environmentrespectful culture for them. We expect everyone to actively participate and take responsibility for their own safety andall employees, united in the safetycompany’s mission of those around them. Employees can report safety concerns without fear of reprisal and are empowered to stop work if an operation presents significant risk or danger. We continuously evaluate and improve our operations to understand and mitigate safety risk.
Respect
We value people, knowing we must show fairness and equal treatment for all. We will continuously build a collaborative culture of inclusion, where treating each other with empathy, dignity and compassion is the expected behavior. We do this by actively listening to all perspectives and treating everyone in a courteous and professional manner.
Engagement
We are committed to an engaged workforce. Our employees are very engaged in their work and take ownership of their work and their work processes. Engagement is a heightened level of ownership whereby employees endeavor to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole.
Responsibility
We seek and accept personal responsibility for our actions and results. We keep promises and commitments made to others. We are responsible for ensuring quality is a component of everything we do. We take pride in providing outstanding customer service.
Performance
We hold ourselves to a very high standard of performance. We are committed to improving our company performance while upholding our strong values. Superior performance and quality ensure future trust and confidence in our products. We promote continuous improvement, innovation and creativity.
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Corporate ResponsibilitySustainability
COMPANY COMMITMENTSCustomers – HII supports its highly-valued and ever-growing customer base by seeking to ensure the company meets or exceeds customer interests, delivering quality products and services on time, and always fostering continuous improvement.
AsStockholders – HII sustains long-term value and growth in the company through improved performance and intense focus on delivering excellent results.
Communities – HII strives to be an active, visible and positive corporate citizen in every community in which it does business, because its employees make up those communities.
Suppliers – HII engages with its suppliers in a company,transparent and respectful manner, recognizing that suppliers are an integral part the HII is committed to:team—essential to the company’s ability to achieve its business objectives.
Sustainability Focus Areas
In 2022, we identified our initial sustainability focus areas through interviews, surveys and intensive document and resource reviews. We refer to this process as our “priority assessment.” From this process, the following sustainability focus areas emerged:
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We have a long and distinguished history of corporate responsibility, including corporate sustainability and corporate citizenship. HII’s motto of “Hard Stuff Done Right” is directed at the difficult work we do, but, even more importantly, it conveys our commitment to always do the right thing. Doing the right thing includes being a responsible corporation that prioritizes operating in a manner that is consistent with our values and considering the interests of all of our stakeholders. We are committed to a culture that provides a mutually beneficial relationship with our suppliers, a culture that gives back while still meeting the expectations of our stockholders and a culture dedicated to delivering products of exceptional quality to our customers. We are also committed to the health, welfare and development of our employees and the continuous improvement and transformation of our communities.
We encourage you to review our Corporate Sustainability Report, available on our website, to learn more about our approach to human capital management, diversity and inclusion, ethics and compliance, product safety and quality, data and cyber security, energy management, hazardous waste management, supply chain management and community engagement. Our website also provides related performance metrics. The information on our website is not a part of this proxy statement.
We are in the process of assessing and enhancing our approach to environmental, social and governance (“ESG”) practices, including formalizing our ESG program and enhancing our ESG disclosure. This process includes an ESG materiality assessment, performing an assessment of our external ESG ratings, engaging with our largest stockholders on ESG matters, developing a methodology for identifying and collecting ESG data within our business and developing ESG policies and goals. We anticipate reflecting the results of this process in an enhanced ESG/sustainability report later in 2022 and further developments in the years ahead.
We also recently appointed our first Chief Sustainability Officer (“CSO”). Our CSO will be part of our executive management team, reporting to our CEO. He will provide executive leadership and oversight to HII’s continuing efforts to formalize and mature our approach to achieving strategy-driven ESG priorities through business integration and execution.
| ➣ | Cybersecurity, including cybersecurity investments, compliance, risk assessments and awareness (such as phishing, social engineering and advanced cyber tactics), as well as the company’s responses to cyber-attacks and degradation. |
| ➣ | Community relations, including how we engage with and support the communities in which we operate through employee volunteering, relationship-building with local communities, local economic impact, philanthropy, future workforce development and community education programming. |
Employee engagement, including company culture, employee turnover, recruitment and retention, compensation and benefits and employee satisfaction. |
| ➣ | Health and safety, including occupational health and safety initiatives, policies and training, as well as adherence to safety laws and regulations, health and wellness programs and workplace culture. |
| ➣ | Environmental compliance, including how HII supports and engages with its regulators, efforts to ensure compliance, and adherence to environmental laws and regulations. |
| 2024 Notice and Proxy Statement |
Sustainability
Sustainability Commitments
Based on our sustainability focus areas, in 2023 we made ten sustainability commitments to guide our future sustainability strategy. These commitments were developed by four teams of director-level subject matter experts from across our three divisions. The teams were charged with developing specific sustainability objectives that were consistent with HII’s business and sustainability strategy. In doing so, the teams considered the impact on stakeholders, impact on our business strategy, impact on HII’s operations, impact on HII’s customers and regulatory requirements. We look forward to sharing our progress on the following goals in our annual Sustainability Reports:
Supply Chain Management. By the end of 2025, (a) we will develop sustainability criteria and incorporate them into our Supplier Engagement Plan, and (b) in parallel, update our Supplier Code of Conduct to include a cross-reference to our Supplier Engagement Plan for sustainability.
We will conduct a current state analysis of supply chain risks, capabilities and processes in 2024. We will develop a roadmap by the end of 2025 that will enable us to significantly improve our ability to trace supply chain risks (e.g., countries of concern, conflict minerals, counterfeit parts, potential environmental/climate-risk disruptions, human capital and cybersecurity) by 2030 through enhanced supplier engagement and data tracking.
Employee Engagement. We will continue to drive increased employee engagement as measured by annual surveys to create value for HII.
Diversity and Inclusion. We are committed to good faith efforts to increase total representation of women and people of color across all levels of leadership in accordance with our annual affirmative action plan.
We are committed to increasing the hiring of veterans with a goal of veterans comprising 20% of HII’s overall workforce by 2030.
We are committed to a goal of increasing the percentage of interns and graduates recruited from Historically Black Colleges and Universities by 10% annually through 2030.
Community Relations. We will target 40% of our total giving to education by 2030 while also prioritizing the core areas of community and veterans and military.
We will make good faith efforts to increase the number of HII employee volunteers by 10% annually through 2030. Focusing on the crisis of health and hunger, HII and our employees will provide 100,000 meals annually to those in our communities facing food and nutrition insecurity.
Energy and GHG Management. By the end of 2024, we will develop a roadmap to exceed a 30% aggregate reduction in Scope 1 and 2 GHG emissions from our 2022 baseline GHG emissions. We have estimated our 2022 baseline of Scope 1 and 2 GHG emissions to be 323,113 metric tons of CO2eq.
How Sustainability Supports HII’s Commitment to Ethics and Integrity
HII’s sustainability strategy further enhances the company’s longstanding commitment to performing with integrity. HII’s award-winning ethics and compliance program seeks to ensure adequate controls are in place to reduce the opportunity for misconduct. Furthermore, HII is committed to working with suppliers who share the company’s values and conduct their business in a legal and ethical manner. HII expects its suppliers to comply with the company’s guidelines and Code of Ethics and Business Conduct, and suppliers are expected to comply with applicable laws and regulations, including those relating to labor and employment practices, health and safety, and environmental protection.
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HII uses the concept of “responsible sourcing” in supply chain management. This approach reflects HII’s voluntary commitment to account for social and environmental risks when managing relationships with its suppliers. When contracting with a supplier, HII is explicit in expressing its expectation that the supplier will comply with all applicable laws and regulations, specifically including labor and environmental laws. HII has implemented and maintains policies to address specific areas of supply chain risk, including: conflict minerals (HII’s policy mandates that supplier terms and conditions require suppliers to disclose information about any conflict minerals contained in components or items purchased by HII for inclusion in HII’s products sold to third parties, and ensures the collection and maintenance of product information from suppliers and vendors); human trafficking (HII recognizes slavery in the supply chain can take many forms, including human trafficking, child labor and debt bondage. It is HII policy to support unequivocally the elimination of human trafficking and slavery. HII is also committed to complying with the U.K. Modern Slavery Act of 2015 and the Australian Commonwealth Modern Slavery Act of 2018); and diversity of suppliers (HII uses best efforts to enhance subcontracting opportunities for specially defined classes of small business as subcontractors, in compliance with all laws and regulations, as stated in the Small Business Act, Federal Acquisition Regulations (FAR), Public Laws 95-507, 105-35, 106-50, and 15 U.S.C § 631, et. seq.).
Consistent with HII’s commitment to provide stakeholders with transparency into its sustainability objectives, performance and progress, HII’s 2023 Sustainability Update references to Global Reporting Initiative (“GRI”) Standards, including a GRI Standards Index, as well as the Sustainability Accounting Standards Board (SASB) Standard framework. Our 2024 Sustainability Report will expand our reporting of climate-related risks and opportunities by providing disclosures aligned with the globally-recognized Task Force on Climate-Related Financial Disclosures (TCFD) framework.
For more detailed information on HII’s sustainability program and HII’s Sustainability Reports and other sustainability-related resources, go to hii.com, click on “Investors”, then the “Company” drop-down box and then “Sustainability.”
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The Board of Directors
We believe the qualifications, skills, experience and experienceattributes of our directors are consistent with our criteria for the selection of directors and that, collectively, our directors have functioned effectively overseeing management of the companyHII over the last year.
Mr. JimenezAdmiral Faller was elected by the Board on January 27, 2022, to fill a vacancy created when the Board increased its size to 12 directors.October 2, 2023. He was recommended as a candidate for director by a non-managementnon-employee director. Mr. Kastner was elected to the Board effective March 1, 2022, when he became President and Chief Executive Officer of HII. The remaining 11 directors nominated to stand for election at our 20222024 annual meeting have served on the Board since our last annual meeting. All 1312 director nominees, if elected, will be voted upon to serve one-year terms expiring at our 20232025 annual meeting.
20222024 DIRECTOR NOMINEES
Chief Executive Officer of MINACT, Inc. Director since November 2016 | ||
Current Public Company Directorships: General Collins serves on the board of directors of Trustmark Corporation, a bank holding company, and is a member of its Audit Committee, Enterprise Risk Committee and Human Resources Committee. Other Directorships and Memberships and Education:
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Experience, Qualifications, Attributes and Skills: |
The Board of Directors
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General Collins has served as Chief Executive Officer of MINACT, Inc. since September 2016.
Business Experience: From January 2012 to August 2016, General Collins was a Major General in the Mississippi National Guard, serving as Adjutant General of both the Mississippi Army National Guard and the Mississippi Air National Guard. From July 2010 to January 2012, General Collins served as Executive Vice President for Strategic Planning of MINACT. From August 2007 to July 2010, he served on Mississippi’s Workers’ Compensation Commission as the commission’s representative of labor. General Collins served more than 35 years in the U.S. Army and Mississippi National Guard, which included command of the 155th Brigade Combat Team of the Mississippi National Guard, deploying to Iraq, where he was responsible for security operations in the southern and western provinces.
Current Public Company Directorships: General Collins serves on the board of directors of Trustmark Corp and is a member of its Audit & Finance Committee and its Enterprise Risk Committee.
Other Directorships and Memberships and Education: General Collins serves on the board of directors of MINACT, Inc., a privately owned corporation in Mississippi, Trustmark National Bank, Mississippi Power Company, a subsidiary of Southern Company, and Armed Forces Benefits Association 5Star Life Insurance. He also serves on the Friends of Mississippi Veterans, a nonprofit entity serving veterans in Mississippi. He is Past President of the University of Mississippi Alumni Association. General Collins received a B.S. in Business Administration from the University of Mississippi, an M.B.A. from Jackson State University and a Master’s Degree in strategic studies from the U.S. Army War College.
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The Board of Directors
LEO P. DENAULT Retired Chairman and Chief Executive Officer of Entergy Corporation Director since December 2022 | Business Experience: From February 2013 until November 2022, Mr. Denault served as Chairman of the Board and Chief Executive Officer of Entergy Corporation. From February 2004 until January 2013, he served as Executive Vice President and Chief Financial Officer of Entergy Corporation. Mr. Denault served as Vice President, Corporate Development for Entergy Corporation from March 1999 until February 2004. Prior to that, he was Vice President, Corporate Development for Cinergy Corporation (now Duke Energy), an energy company. Other Directorships and Memberships and Education: Mr. Denault currently serves on the board of directors of Jobs for America’s Graduates. He received a B.S. from Ball State University and a M.B.A. from Indiana University. Experience, Qualifications, Attributes and Skills: We believe Mr. Denault is qualified to serve as a director based upon his chief executive leadership of a Fortune 500 public company for nearly ten years, as well as his executive experience in the chief financial officer role and, before that, the corporate development role of the same company. We believe Mr. Denault’s multiple executive leadership roles in a public company will add valuable experience and skills to the Board. We also believe his public company chief financial officer experience is an asset in his service as the Audit Committee chairperson. | |
KIRKLAND H. DONALD Chairman of the Board of HII Director since January 2017 | Business Experience: Admiral Donald has served as Chairman of the Board of HII since April 2020. Prior to serving as Chairman of the Board, he worked as a business consultant from October 2015. From June 2013 to October 2015, Admiral Donald served as Chief Operating Officer and then President and Chief Executive Officer of Systems Planning and Analysis, Inc., a technical professional services company. Prior to that, Admiral Donald served 37 years in the U.S. Navy, including in his last assignment, as Director, Naval Nuclear Propulsion Program from November 2004 to November 2012.
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Admiral Donald has served as Chairman of the Board of HII since April 2020.
Business Experience: Prior to serving as Chairman of the Board and from January 2013, Admiral Donald worked as a business consultant and served on the executive advisory board of Moelis Capital Partners LLC/NexPhase Capital, LP. He serves as a technical advisory board member for NuScale Power, LLC, a CFIUS Security Monitor for LANXESS Corporation (a supplier for HII) and a member of the Submarine Advisory Committee for the Government of Australia. From January 2014 to October 2015, Admiral Donald served as President and Chief Executive Officer, and from June 2013 to January 2014 as Chief Operating Officer, of Systems Planning and Analysis, Inc. Prior to that, Admiral Donald served 37 years in the U.S. Navy. In his last assignment, he served as director of the Naval Nuclear Propulsion Program from November 2004 to November 2012.
Current Public Company Directorships: Current Public Company Directorships:Admiral Donald has served on the board of directors of Entergy Corporation since June 2013. He is Chairman of its Nuclear Committee and a member of its Finance Committee. He has also served on the board of directors of Centrus Energy Corporation, a nuclear energy company, since June 2021 and is a member of its Technology, Competition and Regulatory Committee, Audit and Finance Committee, and Compensation, Nominating and Governance Committee. He has also served on the board of directors of Centrus Energy Corporation since June 2021.
Other Directorships and Memberships and Education: Admiral Donald currently serves on the boards of directors of Battelle Memorial Institute, CyberCore Technologies, LLC and the Naval Submarine League. He is also an outside director of Rolls-Royce North America and Sauer Compressors USA, both component suppliers for HII. Admiral Donald is a graduate of the U.S. Naval Academy, holding a B.S. in Ocean Engineering. Admiral Donald also received an M.B.A. from the University of Phoenix and completed Harvard University’s John F. Kennedy School of Government Senior Executive Fellows Program.
Other Directorships and Memberships and Education: Admiral Donald currently serves on the boards of directors of Battelle Memorial Institute, CyberCore Technologies, LLC, a secure supply chain solutions company, and the Naval Submarine League. He is also an outside director (on a “proxy” board) of Rolls-Royce North America and Sauer Compressors USA and a CFIUS security monitor for LANXESS Corporation, all of which are suppliers to HII. Admiral Donald is a graduate of the U.S. Naval Academy, holding a B.S. in Ocean Engineering. Admiral Donald also received an M.B.A. from the University of Phoenix and completed Harvard University’s John F. Kennedy School of Government Senior Executive Fellows Program. He holds the CERT certificate in cybersecurity oversight from Carnegie Mellon University.
Experience, Qualifications, Attributes and Skills: We believe Admiral Donald is qualified to serve as a director based upon his 37 years of senior military experience with the U.S. Navy, the last eight years of which he served as director of the naval nuclear propulsion program, his experience serving on the boards of directors of other public and private companies and his experience serving as a senior operating officer and chief executive officer of a private company that provides services primarily to the U.S. Department of Defense and U.S. Department of Homeland Security. |
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The Board of Directors
CRAIG S. FALLER Advisor and Consultant; Retired Admiral, United States Navy | Business Experience: Admiral Faller retired from the United States Navy in October 2021. Since that time, he has served as a corporate director, advisor and consultant. From November 2018 until his retirement in October 2021, Admiral Faller commanded the United States Southern Command in Miami, Florida. From January 2017 until October 2018, he was the Senior Military Assistant to the Secretary of Defense. From June 2014 until January 2017, Admiral Faller served as Chief of Legislative Affairs, United States Navy. His prior experience includes command of two warships, an aircraft carrier strike group, command of the Navy’s 5,000 person recruiting organization, and Director of Operations for the United States Central Command. He is a nuclear trained surface warfare officer. Other Directorships and Memberships and Education: Admiral Faller currently serves on the board of directors of Viken Detection and Sigma Defense Systems. He serves on the advisory boards of PayCargo and Excelerate Energy; as a trustee of the Center for Naval Analysis; on the Advisory Board of the Penn State Applied Research Laboratory; as a Distinguished Fellow at the Atlantic Council; as a Senior Fellow at the National Defense University; and as a Senior Fellow at Florida International University. Admiral Faller received a B.S. from the U.S. Naval Academy and a Masters in National Security Affairs from the Naval Postgraduate School. Experience, Qualifications, Attributes and Skills: We believe Admiral Faller is qualified to serve as a director based upon his 38 years of senior military experience with our largest customer, the U.S. Navy, including his leadership experience serving as commander of one of the 11 Department of Defense unified combatant commands. We also believe his experience as Chief of Legislative Affairs for the U.S. Navy will provide the Board with valuable insights into the legislative process relative to federal funding HII’s defense programs. | |
VICTORIA D. HARKER Executive Vice President and Chief Financial Officer of Tegna, Inc. Director since August 2012 | Business Experience: Ms. Harker has served as Executive Vice President and Chief Financial Officer of Tegna, Inc. (“Tegna”), a media company, since June 2015. She began serving in her current position when Tegna separated from Gannett Co., Inc. (“Gannett”). Prior to that and from July 2012, she served as Chief Financial Officer of Gannett. Ms. Harker served as Chief Financial Officer from 2006 to 2012 and as President of Global Business Services from 2011 to 2012 of The AES Corporation (“AES”), a multinational power company. Before joining AES, she was the acting Chief Financial Officer and Treasurer of MCI, Inc., a telecommunications company, from November 2002 through January 2006, and Chief Financial Officer of MCI Group, a unit of Worldcom, Inc., a communications company, from 1998 to 2002.
Current Public Company Directorships: Ms. Harker serves on the board of directors of Xylem, Inc. (formerly ITT Corporation), a global water infrastructure company, and as Chair of its Audit Committee and a member of its Nominating and Governance Committee. |
Ms. Harker has served as Executive Vice President and Chief Financial Officer of Tegna, Inc. (“Tegna”) since June 2015.
Business Experience: Ms. Harker began serving in her current position when Tegna separated from Gannett Co., Inc. (“Gannett”). Prior to that and from July 2012, she served as Chief Financial Officer of Gannett. Ms. Harker served as Chief Financial Officer from 2006 to 2012 and as President of Global Business Services from 2011 to 2012 of The AES Corporation (“AES”), a multinational power company. Before joining AES, she was the acting Chief Financial Officer and Treasurer of MCI, Inc. from November 2002 through January 2006, and Chief Financial Officer of MCI Group, a unit of Worldcom, Inc., from 1998 to 2002.
