UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 6-K
Report of Foreign Private Issuer Pursuant to Rule 13a-16 or 15d-16
under the Securities Exchange Act of 1934
For the Month of July 2017
1-15240
(Commission File Number)
JAMES HARDIE INDUSTRIES plc
(Translation of registrants name into English)
Europa House, Second Floor
Harcourt Centre
Harcourt Street, Dublin 2, Ireland
(Address of principal executive offices)
Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F.
Form 20-F..X.... Form 40-F.......
Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1): Not Applicable
Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7): Not Applicable
TABLE OF CONTENTS
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This Form 6-K contains forward-looking statements. James Hardie Industries plc (the company) may from time to time make forward-looking statements in its periodic reports filed with or furnished to the Securities and Exchange Commission, on Forms 20-F and 6-K, in its annual reports to shareholders, in offering circulars, invitation memoranda and prospectuses, in media releases and other written materials and in oral statements made by the companys officers, directors or employees to analysts, institutional investors, existing and potential lenders, representatives of the media and others. Statements that are not historical facts are forward-looking statements and such forward-looking statements are statements made pursuant to the Safe Harbor Provisions of the Private Securities Litigation Reform Act of 1995.
Examples of forward-looking statements include:
● | statements about the companys future performance; |
● | projections of the companys results of operations or financial condition; |
● | statements regarding the companys plans, objectives or goals, including those relating to strategies, initiatives, competition, acquisitions, dispositions and/or its products; |
● | expectations concerning the costs associated with the suspension or closure of operations at any of the companys plants and future plans with respect to any such plants; |
● | expectations concerning the costs associated with the significant capital expenditure projects at any of the companys plants and future plans with respect to any such projects; |
● | expectations regarding the extension or renewal of the companys credit facilities including changes to terms, covenants or ratios; |
● | expectations concerning dividend payments and share buy-backs; |
● | statements concerning the companys corporate and tax domiciles and structures and potential changes to them, including potential tax charges; |
● | statements regarding tax liabilities and related audits, reviews and proceedings; |
● | statements regarding the possible consequences and/or potential outcome of legal proceedings brought against us and the potential liabilities, if any, associated with such proceedings; |
● | expectations about the timing and amount of contributions to AICF, a special purpose fund for the compensation of proven Australian asbestos-related personal injury and death claims; |
● | expectations concerning the adequacy of the companys warranty provisions and estimates for future warranty-related costs; |
● | statements regarding the companys ability to manage legal and regulatory matters (including but not limited to product liability, environmental, intellectual property and competition law matters) and to resolve any such pending legal and regulatory matters within current estimates and in anticipation of certain third-party recoveries; and |
● | statements about economic conditions, such as changes in the US economic or housing market conditions or changes in the market conditions in the Asia Pacific region, the levels of new home construction and home renovations, unemployment levels, changes in consumer income, changes or stability in housing values, the availability of mortgages and other financing, mortgage and other interest rates, housing affordability and supply, the levels of foreclosures and home resales, currency exchange rates, and builder and consumer confidence. |
Words such as believe, anticipate, plan, expect, intend, target, estimate, project, predict, forecast, guideline, aim, will, should, likely, continue, may, objective, outlook and similar expressions are intended to identify forward-looking statements but are not the exclusive means of identifying such statements. Readers are cautioned not to place undue reliance on these forward-looking statements and all such forward-looking statements are qualified in their entirety by reference to the following cautionary statements.
