UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
SCHEDULE14A
(RULE 14A-101)
PROXY STATEMENT PURSUANT TO SECTION 14(A) OF THE SECURITIES
EXCHANGE ACT OF 1934
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MYERS INDUSTRIES, INC.
(NAME OF REGISTRANT AS SPECIFIED IN ITS CHARTER)
(NAME OF PERSON(S) FILING PROXY STATEMENT, IF OTHER THAN THE REGISTRANT)
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ANNUAL MEETING OF SHAREHOLDERS
AND PROXY STATEMENT
1293 South Main Street — Akron, Ohio 44301
March 20, 2019
23, 2020
Dear Fellow Shareholders,
It is a privilege to work on behalf of Myers shareholders as Chairman of its Board of Directors. I am writing to update you on our work.
DuringIn October, with David Banyard’s departure from the past year, we had a few transitions amongCompany, the board acted swiftly and decisively in naming our executive team. Matteo Anversa left his position to return to the automotive industry, joining a larger company as CFO. We wish him well in his new role. We are fortunate that our longtime Chief Accounting Officer (and former interim CFO) Kevin Brackman was able to step seamlessly into this role in December. Last year, we were also pleased to have Andrean Horton join the Myers team as Chief Legal Officer. Her prior experience serving asExecutive Vice President, Chief Legal Officer, and Corporate Secretary Andrean Horton as Interim President and CEO. During this transition, Andrean has been capably supported by other members of the team, including our two segment group presidents, Chris DuPaul and Mike Valentino, and Executive Vice President and CFO Kevin Brackman. The Company's management has also been strengthened by the September hiring of Tom Harmon, our Vice President and Chief Human Resources Officer.
We were actively engaged in finding a new CEO, and a search committee comprised of board members (led by director and Corporate Governance and Nominating Committee Chair Bruce Lisman) worked diligently and quickly to attract and select the best possible candidate. We were very pleased to announce the selection of Mike McGaugh as Myers’ new President, Chief Executive Officer, and director effective April 6, 2020. Mike most recently served as Executive Vice President and Chief Operating Officer of BMC Stock Holdings, Inc. and previously served The Dow Chemical Company for over 20 years in global enterprise, combinedbusiness leadership roles.
The board, including in very recent strategy sessions, is focusing the Company on revenue growth -- encompassing both new products and potential related acquisitions. Already, our Distribution segment has seen positive results. Until 2018, sales had been declining every year since 2012. Last year, however, organic sales increased by 1.7% and the acquisition of Tuffy Manufacturing (announced in late August) is expected to be accretive to Myers’ earnings.
Our largest segment, Material Handling, suffered from a decline in earnings last year. To put this into context, however, despite a 15% decline in sales, the segment increased its adjusted EBITDA margin by 130 basis points, thanks to management's continual attention to driving efficiencies.
The board was highly engaged throughout 2019. In fact, there were a total of ten full board meetings and a total of fifteen regular committee meetings. All directors attended a board meeting and plant tour at our Scepter facility in Miami, Oklahoma. I want to thank the entire Miami team for their kind hospitality (even during a tornado warning!).
Effective with her expertise in handling complex legal matters, make her an excellent addition to our executive team. Prior to this position being created, we were fortunate to have the wise counsel of Mark Helm from Munger, Tolles and Olson.
To succeed the two directors who did not stand for re-election at last year’s annual meeting, we appointed two new directors duringwill be making one change to our Committee Chairs. After over a decade of superb service in the year: Ron DeFeorole, Bob Stefanko will be transitioning off as Audit Chair. He will be succeeded by director Jane Scaccetti, who is currently Audit Chair of Penn National Gaming. She joins Bruce Lisman and Lori Lutey. Ron, who joined in August, isSarah Coffin as Chairs of the former Executive ChairmanCorporate Governance and CEO of Kennametal, Inc.Nominating and was also Chairman and CEO of Terex. He brings strong operations expertise to the board along with insights that come from successfully running large, global industrial companies. Lori joined the board in September, afterCompensation Committees, respectively. Fortunately, we are retaining Bob’s wise counsel as a distinguished career as CFO of Schneider National and VP, Finance at FedEx Services. She strengthens the board’s accounting and financial expertise, given her extensive experience in new product and customer pricing analysis. Both Ron and Lori are already making very positive contributions to the board. Our eight independent directors -- three of whom are women -- contribute a broad range of expertise in strategy, M&A, operations, financials, and capital allocation.director.
We continue to incorporate best practices in our corporate governance. For example, we conduct annual elections for all directors; ensure there is an independent board chair and committees comprised exclusively of independent board members; and utilize the services of an independent third party to facilitate annual self-evaluations of our board performance.
The committee system is central to our governance structure. Each of the Audit and Compensation Committees reviews and approves all proposed chargeschanges and adjustments (affecting earnings and employee compensation) at their respective committee meetings on a quarterly basis.
Our Compensation Committee continues to work to optimize the company’s compensationCompany’s compensations program, ensuring that management’s short- and long-term incentives are properly aligned with shareholders’ interests. The Corporate Governance and Nominating Committee was responsible for successfully recruiting our new directors, and also is charged with overseeing board training and evaluation.evaluation, as well as continuing board succession. The Audit Committee continuedcontinues to work closely with our outside independent accounting firm and internal financial staff including our new CFO, to ensure the quality of our financial controls. We also created a Finance Committee as an ad hoc committee of the board in 2018 to review optimal financial structures for the company.
Myers sold new stock in August, which improved the balance sheet and substantially lowered the company’s leverage ratio (several directors purchased stock in the open market after this offering). We have been careful stewards of this new capital and are keenly aware of relative valuations of alternative uses of these funds.
As a board, we hold ourselves accountable to the highest standards. We continue to self-evaluate. As previously noted, we use an independent party to evaluate every board member, each committee, and the board as a whole. To maximize the effectiveness of these evaluations, we discuss this feedback—in both board and committee meetings — and establish objectives for continuous improvement. Just as we value peer evaluations, the board believes director education is valuable. Last fall, for example, one meeting began with a presentation on the board’s proper role in M&A, delivered by a corporate director who is a leading M&A lawyer and former CEO.
Your board works closely with management to evaluate and define Myers’ enterprise strategy, which was first presented to the investment community two years ago. Our long-term strategy is guided by three key operating principles: a niche market focus; flexible operations through the use of an asset-light business model; and strong cash flow growth. More recently, we announced actions required for the successful transformation of our Distribution segment.
As a board, we have been deeply involved with management in defining Myers’ culture as one characterized by a “winning” mentality and a results-based orientation. We are committed to transparency and candor, while remaining consistently attentive to both our customers’ needs and our employees’ safety. We want our employees to act and feel like owners, while operating with the highest possible ethical standards and promoting diversity of all kinds throughout the organization.
Environmental stewardship and corporate responsibility are likewise very important to the company —Myers – and something about which several shareholders have inquired.inquired on an ongoing basis. We incorporate environmental consciousness into all aspects of our operations by, among other measures, recycling and reprocessing plastic scrap in our factories.facilities. We also manufacture returnable packaging products and implement and maintain recycling programs. Of course, weWe conserve energy whenever we can and encourage our customers to focus on sustainability, as well. AtThe board remains focused on the beginning of each board meeting, we review the previous quarter’sCompany’s safety record, (which,which thankfully remains well below the industry average).
Effectiveaverage. We continue to strive for zero injuries at our facilities, and last year our recordable injuries were reduced by one-third (our injury rate is about half that of the industry). We are also working to increase employee engagement and satisfaction within the organization. To that end, we modifiedcompleted an engagement survey last year, in which 91% of all employees responded.
As I mentioned in last year’s letter, we changed the method (but not the actual dollar equivalent) of director pay. ForBeginning a director’s stock retainer, rather than issuingyear ago, the stock portion of our annual retainer to directors at the end of a year of service (at the annual meeting) we began issuing restricted stockdirector pay was granted at the beginning of the year, of service (when directors are electedwith vesting at theyear end, rather than granted at year end (in April, 2019, for instance, Directors’ stock grants vested at about $24/share). Directors’ annual meeting), which will not vest until the first anniversary of the grant. In our case, directors received their restricted stock grant for theircash retainer has been $55,000 since 2018, term of service at the annual meeting date in April 2018 (at a price above $24/share) and such shares will vest in April 2019. This change was made to be more consistent with current best practices. In this year’s proxy statement, it will appear that the stock portion of our director retainer doubled. In next year’s proxy statement, the “director stock retainer” portion will be approximately half of the amount appearing this year. I wanted to alert you to what is, in effect, a bookkeeping change, even though there is no actual economic change in the stock retainer portion paid to directors.$52,500 from 2015.
For the thirdfourth consecutive year, we reached out to all shareholders (Compensation Committee Chair Sarah Coffin, Treasurer Monica Vinay, and I offered to meet with each shareholder owning more than 1% of the company). This year, we met with shareholders and once again gained valuable insights about their opinionsMyers’ outstanding shares, offering to meet on governance and views on other matters.
issues. We contacted our top shareholders representing approximately three-quarters of total outstanding shares. We were gratified by the results of the “say on pay” proposal at last year’syear's annual meeting, when almost 25more than 30 million shares voted for“for” and only about 260,000less than 700,000 shares voted against. This“against.”
During 2019, the total return (including dividends) for Myers’ stock was a substantial improvement over two years ago when13.8%, compared to 31.5% for the S&P 500 (the return for smaller companies like Myers was generally less than that index). Although this one year performance was relatively disappointing, we believe that one year is not an appropriate gauge of long-term performance, and are gratified about 6.7 million shares voted against this same “say on pay” proposal.our internal improvements and opportunities for long-term growth.
As always, we welcome feedback from our shareholders. Shareholders may send communication by email to governance@myersind.com or by mail or courier delivery addressed as follows: Board of Directors (or Committee Chair, Board Member, or Non-Management Directors, as the case may require), c/o Chief Legal Officer and Secretary, Myers Industries, Inc., 1293 Main Street South, Akron, Ohio 44301, as outlined more completely in our Communication Procedures for Interested Parties and Shareholders available on the company’sCompany’s website www.myersindustries.com.
In last year’s letter, I was pleased to report that Myers’ stock outperformed during 2017 (up by about 40%, compared to almost 22% for the S&P 500). Unfortunately, Myers’ stock price performance was disappointing last year: down by about 20% vs. about -4% for the S&P 500. We continue to believe that one year is not an appropriate gauge of long-term performance.
Your board remains very active and engaged and we begin 2019 with a firm commitment2020 firmly committed to building long-term shareholder value at Myers. Thank you for your support of the companyCompany and confidence in our efforts on your behalf.
Sincerely,
F. Jack Liebau, Jr. |
Chairman of the Board |
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The Board of Directors of Myers Industries, Inc. (“Myers Industries” or the “Company”) has fixed the close of business on March 7, 20196, 2020, as the record date for the determination of shareholders entitled to notice of and to vote at the Annual Meeting of Shareholders to be held on April 24, 201929, 2020 (the “Annual Meeting”). This Proxy Statement, together with the related proxy card and our 20182019 Annual Report to Shareholders, is being mailed to our shareholders on or about March 20, 2019.23, 2020. To be sure that your shares are properly represented at the Annual Meeting, whether or not you intend to attend the Annual Meeting via live webcast or in person, please complete and return the enclosed proxy card, or follow the instructions to vote by telephone or internet, as soon as possible.
If you have any questions or need assistance in voting your shares, please contact our Investor Relations Department at (330) 761-6212.
By Order of the Board of Directors, |
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Andrean R. |
Interim President and Chief Executive Officer |
Akron, Ohio
March 20, 201923, 2020
THE 20182019 ANNUAL REPORT TO SHAREHOLDERS ACCOMPANIES THIS NOTICE
Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting: This Proxy Statement and the Company’s 20182019 Annual Report to Shareholders are available on Myers Industries’ website at:
http://investor.myersindustries.com/investor-relations/financial-information/default.aspx.default.aspx.
NOTICE OF ANNUAL MEETING OF SHAREHOLDERS
Date: | Wednesday, April |
Time: | 9:00 |
Location: | The live webcast of the meeting will be available on the Investor Relations section of the Company’s website at www.myersindustries.com and the meeting will be held in person at: 1554 South Main Street, Akron, OH 44301 (subject to federal and state restrictions that may be imposed due to COVID-19 mitigation efforts)
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Record Date: | March |
Items of Business
1. To elect the nine candidates nominated by the Board of Directors to serve for a one year term until the next annual meeting or until their successors are duly elected and qualified; | 4. To consider such other business as may be properly brought before the meeting or any adjournments thereof. |
2. To consider and vote upon a non-binding advisory resolution to approve the compensation of the Company’s named executive officers; |
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3. To ratify the appointment of Ernst & Young LLP as the Company’s independent registered public accounting firm for fiscal year ending December 31, |
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The Board of Directors recommends that you vote “FOR” each of the director nominees included in Proposal Number 1 and “FOR” each of Proposal Numbers 2 and 3. The full text of these proposals is set forth in the accompanying Proxy Statement.
How to Vote
By Telephone | By Internet | By Mail | Via Webcast or In Person | ||||
You may vote by calling 1-800-690-6903. | You may vote online at www.proxyvote.com. | You may vote by completing and returning the enclosed proxy card. | All shareholders are cordially invited to attend the Annual Meeting via live webcast or in person (if permitted under current federal or state restrictions in connection with COVID-19 mitigation efforts). |
Below are the highlights of important information you will find in this Proxy Statement. As this is only a summary, we request you please review the full Proxy Statement before casting your vote.
General Meeting Information | |
| Wednesday, April 9:00 a.m. EDT |
Place | In-person: 1554 South Main Street, Akron, OH 44301 (subject to federal or state restrictions that may be imposed in connection with COVID-19 mitigation efforts) Online: The live webcast of the meeting will be available on the Investor Relations section of the Company’s website at www.myersindustries.com |
Record Date | March |
Voting |
Shareholders as of the record date are entitled to vote. Each share of common stock is entitled to one vote for the election of directors and one vote for each of the proposals to be voted on.
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Voting Matters and Board Recommendations | |||||
Proposal | Voting Options | Vote Required for Approval |
Effect of Abstentions and Broker Non-Votes | Board Recommendation | |
1. | Election of Directors | “FOR” all nominees or “WITHHOLD” your vote for one or more of the nominees | Nominees for election as directors who receive the greatest number of votes cast by holders of common stock represented in person or by proxy at the Annual Meeting will be elected as directors.
| Broker non-votes will have no effect on the voting on these matters at the meeting. | FOR EACH NOMINEE |
2. | Advisory Vote to Approve Executive Compensation | “FOR” or “AGAINST” or “ABSTAIN” from voting | Affirmative vote of the holders of a majority of the common stock represented in person or by proxy at the Annual Meeting. | Broker non-votes will have no effect on the voting on this matter at the meeting. Abstentions will count against this proposal.
| FOR |
3. | Ratification of Appointment of Independent Registered Public Accounting Firm
| “FOR” or “AGAINST” or “ABSTAIN” from voting | Affirmative vote of the holders of a majority of the common stock represented in person or by proxy at the Annual Meeting. | Abstentions and “broker non-votes” will be counted to determine whether or not a quorum is present. Abstentions will count against this proposal.
| FOR
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2020 Proxy Statement | i
PROXY STATEMENT SUMMARY (CONTINUED)
Recent Highlights and Achievements
The Company’s management and its Board of Directors (the “Board” or “Board of Directors”) have developed a strategic vision for the Company, which they have focused on implementing for the past several years. This long-term strategy is guided by three key operating principles:
Niche market focus
Flexible operations through the use of an asset-light business model
Strong cash flow growth
The Company’s mission is to instill a culture where safety and efficiency are part of every aspect of the business and where employees are empowered to act like owners. The Company’s management and Board of Directors work hand-in-hand to develop our strategic vision and together review the Company’s strategy and performance periodically throughout the year.
Myers Industries has made meaningful progress executing its long-term strategy. The Company’s key achievements in 20182019 included, among others:
Generated double-digit year-over-year sales growth in our Food & Beverage market, leading to an increase in net sales of 6.6% in our Material Handling Segment and 3.6% for the enterprise
Launched a new product in our Consumer market that is expected to drive mid-single-digit sales growth in that market in 2019
Expanded our gross margin by 280 basis points to 31.6% as a result of pricing initiatives and 80/20 and lean continuous improvement actions, combined with the benefits of the strategic footprint realignment that we completed in 2017
Improved adjusted operating income from $31.5 million in 2017 to $40.4 million in 2018 to $42.0 in 2019 and expanded adjusted gross margin by 150 basis points to 33.3%, despite significant market headwinds evidenced by a 28.5% increase (excluding $33.3decrease in net sales from $566.7 million of charges relatedin 2018 to the 2015 sale of the Company’s Lawn and Garden business)$515.7 million in 2019.
Reduced total debt by $74.2 million, or 49.2%
Reduced our leverage ratio to 1.2x as defined by our current debt agreements
Increased cash provided by operating activities of continuing operations by 22.9% to $60.4 million, driven by a reduction in working capital of $5.9 million, or 21.6%, despite higher sales
Completed public offering of 4.6 million shares of our common stock at $18.50 per share with net proceeds of approximately $79.5 million.
In addition, we also announced a set ofExecuted strategic transformation actions for our Distribution segment. The actions are expectedSegment, which includes enhancements in that segment’s go-to-market strategy, implementation of 80/20 to be implementeddrive improved contribution margins, and optimization of logistics and overhead costs, resulting in increased EBITDA margin of 8% in the Distribution Segment toward goal of 10% by the end of 2020.
Completed acquisition of Tuffy Manufacturing for $18 million in August 2019 to support growth in our Distribution Segment.
Generated cash flow from continuing operations of $47.0 million and includefree cash flow of $36.7 million in 2019.
The Company uses certain non-GAAP measures in this proxy statement. Adjusted income per diluted share from continuing operations, operating income as adjusted, income from continuing operations as adjusted, EBITDA as adjusted, adjusted operating income, adjusted EBITDA, adjusted EBITDA margin, adjusted EPS and free cash flow are non-GAAP financial measures and are intended to serve as a new go-to-market strategy, a contribution margin improvement initiative,supplement to results provided in accordance with accounting principles generally accepted in the United States. Myers Industries believes that such information provides an additional measurement and an overhead and logistics optimization plan. The goalconsistent historical comparison of the transformationCompany’s performance. A reconciliation of the non-GAAP financial measures to the most directly comparable GAAP measures is available in Appendix A to reach a 10% EBITDA margin run-rate in 2020.this proxy statement.
ii | Myers Industries, Inc.
PROXY STATEMENT SUMMARY (CONTINUED)
Governance Highlights
Myers Industries is committedIndustries’ commitment to applying sound corporate governance practices.practices has been illustrated through a number of positive actions taken over recent years. We firmly believe that sound corporate governance practices areis in the best interests of our shareholders and strengthenstrengthens accountability within the organization. The following is a summary of our sound governance practices:
Annual Elections |
| Yes |
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| Stock Ownership Guidelines for Executives |
| Yes |
Independent Board Chair |
| Yes |
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| Anti-Hedging and Anti-Pledging Policy |
| Yes |
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| Code of Conduct and Ethics |
| Yes |
Committee Independence |
| 100% |
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| Board Member Recruiting Guidelines |
| Yes |
Number of Financial Experts |
| 4 |
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| Executive Sessions of the Board |
| Yes |
Board Gender Diversity |
| 33% |
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| Anonymous Reporting |
| Yes |
Board and Committees |
| Yes |
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| Clawback Policy |
| Yes |
Over-Boarding Policy |
| Yes |
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Myers Industries’ commitment to sound corporate governance practices has been illustrated through a number of actions taken over the years, as shown below.
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PROXY STATEMENT SUMMARY (CONTINUED)
Director Nominees
You are being asked to vote on the election of the following director candidates. The candidates listed below are the nominees recommended by the Corporate Governance and Nominating Committee (the “Governance Committee”) and approved by the Board to serve for a one-year term. Detailed information on each director is available starting on page 9.12.
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| Current Committee Memberships | ||||||
Name | Age | Director Since | Experience | Independent | Audit | Compensation | Governance | Age | Director Since | Experience | Independent | Audit | Compensation | Governance | ||||
R. David Banyard | 50 | 2016 | President, CEO, Myers Industries. Inc. | No |
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Sarah R. Coffin | 66 | 2010 | Former CEO, Aspen Growth Strategies, LLC | Yes | ● | CHAIR |
| 67 | 2010 | Former CEO, Aspen Growth Strategies, LLC | Yes | ● | Chair |
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Ronald M. De Feo | 67 | 2018 | Former President, Chief Executive Officer and Executive Chairman of Kennametal, Inc. (NYSE: KMT) and a founding partner of Nonantum Capital Partners, LLC | Yes |
| ● | ● | 68 | 2018 | Former President, Chief Executive Officer and Executive Chairman of Kennametal Inc. (NYSE: KMT) and a founding partner of Nonantum Capital Partners, LLC | Yes |
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William A. Foley | 71 | 2011 | Chairman of the Board and CEO, Libbey Inc. (NYSE: LBY) | Yes |
| ● | ● | 72 | 2011 | Executive Chairman and former CEO, Libbey Inc. (NYSE: LBY) | Yes |
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F. Jack Liebau, Jr. Chairman* | 55 | 2015 | Former President and CEO of Roundwood Asset Management | Yes | ● | ● | ● | |||||||||||
F. Jack Liebau, Jr. Chairman(1) | 56 | 2015 | Former President and CEO of Roundwood Asset Management | Yes | ● | ● | ● | |||||||||||
Bruce M. Lisman | 72 | 2015 | Former Chairman of the Global Equity Division, JP Morgan Chase & Co. (NYSE: JPM) | Yes |
| ● | CHAIR | 73 | 2015 | Former Chairman of the Global Equity Division, JP Morgan Chase & Co. (NYSE: JPM) | Yes |
| ● | Chair | ||||
Lori Lutey | 54 | 2018 | Former Executive Vice President and Chief Financial Officer of Schneider National (NYSE: SNDR) | Yes | ● |
| ● | 55 | 2018 | Former Executive Vice President and Chief Financial Officer of Schneider National (NYSE: SNDR) | Yes | ● |
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Michael McGaugh(2) | 46 | 2020 | President and CEO, Myers Industries, Inc. | No |
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Jane Scaccetti | 64 | 2016 | CEO and founding partner of Drucker & Scaccetti | Yes | ● |
| ● | 65 | 2016 | CEO and founding partner of Drucker & Scaccetti | Yes | ● |
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Robert A. Stefanko | 76 | 2007 | Former Chairman and EVP of Finance and Administration of A. Schulman, Inc. (NASDAQ) | Yes | CHAIR | ● |
| 77 | 2007 | Former Chairman and EVP of Finance and Administration of A. Schulman, Inc. (former NASDAQ) | Yes | Chair | ● |
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(1) | Mr. Liebau is an ex officio member of each of the Company’s committees. |
(2) | As described in the Company’s Current Report on Form 8-K filed on March 16, 2020 and the press release filed as an exhibit to such Current Report, the Board of Directors appointed Mr. McGaugh as the Company’s President and Chief Executive Officer and a director effective April 6, 2020. |
*Mr. Liebau is an
2020 Proxy Statement ex officio| member of each of the Company’s committees.iii
PROXY STATEMENT SUMMARY (CONTINUED)
Board Overview
Myers Industries has an experienced and effective Board focused on shareholder value creation. The Board is currently composed of nineeight members, eightall of whom are independent. The charts below highlight the Board’s composition and experience.experience, including the impending appointment of Mike McGaugh as a non-independent director effective April 6, 2020.
iv
PROXY STATEMENT SUMMARY (CONTINUED)
Board Composition
Director Qualifications
Directors (number / %)
| Directors (number / %)
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| Skill | Directors (number / %)
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9 |
| 100% |
| Executive Leadership |
| 100% |
| Executive Leadership |
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7 |
| 78% |
| Other Public Board Experience |
| 78% |
| Other Public Board Experience |
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7 |
| 78% |
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6 |
| 67% |
| Investor Relations |
| 67% |
| Mergers & Acquisitions |
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3 |
| 33% |
| Mergers & Acquisitions | ||||
7 |
| 78% |
| Global Experience | ||||
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5 |
| 56% |
| Global Experience | ||||
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3 |
| 33% |
| Brand and Marketing | ||||
6 |
| 67% |
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4 |
| 44% |
| Audit Committee Financial Expert |
| 44% |
| Audit Committee Financial Expert |
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5 |
| 56% |
| Industry Experience / Operational Expertise |
| 56% |
| Industry Experience / Operational Expertise |
viv | Myers Industries, Inc.
PROXY STATEMENT SUMMARY (CONTINUED)
Shareholder Engagement
One of our key priorities is conducting robust engagement with our shareholders in order to provide transparency into our business and determine which issues are important to our shareholders. Participants in our engagement programs include executive management, members of the Board of Directors and Investor Relations personnel. Our methods of engagement include:
Earnings conference calls
Investor conferences
One-on-one investor meetings and one-on-one investor conference calls
Outreach calls and meetings with shareholders’ corporate governance departments
Shareholder Outreach
We believe engaging in shareholder outreach is an important element of strong corporate governance. In 2018,2019, in a continuation of the Company’s shareholder outreach efforts that began in 2016, members of our Board and executive management acted on this belief and contacted the top 1412 shareholders who own 1% or greater of outstanding shares and represent collectively approximately 73%75% of total shares outstanding. Following this outreach, conference calls were conducted with two of the 14 shareholders initially approached who had expressed interest in having a conversation with our managementwe received feedback and directors. During our outreach meetings, we discussedquestions on corporate governance matters, board diversity, the safety, environmentalBoard of Directors and social policies and reporting practices of the Company,management composition, and other items of shareholder interest.