Current Public Company Directorships: Ms. Harker serves on the board of directors of Xylem, Inc. (formerly ITT Corporation), a global water infrastructure company, and as Chair of its Audit & Finance Committee and a member of its Nominating and Governance Committee. She also serves on the board of directors of Stride, Inc. and as a member of its Audit Committee.
Prior Public Company Directorships: Ms. Harker served on the board of directors and as a member of the Finance and Audit Committees of the Board of Darden Restaurants, Inc. from 2009 to 2014.
Other Directorships and Memberships and Education:
Prior Public Company Directorships: Ms. Harker served on the board of directors and as a member of the Audit Committee of Stride, Inc., an education company, from 2020 to 2022. She served on the board of directors and as a member of the Finance and Audit Committees of the Board of Darden Restaurants, Inc. from 2009 to 2014.
Other Directorships and Memberships and Education:Ms. Harker is a member of the University of Virginia’s Board of Visitors, where she chairs the Finance Committee and serves as a member of the Executive Committee, the Special Committee on Governance and the Committee on the University of Virginia’s College at Wise. She is a trustee of the University of Virginia Alumni Association’s $250M Jefferson Trust and participates as an emeritus society member of the Board of Wolf Trap Foundation for the Performing Arts. Ms. Harker received a B.A. from the University of Virginia and an M.B.A. from American University.
Experience, Qualifications, Attributes and Skills:We believe Ms. Harker is qualified to serve as a director based upon the significant experience in business and finance she has accumulated serving as chief financial officer and in other senior management positions with large publicly traded companies, as well as her experience serving on boards and board committees of other publicly traded companies. |
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The Board of Directors
FRANK R. JIMENEZ General Counsel and Corporate Secretary of GE HealthCare Director since January 2022 | Business Experience: Mr. Jimenez is General Counsel and Corporate Secretary of GE HealthCare, a medical device manufacturing and pharmaceuticals company. From April 2020 until he assumed his current position in February 2022, Mr. Jimenez served as Executive Vice President and General Counsel (April 2020 to December 2021) and Special Advisor to the Chairman and CEO (December 2021 to February 2022) of Raytheon Technologies Corporation. From January 2015 until its merger with United Technologies Corporation in April 2020, he served as Vice President, General Counsel and Corporate Secretary of Raytheon Company. From July 2012 until January 2015, Mr. Jimenez served as General Counsel, Secretary and Managing Director, Corporate Affairs of Bunge Limited. Previously, he served as Vice President and General Counsel of ITT Corporation and as Senior Vice President, General Counsel and Corporate Secretary of ITT’s spin-off, Xylem Inc.
In prior public service, Mr. Jimenez served as the 21st General Counsel of the Navy, Deputy General Counsel (Legal Counsel) for the U.S. Department of Defense, Principal Deputy General Counsel of the Navy, Chief of Staff at the U.S. Department of Housing and Urban Development for Secretary Mel Martinez, and Deputy Chief of Staff and Acting General Counsel for Florida Governor Jeb Bush. Before entering government service, Mr. Jimenez was a litigation partner at Steel Hector and Davis LLP (now Squire Patton Boggs LLP). He began his legal career with a clerkship in the chambers of Judge Pamela Ann Rymer of the U.S. Court of Appeals for the Ninth Circuit in Pasadena, California. |
Mr. Jimenez has served as Vice President and General Counsel, GE Healthcare since February 2022.
Business Experience: From April 2020 until he assumed his current position, Mr. Jimenez served as Executive Vice President and General Counsel of Raytheon Technologies Corporation. From January 2015 until April 2020, he served as Vice President, General Counsel and Corporate Secretary of Raytheon Company. From July 2012 until January 2015, Mr. Jimenez served as General Counsel, Secretary and Managing Director, Corporate Affairs of Bunge Limited. Previously, he served as Senior Vice President, General Counsel and Corporate Secretary of Xylem Inc. and as Vice President and General Counsel of ITT Corporation.
In prior public service, Mr. Jimenez served as the 21st General Counsel of the Navy, Deputy General Counsel (Legal Counsel) for the U.S. Department of Defense, Principal Deputy General Counsel of the Navy, Chief of Staff at the U.S. Department of Housing and Urban Development for Secretary Mel Martinez, and Deputy Chief of Staff and Acting General Counsel for Florida Governor Jeb Bush. Before entering government service, Mr. Jimenez was a litigation partner at Steel Hector and Davis LLP (now Squire Patton Boggs LLP). He began his career with a clerkship in the chambers of Judge Pamela Ann Rymer of the U.S. Court of Appeals for the Ninth Circuit in Pasadena, California.
Other Directorships and Memberships and Education:
Other Directorships and Memberships and Education:Mr. Jimenez’s past and present civic service includes membership on the boards of the University of Miami, Equal Justice Works, the Pro Bono Partnership, the Atlantic Legal Foundation, the Columbia University Mailman School of Public Health, the Yale Law School Fund, the Yale Law School Association, the Yale Law School Center for the Study of Corporate Law, Pioneer Public Interest Law Center for the Study of Corporate Law, PioneerLegal and the Miami Christian School.
Mr. Jimenez received a B.S. from the University of Miami and a J.D. from Yale Law School. He also received an M.B.A. in finance and strategic management from the University of Pennsylvania’s Wharton School and an M.A. in national security and strategic studies from the U.S. Naval War College, with an emphasis in the law of armed conflict. Mr. Jimenez is admitted to the bars of Florida, the District of Columbia, New York and the U.S. Supreme Court.
Experience, Qualifications, Attributes and Skills:We believe Mr. Jimenez is qualified to serve as a director based upon his experience as the most senior legal officer of one of the largest aerospace and defense companies in the United States, as well as the most senior legal officer of three other S&P 500 companies. We believe Mr. Jimenez will also add skills and experience to the Board as a result of his significant experience inside the federal government, including his service as General Counsel of the Navy, our largest customer, and Deputy General Counsel for the Department of Defense. |
The Board of Directors
CHRISTOPHER D. KASTNER
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Director since March | Business Experience:Mr. Kastner was elected President and Chief Executive Officer of HII effective March 1, 2022. Prior to that, he was Executive Vice President and Chief Operating Officer from February 2021. In that role, he oversaw operations at HII’s three business segments and worked closely with segment management to drive execution on the company’s historic backlog. Mr. Kastner served as Executive Vice President and Chief Financial Officer from March 2016 to February 2021. In that role, he was responsible for directing the business strategy and processes in support of business growth and profitability goals. Mr. Kastner also had responsibility for corporate business management functions, including investor relations, treasury, internal audit, contracts, accounting, financial reporting, planning and analysis, rates and budgets and mergers and acquisitions. He also provided oversight for segment business management, contracts and estimating and pricing.
From August 2012 until he became Chief Financial Officer of HII, Mr. Kastner served as Corporate Vice President and General Manager, Corporate Development, responsible for strategy and development activities, including the development and integration of strategic planning efforts, as well as the analysis and entrance into new adjacent markets. Prior to that and from March 2011, he served as Vice President and Chief Financial Officer of our Ingalls Shipbuilding segment. Before that and from 2008, Mr. Kastner served as Vice President, Business Management and Chief Financial Officer of Northrop Grumman Shipbuilding, Gulf Coast, and served as Vice President, Contracts and Risk Management of Northrop Grumman Ship Systems from 2006 to 2008. Prior to that, he held several positions at other Northrop Grumman businesses, including Corporate Director of Strategic Transactions.
Other Directorships and Memberships and Education: Mr. Kastner holds a B.A. in Political Science from the University of California at Santa Barbara and an
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Experience, Qualifications, Attributes and Skills:We believe Mr. Kastner is qualified to serve as a director based upon his experience as HII’s Chief Operating Officer, Chief Financial Officer and head of corporate strategy and development, |
| 2024 Notice and Proxy Statement | 37 |
The Board of Directors
ANASTASIA D. KELLY Senior Advisor to the Chair and Executive Director of Client Relations of DLA Piper Director since March 2011 | ||
Business Experience:Ms. Kelly has served as Senior Advisor to the Chair and Executive Director of Client Relations of DLA Piper, a law firm, since
Other Directorships and Memberships and Education:Ms. Kelly serves on the boards of numerous philanthropic organizations and serves as a director of George Washington University Medical Faculty Associates. She is also past Chair of Equal Justice Works and a former director of Lawyers for Children America. She was a director of Saxon Capital from 2005 to 2007. Ms. Kelly received a B.A., cum laude, from Trinity University DC and a J.D., magna cum laude, from The George Washington University Law School. She is a member of the Texas Bar and the District of Columbia Bar and a Fellow of the American Bar Foundation.
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Experience, Qualifications, Attributes and Skills:We believe Ms. Kelly is qualified to serve as a director based upon her many years of experience as a senior executive and general counsel of several large, publicly traded companies, her experience as a director of another public company, and her varied business and legal experience. |
The Board of Directors
TRACY B. MCKIBBEN Founder & Chief Executive Officer of MAC Energy Advisors LLC Director since December 2018 | |
Business Experience:Ms. McKibben is the founder and has
Current Public Company Directorships:Ms. McKibben serves on the board of directors of Ecolab Inc., a chemicals company, and serves as a member of its Audit Committee and Finance Committee.
Other Directorships and Memberships and Education:Ms. McKibben serves on the Board of Directors of United Services Automobile Association (USAA), a financial services company, where she serves on the Finance Committee, as the chair of the Audit Committee and on the Member and Technology Committee. She was also appointed to the Board of
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Experience, Qualifications, Attributes and Skills: We believe Ms. McKibben is qualified to serve as a director based upon her experience as the founder and Chief Executive Officer of an investment and consulting company operating in the energy market and her senior leadership experience at a leading investment banking firm, as well as her experience in senior leadership positions in a presidential administration. We also believe Ms. McKibben’s experience serving on the boards of directors of other public companies and serving as a member of the audit committee |
| Huntington Ingalls Industries, Inc. |
The Board of Directors
STEPHANIE L. O’SULLIVAN Independent Business Consultant Director since January 2021 | ||
Business Experience:Ms. O’Sullivan has served as an independent business consultant since January 2017.
Other Directorships and Memberships and Education:Ms. O’Sullivan currently serves on the boards of directors of
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Experience, Qualifications, Attributes and Skills:We believe Ms. O’Sullivan is qualified to serve as a director based upon her extensive experience with our primary customer as a long-served senior civilian in the U.S. government and her highly successful career culminating in assignments in the most senior levels of government. We believe she also adds to the Board broad experience in the fields of command, control and intelligence for the U.S. government, which are areas of importance to our Defense and Federal Solutions business unit in our growing Technical Solutions business segment. In addition, Ms. O’Sullivan is a demonstrated governance professional based upon her experience in the board environment of |
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THOMAS C. SCHIEVELBEIN
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The Board of Directors
Director since March 2011 | |
Business Experience:Mr. Schievelbein served as Chairman, President and Chief Executive Officer of The Brink’s Company, a security company, from June 2012 until his retirement in May 2016.
Current Public Company Directorships:Mr. Schievelbein has served on the board of directors of New York Life Insurance Co. since 2006 and currently serves as the Lead Director, as well as a member of the Compensation Committee, the Investment Committee and the Governance and Policy Committee.
Prior Public Company Directorships:Mr. Schievelbein previously served on the board of directors of The Brink’s Company from March 2009 until his retirement in May 2016, serving as Chairman of that board from June 2012. Before serving as Chairman, he served as a member of its Audit and Compensation Committees. Mr. Schievelbein served on the board of directors of McDermott International Inc., an engineering company, from 2004 to 2012.
Other Directorships and Memberships and Education:Mr. Schievelbein is a past member of the Secretary of the Navy’s Advisory Panel and was a director of the U.S. Naval Academy Foundation from 2004 through 2012. He received a B.S. in Marine Engineering from the U.S. Naval Academy and a Master’s Degree in Nuclear Engineering from the University of Virginia.
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Experience, Qualifications, Attributes and Skills: We believe Mr. Schievelbein is qualified to serve as a director based upon his experience as the President and Chief Operating Officer of Northrop Grumman Newport News and Chief Operating Officer of Newport News Shipbuilding Inc., his prior experience as Chairman, President and Chief Executive Officer of a public company and his experience serving as a director of other public companies. |
| 2024 Notice and Proxy Statement | 39 |
The Board of Directors
JOHN K. WELCH Retired President and Chief Executive Officer of Centrus Energy Corp. Director since February 2015 | ||
Business Experience:Mr. Welch served as President and Chief Executive Officer of Centrus Energy Corp. (formerly USEC Inc.) from October 2005 until his retirement in October 2014.
Prior Public Company Directorships:Mr. Welch served on the board of directors of Centrus Energy Corp. and its predecessor, USEC Inc., from 2005 until 2013.
Other Directorships and Memberships and Education:Mr. Welch is retired Chairman of the Board of Battelle Memorial Institute and serves on the boards of Novawall Systems Incorporated and Mount St. Joseph High School. He is the Chairman of the Board for Ocean Reef Community Association. Mr. Welch received a B.S. in Aerospace Engineering from the U.S. Naval Academy, a Master’s Degree in Aeronautical Engineering from the Naval Postgraduate School and an M.B.A. from Loyola College.
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Experience, Qualifications, Attributes and Skills: We believe Mr. Welch is qualified to serve as a director based upon his senior executive experience at other public companies in the shipbuilding and energy markets, including his experience as executive vice president of the primary competitor to our core shipbuilding business. Mr. Welch also brings experience as a director of other public and private companies and not-for-profit entities. | ||
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The Board of Directors
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| Huntington Ingalls Industries, Inc. |
Compensation elements for thenon-employee members of our Board of Directors are designed to:
promote alignment with long-term stockholder interests;
| • | promote alignment with long-term stockholder interests; |
enable us to attract and retain outstanding directors who meet the criteria described under “Governance of the Company” above;
| • | enable us to attract and retain outstanding directors who meet the criteria described under “Governance of the Company” above; |
recognize the substantial time commitments necessary to oversee the business of our company; and
| • | recognize the substantial time commitments necessary to oversee HII’s business; and |
| • | support the independence of thought and action expected of directors. |
support the independence of thought and action expected of directors.
Non-employee director compensation is evaluated annually by the Compensation Committee, which makes recommendations to the full Board for consideration and approval. In 2021,2023, the Compensation Committee’s independent compensation consultant, Exequity LLP (“Exequity”), conducted an assessment of the competitive market with respect to outside director compensation. Exequity’s assessment considered the following director compensation elements: board-related pay, committee-related pay, equity pay, total director compensation and chairman of the board compensation. Based upon an analysis of the 1415 companies that comprise the peer group for our 20212023 NEO compensation analysis, as well as supplemental general industrysummary data gathered from Fortunethe S&P 500 companies,
Index, Exequity concluded that the annual cash component and the equity component of HII’s outside director total compensation trailed the median of our peer group.group and the S&P 500 Index. To address its determination, Exequity proposed increasing the annual cash retainer for non-employee Board members from $100,000 to $120,000 and the annual equity award for non-employeeBoard members from $130,000$160,000 to $160,000.$165,000. The Compensation Committee accepted Exequity’s recommendation and recommended that the Board approve an amended and restated directors’ compensation policy reflecting the cash compensation and equity award increase,increases, which the Board approved. The changes to non-employee director compensation became effective January 1, 2024, and the following section sets forth director compensation under the amended and restated policy.
Our two employees who serve on the Board, the Executive Vice Chairman of the Board and our CEO, are not paid additional compensation for service on the Board.
Our director compensation program for non-employee directors is comprised of both cash retainers and equity awards in the form of either restricted stock units or shares of our common stock, in each case granted under our 20122022 Long-Term Incentive Stock Plan.
Non-employee directors receive an annual cash retainer of $100,000. Our non-executive Chairman of
| 2024 Notice and Proxy Statement | 41 |
Director Compensation
The following table sets forth the Board receives an additional annual cash retainer of $250,000. The additional annual cash retainers for serving as chairpersonsthe non-employee members of our standing Board committees are: $25,000 for Audit; $20,000 for Compensation; $20,000 for Cybersecurity; $20,000 for Governance and Policy; and $20,000 for Finance. The additional annual cash retainers for serving as members (but not as chairpersons) of the Board committees are: $17,500 for Audit; $7,500 for Compensation; $7,500 for Cybersecurity; $7,500 for Governance and Policy; and $7,500 for Finance. Cash retainers are paid on a quarterly basis at the end of each quarter in arrears.Board:
| Annual Cash Retainer* | ||||
| Non-employee Directors | $ | 120,000 | ||
| Non-Executive Chairman of the Board | $ | 350,000 | ||
| Chairpersons of our Standing Board Committees | ||||
Audit | $ | 25,000 | ||
Compensation | $ | 20,000 | ||
Cybersecurity | $ | 20,000 | ||
Governance and Policy | $ | 20,000 | ||
Finance | $ | 20,000 | ||
| Other Members of our Standing Board Committees | ||||
Audit | $ | 17,500 | ||
Compensation | $ | 7,500 | ||
Cybersecurity | $ | 7,500 | ||
Governance and Policy | $ | 7,500 | ||
Finance | $ | 7,500 | ||
| * | Cash retainers are paid on a quarterly basis at the end of each quarter in arrears. |
Non-employee directors may elect to receive their annual cash retainers in the form of stock units payable upon termination of the director’s board service. Non-employee directors who elect to receive their annual cash retainers in the form of stock units and own shares of our common stock having a value of at least five times the director’s annual cash retainer may elect to receive stock units for the following calendar year either shares of our common stock, or stock units that are payable in the fifth calendar year after the year in which the stock units are earned (or, if earlier, upon termination of the director’s board service). The common stock or stock units are fully vested on the date of grant.
Director Compensation
Non-employee directors also receive an annual equity award of restricted stock units or shares of our common stock, valued at $160,000.$165,000. On the first trading day of each quarter, each non-employee director is granted a number of restricted stock units or shares determined by dividing $40,000$41,250 by the per share closing price of our common stock on the NYSE on the date of grant, rounded down to the nearest whole unit or share.
Restricted stock unit awards are fully vested at date of grant but do not generally become payable until 30 days following the date a non-employee director ceases to serve on the Board. Non-employee directors receive dividend equivalents on their outstanding and unpaid restricted stock units. Dividend equivalents are paid in the form of a credit of additional restricted stock units and are subject to the same vesting, payment and other provisions as the underlying restricted stock units.