Forward-looking statements are based on the companys current expectations, estimates and assumptions and because forward-looking statements address future results, events and conditions, they, by their very nature, involve inherent risks and uncertainties, many of which are unforeseeable and beyond the companys control. Such known and unknown risks, uncertainties and other factors may cause actual results, performance or other achievements to differ materially from the anticipated results, performance or achievements expressed, projected or implied by these forward-looking statements. These factors, some of which are discussed under Risk Factors in Section 3 of the Form 20-F filed with the Securities and Exchange Commission on 18 May 2017, include, but are not limited to: all matters relating to or arising out of the prior manufacture of products that contained asbestos by current and former company subsidiaries; required contributions to AICF, any shortfall in AICF and the effect of currency exchange rate movements on the amount recorded in the companys financial statements as an asbestos liability; governmental loan facility to AICF; compliance with and changes in tax laws and treatments; competition and product pricing in the markets in which the company operates; the consequences of product failures or defects; exposure to environmental, asbestos, putative consumer class action or other legal proceedings; general economic and market conditions; the supply and cost of raw materials; possible increases in competition and the potential that competitors could copy the companys products; reliance on a small number of customers; a customers inability to pay; compliance with and changes in environmental and health and safety laws; risks of conducting business internationally; compliance with and changes in laws and regulations; currency exchange risks; dependence on customer preference and the concentration of the companys customer base on large format retail customers, distributors and dealers; dependence on residential and commercial construction markets; the effect of adverse changes in climate or weather patterns; possible inability to renew credit facilities on terms favorable to the company, or at all; acquisition or sale of businesses and business segments; changes in the companys key management
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personnel; inherent limitations on internal controls; use of accounting estimates; and all other risks identified in the companys reports filed with Australian, Irish and US securities regulatory agencies and exchanges (as appropriate). The company cautions you that the foregoing list of factors is not exhaustive and that other risks and uncertainties may cause actual results to differ materially from those referenced in the companys forward-looking statements. Forward-looking statements speak only as of the date they are made and are statements of the companys current expectations concerning future results, events and conditions. The company assumes no obligation to update any forward-looking statements or information except as required by law.
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Exhibit No. |
Description | |
99.1 |
ASX Announcement James Hardie 2017 AGM Pack | |
99.2 |
2017 AGM Notice of Meeting | |
99.3 |
2017 AGM Voting Instruction Form | |
99.4 |
2017 AGM Question Form | |
99.5 |
2017 Remuneration Report |
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Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
James Hardie Industries plc | ||||||
Date: 6 July 2017 | By: | /s/ Natasha Mercer | ||||
Natasha Mercer | ||||||
Company Secretary |
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EXHIBIT INDEX
Exhibit No. |
Description | |
99.1 |
ASX Announcement James Hardie 2017 AGM Pack | |
99.2 |
2017 AGM Notice of Meeting | |
99.3 |
2017 AGM Voting Instruction Form | |
99.4 |
2017 AGM Question Form | |
99.5 |
2017 Remuneration Report |
Exhibit 99.1
James Hardie Industries plc Europa House 2nd Floor, Harcourt Centre Harcourt Street, Dublin 2, Ireland | ||||
5 July 2017 | T: +353 (0) 1 411 6924 F: +353 (0) 1 479 1128 |
The Manager
Company Announcements Office
Australian Securities Exchange Limited
20 Bridge Street
SYDNEY NSW 2000
Dear Sir/Madam
James Hardie 2017 Annual General Meeting pack
I enclose a copy of the following documents, which will be sent to shareholders over the next few days:
● | 2017 AGM Notice of Meeting, Voting Instruction Form and Question Form; |
● | 2017 Annual Report; |
● | 2017 Remuneration Report; and |
● | 2017 Annual Review. |
Yours faithfully
Natasha Mercer
Company Secretary
James Hardie Industries plc is a limited liability company incorporated in Ireland with its registered office at
Europa House, Harcourt Centre, Harcourt Street, Dublin 2, Ireland.
Directors: Michael Hammes (Chairman, USA), Brian Anderson (USA), Russell Chenu (Australia),
Andrea Gisle Joosen (Sweden), David Harrison (USA), Alison Littley (United Kingdom), James Osborne,
Steven Simms (USA), Rudy van der Meer (Netherlands).
Chief Executive Officer and Director: Louis Gries (USA)
Company number: 485719
ARBN: 097 829 895
Exhibit 99.2
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JAMES HARDIE NOTICE OF MEETING 2017
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JAMES HARDIE NOTICE OF MEETING 2017
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JAMES HARDIE NOTICE OF MEETING 2017
EXPLANATORY NOTES CONTINUED
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JAMES HARDIE NOTICE OF MEETING 2017
EXPLANATORY NOTES CONTINUED
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Designed and produced by ArmstrongQ
armstrongQ.com.au
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JAMES HARDIE NOTICE OF MEETING 2017
Exhibit 99.3
James Hardie James Hardie Industries plc ARBN 097 829 895 Incorporated in Ireland. The liability of members is limited Registration Number: 485719 Registered Office: Second Floor, Europa House, Harcourt Centre, Harcourt Street, Dublin 2, Ireland
JHX |
Lodge your Voting Instruction Form: | |||||
Online: www.investorvote.com.au
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By Mail: Computershare Investor Services Pty Limited GPO Box 242 Melbourne Victoria 3001 Australia
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Alternatively you can fax your form to (within Australia) 1800 783 447 (outside Australia) +61 3 9473 2555
Online Subscribers: For Intermediary Online subscribers only (custodians) www.intermediaryonline.com
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For all enquiries call: (within Australia) 1300 855 080 (outside Australia) +61 3 9415 4000 |
Voting Instruction Form - 2017 Annual General Meeting (AGM)
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Vote online or view the Annual Report, 24 hours a day, 7 days a week: www.investorvote.com.au | |||||||
Complete your Voting Instruction Form
Access the Annual Report
Review and update your security holding
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Your secure access information is: Control Number: 999999
SRN/HIN: I9999999999 PIN: 99999 | ||||||
PLEASE NOTE: For security reasons it is important that you keep your SRN/HIN confidential.