The Company values the input received from these discussions with shareholders. Following these conversations, the Company has continued to emphasize the importance of safety in our operations and has renewed its focus on enhancing sustainable business practices and incorporating environmental consciousness throughout our operations. Additionally, the Compensation Committee of the Company regularly evaluates the Company’s compensation programs and considers shareholder input in evaluating the programs.
At any time during the year shareholders may access our Annual Report, Proxy Statement, financial presentations, and corporate governance guidelines at www.myersindustries.com.
Shareholder Communications
Shareholders may contact any director, committee of the board, non-management director or the Board through the following:
via U.S. Mail at:
Myers Industries, Inc.
c/o Secretary
1293 South Main Street
Akron, Ohio 44301
via e-mail at:
governance@myersind.com
A toll-free hotline has also been established if an interested party wishes to contact a director, a committee of the Board, a non-management director or the Board by phone. The number is (877) 285-4145 and is available worldwide 24 hours a day, seven days a week.
vi 2020 Proxy Statement | v
PROXY STATEMENT SUMMARY (CONTINUED)
Executive Compensation Overview
Myers Industries’ executive compensation program, set forth by the Compensation Committee, is designed to implement our executive pay philosophy to:
Attract and retain talented and experienced executives and other key employees
Ensure that the actual compensation paid to our executive officers is aligned and correlated with financial performance and changes in shareholder value (“pay for performance”)
Motivate our executive officers to achieve short-term and long-term Company goals that will increase shareholder value
Reward executives whose knowledge, skills and performance are crucial to our success
Compensation Practices
What We Do | What We Don't Do |
Link Pay to Performance | Enter into Employment Contracts |
Limited Post-Employment/Change in Control Provisions | Offer Tax Gross-Upsfor Change in Control Payments |
Grant Awards with Double Trigger Change in Control Provisions | Reprice Underwater Options |
Impose Stock Ownership Guidelines | Allow Cash Buyouts of Underwater Options |
Retain an Independent Compensation Advisor | Permit Short Sales by Directors, Officers, or Employees |
Tally Sheets to Evaluate and Monitor NEO Compensation | Provide Perquisites |
Maintain an Executive Compensation Clawback Policy | Allow Hedging or Pledging of Company Stock |
viivi | Myers Industries, Inc.
PROXY STATEMENT SUMMARY (CONTINUED)
Elements of Compensation for 20182019
Our 20182019 executive compensation program was designed to reinforce the relationship between the interests of our named executive officers (or “NEOs”) and our shareholders. The objectives and key characteristics of each element of our 20182019 executive compensation are summarized below:
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• May be influenced/changed as a result of changes in the executive’s responsibilities, an assessment of annual performance, our financial ability to pay base salaries and provide increases, and/or external market data relating to base pay practices of peers | ||||||
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• Added 20% qualitative element with individual performance goals to maintain personal accountability of each NEO • Aligns interests of executives with shareholders, with amount earned dependent on Company performance objectives designed to enhance shareholder value | ||||||
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| Long-Term Incentives (performance stock unit awards, stock options, and restricted stock units) |
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• Motivates and rewards leaders for increasing shareholder value and returns while promoting our long-term interests by aiding in the retention of high-quality executives | |
• Reflects the belief that a significant component of executive compensation should be at risk where the amount earned depends on achieving Company performance objectives (the Company’s three-year cumulative EBITDA and three-year total free cash flow as a percentage of sales) designed to enhance shareholder value | ||||||
• Helps build executive stock ownership, consistent with our stock ownership objectives | ||||||
• Encourages retention through multi-year vesting |
viii 2020 Proxy Statement | vii
PROXY STATEMENT SUMMARY (CONTINUED)
2018 NEO2019 CEO and CFO Target Compensation Mix(1)
20182019 CEO Target Compensation Mix
(2)
2018
2019 CFO Target Compensation Mix
* “Fixed”____________________
(1) | “Fixed” compensation includes salary and service-based restricted stock; “variable” compensation includes annual bonuses, performance stock units and stock options; “long-term” compensation includes stock options, performance stock units and restricted stock, and “short-term” compensation includes salary and annual bonuses. |
(2) | Based on CEO target compensation prior to Mr. Banyard’s voluntary resignation on October 25, 2019. |
ixviii | Myers Industries, Inc.
Myers Industries, Inc.
Proxy Statement
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2 | Myers Industries, Inc.
Corporate Governance and Compensation Practices and Policies
The Board of Directors is committed to maintaining sound corporate governance and a compensation structure that promotes the best interests of our shareholders.
Corporate Governance Guidelines
The Company has adopted “Corporate Governance Guidelines” and a “Code of Business Conduct and Ethics” for the Company’s directors, officers and employees. Each of our corporate governance policies is available on the “Corporate Governance” page accessed from the “Investor Relations” page of our website at www.myersindustries.com.
Corporate Governance and Compensation Practices
We consider the opinions expressed by shareholders through their votes, periodic meetings and other communications and believe that shareholder engagement leads to enhanced governance practices. In 2018,2016, we implemented a proactive investor outreach program which includes contacting shareholders who own 1% or more of our outstanding shares.
In 2019, the Company and members of the Board continued to conduct considerable shareholder outreach, through which we have requested input from our twelve largest institutional investors and other shareholders collectively holding approximately 73%75% of our outstanding shares.
Following this outreach, discussions were ultimately conducted with twowe received feedback and questions on corporate governance matters, changes to the Board of the shareholders initially approached who had indicated interest in having a conversation with ourDirectors and management, and directors. The Company received feedback on:
corporate governance matters
Board diversity
safety, environmental and social policies and reporting practicesother items of the Companyshareholder interest.
We value shareholder views and insights and expect to continue to dialogue with our shareholders.
In accordance with best practices, all of our directors are elected annually.
Independent ChairmanBoard Chair
Since October 2009, the Company has maintained an independent Chairman.Board Chair. F. Jack Liebau, Jr. has served as the independent ChairmanChair since the 2016 Annual Meeting of Shareholders
The Company believes this leadership structure is appropriate as it further aligns the interests of the Company and our shareholders by ensuring independent leadership of the Board
The independent ChairmanBoard Chair serves as a liaison between our directors and the Company’s management and helps to maintain open communication and discussion by the Board
Our independent ChairmanChair is an ex officio member of each of our standing committees
Duties of the ChairmanBoard Chair are specified in the Charter of the Chairman of the Board of Directors and include serving in a presiding capacity, coordinating the activities of the Board, and such other duties and responsibilities as the Board may determine from time-to-time. This charter is available on the “Corporate Governance” page accessed from the “Investor Relations” page on our website at www.myersindustries.com.
2020 Proxy Statement | 3
Board and Committee Independence
Periodic Review of Director Independence: The Board of Directors reviews the independence of each director using the current standards for “independence” established by the New York Stock Exchange (“NYSE”) and other applicable regulations and considers any other material relationships a director may have with the Company as disclosed in annual director and officer questionnaires. The Company’s Corporate Governance Guidelines provide that a majority of the Board of Directors be comprised of independent directors and the charters of each of the Board’s committees require that all committee members be independent
Independence Determination: The Board has determined that Mses. Coffin, Lutey and Scaccetti and Messrs. De Feo, Foley, Liebau, Lisman and Stefanko (allall of itsthe current members except for Mr. Banyard, our President and Chief Executive Officer)of the Board are independent under these standards. Upon his appointment to the Board of Directors effective April 6, 2020, Michael McGaugh will not be considered independent under these standards. The determination of whether a director is “independent” is based upon the Board’s review of the relationships between each director and the Company, if any, under the Company’s “Board of Directors Independence Criteria” policy, and the corporate governance listing standards of the NYSE. In connection with the Board’s determination regarding the independence of each non-management director and nominee, the Board considered any transactions, relationships and arrangements as required by our independence guidelines. In particular, the Board considered the following relationships:
Committee Independence: All members of the Company’s Audit Committee, Compensation Committee and Governance Committee have been determined to be independent directors. In addition, the Board has determined that the members of the Audit Committee and Compensation Committee meet the additional independence criteria required for such committee membership under the applicable NYSE listing standards
Other Relationships: Except as set forth in this Proxy Statement, neither the Company nor any of the Board nominees or any of their associates have or will have any arrangements or understandings with any person with respect to any future employment by the Company or its affiliates or with respect to any future transactions to which the Company or any of its affiliates will or may be a party
Pursuant to the Company’s director resignation policy, in an uncontested election, any incumbent director who receives a greater number of votes “Withheld” from his or her election than votes “For” his or her election (and with respect to such incumbent director’s election at least 25% of the Company’s shares outstanding and entitled to vote thereon were “Withheld” from the election of such director) shall submit an offer of resignation to the Board of Directors
The Governance Committee will then recommend to the Board whether to accept or reject any tendered resignations, and the Board will decide whether to accept or reject such tendered resignations
The Board’s decision will be publicly disclosed in a Current Report on Form 8-K filed with the Securities and Exchange Commission (the “SEC”)
If an incumbent director’s tendered resignation is rejected, he or she will continue to serve until his or her successor is elected, or until his or her earlier resignation, removal from office, or death. If an incumbent director’s tendered resignation is accepted, then the Board will have the sole discretion to fill any resulting vacancy to the extent permitted by the Company’s Amended and Restated Code of Regulations
The Company has adopted a policy that the maximum number of public company boards on which a non-CEO director may sit is five (including the Company’s board)our Board) and the maximum number of public company boards on which a CEO director may sit is three (including the Company’s board)our Board).
4 | Myers Industries, Inc.
The Board annually reviews the Company’s strategic plan, which addresses, among other things, the Company’s risks and opportunities. Certain areas of oversight are delegated to the relevant Committees of the Board and the Committees regularly report back on their deliberations. This oversight is enabled by reporting processes that are designed to provide visibility to the Board about the identification, assessment, monitoring and management of enterprise-wide risks. Every year, management conducts an enterprise-wide risk assessment of the Company and each of its business segments and presents the assessment to the Board for review. The focus of this assessment includes a review of strategic, financial, operational, compliance, reputational and technology (IT) objectives and risks for the Company. In addition:
Audit Committee: The Audit Committee maintains primary responsibility for oversight of risks and exposures pertaining to the accounting, auditing and financial reporting processes of the Company
Compensation Committee: The Compensation Committee maintains primary responsibility for risks and exposures associated with oversight of the administration and implementation of our compensation policies
Governance Committee: The Governance Committee maintains primary responsibility for risks and exposures associated with corporate governance and succession planning
Each committee also considers the reputational risk implicated by the oversight responsibilities described above.
The Company maintains a “Clawback��Clawback Policy” that provides for the recoupment of certain incentive compensation in the event of an accounting restatement resulting from material noncompliance (whether or not based upon misconduct) with financial reporting requirements under the federal securities laws. The Clawback Policy is administered by the Compensation Committee and applies to current and former executive officers and such other employees who may from time to time be deemed subject to the policy by the Compensation Committee.
Our Board, in coordination with the Governance Committee, oversees succession planning for the CEO and other officers of the Company. As part of its succession planning oversight, the Board reviews the senior management team’s experience, skills, competence and potential, to help assess which executives have the ability to develop the attributes that the Board believes are necessary to lead and execute the Company's strategic vision.
The Company maintains “Stock Ownership Guidelines” whereby our executive officers and non-employee directors are expected to hold a specified amount of our common stock. These expectations are as follows:
CEO:5X annual base salary
CFOExecutive Vice Presidents (CFO and CLO:CLO): 3X annual base salary
Vice Presidents (including CHRO): 1X annual base salary
Non-Employee Directors:5X annual cash Board retainer
The executive officers and non-employee directors have five years from the date they become subject to the guidelines to attain the ownership requirement. These “Stock Ownership Guidelines” are available on the “Corporate Governance” page accessed from the “Investor Relations” page of the Company’s website at www.myersindustries.com.
Anti-Hedging and Pledging Policy
The Company prohibits directors, officers and employees from engaging in any hedging or pledging transactions with respect to Company shares.
2020 Proxy Statement | 5
Board Member Recruiting Guidelines
The Company’s Board Member Recruiting Guidelines outline the process for nominating potential director candidates for consideration by the Governance Committee. These recruiting guidelines are available on the “Corporate Governance” page accessed from the “Investor Relations” page of the Company’s website at www.myersindustries.com.www.myersindustries.com.
Executive Sessions of the Board and Committees
The Board has a policy requiring the non-management directors, both as to the Board and Committees, to meet regularly in executive session without any management personnel or employee directors present. During 2018,2019, the Board and each Committee met regularly in executive session as follows: Board, eightten times; Audit Committee, six times; Compensation Committee, foursix times; and the Governance Committee, fourthree times.
The Chairman of each Committee was selected as the Presiding Director for each Committee executive session.
The Audit Committee maintains procedures, including a worldwide telephone “hotline,” which allows employees and interested parties to report any financial or other concerns anonymously as further detailed under “Shareholder Communication with Directors” below.
We have a “Code of Ethics and Business Conduct, and Ethics,” which incorporates a “Code of Ethical Conduct for the Finance Officers and Finance Department Personnel,” which embodies our commitment to ethical and legal business practices, as well as satisfying the NYSE requirements to implement and maintain such policies. The Board expects all of our officers, directors and other members of our workforce to act ethically at all times. This policy is available on the “Corporate Governance” page accessed from the “Investor Relations” page on our website at www.myersindustries.com.
Annual Board and Committee Self-Assessments
The Board conducts annual self-assessments of the Board, as well as of the Audit Committee, the Compensation Committee, and the Governance Committee, to assist in determining whether the Board and its Committees are functioning effectively. In early 2016 and 2017, evaluations were conducted by an independent third party through telephone interviews and feedback was provided to the Board, committees and individual directors. In late 2017 through 2018, and in early 2019, the Board conducted self-assessment evaluations with the assistance of outside counsel and reviewed the results as a Board. In 2019, evaluations were conducted by an independent consultant and feedback was provided to the Board, committees and individual directors. The Board intends to utilize this consultant process every third calendar year.
Shareholder Communication with Directors
Our Board provides the following methods for interested parties and shareholders to send communications to a director, to a Committee of the Board, to the non-management directors, or to the Board:
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Written CommunicationCommunication
Interested parties may send such communications by e-mail to governance@myersind.com or by mail or courier delivery addressed as follows:
Board of Directors (or Committee Chairman, Director or Non-Management Directors, as the case may be)
c/o Secretary
Myers Industries, Inc.
1293 South Main Street
Akron, Ohio 44301
6 | Myers Industries, Inc.
All communications directed to the “Board of Directors” or to the “Non-Management Directors” will be forwarded unopened or unread to the Chairman of the Governance Committee. The Chairman of the Governance Committee in turn determines whether the communications should be forwarded to the appropriate members of the Board and, if so, forwards them accordingly. For communications addressed to a particular director or the Chairman of a particular Committee of the Board, however, the Secretary will forward those communications, unopened or unread, directly to the person or Committee Chairman in question.
The Company maintains a “hotline” for receiving, retaining and addressing complaints from any interested party regarding accounting, internal accounting controls and auditing matters, and procedures for the anonymous submission of these concerns.
The hotline is maintained by an independent third party. Interested parties may also use this hotline to communicate with the Board.
Any interested party may contact a director, a Committee of the Board, the non-management directors, or the Board through the toll free hotline at (877) 285-4145.
The hotline is available worldwide, 24 hours a day, seven days a week. Note that all reports made through the hotline are directed to the Chairman of the Audit Committee and the Secretary. We do not permit any retaliation of any kind against any person who submits a complaint or concern under these procedures.
At Myers Industries, we are committed to helping our customers make the world a safer and more efficient place. We provide bulk packaging that is more easily cleaned than other solutions. We provide stronger, rigid packaging for safe stacking and storage of food and beverage products. WeIn addition, we provide a wide selection of storage bins to help our customers organize their workplace and drive efficiency. We also provide world-leading tire pressure monitoring systems so that our end users have the proper and safest pressure in their car tires. Not only doUltimately, we incorporate health, safety and environmental consciousness into our products, butand into all aspects of our operations.
Myers Industries is built on a foundation of quality, ethics, hard work and dedication which begins and ends with our people.
We believe in providing our employees with a supportive work environment that fosters individual thinking and personal accountability. We expect employees to be responsible not only for their personal success within the organization, but also for the success of the organization as a whole.
Here are the values that serve, collectively, as our daily compass:
Bias for Action: From top to bottom, we have a preference for action. That means we each take personal ownership, expect to be held accountable, and make proactive decisions – even when there is risk.
Analytical, Results-Oriented: We take an analytical approach to ideas and problem-solving, and focus our efforts on achieving the challenging goals we’ve set forth. However, we also learn from our mistakes, all for the sake of driving continuous improvement.
Customer Intimacy: By always seeking to understand our customers’ needs, values, and motivations, we can serve them in the best way possible. That way, we can connect with and network within our target clients.
Open, Candid, Non-Political: While we encourage speaking candidly and challenging the status quo, we also listen to each other’s perspectives and seek to understand competing ideas and opinions.
Flexible: Change, variety, and ambiguity are inevitable. We embrace this and take the initiative to explore new methods and viewpoints.
2020 Proxy Statement | 7
Humble: Being humble means focusing on the success of the team instead of self-recognition, as well as seeking out opportunities to support others.
Process: Process is everything, and it’s what allows us to execute initiatives in an organized manner, create structured implementation plans, and anticipate potential problems.
Environmental Impact and Sustainable Business Practices
Myers Industries has a long-standing respect for the environment. Today, we incorporate environmental consciousness into every aspect of our operation – from using recycled products in our lunch rooms and recycling office paper, to recycling and reprocessing plastic scrap in our factories, to taking steps to prevent water, air and land pollution by conserving energy whenever possible.
The Company has instituted a Sustainability Committee to develop and oversee our long-term sustainable business practices. The team is responsible for establishing key metrics, goals and reporting standards across the company.
We also encourage our businesses to explore certifications. Our Ameri-Kart and Scepter Canada locations have ISO 9001 certifications and our Scepter US location is actively pursuing ISO 14001 certification.
As a result of continuous improvement efforts, Myers Industries has identified and acted upon practices that incorporate energy efficiency, waste reduction and utilization of environmentally friendly raw materials.
Energy Efficiency
✓ | Our asset light business model requires fewer pieces of energy dependent equipment at our facilities. |
✓ | We replace propane powered forklifts with pallet jacks and electric powered forklifts which do not need oil, spark plugs, pistons, belts, or catalytic converters and do not have a reason for an exhaust. |
✓ | As we upgrade and renovate facilities, CFL or incandescent bulbs are replaced with light-emitting diode (LED) bulbs which require much less wattage and are long lasting. We also install fans that mix the hot air at the ceiling with the cold air at the floor, creating a uniform temperature and reducing energy usage for heating by up to thirty-percent (30%). For example, Akro-Mils completed energy efficient improvements at its Wadsworth, Ohio facility including: |
instillation of LED lighting and signage, occupancy sensors, fluorescent T5 and T8 lights and wall-packs as well as an interior lighting system with less power density than the energy code standard in its new warehouse,
energy efficiency upgrades of injection molding machines, and
new cooling towers with variable frequency drives (VFDs) replaced cooling tower pumps with VFDs
As a result, the company now consumes less electricity, and new molding machines have increased production speed saving approximately 2,348,550 kWh and reducing CO2 by 4,361,600 pounds annually.
Waste Reduction and Recycling
✓ | Our re-usable packaging products replace expendable packaging, preventing expendable packaging from being sent to a landfill. Some of our products have been in-use, out in the marketplace, for over twenty (20) years. |
✓ | As part of our maintenance and repair program, we re-furbish our product molds. This reduces plastic waste material called flash and the need to re-grind or handle the product during processing which, in turn, improves safety. |
✓ | Buckhorn has managed a year-over-year improvement in recycling content efforts, and Akro-Mils recycles most materials unless contaminated. |
✓ | Patch Rubber Company’s continuous improvement processes have resulted in greater first pass yield and less start-up and other scrap generation: |
the first pass yield on the mixer, which is a measure of how much of the original material added into the mixer is usable without re-work or repair has risen from 95% to 98%.
scrap generation on the 4-roll calender has been reduced by ~50%.
continuous improvement processes on the 3-roll calendar have resulted in a first pass yield increase from 60% to 95%.
8 | Myers Industries, Inc.
✓ | In 2017, Scepter’s Toronto facility utilized outside resources to help identify opportunities for reuse and recycling. In a one-year period, the site recycled over 695 thousand pounds of material, including plastic, paper, corrugated, wood and metal. |
✓ | Myers Tire Supply’s Distribution Center in Akron, Ohio: |
partners with FedEx who returns the pallets that are shipped from the Distribution Center each day so they can be re-used,
has an arrangement with a neighboring business to pick-up and re-use skids that the neighboring business would have otherwise sent to a landfill, and
re-uses full size corrugated boxes to ship products versus recycling or disposing of these boxes.
Environmentally Friendly Raw Materials
✓ | We’ve worked to ensure that colorants used in our plastics manufacturing do not contain lead or other heavy metals. Today, 100% of the colorants we use are free of these materials. |
✓ | Within our Material Handling Segment, the businesses set goals and strategies to increase the amount of re-processed and re-grind resin (vs. virgin resin) used in the manufacturing of plastic products. For example: |
in 2018, Akro-Mils increased its use of regrind material by 72,000 pounds per month and has been targeting increased usage annually.
our Scepter Oklahoma location has an on-site pelletizer to re-process scrap in-house, versus re-grinding the scrap.
Buckhorn buys/takes back our products which are re-ground and the material re-processed.
In addition to our own environmental responsibility, we also encourage our customers to focus on sustainability by providing alternative solutions in manufacturing materials, transportation methods and product end-use.
The health and safety of our employees, our customers, and our end-users is at the forefront of each business decision we make.make:
✓ | We maintain an Environmental Health and Safety Policy and Principles that all employees are expected to understand and promote (this policy is available on the Corporate Governance page accessed from the Investor Relations page of our website at www.myersindustries.com). |
✓ | Our ultimate goal is to achieve zero injuries through continued focus on our culture and our core safety programs. |
✓ | All of our manufacturing sites and distribution centers maintain safety committees that strive to identify and implement best practices in environmental health and safety. For example, |
We maintain an Environmental Health and Safety Policy and Principles that all of our employees are expectedAmeri-Kart supervisors hold “Toolbox Talks” with team members to understand and promote (this policy is available on the “Corporate Governance” page accessed from the “Investor Relations” page of our website at www.myersindustries.com)regularly discuss safety procedures.
Our ultimate goal isJamco, Patch Rubber Company and Akro-Mils contract with outside safety professionals to achieve zero injuries through continued focus on our corehold monthly safety programstraining and other related activities.
All of our manufacturing sites and distribution centers maintain safety committees that strive to identify and implement best practices in environmental health and safetyPatch Rubber Company completes a process hazard analysis (PHA) every three years.
We engage employees, provide trainingPatch Rubber Company and ensure competency in safe work practicesBuckhorn use daily continuous improvement meetings to review near-miss reports and proceduressafety observations, and to track follow-up corrective actions.
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| We engage employees, provide training, and ensure competency in safe work practices and procedures. |
✓ | Scepter, Ameri-Kart and other locations leverage a formal ergonomics improvement process to identify and correct material handling risk factors. |
✓ | We utilize the DuPont™ STOP™ safety training observation |
✓ | Our OSHA recordable incident rate is well below the industry average and has been for a number of years. |
Our OSHA recordable incident rate is well below the industry average and has been for a number of years2020 Proxy Statement | 9
Environmental StewardshipOur People
The Company incorporates environmental consciousness intoWe strive to provide our employees with financial, personal, and physical well-being through our comprehensive and highly competitive pay and benefits packages, as well as by providing access to a variety of innovative and flexible employee health and wellness programs.
We also invest in our people through annual employee development programs, including web-based training solutions and an improved Learning Management System that increases efficiency and compliance.
We are working to improve the factors that drive employee engagement and satisfaction within our organization, as we believe that an engaged and enthusiastic workforce is key to achieving our organizational goals. In 2019, we completed an engagement survey with all aspects of our operations by doing, among other things,employees across the following:company. The survey included 63 questions, and 91% of employees responded. Following the survey we conducted employee feedback sessions across the organization to better understand the results. Action plans are now in place. For example, we’ve implemented an employee rewards and recognition software platform focused on improving employee connection and collaboration.
As we cultivate the future of our workforce, we are also taking steps to further promote diversity. For example,
Manufacturing returnable packaging products that promote sustainability
✓ | Jamco partners with their local Catholic Church to hire from the refugee population, and |
Recycling and reprocessing plastic scrap in our factories
Ensuring that colorants used in our plastics manufacturing do not contain lead or any other heavy metals
Implementing and maintaining recycling programs in our offices and factories
Conserving energy wherever possible in order to prevent water, air and land pollution (including through the use of new efficient plant water cooling systems and motion control water valves at certain locations)
Using tools, such as thermal imaging to improve machine cycle times, LED lighting, lighting motion sensors and high efficiency motors to reduce energy consumption
Encouraging our customers to focus on sustainability by providing alternative solutions in manufacturing materials, transportation methods, and product end-uses
✓ | Ameri-Kart’s “Second Chance” program provides a recruiting platform to help reintegrate persons who have previously served correctional time and meet the program’s criteria. |
We are committed to being active members ofAt Myers Industries, we believe that sharing our success in the communities where we operate. By contributing financially and through volunteer work,do business is key to community development. With the help of our employees, we strive to help build stronger communities and create a positive impact on our communities, making them better environment forplaces to live and work.
Myers Industries community involvement can be any combination of financial contributions, leadership assistance, or employee volunteering in local civic and charitable organizations.