If a non-employee director owns shares of our common stock having a value of at least five times the director’s annual cash retainer, the director may elect to receive his or her annual equity award in the form of either shares of our common stock, or stock units that are payable in the fifth calendar year after the year in which the annual equity award is earned (or, if earlier, upon termination of the director’s board service). The common stock or stock units are fully vested on the date of grant.
| 42 | Huntington Ingalls Industries, Inc. |
Director Compensation
2023 DIRECTOR COMPENSATION TABLE
The following table sets forth the compensation for the year ended December 31, 2021,2023, of our non-employee directors who served during any part of 2021.2023. The only employee member of the Board (our CEO) received no additional compensation for his service on the Board.
| Name | Fees Earned or Paid in Cash ($) | Stock Awards ($)(1) | All Other Compensation ($)(2) | Total ($) | ||||||||||||||||||||||||||||||||
Philip M. Bilden | — | (3) | 264,320 | (4) |
| — | 264,320 | |||||||||||||||||||||||||||||
| Name | ||||||||||||||||||||||||||||||||||||
| Name | ||||||||||||||||||||||||||||||||||||
| Name | Fees Earned or Paid in Cash ($) | Stock Awards ($)(1) | All Other Compensation ($)(2) | Total ($) | ||||||||||||||||||||||||||||||||
Augustus L. Collins |
| — | (3) | 254,383 | (5) |
| 1,189 | 255,572 | ||||||||||||||||||||||||||||
Augustus L. Collins | ||||||||||||||||||||||||||||||||||||
Augustus L. Collins | ||||||||||||||||||||||||||||||||||||
Augustus L. Collins | — | (3) | 284,167 | (4) |
| 1,741 |
| 285,908 | ||||||||||||||||||||||||||||
Leo P. Denault | ||||||||||||||||||||||||||||||||||||
Leo P. Denault | ||||||||||||||||||||||||||||||||||||
Leo P. Denault | ||||||||||||||||||||||||||||||||||||
Leo P. Denault |
| — | (3) | 288,963 | (5) |
| — |
| 288,963 | |||||||||||||||||||||||||||
Kirkland H. Donald | 350,000 | 129,841 |
| 689 | 480,530 | |||||||||||||||||||||||||||||||
Kirkland H. Donald | ||||||||||||||||||||||||||||||||||||
Kirkland H. Donald | ||||||||||||||||||||||||||||||||||||
Kirkland H. Donald | 350,000 | 159,680 |
| — |
| 509,680 | ||||||||||||||||||||||||||||||
Craig S. Faller | ||||||||||||||||||||||||||||||||||||
Craig S. Faller | ||||||||||||||||||||||||||||||||||||
Craig S. Faller | ||||||||||||||||||||||||||||||||||||
Craig S. Faller | 31,250 | 39,837 |
| — |
| 71,087 | ||||||||||||||||||||||||||||||
Victoria D. Harker | 127,500 | 129,841 |
| — | 257,341 | |||||||||||||||||||||||||||||||
Victoria D. Harker | ||||||||||||||||||||||||||||||||||||
Victoria D. Harker | ||||||||||||||||||||||||||||||||||||
Victoria D. Harker |
| 127,500 |
| 159,680 |
| — |
| 287,180 | ||||||||||||||||||||||||||||
Frank R. Jimenez | ||||||||||||||||||||||||||||||||||||
Frank R. Jimenez | ||||||||||||||||||||||||||||||||||||
Frank R. Jimenez | ||||||||||||||||||||||||||||||||||||
Frank R. Jimenez | 115,000 | 159,680 |
| — |
| 274,680 | ||||||||||||||||||||||||||||||
Anastasia D. Kelly |
| 115,000 | 129,841 |
| — | 244,841 | ||||||||||||||||||||||||||||||
Anastasia D. Kelly | ||||||||||||||||||||||||||||||||||||
Anastasia D. Kelly | ||||||||||||||||||||||||||||||||||||
Anastasia D. Kelly | 115,000 | 159,680 |
| — |
| 274,680 | ||||||||||||||||||||||||||||||
Tracy B. McKibben | 115,000 | 129,841 |
| — | 244,841 | |||||||||||||||||||||||||||||||
Tracy B. McKibben | ||||||||||||||||||||||||||||||||||||
Tracy B. McKibben | ||||||||||||||||||||||||||||||||||||
Tracy B. McKibben |
| 115,000 |
| 159,680 |
| — |
| 274,680 | ||||||||||||||||||||||||||||
Stephanie L. O’Sullivan | 110,526 | 129,767 | 240,293 | |||||||||||||||||||||||||||||||||
Stephanie L. O’Sullivan | ||||||||||||||||||||||||||||||||||||
Stephanie L. O’Sullivan | ||||||||||||||||||||||||||||||||||||
Stephanie L. O’Sullivan | 127,500 | 159,680 |
| — |
| 287,180 | ||||||||||||||||||||||||||||||
Thomas C. Schievelbein |
| 137,500 | 129,841 |
| 1,393 | 268,734 | ||||||||||||||||||||||||||||||
Thomas C. Schievelbein | ||||||||||||||||||||||||||||||||||||
Thomas C. Schievelbein | ||||||||||||||||||||||||||||||||||||
Thomas C. Schievelbein |
| 137,500 |
| 159,680 |
| — |
| 297,180 | ||||||||||||||||||||||||||||
John K. Welch | 137,500 | 129,841 |
| — | 267,341 | |||||||||||||||||||||||||||||||
John K. Welch | ||||||||||||||||||||||||||||||||||||
John K. Welch | ||||||||||||||||||||||||||||||||||||
John K. Welch | 137,500 | 159,680 |
| — |
| 297,180 | ||||||||||||||||||||||||||||||
Stephen R. Wilson | 132,500 | 129,841 |
| — | 262,341 | |||||||||||||||||||||||||||||||
Stephen R. Wilson | ||||||||||||||||||||||||||||||||||||
Stephen R. Wilson | ||||||||||||||||||||||||||||||||||||
Stephen R. Wilson | 44,773 | 79,880 |
| — |
| 124,653 | ||||||||||||||||||||||||||||||
| (1) | The values for stock awards represent the grant date fair values of restricted stock units or shares of common stock granted in |
| (2) | Represents value of spousal travel to |
| (3) |
|
| (4) | $ |
|
| (5) | $129,283 of this amount represents stock units issued in lieu of 2023 cash retainers. |
| 2024 Notice and Proxy Statement | 43 |
INTRODUCTION
This section provides information about our executive compensation program with respect to the 20212023 compensation of our Principal Executive Officer, each of the individuals who served as our Chief Financial Officer and our three other most highly compensated executive officers in 20212023 (our “NEOs”). Christopher D. Kastner served as our Chief Financial Officer until February 12, 2021, when his election to Chief Operating Officer became effective, and Thomas E. Stiehle was elected Chief Financial Officer effective February 12, 2021. This section includes biographies of our NEOs, the Compensation Discussion and Analysis, which explains how and why the Compensation Committee made its compensation decisions for the NEOs, the Report of our Compensation Committee, and the detailed executive compensation tables required by the SEC, with related narrative disclosure.
NAMED EXECUTIVE OFFICER BIOGRAPHIES
The following biographies provide information regarding the experience and education of our NEOs.
C. Michael Petters, Executive Vice Chairman of the Board (formerly President and Chief Executive Officer)
Mr. Petters was elected Executive Vice Chairman of the Board, effective March 1, 2022. Prior to that, he served as President and Chief Executive Officer of HII from March 2011, when Huntington Ingalls Industries began operating as a stand-alone public company following a spin-off from Northrop Grumman Corporation.
As President and Chief Executive Officer of HII, Mr. Petters was responsible for leading the design, construction and overhaul of conventionally powered surface combatants, amphibious and auxiliary ships and nuclear-powered submarines and aircraft carriers, as well as business opportunities in adjacent markets. From 2008 until he became CEO, he served as president of Northrop Grumman Shipbuilding. Prior to that, he served as president of the Newport News sector of Northrop Grumman Corporation.
Mr. Petters joined Newport News Shipbuilding in 1987 in the Los Angeles-class submarine construction division. He subsequently held a number of positions of increasing responsibility throughout the organization, including production supervisor for submarines, marketing manager for submarines and carriers, vice president for aircraft carrier programs, vice president for contracts and pricing, and vice president for human resources.
A native of Florida, Mr. Petters earned a B.S. in Physics from the U.S. Naval Academy in 1982, served aboard the nuclear-powered submarine USS George Bancroft and spent five years in the Naval Reserve. He earned an M.B.A. from the College of William and Mary.
Mr. Petters serves as Chairman of the Aerospace Industries Association and as a trustee of the Committee for Economic Development. He also serves on the boards of directors of the National Association of Manufacturers and the U.S. Naval Academy Foundation. Mr. Petters is a member of the Board of Advisors to the Center for a New American Security.
Thomas E. Stiehle, Executive Vice President and Chief Financial Officer
Mr. Stiehle, age 56, was elected Executive Vice President and Chief Financial Officer effective February 12, 2021. In this role, he is responsible for directing HII’s corporate strategy and processes in support of business growth and profitability goals. Mr. Stiehle also has responsibility for corporate
Executive Compensation
business management functions, including investor relations, treasury, internal audit, contracts, accounting, financial reporting, planning and analysis, rates and budgets and mergers and acquisitions.
From October 2012 until Mr. Stiehle assumed his current position, he served as Vice President and Chief Financial Officer of our Ingalls Shipbuilding segment. Prior to that, he served as Vice President, Contracts and Pricing, for Ingalls Shipbuilding. Prior to joining HII in 2011, Mr. Stiehle worked for Northrop Grumman, Aerospace Sector, for 24 years. He holds a B.S. in Mechanical Engineering from Hofstra University and an M.B.A. from Adelphi University and a Master’s Degree in Acquisition and Contract Management from Florida Institute of Technology.
Christopher D. Kastner, President and Chief Executive Officer (formerly Chief Operating Officer)
Mr. Kastner, age 58,60, was elected President and Chief Executive Officer, effective March 1, 2022, after serving as Executive Vice President and Chief Operating Officer beginning February 12, 2021. As Chief Operating Officer, Mr. Kastner oversaw HII’s three operating segments and worked closely with the segment presidents to drive execution on HII’s historic backlog. Prior to serving as Chief Operating Officer, he served as Executive Vice President and Chief Financial Officer from March 2016. In that role, Mr. Kastner was responsible for directing the business strategy and processes in support of business growth and profitability goals. He also had responsibility for corporate business management functions, including investor relations, treasury, internal audit, contracts, accounting, financial reporting, planning and analysis, rates and budgets and mergers and acquisitions. Mr. Kastner also provided oversight for segment business management, contracts and estimating and pricing.
From August 2012 until he became Chief Financial Officer of HII, Mr. Kastner served as Corporate Vice President and General Manager, Corporate Development, responsible for strategy and development activities, including the development and integration of strategic planning efforts, as well as the analysis and entrance into new adjacent markets. Prior to that and from March 2011, he served as Vice President and Chief Financial Officer of our Ingalls Shipbuilding segment. Before that and from 2008, Mr. Kastner served as Vice President, Business Management and Chief Financial Officer of Northrop Grumman Shipbuilding, Gulf Coast, and served as Vice President, Contracts and Risk Management of Northrop Grumman Ship Systems from 2006 to 2008. Prior to that, he held several positions at other Northrop Grumman businesses, including Corporate Director of Strategic Transactions.
Mr. Kastner holds a B.A. in Political Science from the University of California at Santa Barbara and an M.B.AM.B.A. from Pepperdine University. He serves on the board of directors of WHRO, the only public broadcasting station in the United States owned by a collaboration of 19 local public school districts, and on the board of trustees for Eastern Virginia Medical School.
Thomas E. Stiehle, Executive Vice President and Chief Financial Officer
Mr. Stiehle, age 58, was elected Executive Vice President and Chief Financial Officer effective February 2021. In this role, he is responsible for directing HII’s processes in support of business growth and profitability goals. Mr. Stiehle also has responsibility for corporate business management functions, including investor relations, treasury, internal audit, contracts, accounting, financial reporting, planning and analysis, rates and budgets and mergers and acquisitions.
| 44 | Huntington Ingalls Industries, Inc. |
Executive Compensation
From October 2012 until Mr. Stiehle assumed his current position, he served as Vice President and Chief Financial Officer of our Ingalls Shipbuilding segment. Prior to that, he served as Vice President, Contracts and Pricing, for Ingalls Shipbuilding. Prior to joining HII in 2011, Mr. Stiehle worked for Northrop Grumman, Aerospace Sector, for 24 years. He holds a B.S. in Mechanical Engineering from Hofstra University, an M.B.A. from Adelphi University and a Master’s Degree in Acquisition and Contract Management from Florida Institute of Technology.
Chad N. Boudreaux, Executive Vice President and Chief Legal Officer
Mr. Boudreaux, age 48,50, was appointed Executive Vice President and Chief Legal Officer effective April 1, 2020. In this position, he has overall leadership responsibility for our law department and outside counsel, which provide a broad range of legal advice and support for our business activities, including corporate governance matters, compliance, litigation management, and mergers and acquisitions. Prior to his current position, Mr. Boudreaux managed our litigation docket and oversaw our nationally recognized compliance program as our first chief compliance officer. He joined HII in 2011 as Corporate Vice President for Litigation, Investigations and Compliance.
Before joining HII, Mr. Boudreaux practiced law at Baker Botts LLP, where he established the law firm’s Global Security and Corporate Risk Counseling practice group. Prior to that, he held various high-ranking positions in the U.S. government, including deputy chief of staff of the U.S. Department of Homeland Security and leadership positions at the U.S. Department of Justice. Mr. Boudreaux earned
Executive Compensation
a B.A. from Baylor University and a J.D. from the University of Memphis School of Law. He is a recipient of the U.S. Justice Department’s Special Commendation for Outstanding Service for his work on high-stakes litigation for the United States.
Jennifer R. Boykin, Executive Vice President and President, Newport News Shipbuilding
Ms. Boykin, age 57, has served as Executive Vice President and President, Newport News Shipbuilding, since July 2017.
From 2012 until she assumed her current position, Ms. Boykin was Vice President, Engineering and Design for Newport News Shipbuilding. Since joining Newport News Shipbuilding in the Nuclear Division in 1987, Ms. Boykin has had a variety of responsibilities, including serving as Vice President of Quality and Process Excellence, Director of Facilities and Waterfront Support, and program manager for the Nuclear Engineering Division. Ms. Boykin also served as a construction superintendent for the aircraft carrier program during construction of USS John C. Stennis and USS Harry S. Truman.
Ms. Boykin holds a B.S. in Marine Engineering from the U.S. Merchant Marine Academy and a Master’s Degree in Engineering Management from The George Washington University.
Edgar A. Green III, Executive Vice President and President, Technical SolutionsMission Technologies
Mr. Green, age 56,58, has served as Executive Vice President and President, Technical SolutionsMission Technologies since December 2016.
Prior to his current position and from January 2015, Mr. Green served as Corporate Vice President, Corporate Development. From January 2013 to January 2015, he served as Vice President, Component Manufacturing, for Newport News Shipbuilding, and, from March 2011 to January 2013, he served as Corporate Vice President, Investor Relations, of HII. Prior to joining HII in 2011, Mr. Green served as Vice President of Investor Relations at Celanese Corp. Before that he was a Managing Director and research analyst at Wells Fargo Securities, where he covered the defense and aerospace industry, and a manufacturing plant engineer and maintenance manager at Eaton Corp.’s Truck Components Division.
Mr. Green served as a U.S. Navy nuclear submarine officer on board USS Tecumseh(SSBN-628). He holds a B.S. in Systems Engineering from the U.S. Naval Academy and an M.B.A. from Duke University.
Kara R. Wilkinson, Executive Vice President and President, Ingalls Shipbuilding
Ms. Wilkinson, age 49, has served as Executive Vice President and President, Ingalls Shipbuilding, since April 1, 2021.
From May 2016 until she assumed her current position, Ms. Wilkinson served as Vice President of Program Management at Ingalls Shipbuilding. Prior to that, she held positions on the waterfront in Program Management within the LPD Program Office. Before this role, Ms. Wilkinson held positions within both Operations and Engineering, as well as a supporting role to Business Development at Ingalls Shipbuilding, after beginning her career with the company in 1996 as an associate naval architect.
Ms. Wilkinson holds a B.S. in Naval Architecture and Marine Engineering from the University of Michigan and an M.B.A. from Temple University.
Executive Compensation
COMPENSATION DISCUSSION AND ANALYSIS
The following Compensation Discussion and Analysis, or CD&A, provides information relevant to understanding the 20212023 compensation of our Named Executive Officers.
Huntington Ingalls IndustriesHII is a global, all-domain defense partner, building and delivering the world’s most powerful, survivable naval ships and technologies that safeguard America’s largest military shipbuilding companyseas, sky, land, space and a provider of professional services to partners in government and industry.cyber. For more than a century, HII’s Newport News Shipbuilding segment in Virginia and Ingalls Shipbuilding segment in Mississippi have built more ships in more ship classes than any other U.S. naval shipbuilder, making HII America’s largest shipbuilder. HII’s Technical SolutionsOur Mission Technologies segment provides a wide range of professional services, including defensedevelops integrated technology solutions and federal solutions, nuclear and environmental services and unmanned systems.products that enable today’s connected, all domain force. Headquartered in Newport News, Virginia, HII employs approximately 44,000 people domestically and internationally. The goal of our executive compensation program is to support a pay-for-performance culture by implementing compensation programs that are market competitive, customer-focused and fair to our stockholders.
Our 20212023 NEOs are:
| • | President and Chief Executive Officer | |
| • Thomas E. Stiehle | Executive Vice President and Chief Financial Officer | |
| • | ||
| Executive Vice President and Chief Legal Officer | ||
| • | ||
| Executive Vice President and President, | ||
| • Kara R. Wilkinson | Executive Vice President and President, Ingalls Shipbuilding |
Executive Summary
Our executive compensation program and practices are described in detail over the following pages. We have designed our executive compensation program to attract, motivate and retain highly qualified executives, incentivize our executives to achieve business objectives, reward performance and align the interests of our executives with the interests of our stockholders and customers. The fundamental philosophy of our executive compensation program, set by the Compensation Committee of the Board, is pay for performance. We have also designed our compensation program to balance performance-based compensation over the short-term and long-term to incentivize decisions and actions that promote stockholder value and focus our executives on performance that benefits our stockholders and customers, while discouraging inappropriate risk-taking behaviors.
Executive Compensation
The pay-for-performance philosophy of our executive compensation program is demonstrated by the compensation mix of our NEOs. Of the three primary elements of total direct compensation, our executive compensation is heavily weighted toward the variable, performance-based elements, and toward the long-term and equity-based elements, as reflected in the following charts, which set forth
| 46 | Huntington Ingalls Industries, Inc. |
Executive Compensation
the percentage of total compensation corresponding to each compensation element received by our CEO and by our other NEOs collectively in 2021.2023.
| CEO1 | Other NEOs2 | |
|
|
| (1) |
|
| (2) |
|
100%87% of Mr. Petters’Kastner’s total direct compensation in 20212023 was directly linked to our performance through his annual and long-term incentive awards. An average of 77%84% of the total direct compensation of our other NEOs was comprised of performance-based incentive awards.
Our underlying philosophy of pay for performance incentivizes our constant focus on achieving our financial, operational and operationalstrategic goals. Above all, these goals are customer-focused, rewarding safety, quality, cost and schedule performance, and stockholder-friendly, rewarding consistent achievement of strong financial results and creation of long-term sustainable stockholder value.
20212023 Business Highlights
20212023 was a strong year of solid shipbuilding performancefor HII. Ingalls Shipbuilding delivered the first Flight III guided missile destroyer USS Jack H. Lucas (DDG 125) to the U.S. Navy, as well as national security cutter Calhoun (NSC 10) to the U.S. Coast Guard. Newport News Shipbuilding re-delivered USS George Washington (CVN 73), after completing its refueling and resiliencycomplex overhaul, and the team is continuing to progress in the face oftest program for the next-in-class carrier John F. Kennedy (CVN 79). Mission Technologies generated record revenue growth in 2023 and booked new and recompete contract awards with nearly $6 billion in total contract value. HII achieved significant milestones on our programs and continued business environment challenges. We continued to achieve significant program milestones and mademaking meaningful contributions to enhance U.S.United States national security. 2021 was also a pivotal year for our Technical Solutions segment with the transformational acquisition of Alion Sciencesecurity, while continuing to manage through labor market challenges, inflation and Technology, which we believe positions Technical Solutions for future growth and success. continuing supply chain pressures.
Our financial achievements in 20212023 included:
$8.1 billion in new contract awards.