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For your voting instruction to be effective it must be received by 6:45pm (Sydney time) on Sunday, 6 August 2017
How to Vote By signing this Voting Instruction Form, you direct CHESS Depositary Nominees Pty Limited (CDN) to appoint the Chairman of the meeting or a person designated by you as its Nominated Proxy to vote the shares in the company held by CDN on your behalf in respect of the resolutions to be considered at the AGM to be held in Dublin on Tuesday, 8 August 2017 and at any adjournment of that meeting, as indicated on this form, and to vote or abstain in respect of any procedural resolution as the Nominated Proxy (as applicable) thinks fit.
If you want to apportion your vote, you must clearly enter the portion to be voted in a particular manner in the box opposite the resolution in Step 2 overleaf. This may be done by specifying the number of shares underlying your CUFS holding or the percentages of that holding. If you vote in excess of 100% of your holding for the resolution, your vote on the resolution will be invalid. If you mark more than one box for the resolution, except to show a portion in the manner discussed above, your vote on that resolution will be invalid.
If you lodge the Voting Instruction Form prior to the AGM, and complete your voting directions on that form, your voting instructions may only be changed if you submit a further Voting Instruction Form before the closing date at 6:45pm (Sydney time) on Sunday, 6 August 2017
There will be no voting facilities for the teleconference of the meeting.
Attending the Meeting Persons seeking to attend the AGM will be required to provide appropriate identification to receive an entry card.
Appointing the Chairman as Proxy (Option A)
To instruct CDN to appoint the Chairman of the meeting as its Nominated Proxy to vote the shares underlying your CUFS: Step 1 - Place a cross in the box next to Option A. Step 2 - Place a mark or specify the number of shares or percentage of your holding to be voted in one of the boxes opposite the resolution. The shares underlying your CUFS will be voted in accordance with this direction. If you do not mark For, Against, or Abstain in respect of resolutions 1, 2, 3, 4, 5, 6 and 7 you acknowledge that the Chairman of the meeting will vote as he decides. The Chairman intends to vote undirected proxies in favour of each of these resolutions. If you mark the Abstain box, you are directing the Chairman (as CDNs Nominated Proxy) not to vote on the resolution(s) and your votes will not be counted in computing the required majority.
Appointing a proxy of your choice Nominated Proxy (Option B) To instruct CDN to appoint a Nominated Proxy of your choice (other than the Chairman of the meeting) or failing your nominees attendance at the AGM, the Company Secretary who may vote the shares underlying your CUFS at James Hardies AGM: Step 1 - Write the person you appoint in the box at the top of the form overleaf. Step 2 - Place a mark or specify the number of shares or percentage of your holding to be voted in one of the boxes opposite the resolution. |
* If the Nominated Proxy is a corporate and the written instruction will be submitted by a representative of the corporate, the appropriate Certificate of Appointment of Corporate Representative form will need to be provided along with the written instructions. A Corporate Representative form may be obtained from Computershare or online at www.investorcentre.com under the help tab, Printable Forms. | |||
You may instruct CDN to appoint yourself or your nominee as a Nominated Proxy, or failing your or your nominees attendance at the AGM, the Company Secretary as its Proxy.
If you instruct CDN to appoint a person nominated by you as Nominated Proxy but do not mark For, Against, or Abstain, the Nominated Proxy may vote as he or she determines at the AGM.
If you mark the Abstain box for a resolution, you are directing the Nominated Proxy not to vote on the resolution(s).