Charitable Contribution Program
Our goal is to support organizations, projects, and programs that encourage the development and well-being of local communities. While our employees our customershave the opportunity to donate time and funds to the general public. Our primary focuscommunity organizations of their choice, Myers Industries is strongly connected to and focused on the following areas of impact:
✓ | Education and Youth Development |
✓ | Community and Civic Development |
✓ | Health and Social Services |
✓ | Environmental Efforts |
Each year, the Charitable Contributions Committee will designate funds for our charitable contribution program include educationto organizations that complement the categories above and youth development, community and civic development, health and social services and environmental efforts. We offer several programsmeet these requirements:
✓ | The organization has federal, tax-exempt 501(c)(3) status |
✓ | The organization adheres to all anti-discrimination laws, including but not limited to age, race, disabilities, sexual orientation, religion, and civil rights |
✓ | A representative from the organization fully completes a contribution application which can be obtained from the Myers Industries’ executive office |
10 | Myers Industries, Inc.
Certain categories of nonprofit organizations / requests are not eligible to encourage employees to positively impact our communities, includingreceive a Companycharitable contribution from Myers Industries. These include:
✓ | Political parties, lobbying groups, or candidates |
✓ | Labor organizations |
✓ | Individual person(s) or family |
✓ | Nonprofit athletic event or athletic event sponsorship (excludes Special Olympics) |
✓ | Registration fees |
Myers Industries also provides a matching giftgifts program and Company provided days off for employee volunteering.donations made to qualified nonprofit organizations meeting the criteria outlined above.
Employee Relations and Workplace Environment
We are committed to providing a safe and open work environment where we empower our employees to achieve their full potential, regardless of differences in gender, age, ethnic background, culture, religion, sexual orientation, or physical ability. We strive to provide our employees with financial, personal and physical well-being through our comprehensive and highly competitive pay and benefits packages as well as by providing access to a variety of innovative, flexible and convenient employee health and wellness programs. We also invest in our people through annual employee development and engagement programs, including web-based training solutions.
8 2020 Proxy Statement | 11
PROPOSAL NO. 1 — ELECTION OF DIRECTORS
Set forth below for each nominee for election as a director is a brief statement, including the age, principal occupation and business experience for at least the past five years, and any directorships held with public companies. The members of the Governance Committee have recommended, and the independent members of the Board of Directors have nominated, the persons listed below as nominees for the Board of Directors.
Each of the below nominees has consented:
to serve as a nominee,
to being named as a nominee in this Proxy Statement, and
to serve as a director if elected.
If any nominee should become unavailable for any reason, it is intended that votes will be cast for a substitute nominee designated by the Board. There is no reason to believe that the nominees named will be unable to serve if elected. Proxies cannot be voted for a greater number of nominees than the number named in this Proxy Statement.
THE BOARD OF DIRECTORS RECOMMENDS THE ELECTION OF THESE NOMINEES
Name | Age | Director Since | Independent | Occupation | Age | Director Since | Independent | Occupation |
R. David Banyard | 50 | 2016 | No | President and CEO Myers Industries, Inc. | ||||
Sarah R. Coffin | 66 | 2010 | Yes | Former CEO of Aspen Growth Strategies, LLC | 67 | 2010 | Yes | Former CEO of Aspen Growth Strategies, LLC |
Ronald M. De Feo | 67 | 2018 | Yes | Former President, Chief Executive Officer and Executive Chairman of Kennametal, Inc. (NYSE: KMT) and a founding partner of Nonantum Capital Partners, LLC | 68 | 2018 | Yes | Former President, Chief Executive Officer and Executive Chairman of Kennametal Inc. (NYSE: KMT) and a founding partner of Nonantum Capital Partners, LLC |
William A. Foley | 71 | 2011 | Yes | Chairman of the Board and CEO, Libbey Inc. (NYSE: LBY) | 72 | 2011 | Yes | Executive Chairman of the Board and former CEO, Libbey Inc. (NYSE: LBY) |
F. Jack Liebau, Jr. | 55 | 2015 | Yes | Former President and CEO of Roundwood Asset Management | 56 | 2015 | Yes | Former President and CEO of Roundwood Asset Management |
Bruce M. Lisman | 72 | 2015 | Yes | Former Chairman of the Global Equity Division, JP Morgan Chase & Co. | 73 | 2015 | Yes | Former Chairman of the Global Equity Division, JP Morgan Chase & Co. |
Lori Lutey | 54 | 2018 | Yes | Former Executive Vice President and Chief Financial Officer of Schneider National (NYSE: SNDR) | 55 | 2018 | Yes | Former Executive Vice President and Chief Financial Officer of Schneider National (NYSE: SNDR) |
Michael McGaugh* | 46 | 2020 | No | President and CEO of Myers Industries, Inc. (effective April 6, 2020) | ||||
Jane Scaccetti | 64 | 2016 | Yes | CEO and founding partner of Drucker & Scaccetti | 65 | 2016 | Yes | CEO and founding partner of Drucker & Scaccetti |
Robert A. Stefanko | 76 | 2007 | Yes | Former Chairman and EVP of Finance and Administration of A. Schulman, Inc. | 77 | 2007 | Yes | Former Chairman and EVP of Finance and Administration of A. Schulman, Inc. |
* | As described in the Company’s Current Report on Form 8-K filed on March 16, 2020 and the press release filed as an exhibit to such Current Report, the Board of Directors appointed Mr. McGaugh as the Company’s President and Chief Executive Officer and a director effective April 6, 2020. The appointment of Mr. McGaugh as a director fills the vacancy on the Board created by the voluntary resignation of R. David Banyard, the Company’s former President and Chief Executive Officer, effective October 25, 2019. |
912 | Myers Industries, Inc.
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SARAH R. COFFIN Age: Director since: 2010
Committees: Compensation (Chair) Audit | Business Experience: | |
• | Former Chief Executive Officer of Aspen Growth Strategies, LLC, an investment company | |
• | Former Executive Vice President, Hexion and Senior Vice President, Noveon, Inc. (now Lubrizol), both specialty chemical and polymer producers in the industrial market space | |
Current and Former Directorships: | ||
• | Director of FLEXcon, a privately held manufacturer of pressure-sensitive films and adhesives | |
• | Former Director and Chair of the Compensation Committee of SPX Corporation (NYSE: SPXC) (now SPX Corporation and SPX Flow), a global industrial equipment and manufacturing company | |
• | Former Director of Huttenes-Albertus International, an international manufacturer of chemical products for the foundry industry | |
Skills and Expertise: | ||
• | Former division and global leader in multiple companies with extensive merger and acquisition responsibility | |
• | Substantial senior level executive experience in marketing, distribution and operations | |
• | Background in the polymer and specialty chemicals industries | |
| • | Broad experience in governance, audit, compensation and leadership with public, private and non-profit boards |
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Business Experience: | ||
Age: Director since: 2018
Committees: Compensation Governance | • | Founding partner of Nonantum Capital Partners, LLC, a private equity firm |
• | Former President, Chief Executive Officer, and Executive Chairman of Kennametal Inc. (NYSE: KMT), a supplier of tooling and industrial materials | |
• | Former Chief Executive Officer of Terex Corporation (NYSE: TEX), manufacturer of lifting and material handling solutions for a variety of industries | |
• | Various marketing and leadership positions at Case Corporation, Tenneco Inc. (NYSE: TEN), and Procter & Gamble (NYSE: PG) | |
Current and Former Directorships: | ||
• | Trustee for Iona College | |
• | Former Executive Chairman and Director of Kennametal Inc. | |
• | Former Chairman of Terex Corporation | |
Skills and Expertise: | ||
• | Over 20 years of senior management and industrial experience | |
• | Extensive experience with public and private company boards, corporate governance, mergers and acquisitions, brand and marketing |
2020 Proxy Statement | 13
WILLIAM A. FOLEY Age: | Principal Occupation: Executive Chairman of the Board | |
Director since: 2011
Committees: Compensation Governance | Business Experience: | |
• | Former Chief Executive Officer of Libbey Inc. (NYSE: LBY) | |
• | Former Chairman and Chief Executive Officer of Blonder Home Accents, a distributor of wallcoverings and home accents | |
• | Former Chairman and Chief Executive Officer of Thinkwell Incorporated | |
• | Former President of Arhaus | |
• | Former Chairman, President and Chief Executive Officer of Lesco Incorporated, a manufacturer, distributor and retailer of professional lawn care and golf course management products | |
Skills and Expertise: | ||
• | Over 30 years of senior management experience, both domestic and international | |
• | Provides wide-ranging acquisition, joint venture, business and market development experience | |
• | Extensive experience in broad scale plastics manufacturing, as well as consumer and distribution businesses | |
• | Experience with best practices on public company boards, particularly in governance, compensation and leadership | |
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Age: Director since: 2015 Chairman of the Board Committees: Audit* Compensation* Governance* *ex officio | Business Experience: | |
• | Former President and Chief Executive Officer of Roundwood Asset Management, a subsidiary managing public equities for Alleghany Corporation’s insurance companies | |
• | Former President and Founder, Liebau Asset Management Company, which managed money for individuals, foundations, and corporations | |
• | Former Partner and Portfolio Manager for Davis Funds and Primecap Management Company, investment management firms | |
Current and Former Directorships: | ||
• | Non-Executive Chairman of the Board and Member of Special Investigations Limited Company, a private, Virginia-based professional services company and government contractor in the information technology, cybersecurity, investigations, and intelligence sectors | |
• | Former Director of The Pep Boys, a nationwide auto parts retailer | |
• | Former Director of Herley Industries, Inc., a defense technology company | |
• | Former Director of Media General, Inc., then an owner of newspapers and television stations | |
• | Former Vice President of Andover Alumni Council | |
• | Current Director and CFO of the Edwin Gregson Foundation | |
• | Former Director and Finance Committee Chair of Kidspace Children’s Museum | |
Skills and Expertise: | ||
• | Vast financial, strategic, executive and investment experience working with companies in a wide range of industries | |
• | Experience in corporate governance and in serving on both corporate and non-profit boards | |
• | Experience working effectively with management teams, analyzing strategic options, and communicating with various constituencies | |
• | Extensive financial experience, including qualification under SEC rules as an Audit Committee Financial Expert | |
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14 | Myers Industries, Inc.
BRUCE M. LISMAN Age: Director since: 2015 Committees: Compensation Governance (Chair) | Business Experience: | |
• | Former Chairman of the Global Equity Division, JP Morgan Chase & Co. (NYSE: JPM), a global financial services firm and banking institution | |
• | Former Co-Head of the Global Institutional Equity Division, Bear Stearns Companies, Inc. | |
Current and Former Directorships: | ||
• | Director of Associated Capital Group (NYSE: AC), a diversified global financial services company | |
• | Lead Director of PC Construction, an engineering and construction company | |
• | Director of National Life Group, a mutual life insurance company | |
• | Member of the board of American Forests | |
• | Former Director of The Pep Boys, a nationwide auto parts retailer | |
• | Former Director of Central Vermont Public Service (now part of Green Mountain Power), a public energy company | |
• | Former Director of Merchants Bancshares, a bank holding company (now part of Community Bank System, Inc.) | |
• | Former member of the boards of BRUT, Inc., Vermont Electric Power Company, Inc., STRYKE Trading, the University of Vermont, and the Vermont Symphony Orchestra | |
Skills and Expertise: | ||
• | Experience as a chair, vice chair, and committee chair/member in a broad range of businesses and civic organizations | |
• | Extensive executive and investment experience |
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Lori Lutey Age: Director since: 2018
Committees: Audit Governance
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• | Former Executive Vice President and Chief Financial Officer of Schneider National (NYSE: SNDR) | |
• | Former Vice President of Finance of FedEx Services | |
• | Former Vice President and Chief Financial Officer of FedEx Trade Networks | |
• | Former Vice President of Finance and Administration of FedEx Supply Chain Services | |
Current and Former Directorships: | ||
• | Director of PS Logistics, a private flatbed transportation solution provider | |
• | Former Director, Inner Explorer, a non-profit organization whose mission is to provide mindfulness to PreK-12 classrooms | |
Skills and Expertise: | ||
• | Extensive experience with strategic and financial management and leadership of overall company performance | |
• | Extensive financial and accounting experience, including qualification under SEC rules as an Audit Committee Financial Expert | |
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2020 Proxy Statement | 15
Michael McGaugh Age: 46 Director since: 2020 Committees: None | Principal Occupation: President, Chief Executive Officer, and Director of Myers Industries, Inc. | |
Business Experience: | ||
• | Former Executive Vice President and Chief Operating Officer of BMC Stock Holdings, Inc. (NASDAQ:BMCH), a leading building products manufacturer and distributor focused on growth and innovation | |
• | Former Global Director and Global General Manager for The Dow Chemical Company (NYSE:DOW), a global leader in science and technology in the areas of plastics, polymers, and chemicals | |
• | Former Global Director, Growth and Innovation portfolio and Global Director, Strategic Marketing, for Dow | |
• | Former Vice President and General Manager of Dow Building Solutions, a business unit within Dow that manufactures and sells plastics and polymer based building products such as STYROFOAMTM insulation | |
• | Former business leader of multiple plastics and polymer business units at Dow | |
Skills and Expertise: | ||
• | Substantial experience leading large public companies and their divisions | |
• | Broad background in the plastics and polymers industries | |
• | Extensive merger, acquisition, and integration experience, having led the Integration Management Office for the merger between Dow/E.I. DuPont de Nemours, and having led several other merger, acquisition, and divestiture transactions | |
• | Significant experience in Growth and Innovation, having headed this business unit within Dow as well as having led Strategic Marketing for Dow | |
• | Extensive experience in Corporate Strategy and Governance, having held executive roles accountable for these functions at BMC Stock Holdings and Dow | |
• | Deep commercial expertise, having led Sales, Marketing, and Purchasing functions for numerous business units and industry segments | |
16 | Myers Industries, Inc.
JANE SCACCETTI Age: Director since: 2016 Committees: Audit Governance | Principal Occupation: Chief Executive Officer and founding partner of Drucker & Scaccetti, an accounting and tax advisory firm | |
Business Experience: | ||
• | Former partner at Laventhol & Horwath, a national accounting firm | |
Current and Former Directorships: | ||
• | Chair of the Audit Committee, Penn National Gaming, Inc. (NASDAQ: PENN), an operator of casinos and racetracks | |
• | Director of Mathematica Policy Research, Inc., a non-partisan research organization focused on policy research, data collections and data analytics | |
• | Trustee and member of Compliance, Investment and Strategic and Long Term Planning Committees of Temple University | |
• | Former Chair of the Board of Temple University Hospital and Temple University Health System | |
• | Former member of the board and Chair of the Audit Committee of Nutrition Management Services Company, a provider of comprehensive healthcare food service and facilities management nationwide | |
• | Former Chair of the Audit Committee and a member of the Nominations and Governance Committee of The Pep Boys, a nationwide auto parts retailer | |
• | Former Director of Keystone Health Plan East, the for-profit Health Maintenance Organization of Independence Blue Cross | |
Skills and Expertise: | ||
• | Experience as a chair, vice chair, and committee chair/member in a broad range of businesses | |
• | Extensive financial and accounting experience, including qualification under SEC rules as an Audit Committee Financial Expert | |
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Age: Director since: 2007 Committees: Audit (Chair) Compensation | Business Experience: | |
• | Former Chairman of the Board and EVP of Finance & Administration of A. Schulman, Inc. (NASDAQ until August 21, 2018), an international supplier of plastic compounds and resins | |
Current and Former Directorships: | ||
• | Former Director and member of the Audit and Compensation Committees of OMNOVA Solutions, Inc. (NYSE), an innovator of emulsion polymers, specialty chemicals and decorative and functional surfaces | |
• | Former Director of The Davey Tree Expert Company, a tree, shrub and lawn care company | |
• | Former Chair of the Finance/Audit Committee and a Director of Akron General Hospital | |
Skills and Expertise: | ||
• | Extensive involvement in public company matters, including international, compensation, audit, financial, legal, and various other matters | |
• | Extensive financial and accounting experience, including qualification under SEC rules as an Audit Committee Financial Expert | |
• | Experience as a director of other public company boards |
Each of the foregoing nominees is recommended by the Governance Committee. The Governance Committee believes that each of the nominees possesses certain key attributes that the Governance Committee believes to be important for an effective Board. There are, and during the past ten years there have been, no legal proceedings material to an evaluation of the ability of any director, nominee, or executive officer of Myers Industries to act in such capacity or concerning his or her integrity. There are no family relationships among any of the directors, director nominees and executive officers.
The Board of Directors recommends that you vote “FOR” each of the director nominees listed above.
14 2020 Proxy Statement | 17
The Governance Committee reviews and evaluates individuals for nomination to stand for election as a director who are recommended to the Governance Committee: in writing by any of our shareholders or by our current or past directors, executive officers, or identified by professional search firms retained by the Governance Committee. The Governance Committee also engaged a professional search firm during 2018 to assist the Committee and the Board in connection with the identification of Mr. De Feo and Ms. Lutey as potential director candidates.
Recruiting Guidelines and Director Qualifications
The Company’s Board Member Recruiting Guidelines outline the process for the Governance Committee to recruit and evaluate potential director candidates. These guidelines are available on the “Corporate Governance” page accessed from the “Investor Relations” page of the Company’s website at www.myersindustries.com. In considering these potential candidates for nomination to stand for election, the Governance Committee will consider:
The current composition of the Board and how well it functions as a group
The talents, personalities, and strengths of current directors
The value of contributions made by individual directors
The need for a person with specific skills, experiences or background relevant to the Company’s strategy to be added to the Board
Any anticipated vacancies due to retirement or other reasons
Other factors that may enter into the nomination decision
The Governance Committee endeavors to select nominees that contribute unique skills and professional experiences in order to advance the performance of the Board of Directors and establish a well-rounded Board with diverse views that reflect the interests of our shareholders. The Governance Committee considers diversity as one of a number of factors in identifying nominees for directors; however, there is no formal policy in this regard. The Governance Committee views diversity broadly to include diversity of experience, skills and viewpoint, in addition to traditional concepts of diversity such as race and gender.
When considering an individual candidate’s suitability for the Board, the Governance Committee will evaluate each individual on a case-by-case basis. The Governance Committee does not prescribe minimum qualifications or standards for directors, however, the Governance Committee looks for directors who have personal characteristics, educational backgrounds and relevant experience that would be expected to help further the goals of the Company. In addition, the Governance Committee will review the extent of the candidate’s demonstrated excellence and success in his or her chosen business, profession, or other career and the skills and talents that the candidate would be expected to add to the Board. The Governance Committee may choose, in individual cases, to conduct interviews with the candidate and/or contact references, business associates, other members of boards on which the candidate serves or other appropriate persons to obtain additional information. The Governance Committee will make its determinations on whether to nominate an individual candidate based on the Board’s then-current needs, the merits of that candidate and the qualifications of other available candidates.
Shareholder Recommendation Policy
The Governance Committee will consider individuals for nomination to stand for election as a director who are recommended to it in writing by any of our shareholders that strictly follow the below procedures. Shareholders making recommendations for directors must:
Certify that the person making the recommendation is a shareholder of the Company (including the number of shares held as of the date of the recommendation)
Provide the full name and address of the proposed nominee as well as a biographical history setting forth past and present directorships, employment, occupations and civic activities for at least the past five years
1518 | Myers Industries, Inc.
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Provide a signed written statement from the proposed nominee consenting to be named as a candidate and, if nominated and elected, consenting to serve as a director
Submit a signed written statement that the shareholder making the recommendation and the proposed nominee will make available to the Governance Committee all information reasonably requested in furtherance of the Governance Committee’s evaluation
Provide a letter of recommendation to the following address: Corporate Governance and Nominating Committee, c/o Secretary, Myers Industries, Inc., 1293 South Main Street, Akron, Ohio 44301
Submit all required information before the close of business on or before November 15th of the year prior to our next Annual Meeting of shareholders
In accordance with our Amended and Restated Code of Regulations, a shareholder may directly nominate a candidate for election as a director of the Company only if written notice of such intention is received by the Secretary not less than sixty (60) days nor more than ninety (90) days prior to the date of such Annual Meeting of shareholders or special meeting of shareholders for the election of directors. In the event that the date of such meeting to elect directors is not publicly disclosed at least seventy (70) days prior to the date of such meeting, written notice of such shareholder’s intent to nominate a candidate must be received by the Secretary not later than the close of business on the tenth (10th) day following the date on which notice of such meeting is first provided to the shareholders. A shareholder wishing to directly nominate an individual to serve as a director must follow the procedure outlined in Article I, Section 12 of our Amended and Restated Code of Regulations, titled “Advance Notice of Director Nomination” and then send a signed letter of nomination to the following address: Corporate Governance and Nominating Committee, c/o Secretary, Myers Industries, Inc., 1293 South Main Street, Akron, Ohio 44301. Our Amended and Restated Code of Regulations is available on the “Corporate Governance” page accessed from the “Investor Relations” page of the Company’s website at: www.myersindustries.com.
There were a total of 1510 regularly scheduled and special meetings of the Board of Directors in 2018.2019. During 2018,2019, all directors attended at least 75% of the aggregate total number of the meetings of the Board and committees on which they served. In 2018, allSeven of our then current directors and then nominees attended our Annual Meeting.Meeting in 2019 in person, telephonically, or virtually via the internet. Although we do not have a formal policy requiring directors to attend the Annual Meeting, our directors are encouraged to attend.
The Board has three standing committees: the Audit Committee, the Compensation Committee, and the Governance Committee. Set forth below are the current committee memberships.
Director | Audit Committee | Compensation Committee | Governance Committee |
Sarah R. Coffin | X | Chair |
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Ronald M. De Feo |
| X | X |
William A. Foley |
| X | X |
F. Jack Liebau, Jr.* | X | X | X |
Bruce M. Lisman |
| X | Chair |
Lori Lutey | X |
| X |
Jane Scaccetti | X |
| X |
Robert A. Stefanko | Chair | X |
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*Mr. Liebau is an ex officio member of each of the Company’sBoard committees.
In addition to the standing Audit Committee, Compensation Committee and Governance Committee, from time to time, the Board has established, and may establish in the future, special committees to address particular matters. In 2018, the Board established a Finance Committee as a temporary Ad-Hoc Board committee to provide oversight and guidance with respect to the Company’s May 2018 public offering of 4,000,000 shares of its common stock. The Finance Committee held 8 meetings in 2018. The Company disbanded the Finance Committee for 2019.
16 2020 Proxy Statement | 19
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The Audit Committee assists our Board in the oversight and integrity of our financial statements, ensures our structure meets legal and regulatory requirements, and oversees our internal auditing functions, controls, and procedures. The Board has determined that based on their extensive financial background and expertise, F. Jack Liebau, Jr. (ex officio), Lori Lutey, Jane Scaccetti and Robert A. Stefanko meet the criteria of a “financial expert” under SEC rules. None of our Audit Committee members serve on more than two other public company audit committees.
Audit Committee Functions:
EngagesEngage the independent registered public accounting firm and is responsible for the appointment, compensation and oversight of external auditor
ApprovesApprove all audit and accounting engagements (audit and non-audit)
ReviewsReview the results of the audit and interim reviews
EvaluatesEvaluate the independence of the independent registered public accounting firm
ReviewsReview the financial results of the Company with the independent registered public accounting firm prior to their public release and filling of reports with the SEC
DirectsDirect and supervisessupervise special investigations
OverseesOversee accounting, internal accounting controls, auditing matters, reporting hotline and corporate compliance programs
See the Audit Committee Report on page 5053 for further information regarding the Audit Committee’s activities.
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The Compensation Committee administers our executive incentive compensation programs and determines, either as a committee or together with the other independent board members, annual base salaries and incentive compensation awards for our executive officers.
Compensation Committee Functions:
Review and approve compensation of executive officers of the Company
Review and approve the CEO’s compensation-related corporate goals
Evaluate the CEO’s performance
Establish and administer the Company’s policies, programs and procedures for compensating its executive officers and directors
Review and approve equity award grants
Review, assess and monitor the Company’s Stock Ownership Guidelines
Oversee regulatory compliance with respect to compensation matters
Oversee shareholder communications regarding executive compensation matters
Retain outside consultants regarding executive compensation and other matters
1720 | Myers Industries, Inc.
Corporate Governance and Nominating Committee
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The Governance Committee assists the Board in developing and implementing corporate governance guidelines, identifying potential director candidates, determining the size and composition of our Board and its committees, and evaluating the overall effectiveness of our Board.
Governance Committee Functions:
Evaluate new director candidates and incumbent directors
Recommend nominees to serve on the Board as well as members of the Board’s committees to the independent directors of the Board
Recommend and monitor participation in continuing education programs by the directors
Oversee succession planning of executive officers and directors
Identify and evaluate CEO candidates
Committee Charters and Policies
The Board has adopted written charters for each of the Audit Committee, the Compensation Committee and the Governance Committee. Each committee reviews and evaluates the adequacy of its charter at least annually and recommends any proposed changes to the Board for approval. Each of the written charters and policies of the Audit Committee, the Compensation Committee, and the Governance Committee are available on the “Corporate Governance” page accessed from the “Investor Relations” page of the Company’s website at: www.myersindustries.com.
18 2020 Proxy Statement | 21
The Company has structured its non-employee director compensation to attract and retain highly qualified directors and to compensate directors for their service, while also aligning the interests of the directors to the long-term interests of the Company’s shareholders.
In addition to the compensation provided to our non-employee directors, which is described below, our Amended and Restated Code of Regulations provides that we will indemnify, to the fullest extent then permitted by law, any of our directors or former directors who was or is a party or is threatened to be made a party to any matter, whether civil or criminal, by reason of the fact that the individual is or was a director of the Company, or serving at our request as a director of another entity. We have entered into indemnity agreements with each of our directors contractually obligating us to provide such protection. We also currently have in effect director and officer insurance coverage.