$9.5 billion in revenues, a 1.7% increase over the prior year.
$13.50 diluted earnings per share, compared to $17.14 diluted earnings per share the prior year.
| • | $ |
| • | Record revenues of $11.5 billion, a 7.3% increase over the prior year, including a 13% increase at Mission Technologies |
| • | Operating income of $781 million, 38.2% higher than 2022 |
| • | $17.07 diluted earnings per share, |
| 2024 Notice and Proxy Statement | 47 |
$101 million of common stock repurchases and quarterly cash dividend increase of 3.5% to $1.18 per share in the fourth quarter.Executive Compensation
Strong free cash flow* of $692 million, 40.1% higher than 2022 |
| • | $75 million of common stock repurchases and quarterly cash dividend increase of 4.8% to $1.30 per share in the fourth quarter |
| • | Repaying $400 million aggregate principal amount of senior notes in August 2023 |
| • | Aggressively prepaying debt and achieving leverage goals |
Our operational achievements in 2023 included:
Ingalls Shipbuilding
| • | Receiving a $1.3 billion detail design and construction contract for LPD 32 (unnamed) |
| • | Receiving a $10.5 million modernization planning contract for guided missile destroyers USS Zumwalt (DDG 1000) and USS Michael Monsoor (DDG 1001) |
| • | Completing sea trials and delivering guided missile destroyer Jack H. Lucas (DDG 125) |
| • | Completing acceptance and sea trials and delivering National Security Cutter Calhoun (NSC 10) |
| • | Authenticating the keel of Pittsburgh (LPD 31) |
| • | Launching and christening amphibious assault ship Bougainville (LHA 8) |
| • | Authenticating the keel of amphibious assault ship Fallujah (LHA 9) |
| • | Launching and christening guided missile destroyer Ted Stevens (DDG 128) |
| • | Receiving a $155 million contract for the modernization of USS Zumwalt (DDG 1000) |
| • | Receiving a funded award for the construction of Arleigh Burke class (DDG 51) destroyers |
Newport News Shipbuilding
| • | Breaking ground on a new multi-class submarine production facility to support the construction and delivery of Columbia-class and Virginia-class submarines |
| • | Re-deliveringUSS George Washington (CVN 73) |
| • | Christening Virginia-class submarine Massachusetts (SSN 798) |
| • | Receiving a $393 million contract modification for John F. Kennedy (CVN 79) |
| • | Receiving a $568 million subcontract modification to provide long-lead-time material and advance construction activities for Columbia-class submarines |
| • | Receiving a $305 million contract modification for long-lead-time material for two additional Block V Virginia-class submarines |
| • | Authenticating the keel of Virginia-class submarine Oklahoma (SSN 802) |
| • | Reaching pressure hull complete on Virginia-class submarine Arkansas (SSN 800) |
| * | Non-GAAP financial measure. See Annex A for definition and |
| 48 | Huntington Ingalls Industries, Inc. |
Executive Compensation
| • | Receiving a $528 million contract to support maintenance of nuclear-powered aircraft carriers ported in San Diego |
Our operational achievements in 2021 included:Mission Technologies
| • |
|
| • |
|
| • |
|
| • |
|
| • |
|
| • |
|
Receiving a |
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|
|
Completing the first phase of Unmanned Systems Center of Excellence campus.
Receiving first international order for four REMUS 300 UUVs from the Royal New Zealand Navy.
Announcing the commercial release of the REMUS 300 UUV.
Acquiring Alion Science and Technology, significantly expanding HII’s high-end technology capabilities in the areas of cyber and electronic warfare; intelligence, surveillance and reconnaissance; and military training and simulation, as well as broadening HII’s customer base.
Commitment to Compensation Best Practices
We highlight below certain executive compensation practices we have implemented to drive performance, as well as certain practices we have avoided inas not supportive of the belief they would not servelong-term interests of our customers’customers or stockholders’ long-term interests.stockholders.
WHAT WE DO
| ||
Consideration of Annual | The Compensation Committee considers the results of the annual stockholder “Say-on-Pay” advisory vote on executive compensation. | |
Pay for Performance | Our executive compensation program is heavily weighted toward variable, performance-based elements, and toward long-term and equity-based elements. Variable compensation is tied to the achievement of performance goals and includes annual cash incentive awards and long-term restricted performance stock rights, which are described in detail in this CD&A. | |
Executive Compensation
| ||
Compensation Risk | We assess the risk of our compensation programs on an annual basis both internally and with the engagement of the Compensation Committee’s independent compensation consultant. The Compensation Committee agreed with the consultant’s | |
| Our | |
Targeted Compensation Benchmarking | HII is a unique business with few direct competitors. The Compensation Committee therefore strikes a balance between internal equity and external benchmarking when setting executive pay levels. | |
| 2024 Notice and Proxy Statement | 49 |
Executive Compensation
WHAT WE DO | ||
Independent Compensation Consultant | The Compensation Committee engages an independent compensation consultant to assess the market for the determination of our executive compensation elements and performance targets on an annual and ongoing basis. | |
Executive Stock Ownership | Our stock ownership guidelines provide that each NEO must own a multiple of his or her annual base salary in our common stock, and we have instituted holding requirements prohibiting our NEOs from selling HII common stock received as compensation until their stock ownership requirements have been met. | |
Incorporation of Director | Although our directors do not have specific stock ownership | |
Executive Compensation
WHAT WE DON’T DO | ||
No Employment | None of our NEOs have employment agreements, so each NEO is employed by the company “at will.” We maintain a severance plan that provides for the payment of severance benefits in limited termination circumstances. | |
No Change-in-Control | We have no change-in-control agreements or related executive tax gross-up benefits. The only change-in-control provision in our compensation plans, which applies to all employees who hold equity awards, is the possible acceleration of equity vesting in certain limited circumstances within the parameters of a change-in-control transaction, as defined in the related plans. | |
No Hedging or Pledging by | Officers, directors and certain other employees are prohibited from engaging in speculative transactions in our securities, pledging our securities as collateral for a loan or other transaction or engaging in any hedging transactions involving our securities. | |
No Dividends or Dividend | No dividends or dividend equivalents are paid out on restricted performance stock rights or restricted stock rights during the performance period. Dividend equivalent units are paid only at the time and to the extent that the underlying shares vest and are paid. | |
| 50 | Huntington Ingalls Industries, Inc. |
Executive Compensation
Executive Compensation Principles
The Compensation Committee of the Board (which we refer to as the “Committee” in this CD&A) is comprised exclusively of independent directors, as determined under NYSE corporate governance listing standards, including the enhanced independence standards applicable to members of the Committee. The Committee oversees all of our compensation and benefit programs that affect our NEOs, as well as other officers elected by the Board. The Committee also provides strategic direction for our overall compensation and benefits structure and oversees CEO and executive officer succession plans. In conducting oversight of our compensation and benefit programs, the Committee is guided by the following compensation principles approved by the Committee:
Our compensation programs will be primarily customer-focused, rewarding safety, quality, cost and schedule performance, and stockholder friendly, rewarding consistent achievement of strong financial results and increasing stockholder value.
Compensation programs will be designed to influence outcomes and will provide a balance between short- and long-term performances.
Compensation programs will be based on achievement of clear and measurable financial results and accountabilities, with an emphasis on performance-based compensation, and will be formula-based with appropriate levels of discretion for adjustments.
Compensation and benefits will be competitive within the market. Alignment with peer companies will be considered when developing programs and goals, but measures oriented to promoting strong improvements in our own business results will be the predominant factor.
Compensation will be disclosed and explained in a transparent and understandable manner. Clear and concise goals will be established to enable the assessment of performance by the Committee and by stockholders through the CD&A.
Achievement of business goals through both annual operating performance and increased stockholder value will produce significant individual rewards; failure to achieve business goals will negatively affect the pay of our executives.
| • | Our compensation programs will be primarily customer-focused, rewarding safety, quality, cost and schedule performance, and stockholder friendly, rewarding consistent achievement of strong financial results and increasing stockholder value. |
Compensation programs will be designed to influence outcomes and will provide a balance between short- and long-term performances. |
| • | Compensation programs will be based on achievement of clear and measurable financial results and accountabilities, with an emphasis on performance-based compensation, and will be formula-based with appropriate levels of discretion for adjustments. |
| • | Compensation and benefits will be competitive within the market. Alignment with peer companies will be considered when developing programs and goals, but measures oriented to promoting strong improvements in our own business results will be the predominant factor. |
| • | Compensation will be disclosed and explained in a transparent and understandable manner. Clear and concise goals will be established to enable the assessment of performance by the Committee and by stockholders through the CD&A. |
| • | Achievement of business goals through both annual operating performance and increased stockholder value will produce significant individual rewards; failure to achieve business goals will negatively affect the pay of our executives. |
| • | To promote alignment of management and stockholder interests, elected officers will meet stock ownership guidelines in the following multiples of base salary: CEO and President, seven times; all other elected officers reporting to the CEO, three times. The Committee will monitor attainment of the ownership guidelines on an annual basis. The restricted stock units our non-employee directors receive do not become payable until a director ceases to serve on the Board. Non-employee directors who own shares of our common stock having a value of at least five times the amount of their annual cash retainer may elect, on an annual basis, to receive their annual equity award directly in shares of our common stock or stock units that are payable in the fifth calendar year after the year in which the annual equity award is earned (or, if earlier, upon termination of the director’s board service). In addition, non-employee directors may elect to receive their annual cash retainers in the form of stock units or, in the case of directors who own shares of common stock having a value of at least five times the amount of their annual cash retainer, common stock or stock units that are payable in the fifth calendar year after the year in which the annual cash retainer is earned (or, if earlier, upon termination of the director’s board service). |
| • | The mix of long-term awards, selection of performance criteria and oversight of compensation programs, together with other features, such as our stock ownership guidelines, will be designed to discourage excessive risk taking by emphasizing a long-term focus on compensation and financial performance. |
| • | Our NEO compensation strategy will be consistently applied for all incentive plan participants to promote proper alignment, accountability and line-of-sight regarding commitments and priorities. |
| 2024 Notice and Proxy Statement | 51 |
Executive Compensation
To promote alignment of management and stockholder interests, elected officers will meet stock ownership guidelines in the following multiples of base salary: CEO and President, seven times; all other elected officers reporting to the CEO, three times. The Committee will monitor attainment of the ownership guidelines on an annual basis. The restricted stock units our non-employee directors receive do not become payable until a director ceases to serve on the Board. Non-employee directors who own shares of our common stock having a value at least five times the amount of their annual cash retainer may elect, on an annual basis, to receive their annual equity award directly in shares of our common stock or stock units that are payable in the fifth calendar year after the year in which the annual equity award is earned (or, if earlier, upon termination of the director’s board service). In addition, non-employee directors may elect to receive their annual cash retainers in the form of stock units.
The mix of long-term awards, selection of performance criteria and oversight of compensation programs, together with other features, such as our stock ownership guidelines and holding requirements, will be designed to discourage excessive risk taking by emphasizing a long-term focus on compensation and financial performance.
Our NEO compensation strategy will be consistently applied for all incentive plan participants to promote proper alignment, accountability and line-of-sight regarding commitments and priorities.
Pay for Performance
The fundamental philosophy of our executive compensation program is pay for performance. Our pay-for-performance philosophy and compensation principles are designed to attract, motivate and retain highly-qualified executives, incentivize our executives to achieve business objectives, reward performance and align the interests of our executives with the interests of our stockholders and customers. As such, we provide significant reward opportunities to our NEOs linked to achievement of our financial and operational goals. Above all, these goals are customer-focused, rewarding achievement of safety, quality, cost and schedule goals, and stockholder-friendly, rewarding consistent achievement of strong financial results and building or increasing stockholder value. Performance-based compensation is balanced over the short-term and long-term to incentivize decisions and actions that promote stockholder value and focus our executives on performance that benefits our stockholders and customers, while discouraging inappropriate risk taking behaviors.
This focus on performance is demonstrated in the compensation mix of our NEOs. Our executive compensation is heavily weighted toward the variable, performance-based elements, and toward the long-term and equity-based elements, as reflected in the following charts, which set forth the percentage of total target compensation corresponding to each compensation element for our CEO and for our other NEOs collectively for 2021.2023.
CEO Target Compensation Mix1 | Other NEOs Target Compensation Mix2 | |
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 |
 |
| (1) |
|
| (2) |
|
Executive Compensation
The design of our annual and long-term incentive compensation plans also supports our pay-for-performance philosophy. A significant portion of the potential compensation of our executives is at risk, and that risk corresponds with each executive’s level of responsibility. Exceeding our financial, operational and operational targetsstrategic leadership goals can result in a payout of up to 200% of the original award target awards under our annual incentive compensation and long-term incentive stock plans, while failure to meet our targetsgoals can result in no incentive compensation payouts under our plans.payouts.
2021 2023 “Say-on-Pay” Advisory Vote on Executive Compensation
Consistent with our goal of supporting a pay-for-performance philosophy by implementing compensation programs that reward performance, are market competitive and align the interests of our executives with the interests of our stockholders and customers, we seek the views of our stockholders annually on the design, effectiveness and results of our executive compensation program.
At our 20212023 Annual Meeting of Stockholders, our stockholders approved our executive compensation on an advisory basis with 97% of the votes cast (excluding broker non-votes)non-broker votes). This strong support,
| 52 | Huntington Ingalls Industries, Inc. |
Executive Compensation
among other factors, resulted in the Committee continuing our executive compensation program without significant changes.
Retention of Independent Compensation Consultant
The Committee continued in 20212023 to engage an independent compensation consultant, Exequity, LLP (“Exequity”), to assist the Committee in carrying out its responsibilities under its charter. Under the terms of its charter and the agreement between the Committee and the consultant, the Committee has the exclusive right to select, retain and terminate Exequity, as well as to approve any fees, terms or other conditions of Exequity’s service. Exequity reports directly to the Committee. When directed to do so by the Committee, the consultant also works collaboratively with company management to develop analyses and proposals for presentations to the Committee. The Committee reviews the performance of the independent consultant on an annual basis and determines whether to continue the engagement.
Exequity attended several Committee meetings during 20212023 and presented analyses and key recommendations for Committee consideration, discussed emerging trends and technical issues and reviewed and commented on managementmanagement’s proposals, as appropriate. In addition, the consultant responded to miscellaneous Committee requests.
Compensation Consultant Independence Assessment
In accordance with SEC rules and NYSE listing standards, the Committee requested and received information from Exequity relating to the consultant’s independence and potential conflicts of interest, including information regarding the following: (1) other services provided to us by the consultant; (2) fees paid by us as a percentage of the consulting firm’s total revenue; (3) policies or procedures maintained by the consulting firm designed to prevent a conflict of interest; (4) any business or personal relationships between the individual consultants involved in the engagement and a member of the Committee; (5) any company stock owned by the individual consultants involved in the engagement; and (6) any business or personal relationships between our executive officers and the consulting firm or the individual consultants involved in the engagement.
Based upon an assessment of these factors, including information gathered from our directors and executive officers relating to business orand personal relationships with the consulting firm orand the individual consultants, the Committee concluded that the consultant is independent and that the work of the consultant did not raise any conflict of interest.
Peer Group Development
The Committee believes our total compensation program (base salary, target annual cash incentive awards, target long-term incentive awards and benefits) should provide aggregate compensation at
Executive Compensation
approximately the 50th percentile of the relevant market. Based upon an analysis conducted by Exequity and reviewed with the Committee, the Committee determined that our NEO base pay generally approximates the median of the peer companies and long-term incentive compensation is generally in the third or fourth quartile among the peer companies. This compensation mix is consistent with both management’s and the Committee’s philosophy that a significant portion of an executive’s overall compensation package should be based on the performance of the company and therefore be at risk.
HII is a unique business with few directly comparable peer companies. As such, our current peer group is comprised of heavy manufacturing, engineering and defense companies that have annual revenues generally between $5$2 billion and $20 billion and that most closely match our company in terms of market cap, strategic interest, workforce similarities and/or business type. The median annual revenues for peer group companies was $5.3$6.6 billion, compared to our 20212023 revenues of $9.5$11.5 billion.
| 2024 Notice and Proxy Statement | 53 |
Executive Compensation
The targeted peer group for our 20212023 NEO compensation analysis consisted of the following 1415 companies:
| BWX Enterprises, Inc. | ||||||
| Curtiss-Wright Corporation | Oshkosh Corporation | |||||
| Parker Hannifin Corporation | ||||||
| Spirit AeroSystems Holdings, Inc. | ||||||
| Teledyne Technologies Incorporated | ||||||
| Textron Inc. | ||||||
| TransDigm Group | ||||||
| Leidos Holdings, Inc. |
The Committee analyzed the business landscape in the markets in which HII operates and has decided not to modify this peer group for 2022.2024 by adding Booz Allen Hamilton Holding Corporation.
Compensation Risk Assessment
The Board actively oversees our overall risk profile, including the potential risk posed by our compensation programs. During the third quarter of 2021,2023, a risk assessment and analysis of our executive compensation programs was conducted by Exequity. Their findings confirmed that our executive compensation programs are designed to drive a pay-for-performance philosophy and do not create risks that are likely to have a material adverse impact on the company. The Committee evaluated and discussed the risk analysis with Exequity and agreed with the consultant’s conclusions.
The following factors are key components of our executive compensation risk mitigation efforts:
Our stock ownership guidelines and additional stock holding requirement of three years from the date of payout, including any payout that occurs within one year of retirement, provide a strong risk mitigation tool;
Our clawback policy applies to all employees at the level of vice president and above, allowing us to recoup incentive payments in the event of restated financial results;
Our lack of employment agreements discourages management entrenchment and increases our flexibility to make management changes when appropriate;
Our long-term incentive compensation plan includes a relative performance component, alleviating risk and inherent forecasting uncertainty of relying solely on budget-based goals;
Long-term incentive compensation payouts are capped at 200%, preventing possible windfall awards resulting from unforeseen circumstances; and
Long-term incentive compensation awards are earned over a three-year performance period and reduce any incentive to engage in business tactics that improve short-term performance at the expense of long-term success.
| • | Our stock ownership guidelines provide a strong risk mitigation tool; |
| • | Our compensation recovery policy applies to our president, principal financial officer, principal accounting officer, any vice president, any other officer who performs a significant policy-making function or any other person who performs similar policy-making functions for the company, and allows us to recover erroneously awarded incentive compensation; |
| • | Our lack of employment agreements discourages management entrenchment and |
| • | Our long-term incentive compensation plan includes a relative performance component, mitigating risk and inherent forecasting uncertainty of relying solely on budget-based goals; |
Executive Compensation
| • | Long-term incentive compensation payouts are capped at 200%, preventing possible windfall awards resulting from unforeseen circumstances; and |
2021
| • | Long-term performance-based incentive compensation awards are earned over a three-year performance period and reduce any incentive to engage in business tactics that improve short-term performance at the expense of long-term success. |
2023 Compensation Elements
The direct compensation elements for executives under our compensation program consist primarily of base salaries, annual incentive awards and long-term incentive awards. Annual base salary provides a fixed minimum level of compensation that is competitive within the relevant market and helps us attract and retain highly qualified executives. Annual incentive awards are generally paid in cash and intended to motivate executives to achieve pre-determined annual financial and operational goals that are aligned with our strategic goals. Long-term incentive awards are generally equity-based and intended to promote achievement of pre-determined three-year financial performance goals aligned with long-term stockholder interests.
2021 Key Compensation Decisions
Key compensation decisions for our NEOs for 2021 included the following:
No performance-based merit increases were provided for any NEOs for 2021. The base salary for Mr. Boudreaux was increased in 2021 as a result of a market adjustment.