If you appoint a Nominated Proxy and your Nominated Proxy does not attend the AGM, the Company Secretary will vote in accordance with the instructions on the Voting Instruction Form or, for undirected proxies, in accordance with the Nominated Proxys written instructions* provided to the Company Secretary, care of Computershare facsimile to 1300 534 987 from inside Australia or +61 3 9473 2408 from outside Australia or by email to jhxmeetings@computershare.com.au. If the Nominated Proxy does not provide written instructions to the Company Secretary care of Computershare by the earlier of (i) the time of commencement of voting on the resolutions at the AGM and (ii) 7:15am (Dublin time) / 4:15pm (Sydney time) on Tuesday, 8 August 2017 then the Company Secretary intends voting in favour of the resolutions.
If you do not select either of Option A or Option B, and the Voting Instruction Form is validly signed, you will be deemed to have marked Option A.
Signing Instructions for Postal Forms Individual: Where the CUFS holding is in one name, the CUFS holder must sign. Joint Holding: Where the CUFS holding is in more than one name, all of the CUFS holders must sign. Power of Attorney: If you have not already lodged the Power of Attorney with the registry, please attach a certified photocopy to this form when you return it. Companies: Where the company has a Sole Director who is also the Sole Company Secretary, this form must be signed by that person. If the company does not have a Company Secretary, a Sole Director can also sign alone. Otherwise this form must be signed by a Director jointly with either another Director or a Company Secretary. Please sign in the appropriate place to indicate the office held.
Comments & Questions If you have any comments or questions for the company, please write them on the enclosed Question Form and return with this Voting Instruction Form.
GO ONLINE TO VOTE, or turn over to complete the form
Samples/000001/000001/i12 |
MR SAM SAMPLE FLAT 123 123 SAMPLE STREET THE SAMPLE HILL SAMPLE ESTATE SAMPLEVILLE VIC 3030 |
☐ | Change of address. If incorrect, mark this box and make the correction in the space to the left. |
Voting Instruction Form |
Please mark to indicate your directions |
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CHESS Depositary Nominees Pty Limited (CDN) will vote as directed (please mark box A OR insert a name in the space provided at B below) |
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I/We, being a CUFS holder of the company, hereby instruct:
Option A |
Option B | Please write the name of the person (other than the Chairman) you would like to attend and vote at the meeting in Dublin on your behalf. If you wish to attend, speak and vote at the meeting in Dublin, write your own name.
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☐ | CDN to appoint the Chairman of the meeting as its proxy | or | CDN to appoint the following Nominated Proxy as its proxy: |
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or failing attendance at the AGM of the person or body corporate so named, the Company Secretary |
to attend, speak and vote the shares underlying my/our holding of CUFS at the AGM of James Hardie Industries plc to be held on Tuesday, 8 August 2017 in James Hardies Corporate Headquarters, The Cork Room, Europa House, 2nd Floor, Harcourt Centre (Block 9), Harcourt Street, Dublin 2, Ireland at 6:45am (Dublin time), and any adjournment of the meeting.
If you complete neither of the options above, and the Voting Instruction Form has been validly signed, then you will be deemed to have marked Option A.
THE BOARD OF DIRECTORS RECOMMEND A VOTE FOR THE RESOLUTIONS.
Items of Business
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ORDINARY BUSINESS | For | Against | Abstain | |||||||
1. | Receive and consider the Financial statements and reports for fiscal year 2017 | ☐ | ☐ | ☐ | ||||||
2. | Receive and consider the Remuneration Report for fiscal year 2017 | ☐ | ☐ | ☐ | ||||||
3. (a) | Elect Steven Simms as a director | ☐ | ☐ | ☐ | ||||||
3. (b) | Re-elect Brian Anderson as a director | ☐ | ☐ | ☐ | ||||||
3. (c) | Re-elect Russell Chenu as a director | ☐ | ☐ | ☐ | ||||||
3. (d) | Re-elect Rudolf van der Meer as a director | ☐ | ☐ | ☐ | ||||||
4. | Authority to fix the External Auditors Remuneration | ☐ | ☐ | ☐ | ||||||
SPECIAL BUSINESS | ||||||||||
5. | Increase non-executive director fee pool | ☐ | ☐ | ☐ | ||||||
6. | Grant of Return on Capital Employed Restricted Stock Units to Louis Gries | ☐ | ☐ | ☐ | ||||||
7. | Grant of Relative Total Shareholder Return Restricted Stock Units to Louis Gries | ☐ | ☐ | ☐ |
This section must be signed in accordance with the instructions overleaf to enable your directions to be implemented. |
Individual or Securityholder |
Securityholder 2 | Securityholder 3 | ||||||
Sole Director and Sole Company Secretary |
Director | Director/Company Secretary |
Contact Name |
Contact Daytime Telephone |
Date |
/ / | |||||||
Exhibit 99.4
security holder reference number or holder identification number:
Exhibit 99.5
james hardie industries plc remuneration report 2017
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JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