20182019 Non-Employee Director Compensation
The Company’s non-employee director compensation program maintained in 20182019 reflected the recommendations of the Compensation Committee’s compensation consultant based on the consultant’s assessment of market competitiveness. The analysis included pay levels and prevalent practices for retainers, fees, equity-based compensation, and stock ownership guidelines, and affirmed that the Company’s non-employee director compensation program is structured in a manner consistent with good governance, continues to be aligned with best practices, and meets the needs of the Board.
For 2018,2019, each non-employee director received an annual cash retainer of $55,000 and an equity basedequity-based award under our 2017 Incentive Stock Plan of Myers Industries, Inc., as Amended and Restated (the “2017 Plan”) of $75.000.$75,000. Directors who are employees of the Company do not receive any annual retainer. Director cash retainers are paid quarterly in arrears.
Until 2018,arrears, and the equity based award wasis granted annually in arrears at the end of the non-employeefor directors’ terms in connection with our Annual Meeting of Shareholders. In 2018, the Compensation Committee recommended, and the Board agreed, to adopt a more customary practice of granting the equity based award at the beginning of the directors’ terms upon election at our Annual Meeting of Shareholders, subject to vesting on the first anniversary of the grant, conditioned on each director’s continued service through the vesting date. Accordingly, in 2018 each non-employee director received an equity based award for their prior year of service which vested immediately, and an equity based award for their upcoming year of service which is subject to vesting at the 2019following year’s Annual Meeting of Shareholders. The target value of each equity based award in 20182019 was $75,000, based on the fair market value of our common stock on the grant date. Directors may elect to receive an equivalent number of stock units rather than shares of common stock upon vesting, with payment to be made with respect to such stock unitunits when such director ceases to be a member of the Board. For non-employee directors who join the Board between annual meeting dates, the annual equity award is prorated for the portion of the term that such director serves.
The cash portions of the retainers established for 2019 for our non-employee directors’ annual, committee member, and committee chair retainers for 2018service is set forth below. In 2018, the Board established a Finance Committee as a temporary Ad-Hoc Board committee to provide oversight and guidance with respect to the Company’s May 2018 public offering of 4,000,000 shares of its common stock. The Compensation Committee determined, and the Board approved, the annual retainers set forth below for participation in this and other future Ad Hoc committees, pro rated for the duration of service on such committees over a calendar year.
Compensation Type |
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Annual Cash Retainer |
| $55,000 |
Annual Equity Based Award |
| $75,000 |
Supplemental Annual Cash Retainer |
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Committee Members |
| $10,000 |
Chair of Audit Committee |
| $20,000 |
Chair of Compensation Committee |
| $20,000 |
Chair of Governance & Nominating Committee |
| $16,000 |
Board Chair |
| $90,000 |
Ad-Hoc Committee Members |
| $10,000 |
Ad-Hoc Committee Chairman |
| $15,000 |
22 | Myers Industries, Inc.
The following table shows the compensation paid to our non-employee directors for their service during fiscal year 2018.
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2019.
NON-EMPLOYEE DIRECTOR COMPENSATION FOR FISCAL YEAR 20182019
Name |
| Fees Earned or Paid in Cash ($) |
| Stock Awards ($)(1) |
| Non-Equity Incentive Plan Compensation ($) |
| Change in Pension Value and Nonqualified Deferred Compensation Earnings ($) |
| All Other Compensation ($) |
| Total ($) |
| Fees Earned or Paid in Cash ($) |
| Stock Awards ($)(1) |
| Non-Equity Incentive Plan Compensation ($) |
| Change in Pension Value and Nonqualified Deferred Compensation Earnings ($) |
| All Other Compensation ($) |
| Total ($) |
Sarah R. Coffin |
| 83,875 |
| 150,044(2) |
| — |
| — |
| — |
| 233,919 |
| $ 85,000 |
| 75,006 |
| — |
| — |
| — |
| $160,006 |
John B. Crowe |
| 44,938(3) |
| 75,022 |
| — |
| — |
| — |
| 119,960 | ||||||||||||
Ronald M. De Feo |
| 10,598(4) |
| 55,985 |
| — |
| — |
| — |
| 66,583 |
| $ 75,000 |
| 75,006 |
| — |
| — |
| — |
| $150,006 |
William A. Foley |
| 74,375 |
| 150,044(5) |
| — |
| — |
| — |
| 224,419 |
| $ 75,000 |
| 75,006 |
| — |
| — |
| — |
| $150,006 |
Daniel R. Lee |
| 42,026(6) |
| 75,022 |
| — |
| — |
| — |
| 117,048 | ||||||||||||
F. Jack Liebau, Jr. |
| 146,875(7) |
| 150,044 |
| — |
| — |
| — |
| 296,919 |
| $145,000 |
| 75,006 |
| — |
| — |
| — |
| $220,006 |
Bruce M. Lisman |
| 91,963(8) |
| 150,044 |
| — |
| — |
| — |
| 242,007 |
| $ 88,500 |
| 75,006 |
| — |
| — |
| — |
| $163,506 |
Lori Lutey |
| 3,872(9) |
| 49,997 |
| — |
| — |
| — |
| 53,869 |
| $ 75,000 |
| 75,006 |
| — |
| — |
| — |
| $150,006 |
Jane Scaccetti |
| 74,375 |
| 150,044 |
| — |
| — |
| — |
| 224,419 |
| $ 75,000 |
| 75,006 |
| — |
| — |
| — |
| $150,006 |
Robert A. Stefanko |
| 93,875(10) |
| 150,044 (11) |
| — |
| — |
| — |
| 243,919 |
| $ 90,000 |
| 75,006 |
| — |
| — |
| — |
| $165,006 |
(1) | Except as otherwise noted, Stock Award amounts do not reflect compensation actually received by the directors. For non-employee directors who served on the Board in |
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2020 Proxy Statement | 23
PROPOSAL NO. 2 — ADVISORY VOTE TO APPROVE EXECUTIVE COMPENSATION
Myers Industries, provides, pursuant to Section 14A of the Securities Exchange Act of 1934, provides shareholders with the opportunity to cast an annual advisory vote on executive compensation (“Say-on-Pay”). The Compensation Committee has designed anour executive compensation program (described(as described further in the Compensation Discussion & Analysis (“CD&A”) and tabular disclosures of this Proxy Statement) designedprincipally as follows:
Executive Compensation Objectives
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| Executive Compensation Elements
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• | Provide competitive compensation packages to attract and retain talented and experienced executives and other key employees whose knowledge, skills and performance are crucial to our success
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| • | Base salary |
• | Annual cash bonus opportunities | |||
• | Long-term incentives, such as equity based | |||
• | Benefits | |||
• | Align our executives with shareholders to help ensure that the actual compensation paid to our executive officers correlates with financial performance (“pay for performance”) and motivate our executive officers to achieve short-term and long-term Company goals that will increase shareholder value by providing: O Short-term performance incentives with objective performance goals through an annual bonus plan focused on operating performance O Long-term performance incentives that provide rewards for achieving long-term strategic initiatives through the use of performance based stock units, stock option grants, and other service based awards under our 2017 Plan
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| • | Long-term incentives, such as equity based performance awards, stock option grants, and other service based awards |
• | Annual cash bonus opportunities | |||
• | Reward executives whose knowledge, skills and performance are crucial to our success |
| • | Base salary |
• | Annual cash bonus opportunities | |||
• | Long-term incentives, such as equity based performance awards |
Result of 20182019 Advisory Vote on Executive Compensation
At the 20182019 Annual Meeting of shareholders, over 98%97% of the votes cast on the Say-on-Pay proposal were voted in favor of the compensation of our named executive officers. The Compensation Committee evaluated those results as evidencing shareholder general support of the current structure of our executive compensation program.
21
20192020 Advisory Vote on Executive Compensation
We are presenting the following proposal, which gives you, as a shareholder, the opportunity to endorse or not endorse our compensation program for our NEOs by voting “FOR” or “AGAINST” the following resolution.
“RESOLVED, that the compensation paid to the Company’s named executive officers, as disclosed pursuant to Item 402 of Regulation S-K, including the Compensation Discussion & Analysis, compensation tables, and narrative discussion is hereby APPROVED.”
Although the advisory vote is non-binding, the Board values shareholders’ opinions. Theopinions, and the Compensation Committee will review the results of the vote and will consider shareholders’ concerns and take those matters into account the outcome of the vote when considering future decisions concerning our executive compensation program.
Our advisory Say-on-Pay vote occurs annually andwith the next advisory vote will occur at the Annual Meeting in 2020.2021.
The Board of Directors recommends that you vote “FOR” Proposal 2
relating to the approval of the Company’s executive compensationcompensation.
22
24 | Myers Industries, Inc.
EXECUTIVE COMPENSATION AND RELATED INFORMATION
Compensation Discussion and Analysis
In this section, we describe the material components of our executive compensation program for our named executive officers (“NEOs”), whose compensation for 2019 is set forth in the 2018 Summary Compensation Table and other compensation tables contained in this Proxy Statement.
NAMED EXECUTIVE OFFICERS (“NEOs”) | |
R. David Banyard(1) | President and Chief Executive Officer |
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Kevin Brackman | Executive Vice President and Chief Financial Officer |
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(1)Mr. Banyard served as President and Chief Executive Officer and director through his voluntary resignation effective October 25, 2019. Ms. Horton was appointed as Interim President and Chief Executive Officer effective October 25, 2019, in addition to her offices as Chief Legal Officer and | |
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(2) |
The main role and responsibilities of the Compensation Committee is to overseeresponsible for overseeing our executive compensation plans and policies, administeradministering our equity plans, and approveapproving all compensation for our NEOs.
The Compensation Committee believes that the Company’s NEOs should be paid in a manner that attracts the best-available talent, drives performance, encourages an appropriate sensitivity to risk, and encourages and rewards increases in shareholder value. This philosophy is achieved through the Company’s base salary, annual bonus opportunity, long-term incentive plan and other benefits, which are described in greater detail later in this Proxy Statement. Myers Industries’ NEOs are compensated in a manner consistent with the Company’s strategy, competitive practice, sound compensation governance principles, and shareholder interests.
The Compensation Committee’s goals are to:
Attract and retain talented and experienced executives and other key employees whose knowledge, skills and performance are crucial to our success
Ensure that the actual compensation paid to our executive officers correlates with financial performance (“pay for performance”)
Motivate our executive officers to pursue, and reward them for achieving, short-term and long-term Company goals that are intended to deliver shareholder value
232020 Proxy Statement | 25
Our Strategy and Pay for Performance Approach to Executive Compensation
The Company’s mission is to instill a culture where safety and efficiency are part of every aspect of the business and where employees are empowered to act like owners. The Company has developed a long-term strategic vision for the Company, guided by three key operating principles:
Niche market focus
Flexible operations through the use of an asset-light business model
Strong cash flow growth
The Company’s compensation program is designed to compensate the Company’s NEOs in a manner consistent with the Company’s mission and near and long-term strategic vision. The Company’s compensation program seeks to achieve this through the mixture of base pay, short and long-term incentives, and the provision of other benefits. Base pay and other benefits provide appropriate compensation to attract and retain talent. Short-term incentives are tied to the achievement of Company growth with targets intended to advance the long-term strategic vision of the Company. Long-term incentives, which in 20182019 comprised approximately 40-60%from 38% to 56% of oureach NEOs’ target compensation and which are primarily comprised of equity awards, provide executives with an ownership stake in the Company (emphasizing the “act like owners” principle of the Company) and help drive long-term shareholder value creation. Further, long-term incentive awards are based on performance metrics (EBITDA and free cash flow as a percentage of sales) that support the achievement of the Company’s operating principles.
Performance Highlights and Key Achievements in 20182019
In 2018, we continued to execute on our strategy centered on a niche market focus, flexible operations through the use of an asset-light business model, and strong cash flow growth. As a result,2019, we achieved the following:
Generated double-digit year-over-year sales growth in our Food & Beverage market, leading to an increase in net sales of 6.6% in our Material Handling Segment and 3.6% overall
Launched a new product in our Consumer market that is expected to drive mid-single-digit sales growth in that market in 2019
Expanded our gross margin by 280 basis points to 31.6% as a result of pricing initiatives and 80/20 and lean continuous improvement actions, combined with the benefits of the strategic footprint realignment that we completed in 2017
Improved adjusted operating income from $31.5 million in 2017 to $40.4 million in 2018 to $42.0 in 2019 and expanded adjusted gross margin by 150 basis points to 33.3%, despite significant market headwinds evidenced by a 28.5% increase (excluding $33.3decrease in net sales from $566.7 million of charges relatedin 2018 to the 2015 sale of the Company’s Lawn and Garden business)$515.7 million in 2019.
Reduced total debt by $74.2 million, or 49.2%
Reduced our leverage ratio to 1.2x as defined by our current debt agreements
Increased cash provided by operating activities of continuing operations by 22.9% to $60.4 million, driven by a reduction in working capital of $5.9 million, or 21.6%, despite higher sales
Completed public offering of 4.6 million shares of our common stock at $18.50 per share with net proceeds of approximately $79.5 million.
In addition, we also announced a set ofExecuted strategic transformation actions for our Distribution segment. The actions are expectedSegment, which includes enhancements in that segment’s go-to-market strategy, implementation of 80/20 to be implementeddrive improved contribution margins, and optimization of logistics and overhead costs, resulting in increased EBITDA margin of 8% in the Distribution Segment toward goal of 10% by the end of 2020.
Completed acquisition of Tuffy Manufacturing for $18 million in August 2019 to support growth in our Distribution Segment.
Generated cash flow from continuing operations of $47.0 million and include a new go-to-market strategy, a contribution margin improvement initiative, and an overhead and logistics optimization plan. The goalfree cash flow of the transformation is to reach a 10% EBITDA margin run-rate$36.7 million in 2020.2019.
24
As a result of these business and financial achievements, the highlightsHighlights of our 20182019 NEO compensation program were as follows:
AchievementResults of Objective Performance ObjectivesMetrics: Incentive payouts with respect to 2019 were commensurate with theour business and financial achievements described above:achievements:
Based on the Company’s adjusted operating income growth in 20182019 of 28.5%3.1% (excluding impact of the Tuffy Manufacturing acquisition) compared to the growth goals of 8.0%11.6% at target and 23.0%34.0% at maximum, incentive awards under our 2018 Incentive Plan2019 annual plan were earned at 200.0%27.8% of the targeted level for the CEO and at 200.0%% of the targeted level for the otherall NEOs.
For the Company’s long-term incentive programprogram’s three-year performance period ending in 2018, 2019,
the Company achieved a one-year ROICthree-year cumulative adjusted EBITDA of 13% and a three-year average ROIC of 10.7%$192.7 million which, based on the target level of 13.7%,$217.4 million, resulted in no vesting of 50% of our long-term incentive awards, at 70% of the three year targeted level.and
Revised Long-Term Performance Metrics and Awards: Beginning with the three-year performance cycle ending in 2019, long-term incentive performance will be determined using three-year cumulative EBITDA andCompany achieved three-year total free cash flow as a percentage of sales with each metric weighted atof 7.9% which, based on the target level of 6.1%, resulted in vesting of the other 50%. Additionally, the of our long-term incentive awards at 187% of the three year targeted level.
26 | Myers Industries, Inc.
Revised Elements of 2019 Annual Incentive Plan: The Compensation Committee determined to include in our 2019 annual incentive plan a qualitative element for sucheach NEO based on individual performance, periodweighted at 20% of the total annual incentive opportunity with payouts ranging from zero to two times of target, resulting in a possible 0% to 40% of total annual bonus opportunity for each NEO. The 2019 results for each NEO are comprised solely of forms of equity (performance restricted stock units, stock options,described below under “Annual Bonus Performance – 2019 Objectives and time-based restricted stock units)Achievements.”
The Company uses certain non-GAAP measures in this proxy statement. Adjusted income per diluted share from continuing operations, operating income as adjusted, income from continuing operations as adjusted, EBITDA as adjusted, adjusted operating income, adjusted EBITDA, adjusted EBITDA margin, adjusted EPS and free cash flow are non-GAAP financial measures and are intended to serve as a supplement to results provided in accordance with accounting principles generally accepted in the United States. Myers Industries believes that such information provides an additional measurement and consistent historical comparison of the Company’s performance. A reconciliation of the non-GAAP financial measures to the most directly comparable GAAP measures is available in Appendix A to this proxy statement.
Checklist of Compensation Practices
Our success depends largely on the contributions of motivated, focused and energized executives all working to achieve our strategic objectives. The Compensation Committee and senior management, with assistance from our independent compensation advisor, develop competitive pay programs for our executives and we follow the basic tenets set forth below:
WHAT WE DO | WHAT WE DON’T DO |
Link Pay to Performance | Enter into Employment Contracts |
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| Offer Tax Gross-Ups for Change in Control Payments |
Impose Stock Ownership Guidelines | Reprice Underwater Options |
| Allow Cash Buyouts of Underwater Options |
| Permit Short Sales by Directors, Officers, or Employees |
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Maintain an Executive Compensation Clawback Policy | Offer Executive Perquisites |
Limit scope of Post-Employment/Change in Control Benefits | Allow Hedging or Pledging of Company Stock |
Elements of 2019 Compensation for 2018
Our executive compensation program consists of several elements designed to provide an integrated and competitive total pay package: base salary, annual bonus, long-term incentives and benefits. A majority of the compensation package for NEOs is performance-based and the metrics are focused on paying for growth.
252020 Proxy Statement | 27
Description of Compensation Elements
Our 20182019 executive compensation program was designed to reinforce the relationship between the interests of our NEOs and our shareholders and is comprised of three primary components: base pay (salary), annual cash bonus and long-term incentives. The objectives and key characteristics of each element of our 20182019 executive compensation program are summarized below:
Type of Pay & Form
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Objectives
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Fixed |
| Base Pay (cash) |
| 1 year |
| • | Compensation for job performance |
• | Recognizes individual skills, competencies, and experience | ||||||
• | Generally determined based on an individual’s time in the position, experience, performance, future potential, external market conditions, and peer benchmarking | ||||||
• | May be influenced/changed as a result of changes in the executive’s responsibilities, an assessment of annual performance, our financial ability to pay base salaries and provide increases, and/or external market data relating to base pay practices of peers | ||||||
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At Risk |
| Annual Bonus (cash) |
| 1 year |
| • | Variable cash compensation with 80% tied to the achievement of annual corporate operational goals |
• | Added 20% qualitative element with individual performance goals to maintain personal accountability of each NEO | ||||||
• | Aligns interests of executives with shareholders, with amount earned dependent on Company and individual performance objectives designed to enhance shareholder value | ||||||
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| Long-Term Incentives (performance stock unit awards, stock options, and restricted stock unit awards) |
| 3 years |
| • | Motivates and rewards leaders for increasing shareholder value and returns while promoting our long-term interests | |
• | Reflects the belief that a significant component of executive compensation should be at risk where the amount earned depends on achieving long-term Company performance objectives (the Company’s three-year cumulative EBITDA and three-year total free cash flow as a percentage of sales) designed to enhance shareholder value | ||||||
• | Helps build executive stock ownership consistent with our stock ownership objectives | ||||||
• | Encourages retention of executive management team through multi-year vesting |
26 28 | Myers Industries, Inc.
We believe in linking pay for performance. The following graphs indicate the percentage of each NEO’s total target direct compensation that is attributable to base salary, target bonus, and target long-term incentives. For Mr. AnversaBanyard, the percentages shown were applicable during his service as President and Chief FinancialExecutive Officer through December 11, 2018, for Mr. Brackman the percentages shown are as adjusted effective December 11, 2018 in connection with his appointment as Chief Financial Officer, and forOctober 25, 2019. For Ms. Horton, the percentages shown are based on her role as Executive Vice President, Chief Legal Officer, and Secretary and do not reflect the supplemental monthly payment of $25,000 she received beginning October 1, 2019, during her appointment as Interim President and Chief Executive Officer. For Mr. Harmon, the percentages are based on his participation in the Company’s compensation programs for 2020. Mr. Harmon’s participation in our 2019 annual incentive plan was pro-rated for the period of his employment during 2019 based on a target opportunity of 50% of his base salary. Mr. Harmon also received on September 30, 2019, the following onboarding awards (i) a cash award of $100,000 which is subject to disgorgement if Mr. Harmon’s employment with the Company is terminated prior to September 30, 2021, and (ii) an award of restricted stock units valued at $100,000 which will vest in two equal installments on the second and third anniversary of the grant subject to his continued employment on those effectivedates. The target compensation mix for 2019 -- Ms. Horton, didMr. Brackman, and Mr. Harmon does not receive any long-term incentivereflect the one-time retention awards they received on October 16, 2019, in 2018 dueconnection with the departure of Mr. Banyard. Each cash retention award was $100,000 and was subject to hervesting in two equal installments on the first and second anniversary of the grant. Each restricted stock unit retention award was valued at $100,000 and was subject to vesting in three equal installments on the first three anniversaries of the grant, conditioned on continued employment commencement date of October 8, 2018.on those dates.
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2020 Proxy Statement | 29
How Compensation is Determined
The Company believes its practices are consistent with the practices of a company of its size, reflect best practices regarding the governance of executive pay programs and reflect the executive pay program’s objectives of delivering competitive and appropriate pay aligned with our shareholders’ interests.
The Compensation Committee refers to market data to benchmark and help establish pay opportunities for the NEOs that are competitive for a company of our size in our industry, and for the role and experience of the individual executive. The Compensation Committee generally considers a range around the market median when establishing compensation levels for the NEOs.
As part of its annual review and consideration of the benchmarking process used to assess the Company’s pay levels and pay programs for its executives, the Compensation Committee and its independent compensation consultant conduct an executive compensation market analysis that draws from third-party compensation surveys and publicly available data for a group of peer companies. For fiscal 2018,companies (“Compensation Peer Group”). The Compensation Committee annually reviews the Compensation Peer Group, with input from the Committee’s independent compensation peerconsultant, to evaluate whether the composition of the group was developedremains relevant for the ensuing calendar year, with consideration to variousof certain quantitative and qualitative criteria, including: (1) companies within 1/3xapproximately 40% to 3x250% of the Company’s revenue, (2) companies operating within the Company’s industries and end-markets, and (3) companies with similar focus and/or business complexity. Our Compensation Committee regards the Company’s comparison to these companies as reference points only because finding direct publicly-traded peers within the lower end of our revenue range is difficult and does not seek to establish any specific benchmark in reference to these companies or to require changes in our executive compensation to match changes in these companies’ compensation.
This peer group will continue to be usedThe following companies comprised the Compensation Peer Group for executive compensation benchmarking purposes for fiscal yearin 2019.
$ in millions
Company Name | Industry | Revenue | Market Cap | Industry | Revenue | Market Cap | ||
Altra Industrial Motion Corp. | Industrial Machinery | $1,830 | $2,340 | |||||
Park-Ohio Holdings Corp. | Industrial Machinery | $1,618 | $373 | Industrial Machinery | $1,656 | $358 | ||
Advanced Drainage Systems, Inc. | Building Products | $1,365 | $1,386 | Building Products | $1,385 | $2,672 | ||
Milacron Holdings Corp. | Industrial Machinery | $1,272 | $841 | Industrial Machinery | N/A | N/A | ||
Chart Industries, Inc. | Industrial Machinery | $1,210 | $2,029 | Industrial Machinery | $1,299 | $2,463 | ||
Standard Motor Products, Inc. | Auto Parts & Equipment | $1,085 | $1,086 | Auto Parts & Equipment | $1,133 | $1,002 | ||
Neenah, Inc. | Paper Products | $1,038 | $994 | |||||
Alamo Group Inc. | Construction Machinery & Heavy Trucks | $996 | $907 | Construction Machinery & Heavy Trucks | $1,119 | $1,480 | ||
Dorman Products, Inc. | Auto Parts & Equipment | $941 | $2,966 | Auto Parts & Equipment | $991 | $2,470 | ||
Altra Industrial Motion Corp. | Industrial Machinery | $930 | $1,621 | |||||
Neenah, Inc. | Paper Products | $938 | $1,180 | |||||
Commercial Vehicle Group, Inc. | Construction Machinery & Heavy Trucks | $935 | $220 | |||||
Stoneridge, Inc. | Auto Parts & Equipment | $863 | $702 | Auto Parts & Equipment | $834 | $804 | ||
Commercial Vehicle Group, Inc. | Construction Machinery & Heavy Trucks | $862 | $176 | |||||
OMNOVA Solutions Inc. | Specialty Chemicals | $736 | $454 | |||||
TriMas Corporation | Industrial Machinery | $861 | $1,250 | Industrial Machinery | $723 | $1,400 | ||
OMNOVA Solutions Inc. | Specialty Chemicals | $765 | $329 | |||||
Motorcar Parts of America, Inc. | Auto Parts & Equipment | $514 | $418 | |||||
Lindsay Corporation | Agricultural & Farm Machinery | $535 | $1,035 | Agricultural & Farm Machinery | $441 | $952 | ||
Motorcar Parts of America, Inc. | Auto Parts & Equipment | $443 | $315 | |||||
The Gorman-Rupp Company | Industrial Machinery | $406 | $846 | Industrial Machinery | $398 | $980 | ||
Core Molding Technologies, Inc. | Commodity Chemicals | $235 | $58 | Commodity Chemicals | $301 | $55 | ||
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| 2019 Revenue | 2019 Market Cap | |||||
Myers Industries | Myers Industries | $516 | $593 |
| 2018 Revenue | 2018 Market Cap |
Myers Industries | $567 | $534 |
Based on the annual evaluation of the Compensation Peer Group conducted in late 2019, the Compensation Committee determined to eliminate certain companies for 2020 due to acquisitions or impending acquisitions (Milacron Holding and Omnova Solutions) or due to becoming significantly larger than the Company (Park-Ohio Holdings, Altra Industrial Motion, and Advanced Drainage Systems), and added several companies as being size and industry comparatively appropriate (Spartan Motors, Standex International, ESCO Technologies, and Raven Industries). Accordingly, the following companies will comprise the Compensation Peer Group for executive compensation benchmarking purposes in 2020.