Targets as a percentage of base salary for annual incentive awards for 2021 under our AIP were unchanged from 2020. Based on our performance for 2021, as well as the individual performances of our NEOs, payout awards were approved at levels that ranged from 106% to 200% of targets.
Targets for long-term incentive awards for 2021 were unchanged from 2020. All long-term incentive awards were in the form of restricted performance stock rights, which vest only upon achievement of performance metrics.
Upon Mr. Kastner’s promotion to Chief Operating Officer, his base salary was increased from $592,250 to $700,000 and his AIP target as a percentage of salary was increased from 75% to 90%. In addition, his long-term incentive plan (“LTIP”) target value was increased from $1,500,000 to $2,000,000. The decision to increase these components of compensation was based on a market analysis for the position provided by Exequity and management recommendations.
Upon Mr. Stiehle’s promotion to Chief Financial Officer, his base salary was increased from $320,000 to $550,000 and his AIP target as a percentage of salary was increased from 40% to 75%. In addition, his LTIP target value was increased from $270,000 to $1,000,000. The decision to increase these components of compensation was based on a market analysis for the position provided by Exequity and management recommendations.
| Huntington Ingalls Industries, Inc. |
Executive Compensation
to promote achievement of pre-determined three-year financial performance goals aligned with long-term stockholder and customer interests.
2023 Key Compensation Decisions
Key compensation decisions for our NEOs for 2023 included the following:
| • | No NEOs received performance-based merit increases in their base compensation for 2023. The base salary for Ms. Wilkinson was increased in 2023 as a result of a market adjustment. |
| • | Targets as a percentage of base salary for annual incentive awards for 2023 under our AIP were unchanged from 2022, with the exception of Mr. Kastner, whose target as a percentage of base salary increased from 125% to 135%. Based on our performance for 2023, as well as the individual performances of our NEOs, payout awards to NEOs under our AIP were approved at levels that ranged from 158% to 192% of targets. |
| • | Targets for long-term incentive awards for 2023 were unchanged from 2022. All long-term incentive awards were in the form of restricted performance stock rights, which vest only upon achievement of performance metrics measured over a three-year period. |
Base Salaries
Base salaries for our NEOs for 20212023 were as follows:
Name | Title |
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President and Chief Executive Officer |
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1,200,000 | |||||
Thomas E. Stiehle |
Executive Vice President and Chief Financial Officer |
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575,000 | |||||
Chad N. Boudreaux |
Executive Vice President and Chief Legal Officer |
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570,000 | |||||
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Executive Vice President and President, |
| 530,458
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Executive Vice President and President, |
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545,000 | |||||
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Creation of Annual Incentive Plan (AIP)(“AIP”) and Long-Term Incentive Stock Plan (LTIP)(“LTIP”) Goals
The Committee approved financial metric goals and strategic leadership goals under our AIP for the corporate office, as well as a combination of financial andmetric, operational metric and strategic leadership goals for each of our three operating divisions. The guiding principle behind all of our performance metricsgoals is that they drive the desired outcomes to promote customer satisfaction and increase stockholder value.
Division operational goals based on clear and measurable results were developed collaboratively between division management and corporate management. Shipbuilding division operational goals fall into the categories of safety, quality, cost, overhead, schedule, diversity and inclusion, division-specific challenges and opportunities and cross-shipbuilding collaboration. Technical SolutionsMission Technologies division operational goals fall into the categories of growth and hiring, diversity and inclusion, cross business synergy and division-specific challenges.compliance.
Corporate and division strategic leadership goals based on clear and measurable results were developed collaboratively between division management and corporate management and include the categories of leadership, sustainability, cybersecurity and compliance.
| 2024 Notice and Proxy Statement | 55 |
Executive Compensation
The Committee approved financial goals for the LTIP to reward performance in three-year increments. The performance metrics for all participants under the LTIP for 20212023 were pension adjusted return on invested capital (“ROIC”), earnings before interest, taxes, depreciation, amortization and pension (“EBITDAP”) and relative EBITDAP growth over the performance period from January 1, 20212023 through December 31, 2023.2025.
ROIC is a measure of our ability to use cash flows to generate returns. ROIC is calculated as Adjusted Free Cash Flow divided by average Invested Capital. Adjusted Free Cash Flow represents cash flow available to HII’s equity and debt stakeholders, calculated as Free Cash Flow (cash from operations less capital expenditures net of related grant proceeds) plus after-tax interest. Average Invested Capital is equal to total debt, plus equity, less goodwill and the impact of any Accumulated Other Comprehensive Income/Loss.
EBITDAP is a key indicator of our financial performance and calculated as Net Earnings, plus interest, taxes, depreciation and amortization, less Net Pension/Post Retirement Benefit Benefit/Expense.
Executive Compensation
Relative EBITDAP growth is defined as our EBITDAP ending balance less our EBITDAP beginning balance, divided by the EBITDAP beginning balance, measured against EBITDAP growth of the S&P Aerospace and Defense Select Index (SPSIAD), which consists of more than 30 companies.
Annual Incentive Compensation Awards
The Committee approves annual incentive compensation targets as a percentage of base salary for each NEO position. Targets vary with relevant benchmark market levels,benchmarks, individual job level, job scope and overall influence on our business results. The Committee considers both the recommendations of its compensation consultant and those of management in determining appropriate annual incentive targets for our NEOs. The target incentive award (“Target Bonus”) is based on a percentage of each NEO’s base salary and provides a basis upon which a final award amount is determined by the Committee based upon its assessment of performance against pre-determined performance criteria after the year has ended. The annual incentive compensation targets for our NEOs expressed as a percentage of base salary tend to fall into the third quartile of the relevant market data.
20212023 Annual Incentive Plan
Annual incentive awards for Messrs. Petters,Kastner, Stiehle Kastner and Boudreaux for 20212023 were evaluated based upon Operating Margin (“OM”) and Operating Cash Flow (“OCF”) for the entire enterprise and strategic leadership goals to arrive at a company performance factor (“CPF”), as well as an individual performance factor (“IPF”). for each executive. OM is equal to segment operating income as a percentage of total revenues. Segment operating income is equal to operating income before the Operating FAS/CAS Adjustment and non-current state income taxes. OCF represents cash from operating activities before discretionary pension contributions, capital expenditures and excess cash flow. Strategic leadership goals are based on four strategic metrics: leadership, sustainability, cybersecurity and compliance.
Achievement of the maximum performance criteria results in a CPF of 2.0. If the CPF for the corporate office is less than 0.5, no annual incentive award is paid. The IPFIndividual IPFs can range from 0 to 1.5. No annual incentive award can exceed 200% of an individual’s Target Bonus. The annual incentive award formula for the corporate office for the 20212023 performance period was:
Base Salary x Target % = Target Bonus
Target Bonus x CPF x IPF = Final Bonus Award
The 20212023 annual incentive award for Ms. BoykinMr. Green was evaluated based on herhis division performance factor (“DPF”), which includes division financial metric goals, consisting of revenue, EBITDA and OCF,
| 56 | Huntington Ingalls Industries, Inc. |
Executive Compensation
and division non-financial goals, which include growth and hiring, diversity and inclusion, cross business synergy and compliance, and strategic leadership goals, as well as an individual IPF.
The 2023 annual incentive award for Ms. Wilkinson was evaluated based on her DPF, which includes division financial metric goals, consisting of OM and OCF, and division non-financial goals, which include safety, quality, cost, overhead, schedule, diversity and inclusion, division management and cross-shipbuilding collaboration, and strategic leadership goals, as well as an individual IPF.
The 2021 annual incentive award for Mr. Green was evaluated based on his DPF, which includes division financial metric goals, consisting of revenue, OM and OCF, and division non-financial goals, which include division management and diversity and inclusion.
Achievement of the maximum division performance criteria results in a DPF of 2.0, and no annual incentive award is paid to division AIP participants if the CPF with reference to the corporate metricsgoals is less than 0.5. The IPFIndividual IPFs can range from 0 to 1.5. No annual incentive award can exceed 200% of an individual’s Target Bonus. The annual incentive award formula for the operating divisions for the 20212023 performance period was:
Base Salary x Target % = Target Bonus
Target Bonus x DPF x IPF = Final Bonus Award
Executive Compensation
At the conclusion of each calendar year, our CEO conducts an annual performance evaluation for each NEO as a basis for recommending an IPF score for each NEO. These evaluations are reviewed with the Committee. Each NEO’s individual performance is evaluated based upon consideration of the following factors:
Financial performance of our company as a whole and the division(s) (where applicable);
| • | Financial performance of our company as a whole and the division(s) (where applicable); |
Performance on non-financial goals, including enterprise-wide goals and division-specific operating goals;
| • | Performance on non-financial goals, including enterprise-wide goals and division-specific operating goals; |
Strategic leadership and vision;
| • | Strategic leadership and vision; |
Program execution and performance;
| • | Program execution and performance; |
Customer relationships; and
| • | Customer relationships; and |
Peer and employee relationships/engagement.
| • | Peer and employee relationships/engagement. |
The Committee reviews and considers the recommendations from the CEO and all performance information, including a comparison to the 20212023 peer group data. The Committee then approves annual incentive compensation awardspayouts for all NEOs, subject to ratification by the independent members of the Board with respect to the CEO’s compensation.
Target Bonus Amounts
Based on analyses of relevant market benchmarks and peer group data, we did not make anyno adjustments were made to the annual incentive compensation targets as a percentage of base salary.salary except for Mr. Kastner. The 20212023 Target Bonus amounts were as follows:
Name | Incentive Target as % of Base Salary (%) | 2021 Target Bonus ($) | ||||||||||
C. Michael Petters (1)
|
125
|
1,375,000
| ||||||||||
Name | ||||||||||||
Name | ||||||||||||
Name | Incentive Target as % of Base Salary (%) | 2023 Target Bonus ($) | ||||||||||
Christopher D. Kastner (1)
|
|
135
|
|
|
1,620,000
|
| ||||||
Thomas E. Stiehle
|
75
|
412,500
|
|
80
|
|
|
460,000
|
| ||||
Christopher D. Kastner
|
90
|
630,000
| ||||||||||
Chad N. Boudreaux
|
75
|
393,750
|
|
80
|
|
|
456,000
|
| ||||
Jennifer R. Boykin
|
75
|
405,563
| ||||||||||
Edgar A. Green III
|
75
|
386,256
|
|
80
|
|
|
424,367
|
| ||||
Kara R. Wilkinson
|
|
80
|
|
|
436,000
|
| ||||||
|
Executive Compensation
20212023 Annual Incentive Plan Goals and Results
For Messrs. Petters,Kastner, Stiehle Kastner and Boudreaux, 20212023 annual incentive compensation awards were based entirely upon overall enterprise performance and corporate strategic leadership performance. For Ms. Boykin and Mr. Green 2021and Ms. Wilkinson, 2023 annual incentive compensation awards were based upon the performance of the Newport NewsMission Technologies division and the Technical SolutionsIngalls Shipbuilding division, respectively.
The corporate AIP score was based entirely upon90% on our overall financial score and 10% on the corporate strategic leadership score, as described below.
The Mission Technologies division performance score was based 30% on the division operational score, 60% on the division financial score and 10% on the division strategic leadership score. For purposes of determining the division performance factor under the AIP for Mission Technologies, performance criteria for Mission Technologies were weighted as follows:
| Metric | Description | Individual Weight | Overall Weight | |||||
OPERATIONAL* | Growth and Hiring | Focused on operational or financial goals or goals relating to winning contracts or any other area in which our CEO desires to drive performance. Goals are recommended by our CEO and approved by the Committee at the beginning of the performance year and are specific to the division’s opportunities and challenges | 50% | 30% | ||||
| Diversity and Inclusion | Measured using program-specific objectives related to the creation of development plans and placements for diverse candidates | 20% | ||||||
| Cross Business Synergy | Measured using program-specific objectives related to winning new synergy business pursuits | 15% | ||||||
| Compliance | Measured based on execution of the 2023 compliance program, centralized compliance employee resource site and the implementation of effective SOX controls | 15% | ||||||
FINANCIAL | Revenue | Measured as division total sales | 33% | 60% | ||||
| EBITDA | Measured as division operating income before interest, taxes, depreciation and amortization | 33% | ||||||
| Operating Cash Flow | Measured as division OCF before capital expenditures | 34% | ||||||
STRATEGIC | Strategic Leadership | Measured based on four metrics (leadership, compliance, cybersecurity and social) | 100% | 10% | ||||
| * | The operational criteria were recommended by our CEO and approved by the Committee at the beginning of the performance year. |
| 58 | Huntington Ingalls Industries, Inc. |
Executive Compensation
The Ingalls Shipbuilding division and the Newport News Shipbuilding division performance scores werescore was based 50%40% on the respective division operational score, 40% on the respective division financial score, and 10% on the combined operating margins (“SOM”) of the two shipbuilding divisions. Indivisions and 10% on the division strategic leadership score. For purposes of determining the division performance factors forfactor under the AIP awards for the two shipbuilding divisions,Ingalls, the performance criteria for Ingalls were weighted as follows:
50% based on achievement of the respective division operational criteria.
The division operational criteria consisted of the following eight performance metrics, with corresponding weights. These criteria, which are specific to the respective divisions, were recommended by our CEO and approved by the Committee at the beginning of the performance year.
Safety (16%)—Measured by a combination of elements, including total case rate, lost total case rate and lost work days rate;
Quality (16%)—Measured by integrating elements such as defect rates, process quality, planning quality and other appropriate criteria for program type and phase;
Cost (6%)—Measured using program-specific objectives related to achievement of cost factors that include Cost Performance Index and overhead rates;
Overhead (10%)—Measured using labor and overhead rates and impacts;
Schedule (16%)—Measured using program-specific objectives related to achievement of quarterly schedule targets;
Diversity and Inclusion (16%)—Measured using a combination of the following elements: hiring, promotional and developmental opportunities and placements for diverse candidates;
Division Management (16%)—Focused on operational or financial goals or goals relating to environmental, human capital or any other area in which our CEO desires to drive performance. Goals recommended by our CEO and approved by the Committee at the beginning of the performance year are specific to each division’s opportunities and challenges; and
Cross-Shipbuilding Collaboration (4%)—Measured based on five areas (program management, supply chain management, planning, engineering and operations).
20% based on achievement of the respective division return on sales (“ROS”) performance criteria.
ROS performance criteria—Measured as division OM before other post-employment retirement benefits and FAS/CAS net pension expense.
20% based on achievement of the respective division OCF performance criteria.
OCF performance criteria—Measured as division OCF before discretionary pension contributions, capital expenditures and excess cash flow.
10% based on achievement of the SOM performance criteria.
SOM performance criteria—Measured as the combined OM of the shipbuilding divisions.
| Metric | Description | Individual Weight | Overall Weight | |||||
OPERATIONAL* | Safety | Measured by a combination of elements, including total case rate, lost total case rate and lost work days rate | 16% | 40% | ||||
| Quality | Measured by integrating elements such as defect rates, process quality, planning quality and other appropriate criteria for program type and phase | 14% | ||||||
| Cost | Measured using program-specific objectives related to achievement of cost factors that include Cost Performance Index and overhead rates | 14% | ||||||
| Schedule | Measured using program-specific objectives related to achievement of quarterly schedule targets | 14% | ||||||
| Cross-Shipbuilding Collaboration | Measured based on five areas (program management, supply chain management, planning, engineering and operations) | 14% | ||||||
| Diversity and Inclusion | Measured using a combination of the following elements: hiring, promotional and developmental opportunities and placements for diverse candidates | 14% | ||||||
| Division Management | Focused on operational or financial goals or goals relating to environmental, human capital or any other area in which our CEO desires to drive performance. Goals recommended by our CEO and approved by the Committee at the beginning of the performance year are specific to each division’s opportunities and challenges | 14% | ||||||
FINANCIAL | Return on Sales | Measured as division OM before other post-employment retirement benefits and FAS/CAS net pension expense | 50% | 40% | ||||
| Operating Cash Flow | Measured as division OCF before discretionary pension contributions, capital expenditures and excess cash flow | 50% | ||||||
OPERATING MARGIN | Combined Shipbuilding Operating Margin | Measured as the combined OM of the shipbuilding divisions | 100% | 10% | ||||
STRATEGIC | Strategic Leadership | Measured based on four metrics (leadership, sustainability, cybersecurity and compliance) | 100% | 10% | ||||
| * | ||||||
Executive Compensation
The Technical Solutions division performance score was based 15% on the division operational score and 85% on the division financial score. In determining the division performance factor for Mr. Green’s AIP award, the performance criteria were weighted as follows:
15% based on achievement of the division operational criteria.
The division operational criteria consisted of the following two performance metrics. These criteria were recommended by our CEO and approved by the Committee at the beginning of the performance year.
Diversity and Inclusion—Measured using a combination of the following elements: hiring, promotional and developmental opportunities and placements for diverse candidates; and
Division Management—Focused on optimizing human capital and ensuring ethical and compliant behavior.
85% based on achievement of the division financial criteria.
The division financial criteria consisted of the following three performance metrics, with corresponding weights. These criteria were recommended by our CEO and approved by the Committee at the beginning of the performance year.
Revenue (20%)—Measured as division total sales;
|
OCF (40%)—Measured as division cash flow before capital expenditures.
All of the AIP goals for the corporate office and our three divisions, which cover the NEOs, are recommended by our CEO and then approved by the Committee.
| 2024 Notice and Proxy Statement | 59 |
Executive Compensation
AIP goals are plan-based, with minimum and maximum limits based on clear targets connected to our annual operating plan. The AIP goals are based upon metrics that are customer focused and stockholder friendly with clear line-of-sight financial and operational metrics. Final AIP performance metrics for 2021,2023, as determined by the Committee, were as follows:
Corporate 20212023 Metrics for Messrs. Petters,Kastner, Stiehle Kastner and Boudreaux
Corporate 2021 Metrics | Goals @ 0% | Goals @ 100% | Goals @ 200% | Performance Results | Points Earned | Weighting | Final AIP Points | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Corporate 2023 Metrics | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Corporate 2023 Metrics | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Corporate 2023 Metrics | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Corporate 2023 Metrics | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Corporate 2023 Metrics | Goals @ 0% | Goals @ 100% | Goals @ 200% | Performance Results | Points Earned | Weighting | Final AIP Points | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Financial Metrics | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
OM—Performance (%) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
OM—Performance (%) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
OM—Performance (%) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
OM—Performance (%) | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
OM—Performance (%) |
| 5.82 |
| 6.82 |
| 7.37 |
| 7.06 |
| 200 |
| 50% |
|
| 100 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
OCF—Performance ($M) |
| 567 |
| 662 |
| 757 |
| 835 |
| 200 |
| 50% |
|
| 100 |
| 879 |
| 1,079 |
| 1,166 |
| 1,288 |
| 200 |
| 45% |
| 90 | |||||||||||||||||||||||||||||||||||||||||
Financial Performance |
| 168 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Strategic Leadership Metrics |
| 0 |
| 100 |
| 200 |
| 174 |
| 174 |
| 10% |
| 17 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Total Performance (CPF) |
| Total AIP Score |
| 200 |
| Total AIP Score |
| 185 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Mission Technologies 2023 Metrics for Mr. Green
MT 2023 Metrics | Goals @ 0% | Goals @ 100% | Goals @ 200% | Performance Results | Points Earned | Weighting | Final AIP Points | |||||||||||||||||||||
Operational Metrics
| ||||||||||||||||||||||||||||
Operational Performance (Growth and Hiring, Diversity and Inclusion, Cross-Business Synergy and Compliance) | 0 | 100 | 200 | 175 | 175 | 30% | 52 | |||||||||||||||||||||
|
|
|
| |||||||||||||||||||||||||
Financial Metrics | ||||||||||||||||||||||||||||
Revenue ($M) | 2,402 | 2,552 | 2,610 | 2,699 | 66 | |||||||||||||||||||||||
EBITDA ($M) |
| 178 |
|
| 208 |
|
| 215 |
|
| 237 |
|
| 66 |
| |||||||||||||
Operating Cash Flow ($M) | 157 | 197 | 204 | 279 | 68 | |||||||||||||||||||||||
|
| |||||||||||||||||||||||||||
Financial Performance |
| 200 |
|
| 60% |
|
| 120 |
| |||||||||||||||||||
|
|
|
| |||||||||||||||||||||||||
Strategic Leadership Metrics |
| 0 |
|
| 100 |
|
| 200 |
|
| 200 |
|
| 200 |
|
| 10% |
|
| 20 |
| |||||||
|
| |||||||||||||||||||||||||||
Total Performance (DPF) |
| Total AIP Score |
|
| 192 |
| ||||||||||||||||||||||
| 60 | Huntington Ingalls Industries, Inc. |
Executive Compensation
Newport NewsIngalls Shipbuilding 20212023 Metrics for Ms. BoykinWilkinson
NNS 2021 Metrics | Goals @ 0% | Goals @ 100% | Goals @ 200% | Performance Results | Points Earned | Weighting | Final AIP Points | ||||||||||||||||||||||||||||||||||||||||||||||||||||
Ingalls 2023 Metrics | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Ingalls 2023 Metrics | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Ingalls 2023 Metrics | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Ingalls 2023 Metrics | Goals @ 0% | Goals @ 100% | Goals @ 200% | Performance Results | Points Earned | Weighting | Final AIP Points | ||||||||||||||||||||||||||||||||||||||||||||||||||||
Operational Metrics | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Operational Performance (Safety, Quality, Overhead, Cost, Schedule, Cross-Shipbuilding Collaboration, Diversity and Inclusion, Site President Specific) | 0 | 100 | 200 | 118 | 118 | 50% | 59 | ||||||||||||||||||||||||||||||||||||||||||||||||||||
Operational Performance (Safety, Quality, Cost, Schedule, Cross- Shipbuilding Collaboration, Diversity and Inclusion, President Specific) | 0 | 100 | 200 | 117 | 117 | 40% | 47 | ||||||||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Financial Metrics | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
OM—Performance (%) | 5.27 | 6.27 | 6.77 | 6.33 | 55 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||
OM—Performance (%) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
OM—Performance (%) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
OM—Performance (%) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
OCF—Performance ($M) |
| 450 |
|
| 500 |
|
| 525 |
|
| 572 |
|
| 100 |
| ||||||||||||||||||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Financial Performance | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Financial Performance | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Financial Performance | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Financial Performance |
| 155 |
|
| 40% |
|
| 62 |
| 200 | 40 | % | 80 | ||||||||||||||||||||||||||||||||||||||||||||||
|
|
|
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Shipbuilding Operating Margin Metric | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Combined Shipbuilding OM (%) |
| 7.00 |
|
| 8.00 |
|
| 9.00 |
|
| 7.81 |
|
| 81 |
|
| 10% |
|
| 8 |
|
| 7.00 |
|
| 8.00 |
|
| 9.00 |
|
| 8.34 |
|
| 134 |
|
| 10% |
|
| 13 |
| |||||||||||||||||
|
|
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Strategic Leadership Metrics |
| 0 |
|
| 100 |
|
| 200 |
|
| 181.00 |
|
| 181 |
|
| 10% |
|
| 18 |
| ||||||||||||||||||||||||||||||||||||||
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Total Performance (DPF) |
| Total AIP Score |
|
| 129 |
|
| Total AIP Score |
|
| 158 |
| |||||||||||||||||||||||||||||||||||||||||||||||
Technical Solutions 2021 Metrics for Mr. Green
TS 2021 Metrics | Goals @ 0% | Goals @ 100% | Goals @ 200% | Performance Results | Points Earned | Weighting | Final AIP Points | |||||||||||||||||||||
Operational Metrics |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| |||||||
Diversity and Inclusion |
| 0 |
|
| 40 |
|
| 80 |
|
| 80 |
|
| 80 |
| |||||||||||||
President Specific |
| 0 |
|
| 60 |
|
| 120 |
|
| 60 |
|
| 60 |
| |||||||||||||
|
| |||||||||||||||||||||||||||
Operational Performance |
| 140 |
|
| 15% |
|
| 21 |
| |||||||||||||||||||
|
|
|
| |||||||||||||||||||||||||
Financial Metrics | ||||||||||||||||||||||||||||
Revenue ($M) |
| 948 |
|
| 981 |
|
| 1,040 |
|
| 1,476 | (1) |
| 0 |
| |||||||||||||
OM—Performance (%) |
| 3.03 |
|
| 4.03 |
|
| 5.00 |
|
| 3.36 |
|
| 70 |
| |||||||||||||
OCF—Performance ($M) |
| 42 |
|
| 62 |
|
| 82 |
|
| 46 |
|
| 30 |
| |||||||||||||
|
|
|
| |||||||||||||||||||||||||
Financial Performance |
| 100 |
|
| 85% |
|
| 85 |
| |||||||||||||||||||
|
|
|
| |||||||||||||||||||||||||
Total Performance (DPF) |
| Total AIP Score |
|
| 106 |
| ||||||||||||||||||||||
|
20212023 AIP payouts for the NEOs were made at the performance scores reflected in the respective tables above, and the performance scores represent the percentage of target incentive compensation at which payouts were made.
Executive Compensation
Long-Term Incentive Compensation Awards
Our long-term incentive compensation goals are intended to reward three-year performance increments based primarily upon the achievement of financial metrics. Long-term incentive compensation for our NEOs is provided in the form of Restricted Performance Stock Rights (“RPSRs”). Each RPSR represents the right to receive one share of our common stock, or cash of equivalent value, subject to vesting as provided in the award. Vesting occurs when the Committee determines the extent thatto which the applicable performance criteria for the performance period have been achieved. Earned RPSRs may be paid out in shares of our common stock or, at the discretion of the Committee, cash. RPSRs include dividend equivalent units or DEUs,(“DEUs”) that are credited to the RPSRs following payment by the company of a cash dividend on our common stock. These DEUs remain subject to the terms and conditions of the underlying RPSR grants and are paid only to the extent the underlying RPSRs vest upon satisfaction of the applicable performance criteria.
The Committee determines long-term incentive compensation target values for our NEOs based upon a peer group analysis, applying value-based guidelines that focus on the award value, rather than the number of shares granted (share-based guidelines). The Committee believes value-based guidelines more effectively deliver long-term incentive compensation awards that are consistent with awards received by individuals holding comparable positions at peer companies.
20212023 Long-Term Incentive Compensation Awards
Long-term incentive compensation awards in 20212023 were granted under our stockholder-approved Huntington Ingalls Industries, Inc. 20122022 Long Term Incentive Stock Plan (the “2012“2022 Plan”). All long-term incentive compensation awards granted to our NEOs in 20212023 were in the form of RPSRs and covered
| 2024 Notice and Proxy Statement | 61 |
Executive Compensation
cover the performance period from 20212023 through 2023.2025. The Committee and management review and evaluate RPSR performance goals to ensure they are aligned with our long-term objectives. For the 20212023 grants, the Committee and management determined that performance for long-term incentive compensation awards to our NEOs would be measured using ROIC, EBITDAP and relative EBITDAP. The number of shares that ultimately vest and are issued to an NEO under an RPSR award can vary from 0% to 200% of the original number of shares granted.granted plus accrued dividends.
For 2021,2023, the long-term incentive compensation target values for our NEOs were approved by the Committee as follows:
Name | 2021 Long-Term Incentive ($) | Actual Award ($) | ||||||||||||||||||
C. Michael Petters |
| 4,400,000 |
| 4,399,947 |
| |||||||||||||||
Name | ||||||||||||||||||||
Name | ||||||||||||||||||||
Name | ||||||||||||||||||||
Name | 2023 Long-Term Incentive Compensation Target ($) | Actual Award ($) | ||||||||||||||||||
Christopher D. Kastner |
| 5,800,000 |
| 5,799,855 | ||||||||||||||||
Thomas E. Stiehle |
| 1,000,000 |
| 999,988 |
| 1,500,000 |
| 1,499,944 | ||||||||||||
Christopher D. Kastner |
| 2,000,000 |
| 1,999,976 | ||||||||||||||||
Chad N. Boudreaux |
| 950,000 |
| 949,855 |
| 1,150,000 |
| 1,149,814 | ||||||||||||
Jennifer R. Boykin |
| 1,150,000 |
| 1,149,852 | ||||||||||||||||
Edgar A. Green III |
| 1,150,000 |
| 1,149,852 |
| 1,150,000 |
| 1,149,814 | ||||||||||||
Kara R. Wilkinson |
| 1,150,000 |
| 1,149,814 | ||||||||||||||||
The target dollar amounts are grant date theoretical values and not based upon any actual calculation or estimate of payout. An NEO is not guaranteed to receive any payout as a result of the 20212023 grants.
Executive Compensation
2019-20212021-2023 Long-Term Incentive Plan Goals and Results
During the first quarter of each year, the Committee reviews our financial performance over the prior three years against approved long-term incentive compensation goals to determine payout multiples for RPSRs with a performance period that ended December 31 of the prior year.
At the March 2022February 2024 meeting, the Committee reviewed performance for the January 1, 20192021 through December 31, 20212023 performance period. The performance score for the 20192021 LTIP equity grants, as approved by the Committee, was calculated as follows:
| HII 2021-2023 Goals | Actual Performance (Adj.) | |||||||||||||||||||||||||||||||||||||||||||||||
| HII 2019-2021 Goals | Actual Performance (Adj.) | |||||||||||||||||||||||||||||||||||||||||||||||
Goals @ 0%
|
Goals @ 100%
|
Goals @ 200%
|
Performance
| Score
| Weighting
| CPF
|
Goals @
|
Goals @
|
Goals @
|
Performance
| Score
| Weighting
| CPF
| |||||||||||||||||||||||||||||||||||
EBITDAP ($M) (1) |
| 2,498 |
|
| 2,776 |
|
| 3,053 |
| 2,703 |
| 74 |
| 40% |
| 29 | % |
| 2,851 |
|
| 3,001 |
|
| 3,151 |
| 3,010 |
| 106 |
| 40% |
| 42 |
| ||||||||||||||
ROIC (%) (2) |
| 47.54 |
|
| 54.04 |
|
| 60.54 |
| 62.04 |
| 200 |
| 40% |
| 80 | % |
| 39.77 |
|
| 42.86 |
|
| 45.95 |
| 44.45 |
| 152 |
| 40% |
| 61 |
| ||||||||||||||
Relative EBITDAP (%) (3) |
| 25.00 |
|
| 55.00 |
|
| 75.00 |
| 62.50 |
| 138 |
| 20% |
| 28 | % |
| 25.00 |
|
| 55.00 |
|
| 75.00 |
| 67.00 |
| 160 |
| 20% |
| 32 |
| ||||||||||||||
Total | Total LTIP Score |
| 137 | % | Total LTIP Score |
| 135 |
| ||||||||||||||||||||||||||||||||||||||||
| (1) | Net Earnings before interest, taxes, depreciation, amortization and Net Pension/Post Retirement Expense. |
| (2) | Cumulative FCF divided by average invested capital. |
| (3) | HII EBITDAP ending balance less HII EBITDAP beginning balance, divided by the EBITDAP beginning balance, measured against EBITDAP growth of the S&P Aerospace and Defense Select Index. |
The 20192021 LTIP awards paid out at 137%135% of target, and earned RPSRs were issued on March 1, 2022.February 26, 2024.
| 62 | Huntington Ingalls Industries, Inc. |
Executive Compensation
2024 Changes to Long-Term Incentive Plan Awards
Beginning in 2024, long-term incentive compensation for our NEOs will be provided in the form of both RPSRs and ratable vesting Restricted Stock Rights (“RSRs”). The Committee added RSRs to our long-term incentive compensation to provide a time-based compensation element to align HII’s incentive compensation more closely to the market and peer companies and to respond to the changing needs of our company. Each RSR represents a right to receive one share of our common stock, or cash of equivalent value, subject to vesting as provided in the award. Vesting occurs over three years, with 33 1/3% vesting upon each of the first, second and third anniversaries of the grant date. RSRs may be paid out in shares of our common stock or, at the discretion of the Committee, cash. RSRs include DEUs that are credited to the RSRs following payment by the company of a cash dividend on our common stock. These DEUs remain subject to the terms and conditions of the underlying RSR grants and are paid only to the extent the underlying RSRs vest upon satisfaction of the applicable vesting criteria.
Additional Benefits
We provide additional benefits to our NEOs through various plans that are also available to some or all of our other employees. Although these plans are not directly overseen by the Committee, the Committee considers benefits under these plans when considering an executive’s total annual compensation and determining the annual and long-term compensation components. These benefits are not performance-related and are designed to provide a market competitive compensation package to attract, motivate and retain the executive talent we need to achieve our business objectives. The plans include broad-based retirement plans, as well as additional supplemental executive benefits. These supplemental benefits, includeincluding supplemental pension plans and enhanced health and welfare benefits (dental, life, AD&D and disability) and the Special Officers Retiree Medical Plan (“SORMP”) for our CEO upon retirement..
Defined Benefit Retirement Plans. We maintain tax-qualified defined benefit pension plans that cover all but two of our NEOs and the majority of our workforce. These plans are structured to retain and reward employees for long service and to recognize higher performance levels through annual pay increases. Compensation, age and service factor into the amount of the benefits provided under the plans.
We also maintain non-tax-qualified supplemental defined benefit pension plans that cover all but two of our NEOs. These plans provide benefits that would have been provided under the tax-qualified plans if no limits applied to such plans under the Internal Revenue Code (“IRC”). These types of benefits are common in our industry.
Defined Contribution Savings Plans. We maintain tax-qualified defined contribution savings plans that cover our NEOs and the majority of our workforce. Participating employees contribute portions of their pay to the plans, and the company generally provides a matching contribution.
Executive Compensation
We also maintain two non-tax-qualified supplemental savings plans that cover all eligible employees, including our NEOs. The Savings Excess Plan (“SEP”) allows eligible employees to defer compensation beyond the IRC limits of the tax-qualified plans and receive a matching company contribution. Eligibility begins when annual income, including base pay and bonuses, equals or exceeds $290,000,$330,000, the plan compensation limit under the IRC for 2021.2023. Eligible employees under the IRC may participate in the plan in the calendar year after their total eligible cash income meets or exceeds this limit.
The Officers Retirement Account Contribution Plan (“ORAC”) covers the majority of the company’s elected and appointed officers hired on or after July 1, 2008, who are not eligible for defined benefit pension plans. Enrollment is automatic, and the company contributes an amount equal to 4% of the officer’s eligible compensation.
| 2024 Notice and Proxy Statement | 63 |
Executive Compensation
Because Messrs. Boudreaux and Green were hired after June 30, 2008, they are not eligible to participate in the company’s qualified and nonqualified defined benefit pension plans, but they receive the SEP and ORAC benefits described above. Our other NEOs do not receive ORAC benefits. Additional information about the SEP and the ORAC is provided in the Nonqualified Deferred Compensation table.
Special Officer Retiree Medical Plan. Mr. Petters is a participant in the SORMP and entitled to retiree medical benefits under the terms of the SORMP. Coverage under the SORMP is essentially a continuation of medical benefits into retirement, plus retiree life insurance. Additional information about the SORMP is provided below in the Retiree Medical Arrangement section of the Potential Payments upon Termination or Change of Control section and related tables.
Perquisites. Our NEOs are eligible for certain executive perquisites, which include financial planning, dental coverage,insurance, physical exams, personal liability insurance and relocation benefits. These perquisites are common within our industry and comprise an important component of our total compensation package. Management and the Committee review perquisites and benefits on an annual basis to ensure they are appropriate.
Severance Benefits. Management and the Committee believe severance benefits are appropriate for a reasonable amount of time following certain terminations of employment, including a termination without cause. In addition to providing a severance plan for all employees, we maintain The Severance Plan for Elected and Appointed Officers of Huntington Ingalls Industries. Benefits under this plan for our NEOs include the following:
Lump Sum Cash Severance Payment—A lump sum equal to one and one half (1.5) times the sum of annual base salary and Target Bonus;
Extension of Medical and Dental Benefits—The employer portion of medical and dental insurance premiums for a period of 18 months following the date of termination (concurrent with COBRA);
Financial Planning Reimbursement—Eligible expenses incurred prior to the date of termination and eligible expenses incurred in the year in which the date of termination occurs up to a maximum of $15,000 ($30,000 for the CEO), and any fees incurred in the year following the year in which the date of termination occurs up to a maximum of $15,000 ($30,000 for the CEO);
Executive Physical Reimbursement—Eligible expenses up to $2,000 incurred through the end of the year of termination; and
Outplacement Services Reimbursement—Fees incurred within one year after the date of termination (limited to 15% of base salary as of the date of termination).
| • | Lump Sum Cash Severance Payment—A lump sum equal to one and one half (1.5) times the sum of annual base salary and Target Bonus; |
| • | Extension of Medical and Dental Benefits—The employer portion of medical and dental insurance premiums for a period of 18 months following the date of termination (concurrent with COBRA); |
| • | Financial Planning Reimbursement—Eligible expenses incurred prior to the date of termination and |
| • | Executive Physical Reimbursement—Eligible expenses up to $2,0001 incurred through the end of the year of termination; and |
Executive Compensation
| • | Outplacement Services Reimbursement—Fees incurred within one year after the date of termination (limited to 15% of base salary as of the date of termination). |
| 1 | For 2024, the Committee approved an increase to the executive physical reimbursement from $2,000 to $4,000. |
Additional Compensation Policies
Total Compensation—Tally Sheet
Management provides the Committee with a total compensation and benefits perspective for each NEO, which includes a tally sheet that captures each element of total compensation and benefits. In conjunction with the Committee’s consideration of NEO compensation compared to the company’s peer group, this tally sheet ensures that compensation decisions are made within a total compensation framework. The tally sheet provides a broad perspective that covers basic annual compensation components, as well as an annualized value of the benefits and perquisites each NEO receives. Accordingly, the values of nonqualified deferred compensation, outstanding equity awards, health and welfare benefits, pension benefits and perquisites are included.
Tax Deductibility of Pay—SectionPay-Section 162(m)
Prior to January 1, 2018, Section 162(m) of the Internal Revenue Code generally limited the deductibility of non-performance based compensation to $1 million each for a public company’s CEO
| 64 | Huntington Ingalls Industries, Inc. |
Executive Compensation
and next three highest-paid executive officers (other than the CFO). Among the provisions included in the Tax Cuts and Jobs Act of 2017 (the “Tax Act”) were changes to Section 162(m). Effective January 1, 2018, the performance-basedperformance based compensation exception to the $1 million deduction limitation was repealed and the employees subject to the $1 million deduction limitation were revised to include the CEO, CFO and next three highest-paid executive officers. The $1 million annual deduction limit applies to the following 2023 awards and payouts to executives subject to Section 162(m): AIP awards and long-term incentive compensation awards granted in 2021, as well as2023, payouts on 20212023 AIP awards and payouts on 2019 long-term incentive compensation awards to executives subject to Section 162(m) are subject to the $1 million annual deduction limit.granted in 2021.
Grant Date for Equity Compensation Awards
Our annual grant cycle for long-term incentive compensation equity awards occurs simultaneously with annual salary increases and annual incentive compensation awards. We expect this to occur in the first two and one-half months of each year. This timing allows management and the Committee to make decisions on all three compensation elements at the same time to promote a total compensation approach.