28 30 | Myers Industries, Inc.
Company Name | Industry | Revenue | Market Cap |
Chart Industries, Inc. | Industrial Machinery | $1,299 | $2,463 |
Standard Motor Products, Inc. | Auto Parts & Equipment | $1,133 | $1,002 |
Alamo Group Inc. | Construction Machinery & Heavy Trucks | $1,119 | $1,480 |
Dorman Products, Inc. | Auto Parts & Equipment | $991 | $2,470 |
Spartan Motors, Inc. | Specialty Vehicle Mfg and Assembly | $941 | $485 |
Neenah, Inc. | Paper Products | $938 | $1,180 |
Commercial Vehicle Group, Inc. | Construction Machinery & Heavy Trucks | $935 | $220 |
Stoneridge, Inc. | Auto Parts & Equipment | $834 | $804 |
Esco Technologies | Aviation & Space Filtration & Fluid Control | $821 | $2,400 |
Standex International Corporation | Diversified Global Manufacturing | $790 | $982 |
TriMas Corporation | Industrial Machinery | $723 | $1,400 |
Motorcar Parts of America, Inc. | Auto Parts & Equipment | $514 | $418 |
Lindsay Corporation | Agricultural & Farm Machinery | $441 | $952 |
The Gorman-Rupp Company | Industrial Machinery | $398 | $980 |
Raven Industries, Inc. | Technology Engineering and Manufacturing | $389 | $1,214 |
Core Molding Technologies, Inc. | Commodity Chemicals | $301 | $55 |
Consistent with the objectives of our executive pay philosophy of attracting and retaining a talented and experienced executivesexecutive management team and other key employees, paying for performance, motivating our executive officers to achieve short-term and long-term Company goals that will increaseenhance shareholder value, and rewarding executives whose knowledge, skills, and performance are crucial to our success, actual compensation may be above or below the median
for executives in similar roles at companies of similar size and complexity, depending on an evaluation of several factors including, but not limited to, time-in-position, experience, performance, and future potential. We believe this approach is appropriate as it attractsis intended to attract and retainsretain key executives, but does not position our compensation costs out of line with expected or actual performance.
Compensation Elements in 20182019
Base salary provides a fixed element of compensation that competitively rewards our NEOs’ individual skills, competencies, experience and performance. Additionally, the base salaries provide our NEOs with income regardless of the Company’s stock price performance, which acts as a risk-balancing measure in that it helps to avoid incentives to create short-term stock price fluctuations. Furthermore, it helps mitigate elements beyond the control of the Company, like general economic and stock market conditions unrelated to Company performance.
The Company does not have written employment agreements with our NEOs. The Board and Compensation Committee annually review the performance of the CEO and the CEO’s corporate goals and objectives and, in connection with this review, may recommend a merit-based increase to the CEO’s base salary.
For the other NEOs, base salary adjustments are based on recommendations by the CEO to the Compensation Committee. In making such adjustments, the Company’s performance and the individual NEO’s scope of work, performance and competitive benchmarks are considered.
InFor 2019, the base salaries of all NEOs were maintained at the same levels in effect at the end of calendar year 2018 Mr. Brackman was the only NEO who received a base salary increase as shown in the table below. Neitherbelow, although Mr. Banyard nor Mr. Anversa received an increase inHarmon’s base salary in 2018 basedof $340,000 was established upon his appointment as Vice President and Chief Human Resources Officer on peer benchmarking.September 30, 2019. Ms. Horton’sHorton began receiving a supplemental monthly payment of $25,000 commencing October 1, 2019, and continuing for the period during which she serves as the Company’s Interim President and Chief Executive Officer, but such amount is not considered as part of her base salary was established at $375,000 upon her appointmentfor compensation related purposes such as Executive Vice President, Chief Legal Officer and Secretaryshort-term or long-term incentive compensation opportunities. Mr. Banyard’s base salary remained in effect through his voluntary termination on October 8, 2018.25, 2019.
20182020 Proxy Statement | 31
2019 NEO Base Salary IncreasesSalaries and Adjustments
Name | Date | Reason | % Increase | Salary | % Increase | Salary |
Kevin Brackman(1) | March 2018 | Merit and Adjustment(1) | 5.9% | $278,400 | ||
| December 2018 | Promotion | 25.7% | $350,000 | ||
David Banyard | 0.0% | $718,940 | ||||
Andrean Horton(1) | 0.0% | $375,000 | ||||
Kevin Brackman | 0.0% | $350,000 | ||||
Thomas Harmon | N/A | $340,000 |
20182019 Short-Term Incentives
The Company’s annual incentive plan is a cashcash-based incentive plan in which our NEOs, alongsidealong with certain other senior level employees, participate. The annual incentive plan is intended to reward management primarily for annual business growth that will help us achieve our long-term objectives.
Annual Bonus Performance Metrics
For 20182019 annual bonuses, performance was determined using the following objective financial metric:
Measure | Alignment with Business Strategy | Weighting |
Operating Income Growth | Operating income growth supports the Company’s objective of cash flow growth and allows the Company to reward business performance |
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The Compensation Committee also included a qualitative element in our 2019 annual incentive plan based on each NEO’s individual performance, with weighting at 20% of the target annual incentive opportunity and payouts ranging from zero to two times target, equating to 0% to 40% of total annual bonus opportunity for each NEO.
Annual Bonus Performance – 2018 2019 Objectives and Achievements
The Compensation Committee annually approves a target bonus opportunity for each NEO. AnnualObjective performance targets were established for achieving certain levels of operating income growth.growth with a weighting of 80% of each NEO’s total annual bonus opportunity. As part of the annual bonus performance goal-setting process, the Board annually reviews and approves management’s business and financial plan for the Company. TheCompany, and the Compensation Committee reviews the various performance goals, with minimum and maximum ranges are intended to appropriately reward for results that exceed or fall short of target expectations. Bonuses can range from 0% to 200% of target, depending on actual performance, a practice that isdetermined to be consistent with the range of annual bonus opportunities of other companies our size.
Goals are intended to reward for growth and business performance, consistent with the Company’s strategy, and motivate management with additional compensation opportunities without encouraging excessive risk-taking. We reward our executives with higher levels of cash compensation for results that substantially exceed target results. Conversely, we pay relatively lower levels of cash compensation for results that fail to meet minimally acceptable performance expectations.
Our 20182019 goals were set first by establishing that growth is a critical element of success. As a step toward a long term trajectory in growth for 2018,2019, the company set an 8%a target growth goal targetof 11.6% and a 23%maximum growth goal maximum.of 34%. To incentivize our team to continue to provide growth, we also set a threshold of 0%, which is above our industry’s historical performance level of -2% at the 25th percentile.
32 | Myers Industries, Inc.
The following table illustrates the Company’s 2018 adjusted operating income growth actual results for 2019 and the impact on the Company’sour annual incentive plan payout:
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| Fiscal Year 2018 Goals (%) |
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| Fiscal Year 2019 Goals and Payout |
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Performance Metric |
| Threshold |
| Target |
| Maximum |
| 2018 Actual Results |
| Payout |
| Threshold (0%) |
| Target (100%) |
| Maximum (200%) |
| 2019 Actual Results |
| Payout |
Operating Income Growth (%) |
| 0% |
| 8% |
| 23% |
| 28.5% |
| 200.0% |
| 0% |
| 11.6% |
| 34% |
| 3.1% |
| 27.8% |
For recent years prior to 2018,2019, the Compensation Committee had considereddetermined to also consider the individual performance of each named executive officer based on achievement against individual performance objectives. Forobjectives, which it had done prior to 2018, the Compensation Committee eliminated this individual performance element and based 100% of the annual bonus opportunity on the objective financial metric of operating income growth.
Based on the Compensation Committee’s determination of the results above, the named executive officers earned bonus awards for 2018 as follows:
Name |
| Base Salary |
| Target Award (% of Base Salary) |
| Weighted Achievement Level (% of Target) |
| Actual Earned Award |
R. David Banyard |
| $718,940.00 |
| 100% |
| 200% |
| $ 1,437,880 |
Matteo Anversa |
| $425,000.00 |
| 70% |
| 0% |
| $ 0(1) |
Kevin Brackman |
| $278,400.00 $350,000.00 |
| 60% 60% |
| 200% |
| $ 339,023(2) |
Andrean Horton |
| $375,000.00 |
| 60% |
| 200% |
| $ 104,795(3) |
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Annual Bonus – 2019 Structure and Objectives
For the 2019 annual bonus plan, the Compensation Committee has determined to retain a single objective financial performance metric based on growth in operating income and has increased the goals for that metric to encourage continued corporate improvement consistent with the Company’s business and financial plans. The plan goals for 2019 are 11.6% growth in operating income at target (100%), 34.0% growth at maximum (200%), and a 0% threshold (for maintaining our 2018 operating income level of $40.4 million). Our goal is to continue to drive above-market levels of growth, and the Company has determined that the targeted growth level exceeds comparable recent performance levels of our peer group. The Compensation Committee has also determined to reintroduce in 2019 a qualitative element for each named executive officer based on personal performance goals established for the executive at a weighting of 20% of each executive’s totalNEO’s target annual bonusincentive opportunity. Payouts under this qualitative element will bemetric were based on evaluations of individualeach NEO’s job performance relative to each executive’sduring 2019 based on qualitative performancemeasures or goals also within a range of 0% to 200%individually established for this element.such executive. The Committee well understands the need to align incentive compensation with objective financial performance, but also believes that including a qualitative element allows both the Committee and executive management to guide and assess continuous improvement in personal performance of the Company’s leadership team. For each NEO other than the CEO, the evaluations were completed by the CEO for this qualitative portion of the executive’s bonus for 2019. For the CEO, the Compensation Committee evaluated the CEO’s performance with respect to the CEO’s qualitative goals or measures in reaching its determination with respect to payouts on this element. Consistent with the objective performance metric of our annual incentive plan, payouts on this qualitative measure can range from 0% to 200% of target, therefore 0% to 40% of the NEO’s overall annual bonus opportunity, depending on actual performance Based upon such reviews and recommendations, the Compensation Committee approved the following percentage payouts with respect to the 20% qualitative element of the total bonus opportunity: (i) Ms. Horton, 27.8%; (ii) Mr. Brackman, 27.8%; and (iii) Mr. Harmon 27.8%. Mr. Banyard was not evaluated due to his voluntary departure on October 25, 2019.
Based on the Compensation Committee’s determination of the results above, the NEOs earned bonus awards for 2019 as follows:
Name |
| Base Salary |
| Target Award (% of Base) |
| Objective Metric Achievement (% of Target) | Qualitative Metric Achievement (% of Target) |
| Earned Award Amount |
R. David Banyard(1) |
| $718,940 |
| 100% |
| N/A | N/A |
| $ 0 |
Andrean Horton(2) |
| $375,000 |
| 60% |
| 27.8% | 27.8% |
| $ 62,550 |
Kevin Brackman |
| $350,000 |
| 60% |
| 27.8% | 27.8% |
| $ 58,380 |
Thomas Harmon(3) |
| $340,000 |
| 50% |
| 27.8% | 27.8% |
| $ 11,815 |
(1) | Mr. Banyard was ineligible to receive a bonus with respect to 2019 because he was not an executive officer on December 31, 2019. |
(2) | Ms. Horton’s award earned was based on her base salary in effect for her role as Executive Vice President and Chief Legal Officer. |
(3) | Mr. Harmon’s award earned was pro-rated to reflect his period of employment commencing on September 30, 2019. |
The Company’s long-term incentive plan was established to, among other things, encourage management to drive long-term shareholder value and to align management’s interests with shareholders’ interests, emphasizing the “act like owners” principle of the Company. The long-term incentive plan is intended to motivate and reward leaders for increasing shareholder value and returns. The Company believes the Company’s shareholders and employees are both best served by having our NEOs focused on and rewarded based on the achievement of longer-term results of the Company. To accomplish this, the Board has, over the years, awarded a blend of stock options, service-based restricted stock units, performance restricted stock units, and performance-based long-term cash incentives to NEOs. In particular, the use of stock options, service-based restricted stock units, and performance restricted stock units are designed to meet specific reward objectives:
50% Weighting: Long-term performance restricted stock units are intended to reward our executives for achieving financial goals over a multi-year period. Long-term performance restricted stock units vest at the end of the three-year period and are based on the achievement of pre-established objectives over a three-year periodthat performance period.
30% Weighting: Stock options help align our executives'NEO's interests with those of our shareholders because options only produce rewards to our executives only if our stock price increases after options are granted. We believe options are performance-based awards because the stock price appreciation that producesprovides gains to the executive can generally be achieved if the Company's operating and financial results improve. In addition, options help build long-term executive stock ownership. Stock options vest ratably on the first three anniversaries of the grant and are exercisable within ten years following their grant, consistent with our historical terms for option grants
2020 Proxy Statement | 33
generally is attributed to improvements in the Company's operating and financial results. In addition, options help build long-term executive stock ownership because they vest ratably on the first three anniversaries of the grant and are exercisable within ten years following their grant. |
20% Weighting: Service-based restricted stock unit grantsunits help retain our key executives. Restricted stock units also align our executives towith the total returns earned by our investors. Service-basedGrants of service-based restricted stock unit grantsunits vest ratably over a three yearthree-year period, are tied toconditioned on continued service, and provideemployment, providing a strong device for retaining our executivesexecutive retention device.
The Company had previously includedtarget long-term performanceincentive opportunity for each NEO (other than Mr. Harmon) was based on a percentage of their respective base salaries as follows: Mr. Banyard, 250%, Ms. Horton, 100%, and Mr. Brackman, 100%. Mr. Harmon received on September 30, 2019 (i) an onboarding cash awards in additionaward of $100,000 which is subject to the long-term equity awards. Starting in 2017,disgorgement if Mr. Harmon’s employment with the Company stopped granting long-term performance cash awards as partis terminated prior to September 30, 2021, and (ii) an onboarding award of its long-term incentive plan and moved to a long-term incentive award mix for executive management (including NEOs) solely comprised of equity awards (performance-based restricted stock units stock optionsvalued at $100,000 which will vest in two equal installments on the second and restricted stock units). However, certain NEOs maythird anniversary of the grant subject to his continued employment on those dates, or approximately 60% of his base salary. In 2020, Mr. Harmon’s target long-term incentive opportunity will be entitled to payouts on long-term performance cash awards under prior performance periods that have not concluded.
31
65% of his base salary.
Long-Term PerformancePerformance Metrics
Prior to 2017, our long-term incentive performance metrics were based on a single metric. InBeginning in 2017, the Compensation Committee revised the long-term incentive performance metrics (as described below).to include the two objective metrics which continued to be used in 2019 – three-year cumulative EBITDA and three-year total free cash flow as a percentage of sales. These metrics were adopted to better align with the Company’s strategy, drive consistent performance over time toward achieving objective financial metrics with strong alignment with shareholder value, and to more effectively correlate this performance to compensation. Additionally, these metrics are used by management to assess operating performance of the business.
The following table shows the performance periods for the Company’s long-term incentive programs outstanding as of the end of 2018:
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For the 2016-2018 performance cycle, average return on invested capital (“ROIC”) targets were adopted to support a focus on returning greater than our cost of capital over time and to supplement the metrics used in the Company’s annual bonus plan.
For the 2017-2019 and 2018-2020 performance cycles, the Compensation Committee changed the long-term performance metrics from three-year average ROIC to three-year cumulative EBITDA and three-year total free cash flow as a percentage of sales. Cumulative EBITDA acts as a measure of the Company’s operating performance with an emphasis ontargets emphasizing growth and relates strongly to shareholder return, creating greater alignment between long-term executive incentive compensation and enhancing shareholder value. Free cash flow is defined as cash flow from continuing operations less capital expenditures. Free cash flow as a percentage of sales recognizes the importance of the efficient use of cash to the Company’s ability to fund ongoing investments in our business while incentivizing management to create a business culture that generates strong cash flow year after year. We also believe that free cash flow conversion is the strongesta good measurement of success and has a strong correlation to shareholder value over the long-term.
The following table shows the performance periods for the Company’s long-term to shareholder value.incentive programs outstanding as of the end of 2019:
Performance Period | Grant Date | Settlement Date (If Earned) | Performance Measures (each with 50% weighting) | |
2017-2019 | March 2017 | 2020 | 3-year cumulative EBITDA | 3-year total free cash flow as a % of sales |
2018-2020 | March 2018 | 2021 | 3-year cumulative EBITDA | 3-year total free cash flow as a % of sales |
2019-2021 | March 2019 | 2022 | 3-year cumulative EBITDA | 3-year total free cash flow as a % of sales |
20182019 Long-Term Incentive Mix
Once target values are developed, annual awards for each long-term element are based on an individual’s position, experience, future potential, organizational level, scope of responsibilities, their ability to impact results, and any special recruiting and retention needs. For the NEOs, the Compensation Committee aimed to emphasize performance-based elements (long-term performance restricted stock units and cash incentives) and optionsoptions) over service-based elements (restricted stock units).
32 34 | Myers Industries, Inc.
For the Company’sour NEOs other than Mr. Harmon, the following mix of target long-term incentives were setmaintained for 2018:
calendar year 2019. Mr. Harmon received an onboarding cash award of $100,000 subject to disgorgement if his employment with the Company is terminated for cause or voluntarily prior to September 30, 2021, and an onboarding award of restricted stock units valued at $100,000 which will vest in two equal installments on the second and third anniversary of the grant subject to his continued employment on those dates.
Long-Term Incentive Performance-Objectives and Achievements for the Three-Year Period Ended in 20182019
For the three-year period ending in 2018, as described above,2019, the Company established three-year ROIC performance objectives ranging from 8.7% (minimum) to 18.7% (maximum), with target results achieved at 13.7%. The method for determining the corresponding awards aretwo performance metrics of cumulative EBITDA and total free cash flow as follows:
Return on Invested Capital (ROIC): |
| Calculation of Award (Percentage of Target Award): |
|
Less than 8.7% |
| 0% |
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8.7% |
| 50% |
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8.71%-13.69% |
| 100%, minus the amount, expressed as a percentage, determined by dividing (x) the number of percentage points (not to exceed 5 percentage points) by which the three year average ROIC is lower than 13.7% by (y) 10% |
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13.7% |
| 100% |
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13.71%-18.69% |
| 100%, plus the amount, expressed as a percentage, determined by dividing (x) the number of percentage points (not to exceed 5 percentage points) by which the three year average ROIC exceeds 13.7% by (y) 5% |
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18.7% or more |
| 200% |
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Target ROIC performance reflected the Compensation Committee’s viewa percentage of an appropriate benchmark based on the Company budget presented to the Committee by management. The Compensation Committee set a reasonable target in the preceding years to challenge management to continuously strive for and drive greater shareholder return.
sales. For the three-year period ending in 2018,2019, the Company achieved a three-year average ROICcumulative EBITDA of 10.7%,$192.7 million, resulting in a settlement percentage of 70%0% of target. This applies toFor the cash-basedsame performance award granted to Mr. Brackman in 2016, and a performance share award granted to Mr. Banyard in 2016.
As noted above, forperiod, the 2017-2019 and 2018-2020 performance cycles, performance will be determined using three-year cumulative EBITDA (50% weighting) and three-yearCompany’s total free cash flow as a percentage of sales (50% weighting). Additionally,was 7.9%, resulting in a settlement percentage of 187% of target. The table below summarizes the vesting of our long-term incentive awards for the period 2017 through 2019:
Fiscal Years 2017-2019 Goals and Payouts | |||||
Performance Metric | Target | Actual | Payout % |
Weighting | Combined Payout % |
Cumulative EBITDA | $217.4 Million | $192.7 Million | 0% | 50% |
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Total Free Cash Flow (as a % of Sales) |
6.1% |
7.9% |
187% |
50% |
93.5% |
2019 Long-Term Retention Awards
In October 2019, following the voluntary resignation of Mr. Banyard as President and Chief Executive Officer, the Compensation Committee determined that it was appropriate on a one-time basis to issue long-term cash-based and equity-based retention awards to our remaining NEOs and certain other senior officers. Each cash retention award mix will be comprised solelywas in the amount of equity$100,000 and will no longer include long-term cash incentives.was subject to vesting in two equal installments on the first and second anniversary of the grant, conditioned on continued employment on those dates. Each restricted stock unit retention award was valued at $100,000 and was subject to vesting in three equal installments on the first three anniversaries of the grant, conditioned on continued employment on those dates. The following table sets forth the value of the special retention awards granted to each NEO in 2019:
Name |
| Cash Award |
| Value of RSUs |
| Number of RSUs(1) |
| Total Value of Retention Awards |
Andrean Horton |
| $100,000 |
| $100,005 |
| 6,112 |
| $200,005 |
Kevin Brackman |
| $100,000 |
| $100,005 |
| 6,112 |
| $200,005 |
Thomas Harmon |
| $100,000 |
| $100,005 |
| 6,112 |
| $200,005 |
(1) Based on the closing price of the Company’s common stock on the grant date of October 16, 2019.
332020 Proxy Statement | 35
Long-Term Incentive Plan – 2019 Structure and Objectives
For 2019, as the third year of the three-year cycle begun in 2017, the Compensation Committee has determined to continue the general structure of our long-term incentive plan consisting of 50% performance-based restricted stock units, with equally weighted metrics of three-year cumulative EBITDA and three-year total free cash flow as a percentage of sales, 30% stock options, and 20% time-based restricted stock units subject to pro rata three year vesting. The threshold, target and maximum goals established for the 2019 performance based awards exceed the levels of our 2017 and 2018 awards and will be disclosed upon the completion of the three-year performance period ending at December 31, 2021. These rigorous goals are intended to continue to drive the Company’s continued growth and long-term financial success. The Compensation Committee will continue to consider, with input from Semler-Brossy, alternative performance metrics which align with shareholder interests for the performance-based component of the Company’s long-term incentive plan for years after 2019.
NEOs also participate in broad-based benefit plans that are available to allother employees. These benefits are not tied to individual or Company performance, which is the same approach used for other employees. Moreover, changes to executives’ benefits reflect the changes to the benefits of other employees.
The Company’s NEOs participate in the following broad-based benefit plans that provide basic health, life, and income security:
The Company maintains qualified and nonqualified retirement programs to providefor which our NEOs with the basic needs described above.are eligible to participate. NEOs participate in our qualified retirement plan, (aa tax-qualified 401(k) plan pursuant to which all participants are eligible to receive matching contributions from the Company)Company on the same terms as all of our other employeesemployees. The Company matching contribution is 100% of the first 3% contributed by a participant plus 50% of the next 2% contributed, for a total of up to 4% match on a participant’s compensation up to federal limits.
Beginning in 2018, eachEach of our NEOs is eligible to participate in theour Executive Nonqualified Excess Plan (“Nonqualified Deferred Compensation Plan”), which is a nonqualified retirement savings plan that allows for deferrals above the IRS limits on qualified plans. This plan is intended to restore deferred compensation benefits that would have been earned under the tax-qualified 401(k) plan but for certain limitations imposed by the federal tax lawslaws. Participating officers are at all times 100% vested in their voluntary deferrals. The Company may also provide matching or discretionary credits to the accounts of eligible officers, as determined by the Company in its sole discretion. The Compensation Committee believes that maintaining this Nonqualified Deferred Compensation Plan helps to maintain the competitiveness of our entire executive retirement benefits.
NEOs also participate in broad-based benefit plans that are available to all employees, including health insurance and life and disability insuranceinsurance.
The Company provides no executive perquisites.perquisites to our NEOs other than reimbursement of executive physicals.
34 36 | Myers Industries, Inc.
Other Compensation Policies and Practices
Stock Ownership Guidelines | • | A key objective of our pay program in general and our long-term equity-based incentive awards in particular is to encourage stock |
• | Under the Stock Ownership Guidelines, our NEOs and non-employee directors are expected to hold a specified amount of our common CEO: 5X annual base salary
Vice Presidents (including CHRO): 1X annual base salary Non-Employee Directors: 5X annual cash Board retainer | |
• | The NEOs and non-employee directors have five years from becoming subject to the guidelines to attain the ownership requirement | |
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• | In determining stock ownership for purposes of our ownership guidelines, shares owned outright, including shares owned jointly with a spouse or separately by a spouse and/or children that live in the NEO’s household, vested and unvested time-based restricted stock and stock unit awards, vested stock options, and non-employee deferred stock units, are counted | |
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Accounting and Tax Considerations | • | In December 2017, the Tax Cuts and Jobs Act (the “2017 Tax Act”) was signed into law. Section 162(m) of the Internal Revenue Code of 1986, as amended (the “Code”), as further amended by the 2017 Tax Act, restricts deductibility for federal income tax purposes of annual individual compensation in excess of $1 million to the NEOs, effective for tax years beginning after 2017, subject to a transition rule for written binding contracts which were in effect on November 2, 2017, and which were not modified in any material respect on or after such date |
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Risk Assessment of Compensation Practices
In the design and approval of the Company’s executive compensation program, the Compensation Committee considers risks that may be inherent in such program. The Compensation Committeethe program, but has designed the Company’s compensation program to guard against excessive risk taking. The following are some features of the compensation program that are designed to help the Company manage compensation-related risk:
Using a variety of vehicles for providing compensation, including salary, bonus, and equity-based compensation, comprised of cash and equity based incentives with different vesting periods, which act to focus executives on specific objectives under the Company’s business plan while creating alignment with shareholders
Providing a mixture of fixed and variable, annual and long-term, and cash and equity compensation to encourage behavior and actions that are in the long-term interests of the Company and our shareholders
Placing an emphasis on performance-based awards more than service-based awards to further align the interests of our employees with those of our shareholders
35Establishing, and reviewing on an annual basis, base salaries to be consistent with an employee’s responsibilities
Diversifying incentive-based risk by using differing performance measures, including Company financial performance
2020 Proxy Statement | 37
Determining and awarding incentive award grants based on a review of multiple indicators of performance that diversify the risk associated with any single indicator of performance
As a result, the Compensation Committee believes that the design of the Company’s compensation programsprogram does not encourage our employees to take unnecessary or excessive risks that could harm the Company’s long‑term value of Myers Industries.value.