Stock Ownership Guidelines
To promote ownership of our common stock by our executives and alignment of management and stockholder interests, we have adopted stock ownership guidelines that prescribe pre-determined stock ownership levels for certain executives, expressed as a multiple of the executive’s base salary. The stock ownership guidelines prescribe the following ownership levels:
President and CEO—7 times base salary;
| • | President and CEO—7 times base salary; |
Elected officers reporting directly to the President and CEO—3 times base salary; and
| • | Elected officers reporting directly to the President and CEO—3 times base salary; and |
Other elected, appointed and other officers—1.5 times base salary.
| • | Other elected, appointed and other officers—1.5 times base salary. |
The ownership guidelines may be satisfied in one or more of the following ways:
Direct ownership of our common stock;
Restricted Stock Rights (“RSRs”) (vested or unvested) granted in the form of restricted stock units and issued as part of a long-term incentive compensation award;
Equivalent shares held in our savings plan (401(k) plan); or
Equivalent shares held in our Savings Excess Plan.
| • | Direct ownership of our common stock; |
Restricted Stock Rights (“RSRs”) (vested or unvested) granted in the form of restricted stock units and issued as part of a long-term incentive compensation award; |
| • | Equivalent shares held in our savings plan (401(k) plan); or |
| • | Equivalent shares held in our Savings Excess Plan. |
Executive Compensation
As of February 28, 2022,29, 2024, the percentage of stock ownership target attained by each NEO was as follows:
Name | Target
|
% of Target
| |||||
| 7 x salary |
| |||||
Thomas E. Stiehle | 3 x salary |
| |||||
|
|
| |||||
Chad N. Boudreaux | 3 x salary |
| |||||
|
|
| |||||
Edgar A. Green III | 3 x salary |
| |||||
Kara R. Wilkinson | 3 x salary | 122% | |||||
| 2024 Notice and Proxy Statement | 65 |
Executive Compensation
Stock Holding Requirement
To supplement our stock ownership guidelines, we adopted stock holding requirements for our NEOs and other officers. Under the holding requirements, our NEOs and other officers must hold at least 50% of the total number of shares of our common stock received as compensation until the earlier of (a) the third anniversary of the date such shares are issued or (b) the date that employment terminates due to death or disability. The holding requirement continues upon termination or retirement for a one-year period after separation from the company and applies to any equity compensation award vesting in that one-year period. Any equity compensation award vesting or stock options exercised after the one-year anniversary of retirement or termination are not subject to the holding requirement. The stock holding requirement has been eliminated for equity awards granted on or after January 1, 2024.
ExecutiveRecovery of Erroneously Awarded Compensation Recoupment
In October 2023, the Committee approved the HII Dodd-Frank Compensation Recovery Policy (the “Policy”) relating to recovery of erroneously awarded compensation, as required by NYSE listing standards and SEC rules. The Policy covers our president, principal financial officer, principal accounting officer, any vice president, any other officer who performs a significant policy-making function or any other person who performs similar policy-making functions for the company (each, a “Covered Person”). The Policy requires recovery by the company of erroneously awarded “incentive-based compensation” (“IBC”) within the three completed fiscal years preceding the date that either:
| • | The company concludes, or reasonably should have concluded, that the company is required to prepare an accounting restatement; or |
| • | A court, regulator or other legally authorized body directs the company to prepare an accounting restatement. |
IBC includes compensation granted, earned or vested in whole or in part upon attainment of a financial reporting measure. IBC is deemed received in the fiscal year during which the reporting measure is attained, not when the award is granted, vested or paid.
The Committee has adoptedPolicy does not limit the company’s right to terminate employment of any Covered Person, to seek recovery of other compensation paid to a Covered Person or to pursue other rights or remedies available to the company under applicable law.
Our prior Policy Regarding the Recoupment of Certain Performance-Based Compensation Payments, (“clawback policy”), which requires reimbursement of all or a portion of any erroneously awarded performance-based short-term or long-term cash or equity incentive compensation payments to an employee at the vice president or more senior position level, when (i) restatement of financial results is necessitated by noncompliance with any financial reporting requirement under the securities laws and (ii) payment of such amounts wascontinues to apply to erroneous compensation received by the employee during the 12-month period following the first public issuance or filing of the financial results that were subsequently restated. The clawback policy is in additionprior to any rights to repayment we may have under Section 304 of the Sarbanes Oxley Act and other applicable laws and does not limit other available remedies, including dismissing an employee or initiating other disciplinary actions.October 2, 2023.
Trading Restrictions and Policy Against Hedging and Pledging
Our insider trading policy prohibits directors, officers and employees from buying or selling securities of any company while aware of material non-public information about that company, subject to certain limited exceptions involving pre-arranged trading plans, and from providing such material non-public information to any person who may trade on the basis of such information. This policy also prohibits directors, officers directors and certain other employees from engaging in speculative transactions in company securities, holding company securities in a margin account or pledging company securities as collateral for a loan or other transaction or engaging in any hedging transactions involving company securities, including zero cost collar transactions and forward sale contracts. Directors, officers and certain other employees may engage in permitted transactions in our securities only during certain specified periods and after receiving authorization from our Office of the Corporate Secretary.
| 66 | Huntington Ingalls Industries, Inc. |
Executive Compensation
The Compensation Committee has reviewed and discussed with management this Compensation Discussion and Analysis and, based on such review and discussion, the Committee recommended to the Board of Directors that the Compensation Discussion and Analysis be included in this proxy statement and incorporated by reference into the Annual Report on Form 10-K for the year ended December 31, 2021.2023.
Submitted by members of the Compensation Committee:
Victoria D. Harker, Chairwoman
Philip M. BildenKirkland H. Donald
Frank R. Jimenez
Anastasia D. Kelly
| 2024 Notice and Proxy Statement | 67 |
Executive Compensation
20212023 Summary Compensation
The following table summarizes the compensation for our 20212023 NEOs over the last three years.
Summary Compensation Table
Name & Principal Position
| Year
| Salary ($) (1)
| Stock Awards ($) (2)
| Non-Equity Incentive Plan Compensation ($) (3)
|
Change in Pension Value and Non-Qualified Deferred Compensation Earnings (4)
| All Other Compensation ($) (5)
| Total ($)
| |||||||||
C. Michael Petters, | 2021 | 1 | 4,399,947 | 2,750,000 |
| 503,926 |
| 60,192 | 7,714,067 | |||||||
President and Chief | 2020 | 1 | 4,399,962 | 1,072,500 |
| 915,344 |
| 52,610 | 6,440,417 | |||||||
Executive Officer | 2019 | 1 | 4,399,903 | 1,457,500 |
| 2,734,018 |
| 50,570 | 8,641,992 | |||||||
Thomas E. Stiehle, | 2021 | 502,281 | 999,988 | 825,000 |
| 546,756 |
| 43,621 | 2,917,646 | |||||||
Executive Vice President and | ||||||||||||||||
Chief Financial Officer (6) | ||||||||||||||||
Christopher D. Kastner, | 2021 | 683,424 | 1,999,976 | 1,260,000 |
| (175,693) |
| 54,552 | 3,822,259 | |||||||
Executive Vice President and | 2020 | 589,597 | 1,499,923 | 346,467 |
| 658,779 |
| 55,127 | 3,149,893 | |||||||
Chief Operating Officer | 2019 | 575,000 | 1,499,852 | 457,125 |
| 1,721,366 |
| 64,228 | 4,317,571 | |||||||
Chad N. Boudreaux | 2021 | 520,385 | 949,855 | 787,500 |
| — |
| 108,903 | 2,366,643 | |||||||
Executive Vice President and | ||||||||||||||||
Chief Legal Officer (6) | ||||||||||||||||
Jennifer R. Boykin, | 2021 | 540,751 | 1,149,852 | 523,176 |
| 72,871 |
| 60,437 | 2,347,087 | |||||||
Executive Vice President | 2020 | 538,327 | 1,149,777 | 247,393 |
| 1,719,315 |
| 22,488 | 3,677,300 | |||||||
and President, Newport News Shipbuilding | 2019 | 521,154 | 1,149,803 | 366,188 |
| 2,277,560 |
| 63,695 | 4,378,400 | |||||||
Edgar A. Green III, | 2021 | 515,008 | 1,149,852 | 409,431 |
| — |
| 144,508 | 2,218,800 | |||||||
Executive Vice President | 2020 | 512,699 | 1,149,777 | 505,988 |
| — |
| 153,355 | 2,321,818 | |||||||
and President, Technical Solutions | 2019 | 496,154 | 1,149,803 | 525,000 |
| — |
| 119,169 | 2,290,126 | |||||||
Name & Principal Position
| Year
| Salary ($) (1)
| Stock Awards ($) (2)
| Non-Equity Incentive Plan Compensation ($) (3)
|
Change in Pension Value and Non-Qualified Deferred Compensation Earnings (4)
| All Other Compensation ($) (5)
| Total ($)
| |||||||||
Christopher D. Kastner, | 2023 | 1,180,384 | 5,799,855 | 2,997,000 |
| 3,962,861 |
| 160,519 | 14,100,619 | |||||||
President and Chief | 2022 | 1,023,077 | 4,399,840 | 1,832,443 |
| 363,888 |
| 123,018 | 7,742,266 | |||||||
Executive Officer | 2021 | 683,424 | 1,999,976 | 1,260,000 |
| — |
| 54,552 | 3,997,952 | |||||||
Thomas E. Stiehle, | 2023 | 575,000 | 1,499,944 | 851,000 |
| 1,823,692 |
| 65,757 | 4,815,393 | |||||||
Executive Vice President and | 2022 | 571,154 | 1,499,890 | 676,200 | 664,774 | 108,586 | 3,520,604 | |||||||||
Chief Financial Officer | 2021 | 502,281 | 999,988 | 825,000 | 546,756 | 43,621 | 2,917,646 | |||||||||
Chad N. Boudreaux, | 2023 | 570,001 | 1,149,814 | 843,600 |
| — |
| 160,846 | 2,724,261 | |||||||
Executive Vice President and | 2022 | 563,077 | 1,149,977 | 670,320 |
| — |
| 174,005 | 2,557,379 | |||||||
Chief Legal Officer | 2021 | 520,385 | 949,855 | 787,500 |
| — |
| 108,903 | 2,366,643 | |||||||
Edgar A. Green III, | 2023 | 530,458 | 1,149,814 | 814,784 |
| — |
| 115,846 | 2,610,902 | |||||||
Executive Vice President and | 2022 | 523,029 | 1,149,977 | 394,661 |
| — |
| 460,779 | 2,528,447 | |||||||
President, Mission Technologies (6) | 2021 | 515,008 | 1,149,852 | 409,431 |
| — |
| 144,508 | 2,218,800 | |||||||
Kara R. Wilkinson, | 2023 | 535,022 | 1,149,814 | 688,880 |
| 1,494,869 |
| 56,909 | 3,925,494 | |||||||
Executive Vice President and | 2022 | 512,314 | 1,149,977 | 638,600 |
| — |
| 48,735 | 2,349,626 | |||||||
President, Ingalls Shipbuilding (7) | ||||||||||||||||
| (1) | The amounts in this column represent salary earned during the year and include amounts deferred under the savings and nonqualified deferred compensation plans. |
| (2) | The dollar values shown in this column are equal to the grant date fair values of equity awards made during the year, computed in accordance with FASB ASC Topic 718. Information about the assumptions used to value these awards can be found in Note 18 of the financial statements included in our |
The grant date values of |
|
| $ |
| ||||
Thomas E. Stiehle |
| $ | |||||
|
|
| |||||
Chad N. Boudreaux |
| $ | |||||
|
|
| |||||
Edgar A. Green III |
| $ | |||||
Kara R. Wilkinson | $2,299,627 |
|
| (3) | The amounts reported in this column are attributable to the AIP awards earned for |
| (4) | The amounts reported in this column represent the changes in actuarial present values of the accumulated benefits under defined benefit pension plans, determined by comparing the prior completed year-end amount to the covered year-end amount. We do not have any deferred compensation plans that provide for above market or preferential earnings. |
| (5) | Detailed information on the amounts reported in this column is included in the All Other Compensation table below. |
| (6) |
|
| 68 | Huntington Ingalls Industries, Inc. |
Executive Compensation
| included here, and his 2021 compensation was previously disclosed in the proxy statement for our 2022 Annual Meeting of Stockholders. |
| (7) | Ms. Wilkinson first became |
Executive Compensation
20212023 CEO Pay Ratio
As required by Section 953(b) of the Dodd-Frank Wall Street Reform and Consumer Protection Act and Item 402(u) of Regulation S-K promulgated under the Securities and Exchange Act of 1934, we are providing the following information about the relationship of the annual total compensation of our employees and the annual total compensation of our CEO. The pay ratio included in this information is a reasonable estimate calculated in a manner consistent with Item 402(u) of Regulation S-K. Companies may apply a variety of different methodologies, assumptions, adjustments and estimates in compliance with Item 402(u) of Regulation S-K; as such, the information provided should not be used as a basis for comparisons between different companies.
For 2021,2023, the annual total compensation of the median employee of our company was $69,551,$84,115 and the annual total compensation of our CEO, as reported in the Summary Compensation Table above, was $7,714,067.$14,100,619. Based upon this information, the ratio of the annual total compensation of our CEO in 2021,2023, Mr. Petters,Kastner, to the median of the annual total compensation of all employees was 111168 to 1.
| Summary Total Compensation and Pay Ratio | CEO | Median Employee | Pay Ratio | |||
$7,714,067
|
$69,551
|
111
| ||||
Summary Total Compensation and | CEO | Median Employee | Pay Ratio | |||
$14,100,619
|
$84,115
|
168
| ||||
Our process for identifying the median of the annual total compensation of all our employees, as well as determining the annual total compensation of our median employee and our CEO, was as follows:
We determined that, as of December 31, 2021,2023, our employee population consisted of approximately 47,10544,261 individuals. For purposes of determining our median employee, we excluded five9 employees located in the U.K.United Kingdom and one employee in Australia. We also excluded 4,093 individuals who became employees upon the acquisition of Alion Science and Technology in August 2021, as permitted by the merger/acquisition exemption. The remaining workforce (excluding our CEO) was 43,00544,251 employees. This population consisted of our full-time, part-time, temporary and seasonal employees.
Our practice is to perform the median employee analysis each year. December 31, 2021,2023, was selected as the date upon which we would identify the “median employee,” because it allowed us to identify our median employee in a reasonably efficient and economical manner. To identify the median employee, we compared 2021 2023 W-2 taxable Medicare wages (Box 5) as reported to the Internal Revenue Service. This compensation measure was consistently applied to all employees included in the calculation. As a result of our analysis, we identified a new median employee for 2021.
Executive Compensation
2023.
Once we identified the median employee, we calculated annual total compensation for such employee using the same methodology we use for reporting compensation of our NEOs on the 20212023 Summary Compensation Table above. With respect to the annual total compensation of our CEO, we used the amount reported in the “Total” column of the table.
| 2024 Notice and Proxy Statement | 69 |
Executive Compensation
All Other Compensation
Name |
| Non- Qualified Plans Company Match ($) | Qualified Plans Company Match ($) | Health and Welfare Contributions ($) | Executive Physical ($) | Financial Planning ($) | Personal Liability ($) | Corporate Aircraft ($) (1) | Total All Other Compensation ($) | ||||||||||||||||||||||||||||||||||||
C. Michael Petters |
| 2021 |
| 0 |
| 11,600 |
| 9,851 |
| 2,000 |
| 30,000 |
| 6,741 |
| 0 |
| 60,192 | |||||||||||||||||||||||||||
Thomas E. Stiehle |
| 2021 |
| 17,026 |
| 11,600 |
| 9,429 |
| 2,000 |
| 1,856 |
| 1,710 |
| 0 |
| 43,621 | |||||||||||||||||||||||||||
Christopher D. Kastner |
| 2021 |
| 29,596 |
| 11,600 |
| 10,577 |
| 0 |
| 920 |
| 1,859 |
| 0 |
| 54,552 | |||||||||||||||||||||||||||
Chad N. Boudreaux |
| 2021 |
| 75,636 |
| 21,911 |
| 9,497 |
| 0 |
|
|
|
| 1,859 |
| 0 |
| 108,903 | ||||||||||||||||||||||||||
Jennifer R. Boykin |
| 2021 |
| 0 |
| 11,600 |
| 8,838 |
| 2,000 |
| 15,000 |
| 1,859 |
| 21,140 |
| 60,437 | |||||||||||||||||||||||||||
Edgar A. Green III |
| 2021 |
| 112,060 |
| 21,433 |
| 9,237 |
| 0 |
|
|
|
| 1,778 |
| 0 |
| 144,508 | ||||||||||||||||||||||||||
Name |
| Non- Qualified Plans Company Match ($) | Qualified Plans Company Match ($) | Health and Welfare Contributions ($) | Executive Physical ($) | Financial Planning ($) | Personal Liability ($) | Relocation ($) | Other ($) (1) | Total All Other Compensation ($) | ||||||||||||||||||||||||||||||
Christopher D. Kastner (2) |
| 2023 |
|
| 107,021 |
|
| 13,200 |
|
| 11,432 |
|
| 0 |
|
| 12,397 |
|
| 16,367 |
|
| 0 |
|
| 102 |
|
| 160,519 |
| ||||||||||
Thomas E. Stiehle (2) |
| 2023 |
|
| 36,848 |
|
| 13,200 |
|
| 10,695 |
|
| 2,000 |
|
| 860 |
|
| 2,120 |
|
| 0 |
|
| 34 |
|
| 65,757 |
| ||||||||||
Chad N. Boudreaux |
| 2023 |
|
| 131,542 |
|
| 16,500 |
|
| 10,655 |
|
| 0 |
|
| 0 |
|
| 2,120 |
|
| 0 |
|
| 30 |
|
| 160,846 |
| ||||||||||
Edgar A. Green III (2) |
| 2023 |
|
| 72,712 |
|
| 29,700 |
|
| 10,335 |
|
| 0 |
|
| 0 |
|
| 2,120 |
|
| 970 |
|
| 9 |
|
| 115,846 |
| ||||||||||
Kara R. Wilkinson (2) |
| 2023 |
|
| 33,745 |
|
| 11,000 |
|
| 9,533 |
|
| 0 |
|
| 505 |
|
| 2,127 |
|
| 0 |
|
| 0 |
|
| 56,909 |
| ||||||||||
| (1) |
|
| (2) | A family member of Mr. Kastner accompanied him to a Board meeting and a military parade on a corporate aircraft |
20212023 Grants of Plan Based Awards
The following table provides additional information about equity and non-equity incentive compensation awards we granted to our NEOs during the year ended December 31, 2021.2023.
20212023 Grants of Plan Based Awards
Grant Date Fair Value of Stock and Option Awards (3) | Grant Date of Stock | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Estimated Potential Payouts Under Non Equity Incentive Plan Awards (1) | Estimated Future Payouts Under Equity Incentive Plan Awards (2) | Estimated Potential Payouts Under Non Equity Incentive Plan Awards (1) | Estimated Future Payouts Under Equity Incentive Plan Awards (2) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Name | Grant Type | Grant Date | Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) | Grant Type | Grant Date | Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) | ||||||||||||||||||||||||||||||||||||||||||||||||
C. Michael Petters | Annual Incentive Plan | 0 | 1,375,000 | 2,750,000 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Christopher D. Kastner | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Christopher D. Kastner | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Long-term Incentive (RPSR) | 3/1/2021 |
|
|
| 0 | 24,662 | 49,324 | 4,399,947 | Long-term Incentive (RPSR) | 2/28/2023 |
|
|
| 0 | 26,951 | 53,902 | 5,799,855 | ||||||||||||||||||||||||||||||||||||||||||||||
Thomas E. Stiehle | Annual Incentive Plan | 0 | 412,500 | 825,000 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Long-term Incentive (RPSR) | 3/1/2021 |
|
|
| 0 | 5,605 | 11,210 | 999,988 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
Christopher D. Kastner | Annual Incentive Plan | 0 | 630,000 | 1,260,000 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Thomas E. Stiehle | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Long-term Incentive (RPSR) | 3/1/2021 |
|
|
| 0 | 11,210 | 22,420 | 1,999,976 | Long-term Incentive (RPSR) | 2/28/2023 |
|
|
| 0 | 6,970 | 13,940 | 1,499,944 | ||||||||||||||||||||||||||||||||||||||||||||||
Chad N. Boudreaux | Annual Incentive Plan | 0 | 393,750 | 787,500 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Long-term Incentive (RPSR) | 3/1/2021 |
|
|
| 0 | 5,324 | 10,648 | 949,855 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
Jennifer R. Boykin | Annual Incentive Plan |
| 0 | 405,563 | 811,126 |
|
|
|
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||
Chad N. Boudreaux | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| Long-term Incentive (RPSR) | 3/1/2021 |
|
|
| 0 | 6,445 | 12,890 | 1,149,852 | Long-term Incentive (RPSR) | 2/28/2023 |
|
|
| 0 | 5,343 | 10,686 | 1,149,814 | ||||||||||||||||||||||||||||||||||||||||||||||
Edgar A. Green III | Annual Incentive Plan | 0 | 386,256 | 772,512 | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Edgar A. Green III | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
| Long-term Incentive (RPSR) | 3/1/2021 |
|
|
| 0 | 6,445 | 12,890 | 1,149,852 | Long-term Incentive (RPSR) | 2/28/2023 |
|
|
| 0 | 5,343 | 10,686 | 1,149,814 | ||||||||||||||||||||||||||||||||||||||||||||||
Kara R. Wilkinson | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Kara R. Wilkinson | Annual Incentive Plan |
| 0 | 436,000 | 872,000 |
|
|
|
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||
|
| Long-term Incentive (RPSR) | 2/28/2023 |
|
|
| 0 | 5,343 | 10,686 | 1,149,814 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||
| (1) | Amounts in these columns show the ranges of payouts that were possible under our Annual Incentive Plan based on performance during |
| (2) | These amounts reflect RPSRs granted in |
| (3) | The amounts reported in this column represent the full grant date fair values of the equity awards computed in accordance with the FASB ASC Topic 718. |
| 70 | Huntington Ingalls Industries, Inc. |
Executive Compensation
Outstanding Equity Awards at 2021 2023 Year-End
The following table summarizes the equity compensation awards made to our NEOs that were outstanding as of December 31, 2021.2023.
Outstanding Equity Awards at 2021 2023 Year-End
Name | Number of Securities of Underlying Unexercised Options Exercisable (#) | Grant Date | 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 (#) (1) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights that Have Not Vested | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
C. Michael Petters |
| 3/1/2021 |
|
| 25,090 |
|
| 4,685,308 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Name | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Name | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Name | Number of Securities of Underlying Unexercised Options Exercisable (#) | Grant Date | 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 (#) (1) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights that Have Not Vested ($) (2) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Christopher D. Kastner |
| 2/28/2023 |
|
| 27,409 |
|
| 7,116,525 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/24/2020 |
|
| 19,653 |
|
| 3,669,972 |
|
| 3/1/2022 |
|
| 22,401 |
|
| 5,816,307 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/27/2019 |
|
| 22,216 |
|
| 4,148,644 |
|
| 3/1/2021 |
|
| 11,922 |
|
| 3,095,406 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||
Thomas E. Stiehle |
| 3/1/2021 |
|
| 5,702 |
|
| 1,064,843 |
|
| 2/28/2023 |
|
| 7,088 |
|
| 1,840,458 |
| |||||||||||||||||||||||||||||||||||||||||||||||||
| 2/24/2020 |
|
| 1,205 |
|
| 225,064 |
|
| 3/1/2022 |
|
| 7,637 |
|
| 1,982,759 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/27/2019 |
|
| 1,363 |
|
| 254,533 |
|
| 3/1/2021 |
|
| 5,961 |
|
| 1,547,703 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||
Christopher D. Kastner |
| 3/1/2021 |
|
| 11,405 |
|
| 2,129,685 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/24/2020 |
|
| 6,700 |
|
| 1,251,073 |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/27/2019 |
|
| 7,573 |
|
| 1,414,203 |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Chad N. Boudreaux |
| 3/1/2021 |
|
| 5,416 |
|
| 1,011,458 |
|
| 2/28/2023 |
|
| 5,434 |
|
| 1,410,841 |
| |||||||||||||||||||||||||||||||||||||||||||||||||
| 4/1/2020 |
|
| 3,755 |
|
| 701,118 |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/24/2020 |
|
| 1,205 |
|
| 225,064 |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/27/2019 |
|
| 1,363 |
|
| 254,533 |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Jennifer R. Boykin |
| 3/1/2021 |
|
| 6,557 |
|
| 1,224,427 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/24/2020 |
|
| 5,136 |
|
| 959,019 |
|
| 3/1/2022 |
|
| 5,855 |
|
| 1,520,195 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/27/2019 |
|
| 5,806 |
|
| 1,084,143 |
|
| 3/1/2021 |
|
| 5,662 |
|
| 1,470,111 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||
Edgar A. Green III |
| 3/1/2021 |
|
| 6,557 |
|
| 1,224,427 |
|
| 2/28/2023 |
|
| 5,434 |
|
| 1,410,841 |
| |||||||||||||||||||||||||||||||||||||||||||||||||
| 2/24/2020 |
|
| 5,136 |
|
| 959,019 |
|
| 3/1/2022 |
|
| 5,855 |
|
| 1,520,195 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||
| 2/27/2019 |
|
| 5,806 |
|
| 1,084,143 |
|
| 3/1/2021 |
|
| 6,854 |
|
| 1,779,651 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||
Kara R. Wilkinson |
| 2/28/2023 |
|
| 5,434 |
|
| 1,410,841 |
| ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 3/1/2022 |
|
| 5,855 |
|
| 1,520,195 |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| 4/1/2021 |
|
| 3,327 |
|
| 863,731 |
| |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
| (1) | The numbers in this column assume target performance levels for RPSRs. The RPSR award granted in |
| (2) | The market values are based on the closing price of our common stock on December |
| 2024 Notice and Proxy Statement | 71 |
Executive Compensation
Option Exercises and Stock Vested in 20212023
The following table provides additional information about the value realized by our NEOs on vesting of stock awards during the year ended December 31, 2021.2023. We did not have any stock options outstanding in 2021.2023.
20212023 Stock Vested
|
| ||||||||||||||||||||||||
|
|
Option Awards |
Stock Awards |
Option Awards |
Stock Awards | ||||||||||||||||||||
Name & Principal Position | Number of Shares Acquired on Exercise (#) | Value Realized on Exercise (1) ($) | Number of Shares Acquired on Vesting (1) (#) | Value Realized on Vesting (2) ($) | ||||||||||||||||||||
Name & Principal Position | Number of Shares Acquired on Exercise (#) | Value Realized on Exercise ($) | Number of Shares Acquired on Vesting (1) (#) | Value Realized on Vesting (2) ($) | ||||||||||||||||||||
C. Michael Petters | 0 | 0 | 17,442 | 3,113,303 | ||||||||||||||||||||
Christopher D. Kastner | ||||||||||||||||||||||||
Christopher D. Kastner | 0 | 0 | 8,255 | 1,776,141 | ||||||||||||||||||||
Thomas E. Stiehle | 0 | 0 | 1,238 | 221,034 | ||||||||||||||||||||
Christopher D. Kastner | 0 | 0 | 5,301 | 946,209 | ||||||||||||||||||||
Thomas E. Stiehle | 0 | 0 | 1,484 | 319,377 | ||||||||||||||||||||
Chad N. Boudreaux | 0 | 0 | 1,219 | 217,625 | ||||||||||||||||||||
Jennifer R. Boykin | 0 | 0 | 4,192 | 748,320 | ||||||||||||||||||||
Chad N. Boudreaux | 0 | 0 | 6,110 | 1,314,700 | ||||||||||||||||||||
Edgar A. Green III | 0 | 0 | 3,855 | 688,038 | ||||||||||||||||||||
Edgar A. Green III | 0 | 0 | 6,328 | 1,361,621 | ||||||||||||||||||||
Kara R. Wilkinson | ||||||||||||||||||||||||
Kara R. Wilkinson | 0 | 0 | 1,205 | 259,265 | ||||||||||||||||||||
| (1) | The numbers in this column represent |
| (2) | The values in this column are calculated by multiplying the number of RPSRs vested by the closing price of our common stock on the NYSE on the date of vesting. |
Executive Compensation
20212023 Pension Benefits
The following table shows the present value of accumulated benefits payable to each of our NEOs under the qualified defined benefit pension plans and nonqualified defined benefit pension plans that we sponsor.
20212023 Pension Benefits
Name & Principal Position | Plan Name | Number of Years Credited Service | Present Value of Accumulated Benefit ($) (1) | Payments During Last Fiscal Year ($) | ||||||||||||||||||||
Name & Principal Position | Plan Name | Number of Years Credited Service | Present Value of Accumulated Benefit ($) (1) | Payments During Last Fiscal Year ($) | ||||||||||||||||||||
C. Michael Petters (2) | Special Officer SERP |
| 17.167 |
|
| 12,702,506 |
| — | ||||||||||||||||
Christopher D. Kastner (2) | ||||||||||||||||||||||||
Christopher D. Kastner (2) | OSERP |
| 32.917 |
|
| 2,391,654 |
| — | ||||||||||||||||
HII NNS Inc. Retirement Benefit Restoration Plan |
| 33.500 |
|
| 14,800,869 |
| — | HII Supplemental Plan 2—ERISA 2 |
| 32.917 |
|
| 9,367,722 |
| — | |||||||||
HII NNS Inc. Retirement Plan |
| 33.500 |
|
| 1,012,564 |
| — | HII Retirement Plan “B” |
| 32.917 |
|
| 1,878,161 |
| — | |||||||||
Thomas E. Stiehle (2) | OSERP |
| 35.000 |
|
| 1,484,889 |
| — | ||||||||||||||||
HII Supplemental Plan 2—ERISA 2 |
| 35.000 |
|
| 1,647,519 |
| — | |||||||||||||||||
HII Retirement Plan “B” |
| 35.000 |
|
| 1,836,535 |
| — | |||||||||||||||||
Christopher D. Kastner (2) | OSERP |
| 30.917 |
|
| 905,475 |
| — | ||||||||||||||||
Thomas E. Stiehle (2) | OSERP |
| 37.000 |
|
| 2,718,185 |
| — | ||||||||||||||||
HII Supplemental Plan 2—ERISA 2 |
| 30.917 |
|
| 6,173,663 |
| — | HII Supplemental Plan 2—ERISA 2 |
| 37.000 |
|
| 3,086,721 |
| — | |||||||||
HII Retirement Plan “B” |
| 30.917 |
|
| 2,231,650 |
| — | HII Retirement Plan “B” |
| 37.000 |
|
| 1,652,503 |
| — | |||||||||
Chad N. Boudreaux (3) | — |
| — |
|
| — |
| — | ||||||||||||||||
Chad N. Boudreaux (3) | — |
| — |
|
| — |
| — | ||||||||||||||||
Jennifer R. Boykin (2) | OSERP |
| 34.000 |
|
| 2,390,229 |
| — | ||||||||||||||||
Edgar A. Green III (4) | ||||||||||||||||||||||||
Edgar A. Green III (4) | — |
| — |
|
| — |
| — | ||||||||||||||||
Kara R. Wilkinson (2) | ||||||||||||||||||||||||
Kara R. Wilkinson (2) | OSERP |
| 27.583 |
|
| 3,576,247 |
| — | ||||||||||||||||
HII NNS Inc. Retirement Benefit Restoration Plan |
| 34.000 |
|
| 3,389,275 |
| — | HII Litton Restoration Plan |
| 27.583 |
|
| 307,870 |
| — | |||||||||
HII NNS Inc. Retirement Plan |
| 34.000 |
|
| 2,085,871 |
| — | HII Retirement Plan “B” |
| 27.583 |
|
| 474,113 |
| — | |||||||||
Edgar A. Green III (4) | — |
| — |
|
| — |
| — | ||||||||||||||||
| (1) | While benefits may be spread over different plans, it is our policy that an executive’s total benefit under these plans is essentially limited to 60% of such executive’s final average pay. |
| 72 | Huntington Ingalls Industries, Inc. |
Executive Compensation
| (2) |
|
| (3) | Mr. Boudreaux was hired in August 2011 and was, therefore, not eligible to participate in any historical defined benefit pension plans, which were closed to new participants in 2008. Mr. Boudreaux does, however, participate in company sponsored defined contribution plans. |
| (4) | Mr. Green was hired in March 2011 and was, therefore, not eligible to participate in any historical defined benefit pension plans, which were closed to new participants in 2008. Mr. Green does, however, participate in company sponsored defined contribution plans. |
The pension values represent the present values of the benefits expected to be paid in the future. They do not represent actual lump sum values that may be paid from a plan. The amount of future payments is based on the current accrued pension benefit as of December 31, 2021.2023. Pursuant to SEC disclosure rules, (i) the actuarial assumptions used to calculate amounts for this table are the same as those used for our financial statements, and (ii) all pension values are determined assuming the NEO works until the specified retirement age, which is the earliest unreduced retirement age (as defined in each plan).
Executive Compensation
General Explanation of the Pension Benefits Table
Individual employees may be covered by several different pension plans as a result of our history as a division of Northrop Grumman. However, an executive’s total benefit under the pension plans is essentially limited to 60% of his or her final average pay. The accrued tax qualified pension benefit cannot be reduced or taken away under applicable law, so all historical pension plans have been maintained.
Pension plans provide income during retirement, as well as benefits in special circumstances, including death and disability. In general, the plans are structured to reward and retain employees of long service and recognize higher achievement levels through increases in annual pay. The term “qualified plan” generally means a plan that qualifies for favorable tax treatment under IRC Section 401. Savings plans (also known as 401(k) plans) and traditional pension plans are examples of qualified plans. Qualified plans apply to a broad base of employees. The term “nonqualified plan” generally means a plan that is limited to a specified group of management personnel. Our nonqualified plans supplement our qualified plans and (1) provide benefits that would be provided under our qualified plans if there were no limitations imposed by the IRC and (2) provide a minimum level of pension benefits to our executives in recognition of their higher levels of responsibility.
The amounts in the table are based upon the specific provisions of each plan, which are described in more detail below. Two basic types of pension benefits are reflected in the Pension Benefits table: traditional benefits and cash balance benefits. For purposes of computing amounts in the table, traditional benefits are determined based on the annual pension earned as of December 31, 2021,2023, and include any supplemental payments. Cash balance benefits are based upon the account balance as of December 31, 2021,2023, plus a future interest credit, converted to an annuity using the applicable conversion factors.
Messrs. Stiehle and Kastner participate in the Huntington Ingalls Industries Retirement Plan “B” and the Huntington Ingalls Industries Supplemental Plan 2—ERISA Supplemental Program 2 (“ERISA 2”). Mr. Petters and Ms. Boykin participateWilkinson participates in the HII Newport News Shipbuilding Inc.Huntington Ingalls Industries Retirement Plan “B” and the HII Newport News ShipbuildingLitton Industries, Inc. Retirement Benefit Restoration Plan. Messrs. Boudreaux and Green participate in the Huntington Ingalls Industries Officers Retirement Account Contribution Plan (“ORAC”). Each NEO, except Messrs. Petters, Boudreaux and Green, also participates in the Officers Supplemental Executive Retirement Program (“OSERP”). Mr. Petters participates in the Special Officer Supplemental
| 2024 Notice and Proxy Statement | 73 |
Executive Retirement Plan.Compensation
Effective December 31, 2014, the followingHII Litton Industries, Inc. Restoration Plan was consolidated with other nonqualified defined benefit pension plans in which our NEOs participate were consolidated to form the Huntington Ingalls Industries Omnibus Supplemental Retirement Plan: HII Newport News Shipbuilding Inc. Retirement Benefit Restoration Plan and Special Officer Supplemental Executive Retirement Plan. The consolidation does not affect the benefit amounts payable to the participants. Effective December 31, 2019, the Huntington Ingalls Industries Officers Supplemental Executive Retirement Program (the “OSERP”) and Huntington Ingalls Industries Supplemental Plan 2-ERISA2—ERISA 2 were merged into the Huntington Ingalls Industries Omnibus Supplemental Retirement Plan, which was subsequently renamed the Huntington Ingalls Industries Consolidated Supplemental Retirement Plan. This merger does not affect the benefit amounts payable to the participants.
The changes in pension values shown in the Summary Compensation Table include the effecteffects of:
an additional year of service from December 31, 2020 to December 31, 2021;
changes in eligible pension pay;
changes in applicable pay cap limits; and
changes in actuarial assumptions.
| • | an additional year of service from December 31, 2022 to December 31, 2023; |
| • | changes in eligible pension pay; |
| • | changes in applicable pay cap limits; and |
| • | changes in actuarial assumptions. |
Executive Compensation
Description of Qualified Plans
Huntington Ingalls Industries Retirement Plan “B” and HII Newport News Shipbuilding Inc. Retirement Plan.. The general benefit structure of these plansfor each participant is similar except for the historical benefit formulas, the transition benefit formulas and the timing of the transition period, all of which are described below. The plans are qualified under IRC Section 401 and provide up to three component pieces of benefits depending on when a participant is hired and terminates. The following chart illustrates the component pieces (described in more detail after the chart):
Part B (5-Year Transition Benefit) Benefit based on a formula similar to the one under the historical plan formula during the transition period | |||||||||||||||
Part A Benefit under the historical plan formula before the transition period | + | or (if greater) | + | Part D Benefit under the cash balance formula after the transition period | = | Pension Benefit | |||||||||
Part C (5-Year Transition Benefit)
formula during the transition period |
The components are the historical benefit (the Part A benefit), the transition benefit (the greater of the Part B benefit or the Part C benefit) and the cash balance benefit (the Part D benefit). Eligible employees who joined a plan after the transition date associated with their pension plan accrue only the cash balance benefit (Part D) from their first date of participation.
The qualified benefit for each NEO is the sum of these three benefits (Part A + Max (Part B or C) + Part D).The. The transition period for the Huntington Ingalls Industries Retirement Plan “B” was July 1, 2003 through June 30, 2008, while the transition period for the HII Newport News Shipbuilding Inc. Retirement Plan was January 1, 2004 through December 31, 2008. During the transition period, each eligible participant earned the greater of (i) the benefit calculated under a formula similar to his or her historical plan (Part B) or (ii) the cash balance formula benefit (Part C).
The cash balance formula (Parts C and D benefits) uses a participant’s points (age plus years of service) to determine a pay-based credit amount (a percentage of eligible pay) on a monthly basis. Interest is credited monthly on the amount in the participant’s hypothetical individual account. At normal retirement age, a participant’s balance in the hypothetical account is converted into an annuity payable for life, using specified factors. There are various forms of annuities from which the participant can choose, including a single-life annuity or a joint-and-survivor annuity.
| 74 | Huntington Ingalls Industries, Inc. |
Executive Compensation
Specific Elements of the Plans. The following paragraphs describe specific elements of the qualified plans in which our NEOs participate.