Timeline and Essential Components of Compensation Decision-Making
The Compensation Committee oversees our executive compensation plansplan and policies, administers our equity plans, and approves all compensation for our NEOs. An examplePortions of the Compensation Committee’s annual agenda is set forthitems are summarized below:
Late Winter/Spring | |||||
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• | Approve long-term performance vesting and payouts for prior performance period | • | Grant long-term incentive awards | ||
• | Approve current year’s annual incentive plan metrics, NEO performance criteria, and | • | Review proxy advisory | ||
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• | Approve current year’s long-term incentive plan |
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maximum goals |
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| Fall | |||
• | Review the results of the Company’s “Say-on-Pay” vote (and any other compensation-related items voted upon at the annual meeting) |
| • | Review long-term incentive performance metrics | |
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• | Review the Company’s overall compensation program and consider any structural changes | • | Review peer group composition and executive compensation | levels | |
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36 38 | Myers Industries, Inc.
Parties Involved in Compensation Decision-Making
Role of Compensation Committee
| • | Five independent directors comprise our Compensation Committee, which is responsible for overseeing our executive pay plans and policies, administering our equity plans and approving all compensation for our NEOs |
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• | The Compensation Committee routinely requests information from senior management regarding the Company’s performance, pay and programs to assist it in its actions | |
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• | The Compensation Committee has the authority to retain outside advisors as needed to assist it in reviewing and modifying the Company’s programs and providing competitive pay levels and terms | |
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• | In arriving at its decision on NEO compensation, the Compensation Committee takes into account the shareholder “say-on-pay” vote results at the previous annual meeting of shareholders | |
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• | The Compensation Committee annually reviews and establishes the goals used for our annual and long-term incentive plans. The Compensation Committee assesses the performance of the Company and the CEO. Based on this evaluation, the Compensation Committee then recommends the CEO’s compensation for the next year to the Board for its consideration and approval | |
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• | The Compensation Committee reviews the CEO’s compensation recommendations for the CFO, providing appropriate input and approving final awards | |
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• | Finally, the Compensation Committee provides guidance and final approval to the CEO with regard to the determination of the compensation of other key executives | |
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Role of Senior Management | • | The Company’s management serves in an advisory or support capacity as the Compensation Committee carries out its charter regarding executive compensation |
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• | The Company’s CFO and/or CLO may participate as necessary or at the Compensation Committee’s request | |
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• | The Company’s management normally provides the Compensation Committee with information regarding the Company’s performance as well as information regarding executives who participate in the Company’s various plans. Such data is usually focused on the executives’ historical pay and benefit levels, plan costs, context for how programs have changed over time and input regarding particular management issues that need to be addressed. In addition, management normally furnishes similar information to the Compensation Committee’s independent compensation advisor | |
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• | Management provides input regarding the recommendations made by the Compensation Committee’s independent advisors or the Compensation Committee | |
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• | Management implements, communicates and administers the programs approved by the Compensation Committee, reporting back to it any questions, concerns or issues | |
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• | The CEO annually evaluates the performance of the Company and the |
372020 Proxy Statement | 39
• | The Compensation Committee has the authority to retain independent advisors and compensation consultants to assist in carrying out its responsibilities | |
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• | In August of 2017, the Compensation Committee first engaged Semler Brossy as its independent compensation adviser, to assist in its duties, and continued to engage Semler Brossy throughout | |
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• | Semler Brossy’s lead consultant reports directly to the Compensation Committee Chair, who approves Semler Brossy’s annual work plan | |
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• | In addition, the lead consultant interacted with management as needed to complete the work requested by the Compensation Committee | |
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• | Semler Brossy did not provide other services to the Company during | |
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• | The work of Semler Brossy has not raised any conflicts of interest, and Semler Brossy annually confirms its independence to the Compensation Committee |
Compensation Committee Interlocks and Insider Participation
At the end of fiscal year 2018,2019, the following directors were members of the Compensation Committee: Sarah R. Coffin, Ronald DeFeo, William A. Foley, Bruce M. Lisman, and Robert A. Stefanko. Chairman F. Jack Liebau, Jr. participates on the Compensation Committee in an ex officio capacity. None of the Compensation Committee’s members have at any time been an officer or employee of the Company. In the past fiscal year, none of our NEOs have served as a member of the board of directors or compensation committee of any entity that has one or more NEOs serving on the Company’s Board or Compensation Committee.
Compensation Committee Report on Executive Compensation
The information contained in this report shall not be deemed to be “soliciting material” or “filed” with the SEC or subject to the liabilities of Section 18 of the Securities Exchange Act of 1934, as amended (the “Exchange Act”), except to the extent that we specifically incorporate it by reference into a document filed under the Securities Act of 1933, as amended (the “Securities Act”) or the Exchange Act.
The Compensation Committee, in the performance of its duties and responsibilities, has reviewed and discussed with management the information provided under the section titled “Compensation Discussion and Analysis.” Based on discussions with management and our review of the “Compensation Discussion and Analysis” disclosure, we have recommended to the Board that the “Compensation Discussion and Analysis” be included in this Proxy Statement and incorporated by reference in the Company’s Annual Report on Form 10-K for the year ended December 31, 2018.2019.
The foregoing report has been furnished by the current members of the Compensation Committee, being:
Sarah R. Coffin, Chair and Presiding Director, Ronald DeFeo, William A. Foley, F. Jack Liebau, Jr. (ex officio), Bruce M. Lisman and Robert A. Stefanko.
Summary of Cash and Certain Other Compensation
The following table summarizes the compensation paid by us to our named executive officers, as determined in accordance with SEC rules, for the years ended December 31, 2019, 2018, 2017 and 2016.2017.
38 40 | Myers Industries, Inc.
Name and Principal Position | Year | Salary | Bonus | Stock Awards(1)(2) | Option Awards(2) | Non-Equity Incentive Plan Compensation(3) | All Other Compensation(4) | Total | Year | Salary | Bonus | Stock Awards(1)(2) | Option Awards(2) | Non-Equity Incentive Plan Compensation(3) | All Other Compensation(4) | Total |
R. David Banyard, President & Chief Executive Officer | 2018 | $718,940 | $0 | td,258,145 | $539,205 | td,437,880 | td22,782 | $4,076,952 | 2019 | $608,334 | $0 | td,258,144 | $539,205 | $0 | td43,660 | td,549,343 |
2017 | $708,067 | $0 | td,238,823 | $692,323 | $593,210 | $46,741 | $3,279,164 | 2018 | $718,940 | $0 | td,258,145 | $539,205 | td,437,880 | td22,782 | $4,076,952 | |
2016 | $693,846 | $0 | td,421,126 | td78,760 | $0 | $44,899 | td,438,631 | 2017 | $708,067 | $0 | td,238,823 | $692,323 | $593,210 | $ 46,741 | $3,279,164 | |
Matteo Anversa Former Executive Vice President, Chief Financial Officer and Corporate Secretary(5) | 2018 | $425,000 | $0 | $357,000 | td53,000 | $0 | td1,392 | $956,392 | ||||||||
2017 | $425,000 | $0 | $362,062 | td02,339 | td75,193 | td0,800 | td,275,393 | |||||||||
2016 | td7,788 | td00,000(6) | td49,996 | $0 | $0 | td77,784 | ||||||||||
Andrean Horton, Interim President and CEO, Chief Legal Officer and Secretary(5) | 2019 | $450,000 | $0 | $ 362,491 | $75,007 | $ 62,550 | td22,192 | td,072,240 | ||||||||
2018 | $ 79,327 | $0 | $0 | $0 | td04,795 | $ 2,163 | $ 186,285 | |||||||||
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Kevin Brackman, Executive Vice President, Chief Financial Officer | 2018 | td77,850 | $0 | td37,892 | $59,096 | $372,903 | td0,787 | $868.528 | 2019 | $350,000 | $0 | $344,658 | td00,005 | $ 58,380 | td32,165 | $985,208 |
2017 | td58,678 | $0 | td35,779 | $75,878 | td78,686 | td3,715 | $672,736 | 2018 | td77,850 | $0 | td37,892 | $ 59,096 | $372,903 | $ 20,787 | $868.528 | |
2016 | td34,231 | $76,500(7) | td7,888 | td6,565 | $0 | $86,126 | $451,310 | 2017 | td58,678 | $0 | td35,779 | $ 75,878 | td78,686 | $ 23,715 | $672,736 | |
Andrean Horton, Executive Vice President, Chief Legal Officer and Secretary(5) | 2018 | $79,327 | $0 | $0 | $0 | td04,795 | td,163 | td86,285 | ||||||||
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Thomas Harmon, Vice President, Chief Human Resources Officer(6) | 2019 | $ 78,462 | td00,000 | td99,997 | $0 | $ 11,815 | td12,729 | $503,003 | ||||||||
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(1) | Amounts shown do not reflect compensation actually received by the executive officers. Instead the amounts shown are reported at grant date fair value in accordance with Financial Accounting Standards Board (“FASB”) Accounting Standard Codification Topic 718, Compensation — Stock Compensation (referred to herein as “FASB ASC Topic 718”). The assumptions used for this calculation are fully described in the footnote titled “Stock Compensation” of the Notes to Consolidated Financial Statements under Item 8 of our Annual Report on Form 10-K for the year ended December 31, |
(2) | Information regarding the restricted stock and stock options granted to our NEOs during |
(3) | For |
(4) | The amounts set forth in this column include: (i) Company contributions under our 401(k) plan and |
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Mr. Banyard |
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Contributions |
| 52,488 |
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| $11,200 |
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| $10,800 |
Relocation |
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| 3,518 | ||||||||
Automobile allowance |
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| — |
|
|
| 4,154 | ||||||||
Executive physical |
| 1,568 |
|
| 3,805 |
|
|
| — |
| — |
|
| 1,568 |
| 3,805 | |
Dividends |
| 68,726 |
|
| 32,136 |
|
|
| 26,627 |
| 132,460 |
|
| 68,726 |
| 32,136 | |
|
| 122,782 |
|
| 46,741 |
|
|
| 44,899 |
| $143,660 |
|
| $122,782 |
| $46,741 | |
Mr. Anversa |
|
|
|
|
|
|
|
|
| ||||||||
Ms. Horton |
|
|
|
|
|
|
| ||||||||||
Contributions |
| 11,000 |
|
| 10,800 |
|
|
| — |
| $ 22,192 |
|
| $2,163 |
| — | |
Cash Long-term Retention Award |
| 100,000 |
|
| — |
| — | ||||||||||
Executive physical |
| 3,346 |
|
| — |
|
|
| — |
| — |
|
| — |
| — | |
Dividends |
| 7,046 |
|
| — |
|
|
| — |
| — |
|
| — |
| — | |
|
| 21,392 |
|
| 10,800 |
|
|
| — |
| $122,192 |
|
| $2,163 |
| — | |
Mr. Brackman |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| |
Contributions |
| 17,010 |
|
| 10,800 |
|
|
| 5,678 |
| $ 27,561 |
|
| $17,010 |
| $10,800 | |
Relocation |
| — |
|
| — |
|
|
| 72,048 | ||||||||
Automobile allowance |
| 1,615 |
|
| 8,400 |
|
|
| 8,400 |
|
|
|
| 1,615 |
|
| 8,400 |
Cash Long-term Retention Award |
| 100,000 |
|
| — |
|
| — | |||||||||
Executive physical |
| — |
|
| 3,543 |
|
|
| — |
| 1,997 |
|
| — |
|
| 3,543 |
Dividends |
| 2,162 |
|
| 972 |
|
|
| — |
| 2,607 |
|
| 2,162 |
| 972 | |
|
| 20,787 |
|
| 23,715 |
|
|
| 86,126 |
| $132,165 |
|
| $20,787 |
| $23,715 | |
Ms. Horton |
|
|
|
|
|
|
|
|
| ||||||||
Mr. Harmon |
|
|
|
|
|
|
| ||||||||||
Contributions |
| 2,163 |
|
| — |
|
|
| — |
| $ 6,854 |
|
| — |
| — | |
Cash Long-term Retention Award |
| 100,000 |
|
| — |
| — | ||||||||||
Relocation |
| 5,875 |
|
| — |
| — | ||||||||||
|
| 2,163 |
|
| — |
|
|
| — |
| $112,729 |
|
| — |
| — |
(5) |
|
2020 Proxy Statement | 41
(6) | Mr. Harmon was first employed by the Company as |
|
|
|
|
39
The following table contains information concerning the grants of plan based awards to the NEOs under the 2017 Incentive Stock Plan of Myers Industries, Inc., as Amended and Restated (the “2017 Plan”). The actual value and gains, if any, on an option exercise are dependent upon the future performance of our common stock and overall market conditions. The option awards and unvested portion of stock awards identified in the table below are also reported in the Outstanding Equity Awards at Fiscal 20182019 Year-End table below.
Grants of Plan Based Awards During Fiscal Year 20182019
|
|
|
|
| Estimated Future Payouts Under Non-Equity Incentive Plan Awards(1) |
| Estimated Future Payouts Under Equity Incentive Plan Awards |
| All Other Stock Awards: Number of Shares of Stock or Units(2) (#) |
|
| All Other Option Awards: Number of Securities Underlying Options(3) (#) |
| Exercise or Base Price of Option Awards ($/Sh) |
| Grant Date Fair Value of Stock and Option Award ($) |
|
|
|
| Estimated Future Payouts Under Non-Equity Incentive Plan Awards(1) |
| Estimated Future Payouts Under Equity Incentive Plan Awards(2) |
| All Other Stock Awards: Number of Shares of Stock or Units(3) (#) |
|
| All Other Option Awards: Number of Securities Underlying Options(4) (#) |
| Exercise or Base Price of Option Awards ($/Sh) |
| Grant Date Fair Value of Stock and Option Award ($) | ||||||||||||||||||||
Name |
| Grant Date |
|
| Threshold ($) |
| Target ($) |
| Maximum ($) |
| Threshold (#) |
| Target (#) |
| Maximum (#) |
|
|
|
| Grant Date |
|
| Threshold ($) |
| Target ($) |
| Maximum ($) |
| Threshold (#) |
| Target (#) |
| Maximum (#) |
|
|
| ||||||||||||||||
R. David Banyard |
| 3/8/2018 |
|
|
|
| 718,940 |
| 1,437,880 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 03/06/2019 |
|
|
|
| 718,940 |
| 1,437,880 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||
|
| 3/8/2018 |
|
|
|
|
|
|
|
| 0 |
| 42,191(4) |
| 84,382(4) |
|
|
|
|
|
| 21.30 |
| 898,675(5) |
| 03/06/2019 |
|
|
|
|
|
|
|
| 0 |
| 48,368 |
| 96,736 |
|
|
|
|
|
|
|
| 898,677(5) | ||||
|
| 3/8/2018 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| 16,877 |
|
|
|
| 21.30 |
| 359,470 |
| 03/06/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| 19,347 |
|
|
|
|
|
| 359,467 | ||||
|
| 3/8/2018 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 99,119 |
|
|
| 539,205 |
| 03/06/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 93,288 |
| 18.58 |
| 539,205(6) | ||||
Matteo Anversa |
| 3/8/2018 |
|
|
|
| 297,500 |
| 595,000 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| |||||||||||||||||||||||||||
Andrean Horton |
| 03/06/2019 |
|
|
|
| 225,000 |
| 450,000 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| |||||||||||||||||||||||||||
|
| 03/06/2019 |
|
|
|
|
|
|
|
| 0 |
| 10,091 |
| 20,182 |
|
|
|
|
|
|
|
|
| 187,491(5) | |||||||||||||||||||||||||||
|
| 03/06/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 4,037 |
|
|
|
|
|
| 75,007 | |||||||||||||||||||||||||||
|
| 3/8/2018 |
|
|
|
|
|
|
|
| 0 |
| 11,972(4) |
| 23,944(4) |
|
|
|
|
|
|
| 21.30 |
| 255,000(5) |
| 03/06/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 19,464 |
| 18.58 |
| 112,500(6) | ||
|
| 3/8/2018 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 4,789 |
|
|
|
| 21.30 |
| 102,000 |
| 10/16/2019 |
|
|
|
| 100,000(7) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||
|
| 3/8/2018 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 28,125 |
|
|
| 153,000 |
| 10/16/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 6,112(8) |
|
|
|
|
|
| 99,992 | ||
Kevin Brackman |
| 3/8/2018 |
|
|
|
| 169,512 |
| 339,023 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 03/06/2019 |
|
|
|
| 210,000 |
| 420,000 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||
|
| 3/8/2018 |
|
|
|
|
|
|
|
| 0 |
| 4,624(4) |
| 9,428(4) |
|
|
|
|
|
| 21.30 |
| 98,494(5) |
| 03/06/2019 |
|
|
|
|
|
|
|
| 0 |
| 9,419 |
| 18,838 |
|
|
|
|
|
|
|
| 175,005(5) | ||||
|
| 3/8/2018 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| 1,850 |
|
|
|
| 21.30 |
| 39,398 |
| 03/06/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| 3,767 |
|
|
|
|
|
| 69,991 | ||||
|
| 3/8/2018 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 10,864 |
|
|
| 59,096 |
| 03/06/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| 18,166 |
| 18.58 |
| 105,000(6) | ||||
Andrean Horton |
| 10/8/2018 |
|
|
|
| 52,397 |
| 104,795 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||||||||||
|
| 10/16/2019 |
|
|
|
| 100,000(7) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||||||||||
|
| 10/16/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| 6,112(8) |
|
|
|
|
|
| 99,992 | ||||||||||||||||||||||||||||
Thomas Harmon |
| 09/30/2019 |
|
|
|
| 42,500 |
| 85,000 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||||||||||
|
| 09/30/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| 5,666(9) |
|
|
|
|
|
| 100,005 | ||||||||||||||||||||||||||||
|
| 10/16/2019 |
|
|
|
| 100,000(7) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||||||||||||||
|
| 10/16/2019 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| 6,112(8) |
|
|
|
|
|
| 99,992 | ||||||||||||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
(1) | Represents estimated future payout for annual cash bonuses. The payouts are based on results of operating income growth. Mr. Harmon’s annual cash bonus opportunity was pro-rated for the period of his employment in 2019. |
(2) | Represents awards of performance stock units that will vest on the third anniversary of the grant date with payout based 50% on cumulative adjusted EBITDA and 50% on free cash flow as a percentage of sales for the performance period of 2019-2021. |
(3) | Represents awards of restricted stock units which vest ratably in three annual installments on each |
| Represents |
| Represents payout at target |
| Grant date fair value of stock option awards based on Hull White two factor binomial lattice model at $5.78 per option. |
(7) | Represents |
(8) | Represents awards of restricted stock units granted as retention awards which vest ratably in three annual installments on each of the first three anniversaries of the grant date. The grant date fair value of such awards was calculated using the closing price of our common stock on the date of grant of $16.36 per share. |
(9) | Represents an award of restricted stock units granted upon commencement of employment which vests in two equal installments on the |
40 42 | Myers Industries, Inc.
Outstanding Equity Awards at Fiscal Year End
The following table shows all outstanding equity awards held by the NEOs at the end of fiscal year 20182019 that have not been exercised or that have not vested. Certain of the awards identified in the table below are also reported in the “Grants of Plan Based Awards During Fiscal Year 2018”2019” table above.
Outstanding Equity Awards at Fiscal 20182019 Year-End
Name | Option Awards | Stock Awards | Option Awards | Stock Awards | ||||||||||||||||||
Number of securities underlying unexercised options (#) exercisable | Number of securities underlying unexercised options (#) unexercisable | Equity incentive plan awards: number of securities underlying unexercised unearned options (#) | Option exercise price ($) | 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 ($)(1) | Equity incentive plan awards: number of unearned shares, units or other rights that have not vested (#) | Equity incentive plan awards: market or payout value of unearned shares, units or other rights that have not vested ($)(1) | Number of securities underlying unexercised options (#) exercisable | Number of securities underlying unexercised options (#) unexercisable | Equity incentive plan awards: number of securities underlying unexercised unearned options (#) | Option exercise price ($) | Option expiration date | Number of shares or units of stock that have not vested (#) | Market value of shares or units of stock that have not vested ($)(1) | Equity incentive plan awards: number of unearned shares, units or other rights that have not vested (#) | Equity incentive plan awards: market or payout value of unearned shares, units or other rights that have not vested ($)(1) | |||||
R. David Banyard | 53,867 | 26,933(2) |
| 11.62 | 3/2/2026 |
|
|
|
| 33,040 | 0 |
| 21.30 | 6/1/2020 |
|
|
|
| ||||
51,627 | 103,255(3) | 14.30 | 3/2/2027 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| |||||
| 99,119(4) | 21.30 | 3/8/2028 |
|
|
|
| Andrean Horton |
| 19,464(3) |
| 18.58 | 3/06/2029 | 4,037(4) | 67,337 | 10,091(5) | 168,318 | |||||
|
|
|
| 10,200(5) | 154,122 | 91,700(8) | 1,385,587 |
|
|
|
|
|
| 6,112(6) | 101,948 |
|
| |||||
|
|
|
| 16,501(6) | 249,330 | 61,879(9) | 934,992 |
|
|
|
|
|
|
|
|
|
| |||||
|
|
|
| 16,877(7) | 255,011 | 42,191(10) | 637,506 |
|
|
|
|
|
|
|
|
|
| |||||
Matteo Anversa | 15,089 | 0 |
| 14.30 | 3/2/2027 | 0 | ||||||||||||||||
|
|
|
|
|
|
|
|
|
| |||||||||||||
|
|
|
|
|
|
|
|
|
| |||||||||||||
Kevin Brackman | 4,500 | 0 |
| 17.95 | 3/23/2025 |
|
|
|
| 4,500 | 0 |
| 17.95 | 3/23/2025 |
|
|
|
| ||||
5,133 | 2,567(2) |
| 11.62 | 3/2/2026 |
|
|
|
| 7,700 | 0 |
| 11.62 | 3/02/2026 |
|
|
|
| |||||
5,658 | 11,317(3) |
| 14.30 | 3/2/2027 |
|
|
|
| 11,317 | 5,658(7) |
| 14.30 | 3/02/2027 |
|
|
|
| |||||
| 10,863(4) |
| 21.30 | 3/8/2028 |
|
|
|
| 3,621 | 7,242(8) |
| 21.30 | 3/08/2028 |
|
|
|
| |||||
|
|
|
|
| 800(5) | 12,088 |
|
|
| 18,166(3) |
| 18.58 | 3/06/2029 |
|
|
|
| |||||
|
|
|
|
| 1,809(6) | 27,334 | 6,782(9) | 102,476 |
|
|
|
|
| 904(9) | 15,079 | 6,782(10) | 113,124 | |||||
|
|
|
|
| 1,850(7) | 27,954 | 4,624(10) | 69,869 |
|
|
|
|
| 1,233(11) | 20,566 | 4,624(12) | 77,128 | |||||
Andrean Horton | - | - |
| - | - | - | - | - | - | |||||||||||||
Kevin Brackman |
|
|
|
|
| 3,767(4) | 62,834 | 9,419(5) | 157,109 | |||||||||||||
|
|
|
|
| 6,112(6) | 101,949 |
|
| ||||||||||||||
|
|
|
|
| 6,112(6) | 101,949 |
|
| ||||||||||||||
|
|
|
|
| 5,666(13) | 94,509 |
|
|
(1) |
|
(2) |
|
(3) | These stock options were granted on March |
(4) |
|
|
|
|
|
| Represents unvested service based restricted units that were granted on March |
| Represents unvested performance based restricted stock units that were granted on March |
(6) | Represents unvested service based restricted units that were granted as a one-time retention award on October 16, 2019. These units will vest in equal installments in October 2020, October 2021, and October 2022. |
(7) | These stock options were granted on March 2, 2017; the remaining unexercisable options vested in March 2020. |
(8) | These stock options were granted on March 8, 2018; the remaining unexercisable options vest in equal installments in March 2020 and March 2021. |
(9) | Represents unvested service based restricted stock units that were granted on March 2, 2017. These remaining units vested in March 2020. |
(10) | Represents unvested performance based restricted stock units that were granted on March 2, 2017. |
| Represents unvested service based restricted stock units that were granted on March 8, 2018. These remaining units will vest in equal installments in March 2021 and March 2022. |
(12) | Represents unvested performance based restricted stock units that were granted on March 8, 2018. |
(13) | Represents unvested service based restricted units that were granted on September 30, 2019 as an onboarding grant for Mr. Harmon. These units will vest in equal installments in September 2021 and September 2022. |
412020 Proxy Statement | 43
Option Exercises and Stock Vested for Fiscal Year End 20182019
The following table shows the options that were exercised and the restricted stock grants that vested for the NEOs during fiscal year 2018.2019.
Name |
| Option Awards |
| Stock Awards |
| Option Awards |
| Stock Awards | ||||||
| Number of shares acquired on exercise (#) | Value realized on exercise ($) |
| Number of shares acquired on vesting (#) | Value realized on vesting ($) |
| Number of shares acquired on exercise (#) | Value realized on exercise ($) |
| Number of shares acquired on vesting (#) | Value realized on vesting ($) | |||
R. David Banyard |
| 0 |
|
| 51,324 | $893,323 |
| 184,055 | $584,292 |
| 88,266 | $1,652,751 | ||
Matteo Anversa |
| 0 |
|
| 7,730 | $132,225 | ||||||||
Andrean Horton |
|
|
|
|
|
| ||||||||
Kevin Brackman |
| 0 |
|
| 2,204 | $43,428 |
|
|
|
| 2,322 | $44,305 | ||
Andrean Horton |
| - |
|
| - | - | ||||||||
Thomas Harmon |
|
|
|
|
|
| ||||||||
|
|
|
|
|
|
|
Nonqualified Deferred Compensation
The following table shows the contributions, earnings, and balances of the NEOs in our Nonqualified Deferred Compensation Plan with respect to fiscal year 2019.
|
|
|
|
|
|
Name | Executive ($) | Registrant ($) | Aggregate ($) | Aggregate ($) | Aggregate ($) |
R. David Banyard | $492,197 | — | $74,860 | — | $675,073 |
Andrean Horton | $ 21,799 | $10,992 | $ 1,073 | — | $ 22,872 |
Kevin Brackman | $ 10,365 | $16,361 | $ 2,874 | — | $ 24,428 |
Thomas Harmon | — | — | — | — | — |
(1) | Contributions by the Company in the last fiscal year under the Nonqualified Deferred Compensation Plan. |
(2) | Earnings in this column represent estimated earnings on the Nonqualified Deferred Compensation Plan, which are based upon participant-directed investment allocations. These amounts are not included in the Summary Compensation Table because they do not constitute above market interest or preferential earnings. |
42 44 | Myers Industries, Inc.
Employment Arrangements Including Change in Control
The following table summarizes severance payments and benefits available to our NEOs if certain terminations of employment occurred during 2019. On February 21, 2020, the Company adopted a Senior Officer Severance Plan that superseded and replaced the Severance and Change in Control Agreements and Change in Control Agreements previously entered into between the Company and its NEOs, as described in and filed with the Current Report on Form 8-K filed by the Company on February 27, 2020.
Event Triggering Payment or Provision of Benefits | Benefit | R. David Banyard, President and Chief Executive Officer(1) | Kevin Brackman, Executive Vice President, Chief Financial Officer | Andrean Horton, | Thomas Harmon, Vice President, Chief | |
Termination without cause or NEO terminates for good reason, including within 180 days following a change in control | Severance Benefits – Cash Payment | Amount equal to the sum of (A) 2X his then-current annual base salary (or at highest rate in | Amount equal to the sum of (A) 1X his then-current annual base salary | Amount equal to the sum of (A) 2X her then-current annual base salary (or at highest rate in | Amount equal to the sum of (A) 2X her then-current annual base salary (or at highest rate in effect during the prior one year period), and (B) 2X her annual bonus at the target level in effect during the prior two year | |
| Annual Bonus for the Year of Termination – Cash Payment | Amount equal to the pro-rata portion of the current year target annual bonus within 30 days after such termination. | Amount equal to the pro-rata portion of the current year target annual bonus within 30 days after such termination. | Amount equal to the pro-rata portion of the current year target annual bonus within 30 days after such termination. | Amount equal to the pro-rata portion of the current year target annual bonus within 30 days after such termination. | |
Stock Awards – Cash Payment | All outstanding performance stock unit grants, stock options, and restricted stock awards will become vested, to the extent not previously forfeited or terminated. | All outstanding performance stock unit grants, stock options, and restricted stock awards will become vested, to the extent not previously forfeited or terminated. | All outstanding performance stock unit grants, stock options, and restricted stock awards will become vested, to the extent not previously forfeited or terminated. | All outstanding performance stock unit grants, stock options, and restricted stock awards will become vested, to the extent not previously forfeited or terminated. | ||
Certain Benefits and Perquisites | Health coverage, long term disability protection, life insurance protection for two years, and outplacement services for one year. | Health coverage, long term disability protection, life insurance protection and outplacement services for one year. | Health coverage, long term disability protection, life insurance protection for two years, and outplacement services for one year. | Health coverage, long term disability protection, life insurance protection for two years, and outplacement services for one year. | ||
(2) With respect to Ms. Horton and Mr. Harmon, these severance benefits were available only in the event of their respective termination without cause or |
2020 Proxy Statement | 45
Termination by reason of death or disability | Cash Payment | Base salary and annual bonus accrued and unpaid to the date of death or disability. | Base salary and annual bonus accrued and unpaid to the date of death or disability. | Base salary and annual bonus accrued and unpaid to the date of death or disability. | Base salary and annual bonus accrued and unpaid to the date of death or disability. |
| Certain Benefits and Perquisites | Any amounts payable under any employee benefit plan of the Company in accordance with the terms of such plan.
If Mr. Banyard and/or his surviving spouse and dependents properly elect continued medical coverage in accordance with Code Section 4980B, the Company shall pay the entire cost of the premiums for such continued medical coverage for the longer of (A) the maximum required period of coverage under Code Section 4980B(f) or (B) 24 months. | Any amounts payable under any employee benefit plan of the Company in accordance with the terms of such plan.
If Mr. Brackman and/or his surviving spouse and dependents properly elect continued medical coverage in accordance with Code Section 4980B, the Company shall pay the entire cost of the premiums for such continued medical coverage for the longer of (A) the maximum required period of coverage under Code Section 4980B(f) or (B) 12 months. | Any amounts payable under any employee benefit plan of the Company in accordance with the terms of such plan.
| Any amounts payable under any employee benefit plan of the Company in accordance with the terms of such plan. |
Termination with cause or voluntary resignation | Other Terms | If Mr. Banyard is terminated by the Company for cause or resigns other than for good reason, then he is entitled only to compensation earned prior to the date of termination that has not yet been paid, and is subject to a two year non-compete agreement. | If Mr. Brackman is terminated by the Company for cause or resigns other than for good reason, then he is entitled only to compensation earned prior to the date of termination that has not yet been paid, and is subject to a one year non-compete agreement. | If Ms. Horton is terminated by the Company for cause or resigns other than for good reason, then she is entitled only to compensation earned prior to the date of termination that has not yet been paid. | If Mr. Harmon is terminated by the Company for cause or resigns other than for good reason, then he is entitled only to compensation earned prior to the date of termination that has not yet been paid. |
(1) With respect to Ms. Horton these benefits apply only in the event of her termination without cause or for good reason within 180 days following a change in control.
4346 | Myers Industries, Inc.
Summary of Potential Termination Payments and Benefits
The following table summarizes the value of the termination payments and benefits that each of our NEOs would receive if he or she had terminated employment on December 31, 20182019, under the circumstances shown.
Name |
| Termination for Cause or Voluntary Resignation(1) |
| Termination without Cause or for Good Reason |
| Retirement(2) |
| Death |
| Disability(3) |
| Termination without Cause or Resignation for Good Reason in connection with a Change of Control |
| Actual Termination Amounts Received |
| Termination for Cause or Voluntary Resignation |
| Termination without Cause or for Good Reason |
| Retirement(1) |
| Death |
| Disability(2) |
| Termination without Cause or Resignation for Good Reason in connection with a Change of Control |
| |||
R. David Banyard |
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||
Cash Severance |
| - |
| 1,437,880 |
| - |
| 13,826 |
| 13,826 |
| 1,437,880 |
| - | ||||||||||||||||
Andrean Horton |
|
|
|
|
|
|
|
|
|
|
|
|
| |||||||||||||||||
Cash Severance(3) |
| - |
| $100,000 |
| - |
| $107,212 |
| $107,212 |
| $850,000 |
| |||||||||||||||||
Bonus Severance |
| - |
| 1,437,880 |
| - |
| - |
| - |
| 1,437,880 |
| - |
| - |
| - |
| - |
| - |
| - |
| $675,000 |
| |||
Other Benefits |
| - |
| 72,043 |
| - |
| 302,109 |
| 52,109 |
| 72,043 |
| - |
| - |
| - |
| - |
| $250,000 |
| - |
| $ 19,979 |
| |||
Equity Acceleration(3) |
| - |
| 4,075,806 |
| - |
| 4,075,806 |
| 4,075,806 |
| 4,075,806 |
| - | ||||||||||||||||
Equity Acceleration(4) |
| - |
| $346,057 |
| - |
| $346,057 |
| $346,057 |
| $346,057 |
| |||||||||||||||||
Total |
| - |
| 7,023,609 |
| - |
| 4,391,741 |
| 4,141,741 |
| 7,023,609 |
| - |
| - |
| $446,057 |
| - |
| $703,269 |
| $453,269 |
| $1,891,036 |
| |||
Matteo Anversa |
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||
Kevin Brackman |
|
|
|
|
|
|
|
|
|
|
|
|
| |||||||||||||||||
Cash Severance(3) |
| - |
| $450,000 |
| - |
| $106,731 |
| $106,731 |
| $450,000 |
| |||||||||||||||||
Bonus Severance |
| - |
| $420,000 |
| - |
| - |
| - |
| $420,000 |
| |||||||||||||||||
Other Benefits |
| - |
| $ 35,031 |
| - |
| $774,934 |
| $17,291 |
| $ 35,031 |
| |||||||||||||||||
Equity Acceleration(4) |
| - |
| $587,976 |
| - |
| $587,976 |
| $587,976 |
| $587,976 |
| |||||||||||||||||
Total |
| - |
| $1,493,007 |
| - |
| $1,469,641 |
| $711,998 |
| $1,493,007 |
| |||||||||||||||||
Thomas Harmon |
|
|
|
|
|
|
|
|
|
|
|
|
| |||||||||||||||||
Cash Severance(3)(5) |
| $(100,000) |
| $100,000 |
| - |
| $106,538 |
| $106,538 |
| $780,000 |
| |||||||||||||||||
Bonus Severance |
|
|
|
|
| - |
| - |
| - |
| $510,000 |
| |||||||||||||||||
Other Benefits |
|
|
|
|
| - |
| $266,622 |
| $34,582 |
| $ 51,177 |
| |||||||||||||||||
Equity Acceleration(4) |
|
|
| $198,812 |
| - |
| $198,812 |
| $198,812 |
| $198,812 |
| |||||||||||||||||
Total |
| $(100,000) |
| $298,812 |
| - |
| $571,973 |
| $339,933 |
| $1,539,989 |
| |||||||||||||||||
R. David Banyard(6) |
|
|
|
|
|
|
|
|
|
|
|
|
| |||||||||||||||||
Cash Severance |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
|
|
|
|
|
|
|
|
|
|
| |||
Bonus Severance |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
|
|
|
|
|
|
|
|
|
|
| |||
Other Benefits |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
|
|
|
|
|
|
|
|
|
|
| |||
Equity Acceleration |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
|
|
|
|
|
|
|
|
|
|
| |||
Total |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
| - |
|
|
|
|
|
|
|
|
|
|
| |||
Kevin Brackman |
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||
Cash Severance |
| - |
| 350,000 |
| - |
| 7,212 |
| 7,212 |
| 350,000 |
| - | ||||||||||||||||
Bonus Severance |
| - |
| 210,000 |
| - |
| - |
| - |
| 210,000 |
| - | ||||||||||||||||
Other Benefits |
| - |
| 35,536 |
| - |
| 785,592 |
| 35,592 |
| 35,536 |
| - | ||||||||||||||||
Equity Acceleration(4) |
| - |
| 320,316 |
| - |
| 320,316 |
| 320,316 |
| 320,316 |
| - | ||||||||||||||||
Total |
| - |
| 915,852 |
| - |
| 1,113,120 |
| 363,120 |
| 915,852 |
| - | ||||||||||||||||
Andrean Horton |
|
|
|
|
|
|
|
|
|
|
|
|
|
| ||||||||||||||||
Cash Severance |
| - |
| - |
| - |
| 7,212 |
| 7,212 |
| 750,000 |
| - | ||||||||||||||||
Bonus Severance |
| - |
| - |
| - |
| - |
| - |
| 450,000 |
| - | ||||||||||||||||
Other Benefits |
| - |
| - |
| - |
| 250,000 |
| - |
| 19,979 |
| - | ||||||||||||||||
Equity Acceleration |
| - |
| - |
| - |
| - |
| - |
| - |
| - | ||||||||||||||||
Total |
|
|
|
|
|
|
| 257,212 |
| 7,212 |
| 1,219,979 |
|
|
(1) |
|
| None of the NEOs were eligible for retirement benefits as of December 31, |
| Values for these amounts are based on an assumption of total disability at December 31, |
(3) | Values for these amounts include acceleration of cash-based retention awards granted on October 16, 2019. |
(4) | Values for these amounts are based on the closing price of our common stock on December 31, |
(5) | Mr. Harmon received a $100,000 signing bonus which is subject to disgorgement if his employment with the Company is terminated for cause or voluntarily prior to September 30, 2021. |
(6) | Mr. Banyard’s employment terminated upon his voluntary resignation effective October 25, 2019 and he received no severance benefits. |
Policies and Procedures with Respect to Related Party Transactions
The Board is committed to upholding the highest legal and ethical conduct in fulfilling its responsibilities and recognizes that related party transactions can present a heightened risk of potential or actual conflicts of interest. Accordingly, it is our preference, as a general rule, to avoid related party transactions. No related party transactions occurred during fiscal year 2018.2019.
Our Governance Committee reviews all relationships and transactions in which we and our directors, nominees for director and executive officers or their immediate family members are participants to determine whether such persons have a direct or indirect material interest. In addition, under Code of Business Conduct and Ethics, our Audit Committee is responsible for reviewing and investigating any matters pertaining to our ethical codes of conduct, including conflicts of interest.
44 2020 Proxy Statement | 47
As a result of rules adopted under the Dodd-Frank Wall Street Reform and Consumer Protection Act, the SEC has adopted a rule requiring annual disclosure of the ratio of the median employee’s annual total compensation to the total annual compensation of the principal executive officer (in the Company’s case, the CEO). In determining the median employee, a listing of all employees (the Company’s full employee population, but excluding the CEO) as of December 17,31, 2018, was prepared and the Company applied a “consistently applied compensation measure” to determine the median employee. For the consistently applied compensation measure, the Company looked to annual base salaries of employees for 2018. We used an annual base salary as our consistently applied compensation measure as it represents the primary compensation component paid to all of our employees. Non-U.S. employees were included in the determination of the median employee compensation, with the salary amounts of such non-U.S. employees converted to U.S. dollars using the applicable exchange rate as of December 17,31, 2018.
Mr. Banyard, the Company’s CEO, had 2018The annual total compensation paid to our CEOs in 2019 on a pro rata basis based on their time of $4,076,952,service was $2,303,159, as reflected in the Summary Compensation Table information included in this Proxy Statement. The annual total compensation for 20182019 of our median employee (other than the CEO) was calculated in accordance with the requirements of the Summary Compensation Table and determined to be $39,810. Mr. Banyard’s$39,929. Our CEO annual total compensation was approximately 102.4157.68 times that of our median employee in 2018.2019.
The SEC rules for identifying the median compensated employee and calculating the pay ratio based on that employee’s annual total compensation allow companies to adopt a variety of methodologies, to apply certain exclusions, and to make reasonable estimates and assumptions that reflect their compensation practices. Accordingly, the pay ratio reported by other companies may not be comparable to the pay ratio reported above, as other companies may have different employment and compensation practices and may utilize different methodologies, exclusions, estimates and assumptions in calculating their own pay ratios.
4548 | Myers Industries, Inc.
Security Ownership of Certain Beneficial Owners and Management
The following table shows the number of shares of our common stock beneficially owned as of March 11, 201918, 2020, (unless otherwise indicated) by:
Each shareholder known by us to be the beneficial owner of more than 5% of our common stock;
Each of the Company’s directors and director nominees;
Each named executive officer in our summary compensation table; and
All of our current directors and officers as a group
A beneficial owner of stock is a person who has sole or shared voting power, meaning the power to control voting decisions, or sole or shared investment power, meaning the power to cause the sale of the stock. All individuals listed in the table have sole voting and investment power over the shares unless otherwise noted. The Company had no preferred stock issued or outstanding.
|
| Shares Beneficially Owned |
|
| Percent of Shares Outstanding(1) |
| Shares Beneficially Owned |
|
| Percent of Shares Outstanding(1) | ||||
Greater Than 5% Owners(2) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
GAMCO Investors, Inc.(3) |
| 7,162,144 |
|
| 20.24% |
| 6,857,255 |
|
| 19.2% | ||||
One Corporate Center 401 Theodore Frems Ave. Rye, NY 10580-1422 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
T. Rowe Price Associates, Inc.(4) |
| 4,723,123 |
|
| 13.35% | |||||||||
BlackRock, Inc.(4) |
| 5,587,513 |
|
| 15.6% | |||||||||
55 East 52nd Street New York, NY 10055 |
|
|
|
|
|
|
| |||||||
T. Rowe Price Associates, Inc.(5) |
| 3,195,200 |
|
| 8.9% | |||||||||
100 East Pratt Street Baltimore, Maryland 21202 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
BlackRock, Inc.(5) |
| 5,137,165 |
|
| 14.52% | |||||||||
55 East 52nd Street New York, NY 10055 |
|
|
|
|
|
|
| |||||||
The Vanguard Group(6) |
| 2,232,015 |
|
| 6.31% |
| 2,460,062 |
|
| 6.9% | ||||
100 Vanguard Blvd. Malvern, PA 19355 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Directors, Nominees, and Named Executive Officers(7,8) |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Matteo Anversa |
| 5,233 |
|
| * | |||||||||
R. David Banyard |
| 170,318 |
|
| * |
| 61,848 |
|
| * | ||||
Kevin Brackman |
| 4,078 |
|
| * |
| 29,685 |
|
| * | ||||
Thomas Harmon |
| 0 |
|
| * | |||||||||
Andrean Horton |
| 7,185 |
|
| * | |||||||||
Michael McGaugh |
| 25,000 |
|
| * | |||||||||
Sarah R. Coffin(9) |
| 20,029 |
|
| * |
| 19,999 |
|
| * | ||||
Ronald M. De Feo(10) |
| 0 |
|
| * |
| 10,000 |
|
| * | ||||
William A. Foley(11) |
| 18,020 |
|
| * |
| 18,020 |
|
| * | ||||
Andrean Horton |
| 0 |
|
| * | |||||||||
F. Jack Liebau, Jr. (12) |
| 28,957 |
|
| * | |||||||||
Bruce Lisman(13) |
| 19,057 |
|
| * | |||||||||
Lori Lutey(14) |
| 0 |
|
| * | |||||||||
Jane Scaccetti(15) |
| 17,171 |
|
| * | |||||||||
Robert A. Stefanko(16) |
| 13,744 |
|
| * | |||||||||
F. Jack Liebau, Jr. (10) |
| 32,038 |
|
| * | |||||||||
Bruce Lisman(10) |
| 24,138 |
|
| * | |||||||||
Lori Lutey(10) |
| 2,123 |
|
| * | |||||||||
Jane Scaccetti(10) |
| 20,252 |
|
| * | |||||||||
Robert A. Stefanko(12) |
| 13,744 |
|
| * | |||||||||
All Directors, Nominees and Named Executive Officers as a group (12 persons) |
| 296,607 |
|
| * |
| 264,062 |
|
| * |
* | Less than 1% ownership |
(1) | The percentage of shares beneficially owned is based on |
2020 Proxy Statement | 49
(2) | According to filings made with the SEC, this party or an affiliate has dispositive and/or voting power over the shares. Number of shares of common stock beneficially owned is the amount reflected in the most recent Schedule 13D or Schedule 13G filed by such party with the SEC. |
46
(4) | According to a Schedule 13G/A filed February 4, 2020, Blackrock, Inc. possessed sole power to vote with respect to 5,529,987 of these shares, sole power to direct the disposition with respect to 5,587,513 of these shares, and shared power to vote and shared power to direct the disposition with respect to none of these shares. |
(5) | According to the Schedule 13G/A filed February 14, |
|
|
(6) | According to a Schedule 13G/A filed February |
(7) | Unless otherwise noted, the beneficial owner uses the same address as the address of the principal office of the Company for its business address and c/o the Company for any business at which he or she is employed. |
(8) | According to filings made with the SEC, this party or an affiliate has dispositive and/or voting power over the shares. Unless otherwise indicated, none of the persons listed beneficially owns one percent or more of the outstanding shares of common stock. |
(9) | The table does not reflect (i) 200 shares held in a trust for which this director serves as trustee and disclaims beneficial ownership, (ii) 11,678 share awards that have been deferred by this director that will be converted into common stock upon the lapse of the deferral period, or (ii) |
(10) | The table does not reflect |
(11) | The table does not reflect (i) |
(12) | The table does not reflect |
|
|
(14) The table does not reflect 2,123 restricted stock units awarded to this director for a pro rata portion of the 2018-2019 term in connection with her appointment to the Board until the 2019 Annual Meeting of Shareholders, at which time her awards will vest.
|
|
(16) The table does not reflect (i) 19,563 share awards that have been deferred by this director that will be converted into common stock upon the lapse of the deferral period, or (ii) 3,081 restricted stock units awarded to this director on April 25, 2018, with respect to his current service commencing on that date until the 2019 Annual Meeting of Shareholders, at which time his awards will vest.
Section 16(a) Beneficial Ownership Reporting Compliance
Section 16(a) of the Exchange Act requires Myers Industries’ directors, officers and persons who own more than ten percent of its common stock (“Section 16 Filers”) to file reports of ownership and changes in ownership with the SEC and to furnish 50 | Myers Industries, with copies of all such forms they file. These reports can be viewed on the SEC’s website at www.sec.gov. For the year ended December 31, 2018, based solely on the review of copies of reports furnished to us or written representations that no reports were required, we believe that all Section 16(a) filing requirements were met in the last fiscal year by our Section 16 Filers.
47Inc.
PROPOSAL NO. 3 — RATIFICATION OF APPOINTMENT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
The Audit Committee is responsible for the appointment, compensation, retention and oversight of the Company’s independent registered public accounting firm. In accordance with these responsibilities, the Audit Committee appointed Ernst & Young LLP (“EY”) as the Company’s independent registered public accounting firm to audit the Company’s consolidated financial statements for the year ended December 31, 2018.2019. Additional information regarding the services provided to the Company by EY during 20182019 is set forth below, under the section titled “Matters Relating to the Independent Registered Public Accounting Firm.”
In selecting EY as the Company’s independent registered public accounting firm, the Audit Committee considered a variety of factors, including:
The firm’s independence and internal quality controls
The overall depth of talent
EY’s experience with the Company’s industry and companies of similar scale and size
In determining whether to reappoint EY as the Company’s independent registered public accounting firm for the year ending December 31, 2019,2020, the Audit Committee again took those factors into consideration along with its evaluation of the past performance of EY and EY’s familiarity with the Company’s business and internal control over financial reporting. EY’s audit report appears in our Annual Report on Form 10-K for the fiscal year ended December 31, 2018.2019.
In accordance with SEC rules and EY policies, audit partners are subject to rotation requirements to limit the number of consecutive years an individual partner may provide audit service to our company. For lead and concurring review audit partners, the maximum number of consecutive years of service in that capacity is five years. The process for selection of the lead audit partner under this rotation policy involves discussions with EY regarding qualified audit experience and ability to devote the time necessary to serve as lead audit partner. The current EY lead audit partner at EY for the Company was appointed in 2017.
The Audit Committee believes that the continued retention of EY as our independent registered public accounting firm is in the best interest of the Company and our shareholders and, although shareholder ratification is not required under the laws of the State of Ohio, we are asking shareholders to ratify the selection of EY as our independent registered public accounting firm for 2019,2020, in order to provide a means by which our shareholders may communicate their opinions to the Audit Committee. If our shareholders do not ratify the appointment of EY, the Audit Committee will reconsider the appointment, but is not obligated to change the appointment, and may for other reasons be unable to make another appointment.
The Board of Directors recommends that you vote “FOR” Proposal 3
relating to the ratification of the appointment of Ernst & Young LLP
48 2020 Proxy Statement | 51
Matters Relating to the Independent Registered Public Accounting Firm
EY Representatives at Annual Meeting
EY audited the books and records of the Company for the years ended December 31, 20182019 and 2017.2018. Representatives of EY are expected to be available at the Annual Meeting to respond to appropriate questions and will be given the opportunity to make a statement if they desire to do so.
A description of the fees billed to the Company by EY for the years ended December 31, 20182019 and 20172018 is set forth in the table below.
EY was first retained by the Audit Committee in 2011. The Audit Committee reviewed the non-audit services provided by EY during the year ended December 31, 2018,2019, and determined that the provision of such non-audit services was compatible with maintaining its independence (see “Audit Committee Report” on page 50)53).
|
| 2018 |
| 2017 |
| 2019 | 2018 |
| ||||||
Audit Fees(1) | $ | 1,795,500 |
| $ | 1,950,000 |
| $ | 1,680,000 |
| $ | 1,751,000 |
| ||
Audit Related Fees(2) | $ | — |
| $ | — |
| $ | 14,000 |
| $ | — |
| ||
Tax Fees (3) | $ | 57,000 |
| $ | 320,000 |
| $ | 10,000 |
| $ | 57,000 |
| ||
All Other Fees(4) |
| — |
|
| 2,000 |
| $ | 32,200 |
| $ | 7,200 |
| ||
Total Fees | $ | 1,852,500 |
| $ | 2,272,000 |
| $ | 1,736,200 |
| $ | 1,815,200 |
|
(1) | Professional fees for the audit of the annual financial statements and the review of the quarterly financial statements. |
(2) | Fees for assurance and related services reasonably related to merger and acquisition activities. |
(3) | Professional fees for tax compliance, tax advice, and tax planning. |
(4) | Fees for all other products and services. |
The Audit Committee’s Pre-Approval Policy requires the pre-approval of all audit and permissible non-audit services provided by the independent registered public accounting firm. These services may include audit services, audit-related services, tax services and other services. Pre-approval is provided for up to one year and any pre-approval is detailed as to the particular service or category of services and is generally subject to a specific fee range or budget. The independent registered public accounting firm and management are required to periodically report to the Audit Committee regarding the extent of services provided by the independent registered public accounting firm in accordance with this policy, and the fees for the services performed to date. During 2018,2019, all services were pre-approved by the Audit Committee in accordance with the policy. The Pre-Approval Policy is available on the “Corporate Governance” page accessed from the “Investor Relations” page of our website at: www.myersindustries.com.
4952 | Myers Industries, Inc.
The information contained in this report shall not be deemed to be “soliciting material” or “filed” with the SEC or subject to the liabilities of Section 18 of the Exchange Act, except to the extent that we specifically incorporate it by reference into a document filed under the Securities Act or Exchange Act.
The Audit Committee, which is composed of five independent directors, is responsible for assisting the Board in fulfilling its oversight responsibilities pertaining to the accounting, auditing and financial reporting processes of the Company. The duties and responsibilities of the Audit Committee are set forth in the Audit Committee Charter, which is published on the Company’s website (www.myersindustries.com) on the “Corporate Governance” page under the Investor Relations section (and can be found directly here: http://s2.q4cdn.com/555961355/files/doc_downloads/corp-gov/2017/Audit-Committee-Charter-Amended-11-2-2017.pdf).
Management is responsible for establishing and maintaining the Company’s internal control over financial reporting and for preparing financial statements in accordance with accounting principles generally accepted in the United States of America. The Audit Committee is directly responsible for the appointment, oversight, compensation and retention of EY, the independent registered public accounting firm for the Company since 2011. For additional information regarding the Audit Committee’s assessment of EY and tenure of EY as the Company’s independent registered public accounting firm, see “Proposal No. 3 – Ratification of Appointment of Independent Registered Public Accounting Firm beginning on page 48.51. EY is responsible for performing an independent audit of the Company’s annual financial statements and expressing an opinion on:
The conformity, in all material respects, of the Company’s financial statements with accounting principles generally accepted in the United States of America and
The effectiveness of internal control over financial reporting
Each member of the Audit Committee is financially literate and independent as defined under the Board of Directors Independence Criteria policy and the independence standards set by the NYSE for both directors and audit committee members. The Board has identified each of F. Jack Liebau, Jr. (ex officio), Lori Lutey, Jane Scaccetti and Robert A. Stefanko as an “audit committee financial expert.”
The Audit Committee’s responsibility is one of oversight. Members of the Audit Committee rely on the information provided and the representations made to them by management, which has primary responsibility for establishing and maintaining appropriate internal control over financial reporting, and for the Company’s financial statements and reports; and by the independent registered public accounting firm, which is responsible for performing an audit in accordance with Standards of the Public Company Accounting Oversight Board — United States (“PCAOB”) and expressing an opinion on:
The conformity, in all material respects, of the Company’s financial statements with accounting principles generally accepted in the United States of America
The effectiveness of internal control over financial reporting
In the performance of our duties we have:
Reviewed and discussed with management the Company’s audited financial statements as of and for the year ended December 31, 20182019
Discussed with EY, among other matters, the fair and complete presentation of the Company’s results, the assessment of the Company’s internal control over financial reporting, significant accounting policies applied in the Company’s financial statements, as well as, when applicable, alternative accounting treatments and the matters required to be discussed by Auditing Standard No. 16 (PCAOB 2012-01) and the rules of the SEC
50 2020 Proxy Statement | 53
Received the written disclosures and the letter from EY required by applicable requirements of the PCAOB Rule 3526 regarding EY’s communications with the Audit Committee concerning independence, and discussed with EY its independence from the Company and its management. As part of that review, we received the written disclosures and the letter required by applicable requirements of the PCAOB regarding the independent accountant’s communications with the Audit Committee concerning independence, and the Committee discussed the independence of the independent registered public accounting firm
The Audit Committee also considered whether the independent registered public accounting firm’s provision of non-audit services to the Company is compatible with the auditor’s independence
The Audit Committee concluded that the independent registered public accounting firm is independent from the Company and its management
Based on the reviews and discussions referred to above, and exercising our business judgment, we recommended to the Board that the financial statements referred to above be included in this Proxy Statement and incorporated by reference in the Company’s Annual Report on Form 10-K for the year ended December 31, 2018.2019. We have selected EY as the Company’s independent registered public accounting firm for fiscal 2019,2020, and have approved submitting the selection of the independent registered public accounting firm for ratification by the shareholders.
The foregoing report has been furnished by the current members of the Audit Committee, being:
Robert A. Stefanko, Chair and Presiding Director, Sarah R. Coffin, F. Jack Liebau, Jr. (ex officio), Lori Lutey, and Jane Scaccetti
5154 | Myers Industries, Inc.
General Information About the Meeting and Voting
Meeting Time and Applicable Dates | This Proxy Statement is furnished in connection with the solicitation by the Board of Myers Industries, Inc., an Ohio corporation, of the accompanying proxy to be voted at the Annual Meeting to be held on Wednesday, April | |
Attending the Meeting Online
| Myers Industries will host the Shareholders may vote and submit questions in accordance with the rules of conduct for the Annual Meeting while attending You will need the information printed in the box marked by an arrow included on your proxy card (if you received a printed copy of the proxy materials) in order to be able to vote your shares or submit questions during the meeting. Instructions on how to connect and participate via the internet, including how to demonstrate proof of stock ownership, are posted at www.virtualshareholdermeeting.com/ If you do not have the information provided on your notice or proxy card, you will be able to listen to the meeting only — you will not be able to vote or submit questions during the meeting. | |
Proxy Voting
| If your shares are registered directly in your name with our transfer agent, then you are a shareholder of record with respect to those shares and you may either vote live via webcast or in person at the Annual Meeting or by using the enclosed proxy card to vote by telephone, by internet, or by signing, dating and returning the proxy card in the envelope provided. Whether or not you plan to attend the Annual Meeting MYERS INDUSTRIES, INC. INVESTOR RELATIONS 1293 SOUTH MAIN STREET AKRON, OH 44301 (330) 761-6212
| |
Proxy Revocation and Voting in Person
| A shareholder who has given a proxy may revoke it at any time prior to its exercise by: | |
• | Executing and delivering to the Secretary of the Company a later dated proxy reflecting contrary instructions | |
|
| |
• | Participating live in the Annual Meeting via webcast or in person (if permitted under current federal or state restrictions) and taking appropriate steps to vote in person, or | |
|
| |
• | Giving written notice of such revocation to the Secretary of the Company |
52 2020 Proxy Statement | 55
Proxies, ballots and voting tabulations are handled on a confidential basis to protect your voting privacy. This information will not be disclosed to anyone outside of the Company or its agents except as required by law. | |
Participants in the Proxy Solicitation | This Proxy Statement is furnished in connection with the solicitation of proxies by the Company, the current directors and the nominees for election as director to be used at the Annual Meeting and any adjournment thereof. |
Outstanding Shares and Quorum | On the record date, Myers Industries had outstanding |
Proxy Instructions | All shares of common stock represented by properly executed proxies who are returned and not revoked will be voted in accordance with the instructions, if any, given therein. If no instructions are provided in a proxy, the shares of common stock represented by such proxy will be voted “For” the Board’s nominees for director, “For” the approval of the Company’s executive compensation, “For” the ratification of the appointment of EY, and in accordance with the proxy-holder’s best judgment as to other matters, if any, which may be properly raised at the Annual Meeting. |
Inspector of Election
| The inspector of election for the Annual Meeting shall determine the number of votes cast by holders of common stock for all matters. The Board has appointed Broadridge Financial Solutions, Inc. as the inspector of election to serve at the Annual Meeting. Preliminary voting results will be announced at the Annual Meeting, if practicable. Final voting results will be filed on a Current Report on Form 8-K, which will be filed with the SEC. |
Address of Company
| The mailing address of the principal executive offices of the Company is: 1293 South Main Street, Akron, Ohio 44301. |
Mailing Date | This Proxy Statement, together with the related proxy card and our |
Availability on the Internet |
This Proxy Statement and the Company’s |
5356 | Myers Industries, Inc.
Executive Officers of the Company
Disclosure regarding the executive officers of the Company is set forth in the Company’s Annual Report on Form 10-K for the year ended December 31, 20182019, filed with the SEC under the heading “Directors and Executive Officers of the Registrant,” which is incorporated into this Proxy Statement by reference. This Annual Report will be delivered to our shareholders with the Proxy Statement. Copies of our filings with the SEC, including the Annual Report, are available to any shareholder through the SEC’s website at www.sec.gov or in person at the SEC’s Public Reference Room at 100 F Street, N.E., Room 1580, Washington, DC 20549. Information regarding operations of the Public Reference Room may also be obtained by calling the SEC at 1-800-SEC-0330. Shareholders may also access our SEC filings free of charge on our own website at www.myersindustries.com. The content of our website is available for informational purposes only, and is not incorporated by reference into this Proxy Statement.
Shareholder Proposals for Inclusion in Proxy Statement
Any shareholder who intends to present a proposal at the Company’s next Annual Meeting to be held in April 20202021 must deliver a signed letter of proposal to the following address: Corporate Governance and Nominating Committee, c/o Secretary, Myers Industries, Inc., 1293 South Main Street, Akron, Ohio 44301:
Not later than November 21, 2019,25, 2020, if the proposal is submitted for inclusion in the Company’s proxy materials for the Annual Meeting pursuant to Rule 14a-8 under the Exchange Act, or
Not earlier than January 23, 202029, 2021, and not later than February 22, 202028, 2021 (subject to announcement of the Annual Meeting date, as described below), if the proposal is submitted pursuant to the Company’s Amended and Restated Code of Regulations
In accordance with our Amended and Restated Code of Regulations, a shareholder may submit notice of a shareholder proposal that it intends to raise at our Annual Meeting (and not desiring to be included in the Company’s proxy statement) only if advance written notice of such intention is received by the Secretary not less than sixty (60) days nor more than ninety (90) days prior to the date of such Annual Meeting of shareholders. In the event that the date of such meeting is not publicly disclosed at least seventy (70) days prior to the date of such meeting, written notice of such shareholder’s intent to submit a proposal must be received by the Secretary not later than the close of business on the tenth (10th) day following the date on which notice of such meeting is first provided to the shareholders. A shareholder wishing to submit a shareholder proposal must follow the procedure outlined in Article I, Section 11 of our Amended and Restated Code of Regulations, titled “Advance Notice of Shareholder Proposals” and then send a signed letter of proposal to the following address: Corporate Governance and Nominating Committee, c/o Secretary, Myers Industries, Inc., 1293 South Main Street, Akron, Ohio 44301. The Company disclosed the date of the 20192020 Annual Meeting on February 12, 2019,18, 2020, and received no proposals satisfying the requirements of Rule 14a-8 under the Exchange Act or the Company’s Amended and Restated Code of Regulations. The Company intends to hold its 20202021 Annual Meeting of Shareholders on April 22, 2020.28, 2021.
The submission of such a notice does not ensure that a proposal can be raised at our Annual Meeting.
The Compensation Committee Report and the Audit Committee Report (including reference to the independence of the Audit Committee members) are not deemed filed with the SEC or subject to the liabilities of Section 18 of the Exchange Act, and shall not be deemed incorporated by reference into any prior or future filings made by us under the Securities Act, or the Exchange Act, except to the extent that we specifically incorporate such information by reference. The section of this proxy entitled “Compensation Discussion and Analysis” is specifically incorporated by reference in the Company’s Annual Report on Form 10-K for the year ended December 31, 2018.2019.
54 2020 Proxy Statement | 57
The accompanying proxy is solicited by and on behalf of the Board, whose notice of meeting is attached to this Proxy Statement, and the entire cost of such solicitation will be borne by Myers Industries. In addition to the use of the mail, proxies may be solicited by personal interview and telephone by directors, officers and employees of Myers Industries. Arrangements will be made with brokerage houses and other custodians, nominees and fiduciaries for the forwarding of solicitation material to the beneficial owners of stock held of record by such persons, and Myers Industries will reimburse them for reasonable out-of-pocket expenses incurred by them in connection therewith.
Although a copy of the Annual Report on Form 10-K is provided to you at the time of delivery of the definitive Proxy Statement, we will mail without charge, upon written request, a copy of our Annual Report on Form 10-K for the year ended December 31, 2018,2019, including the consolidated financial statements, schedules and list of exhibits, and any particular exhibit specifically requested. Requests should be sent to: Myers Industries, Inc., 1293 South Main Street, Akron, Ohio 44301, Attn: Investor Relations. The Annual Report on Form 10-K is also available at www.myersindustries.com and at the SEC’s website at www.sec.gov.
Notice Regarding Delivery of Security Holder Documents
The SEC now permits companies to send a single set of annual disclosure documents to any household at which two or more shareholders reside, unless contrary instructions have been received, but only if the Company provides advance notice and follows certain procedures. In such cases, such shareholders continue to receive a separate notice of the meeting and proxy card. This “householding” process reduces the volume of duplicate information and reduces printing and mailing expenses. We have not instituted householding for shareholders of record; however, a number of brokerage firms may have instituted householding for beneficial owners of the Company’s shares of common stock held through such brokerage firms. If your family has multiple accounts holding shares of common stock of the Company, you already may have received householding notification from your broker. Please contact your broker directly if you have any questions or require additional copies of the annual disclosure documents. The broker will arrange for delivery of a separate copy of this Proxy Statement or our Annual Report promptly upon your written or oral request. You may decide at any time to revoke your decision to household, and thereby receive multiple copies.
Myers Industries,Industries, Inc.® is a registered trademark of the Company.
5558 | Myers Industries, Inc.
APPENDIX A – MYERS INDUSTRIES, INC.
Reconciliation of non-GAAP Financial Measures
Gross Profit, Operating Income and EBITDA (unaudited)
(Dollars in thousands)
|
| Year Ended December 31, 2019 |
| |||||||||||||||||
|
| Material Handling |
|
| Distribution |
|
| Segment Total |
|
| Corporate & Other |
|
| Total |
| |||||
GAAP Net sales |
| $ | 356,407 |
|
| $ | 159,349 |
|
| $ | 515,756 |
|
| $ | (58 | ) |
| $ | 515,698 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
GAAP Gross profit |
|
|
|
|
|
|
|
|
|
| 171,312 |
|
|
| — |
|
|
| 171,312 |
|
Add: Restructuring expenses and other adjustments |
|
|
|
|
|
|
|
|
|
| 172 |
|
|
| — |
|
|
| 172 |
|
Gross profit as adjusted |
|
|
|
|
|
|
|
|
|
| 171,484 |
|
|
| — |
|
|
| 171,484 |
|
Gross profit margin as adjusted |
|
|
|
|
|
|
|
|
|
| 33.2 | % |
| n/a |
|
|
| 33.3 | % | |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
GAAP Operating income (loss) |
|
| 53,144 |
|
|
| 10,076 |
|
|
| 63,220 |
|
|
| (25,954 | ) |
|
| 37,266 |
|
Add: Restructuring expenses and other adjustments(1) |
|
| 172 |
|
|
| 865 |
|
|
| 1,037 |
|
|
| 265 |
|
|
| 1,302 |
|
Add: Tuffy acquisition costs |
|
| — |
|
|
| 274 |
|
|
| 274 |
|
|
| 316 |
|
|
| 590 |
|
Add: Asset impairment |
|
| 916 |
|
|
| — |
|
|
| 916 |
|
|
| — |
|
|
| 916 |
|
Add: Environmental charges |
|
| — |
|
|
| — |
|
|
| — |
|
|
| 4,000 |
|
|
| 4,000 |
|
Less: CEO stock award reversal |
|
| — |
|
|
| — |
|
|
| — |
|
|
| (2,031 | ) |
|
| (2,031 | ) |
Operating income (loss) as adjusted |
|
| 54,232 |
|
|
| 11,215 |
|
|
| 65,447 |
|
|
| (23,404 | ) |
|
| 42,043 |
|
Operating income margin as adjusted |
|
| 15.2 | % |
|
| 7.0 | % |
|
| 12.7 | % |
| n/a |
|
|
| 8.2 | % | |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Add: Depreciation and amortization |
|
| 21,282 |
|
|
| 1,501 |
|
|
| 22,783 |
|
|
| 413 |
|
|
| 23,196 |
|
Less: Depreciation adjustments |
|
| (44 | ) |
|
| — |
|
|
| (44 | ) |
|
| — |
|
|
| (44 | ) |
EBITDA as adjusted |
| $ | 75,470 |
|
| $ | 12,716 |
|
| $ | 88,186 |
|
| $ | (22,991 | ) |
| $ | 65,195 |
|
EBITDA margin as adjusted |
|
| 21.2 | % |
|
| 8.0 | % |
|
| 17.1 | % |
| n/a |
|
|
| 12.6 | % | |
(1) Includes gross profit adjustments of $172 and SG&A adjustments of $1,130 |
| |||||||||||||||||||
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
| Year Ended December 31, 2018 |
| |||||||||||||||||
|
| Material Handling |
|
| Distribution |
|
| Segment Total |
|
| Corporate & Other |
|
| Total |
| |||||
GAAP Net sales |
| $ | 417,199 |
|
| $ | 149,636 |
|
| $ | 566,835 |
|
| $ | (100 | ) |
| $ | 566,735 |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
GAAP Gross profit |
|
|
|
|
|
|
|
|
|
| 179,293 |
|
|
| — |
|
|
| 179,293 |
|
Add: Restructuring expenses and other adjustments |
|
|
|
|
|
|
|
|
|
| 746 |
|
|
| — |
|
|
| 746 |
|
Gross profit as adjusted |
|
|
|
|
|
|
|
|
|
| 180,039 |
|
|
| — |
|
|
| 180,039 |
|
Gross profit margin as adjusted |
|
|
|
|
|
|
|
|
|
| 31.8 | % |
| n/a |
|
|
| 31.8 | % | |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
GAAP Operating income (loss) |
|
| 57,948 |
|
|
| 7,441 |
|
|
| 65,389 |
|
|
| (59,062 | ) |
|
| 6,327 |
|
Add: Restructuring expenses and other adjustments(1) |
|
| 1,131 |
|
|
| — |
|
|
| 1,131 |
|
|
| — |
|
|
| 1,131 |
|
Add: Charges related to 2015 sale of Lawn & Garden business(2) |
|
| — |
|
|
| — |
|
|
| — |
|
|
| 33,331 |
|
| �� | 33,331 |
|
Add: Environmental charges |
|
| — |
|
|
| — |
|
|
| — |
|
|
| 201 |
|
|
| 201 |
|
Add: Asset impairment |
|
| — |
|
|
| — |
|
|
| — |
|
|
| 308 |
|
|
| 308 |
|
Add: Loss (gain) on sale of assets |
|
| (208 | ) |
|
| (665 | ) |
|
| (873 | ) |
|
| — |
|
|
| (873 | ) |
Operating income (loss) as adjusted |
|
| 58,871 |
|
|
| 6,776 |
|
|
| 65,647 |
|
|
| (25,222 | ) |
|
| 40,425 |
|
Operating income margin as adjusted |
|
| 14.1 | % |
|
| 4.5 | % |
|
| 11.6 | % |
| n/a |
|
|
| 7.1 | % | |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
Add: Depreciation and amortization |
|
| 24,158 |
|
|
| 1,169 |
|
|
| 25,327 |
|
|
| 426 |
|
|
| 25,753 |
|
Less: Depreciation adjustments |
|
| (213 | ) |
|
| — |
|
|
| (213 | ) |
|
| — |
|
|
| (213 | ) |
EBITDA as adjusted |
| $ | 82,816 |
|
| $ | 7,945 |
|
| $ | 90,761 |
|
| $ | (24,796 | ) |
| $ | 65,965 |
|
EBITDA margin as adjusted |
|
| 19.9 | % |
|
| 5.3 | % |
|
| 16.0 | % |
| n/a |
|
|
| 11.6 | % | |
(1) Includes gross profit adjustments of $746 and SG&A adjustments of $385 |
| |||||||||||||||||||
(2) Includes $23,008 for provision for loss on note receivable and $10,323 for lease guarantee |
|
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VOTE BY INTERNET Before The Meeting - Go to www.proxyvote.com MYERS INDUSTRIES, INC. C/O BROADRIDGE CORPORATE ISSUER SOLUTIONS, INC. P.O. BOX 1342 BRENTWOOD, NY 11717 Use the Internet to transmit your voting instructions and for electronic delivery of information up until 11:59 p.m. Eastern Time the day before the cut-off date or meeting date. Have your proxy card in hand when you access the web site and follow the instructions to obtain your records and to create an electronic voting instruction form. During The Meeting - Go to www.virtualshareholdermeeting.com/MYE2019MYE2020 You may attend the Annual Meeting of Shareholders via the Internet and vote during the meeting. Have the information that is printed in the box marked by the arrow available and follow the instructions. VOTE BY PHONE - 1-800-690-6903 Use any touch-tone telephone to transmit your voting instructions up until 11:59 p.m. Eastern Time the day before the cut-off date or meeting date. Have your proxy card in hand when you call and then follow the instructions. VOTE BY MAIL Mark, sign and date your proxy card and return it in the postage-paid envelope we have provided or return it to Vote Processing, c/o Broadridge, 51 Mercedes Way, Edgewood, NY 11717. TO VOTE, MARK BLOCKS BELOW IN BLUE OR BLACK INK AS FOLLOWS: E59658-P18485 KEEPTHISPORTIONFORYOURRECORDS THIS PROXY CARD IS VALID ONLY WHEN SIGNED AND DATED. DETACHANDRETURNTHISPORTIONONLY MYERS INDUSTRIES, INC. For WithholdC/O BROADRIDGE CORPORATE ISSUER SOLUTIONS, INC. P.O. BOX 1342 BRENTWOOD, NY 11717 D01284-P34280 For All The Board of Directors recommends you vote FORWithhold All For All Except all of the following: Nominees: 01) R. DAVID BANYARD 06) BRUCE M. USMAN 02) SARAH R. COFFIN 07) LORI LUTEY 03) RONALD M. DE FEO 08) JANE SCACCETTI 04) WILLIAM A. FOLEY 09) ROBERTA. STEFANKO 05) F. JACK LIEBAU, JR. To withhold authority to vote for any individual nominee(s), mark "For All Except" and write the number(s) of the nominee(s) on the line below. MYERS INDUSTRIES, INC. The Board of Directors recommends you vote FOR all of the following: ! ! ! 1. Election of Directors Nominees: 01) SARAH R. COFFIN 02) RONALD M. DE FEO 03) WILLIAM A. FOLEY 04) F. JACK LIEBAU, JR. 05) BRUCE M. LISMAN 06) LORI LUTEY 07) MICHAEL MCGAUGH 08) JANE SCACCETTI 09) ROBERT A. STEFANKO For Abstain Against The Board of Directors recommends you vote FOR proposals 2 and 3. For Against Abstain! ! ! 2. Advisory approval of the compensation of the named executive officers ! ! ! 3. To ratify the appointment of Ernst & Young LLP as the Company's independent registered public accounting firm for the fiscal year ending December 31, 2019 2020 NOTE: Such other business as may properly come before the meeting or any adjournment thereof. ! For address change/comments, mark here. (see reverse for instructions) ! ! Please indicate if you plan to attend this meeting.□□ Yes No PleasePlase sign exactly as your name(s) appear(s) hereon. When signing as attorney, executor, administrator, or other fiduciary, please give full title as such. Joint owners should each sign personally. All holders must sign. If a corporation or partnership, please sign in full corporate or partnership name by authorized officer. Signature [PLEASE SIGN WITHIN BOX] Date Signature (Joint Owners) Date
Important Notice Regarding the Availability of Proxy Materials for the Annual Meeting: The Notice and Proxy Statement and Annual ReportReport are available at www.proxyvote.comwww.proxyvote.com. D01285-P34280 MYERS INDUSTRIES, INC. Annual Meeting of Shareholders April 24, 201929, 2020 9:00 AM EDT This Proxyproxy is solicited on behalf of The Board of DirectorDirectors The undersigned hereby appoints Kevin Brackman and Andrean Horton, or either of them, with full power of substitution, as proxies, and hereby authorizes them to represent and to vote, as designated on the reverse side of this ballot, all of the shares of common stock of MYERS INDUSTRIES, INC. that the undersigned is entitled to vote at the Annual Meeting of Shareholders to be held at 9:00 AM EDT on April 24, 2019,29, 2020, at the Louis S. Myers Training Center, 1554 South Main Street, Akron, Ohio 44301, and any adjournment or postponement thereof. IF PROPERLY EXECUTED, THIS PROXY WILL BE VOTED IN THE MANNER DIRECTED HEREIN BY THE UNDERSIGNED SHAREHOLDER. IF NO DIRECTION IS MADE, THIS PROXY WILL BE VOTED FOR THE DIRECTOR NOMINEES LISTED ON THE REVERSE SIDE OF THIS PROXY CARD AND FOR PR0POSALSPROPOSALS 2 AND 3. Address Changes/Comments (ifComments: _______________________________________________________________________________ ________________________________________________________________________________________________________ (If you noted any Address Changes/Comments above, please mark corresponding box on the reverse side)side.) Continued and to be signed on reverse side E59659-P18485