Fiscal Year 2017 Total Target Compensation
Remuneration packages for Senior Executive Officers reflect our remuneration philosophy and comprise a mixture of fixed base salary and benefits and variable performance-based incentives. The Remuneration Committee seeks to appropriately balance fixed and variable remuneration in order to align our total compensation structure with our pay-for-performance philosophy. The following chart summarises total target compensation awarded to each Senior Executive Officer in fiscal year 2017:
Summary of Fiscal Year 2017 Senior Executive Officer Target Compensation
SENIOR EXECUTIVE OFFICER
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FY2017 ANNUAL
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FY2017 STI
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FY2017
LTI
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FY2017 TOTAL TARGET (US$)
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L Gries |
950,000 | 1,187,500 | 4,000,000 | 6,137,500 | ||||||||||||
M Marsh |
560,000 | 392,000 | 1,200,000 | 2,152,000 | ||||||||||||
M Fisher |
515,000 | 309,000 | 650,000 | 1,474,000 | ||||||||||||
S Gadd |
408,000 | 244,800 | 650,000 | 1,302,800 | ||||||||||||
J Blasko |
405,000 | 243,000 | 450,000 | 1,098,000 |
Results of 2017 Remuneration Report Vote
In August 2016, our shareholders were asked to cast a non-binding advisory vote on our remuneration report for the fiscal year ended 31 March 2016. Although we are not required under applicable Irish, Australian or US laws or regulations to provide a shareholder vote on our executive remuneration practices, the Board believes that it is important to engage shareholders on this important issue and we have voluntarily submitted our remuneration report for non-binding shareholder approval on an annual basis since 2005 and currently intend to continue to do so. At our 2016 Annual General Meeting, our shareholders approved our remuneration report, with just over 78% of the votes cast in support of our remuneration program. The Remuneration Committee considered the results of this advisory vote, together with investor feedback and other factors and data associated with strategic priorities discussed in this Remuneration Report, in determining our executive remuneration policies, objectives and decisions and related shareholder engagement efforts for fiscal year 2017. The Remuneration Committee also considered these same factors in determining changes to our fiscal year 2018 executive remuneration programs, resulting in a more evenly balanced focus between advancing critical operational and strategic objectives that position the Company for long-term success, and financial and shareholder return measures achieved. Among the adjustments it was also decided to eliminate the retesting feature of our relative total shareholder return restricted stock unit (Relative TSR RSU) grants, which is understood to have been a factor of concern to a significant proportion of our shareholders. A complete description of the changes to our fiscal year 2018 executive remuneration programs is set out in the section titled Remuneration for Fiscal Year 2018 later in this Remuneration Report.
APPROACH TO SENIOR EXECUTIVE REMUNERATION
Remuneration Philosophy
As our main business and all of our Senior Executive Officers are located in the US, our remuneration philosophy is to provide our Senior Executive Officers with an overall package that is competitive with Peer Group companies (defined herein) exposed to the US housing market. Within this philosophy, the executive remuneration framework emphasises operational excellence and shareholder value creation through incentives which link executive remuneration with the interests of shareholders. Our remuneration plans and programs are structured to enable us to: (i) attract and retain talented executives; (ii) reward outstanding individual and corporate performance; and (iii) align the interests of our executives to the interests of our shareholders, with the ultimate goal of improving long-term value for our shareholders. This pay-for-performance system continues to serve as the framework for executive remuneration, aligning the remuneration received with the performance achieved.
Composition of Remuneration Packages
In line with our remuneration philosophy, our goal is to position Senior Executive Officer fixed base salary and benefits at the median and total target direct remuneration (comprising fixed and target variable remuneration) at the 75th percentile of our Peer Group, if stretch short and long-term target performance goals are met. Performance goals for target variable performance-based incentive remuneration are set with the expectation that we will deliver results in the top quartile of our Peer Group. Performance below this level will result in variable remuneration payments below target (and potentially zero for poor performance). Performance above this level will result in variable remuneration payments above target.
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Relative Weightings of Fixed and Variable Remuneration
The charts below detail the relative weightings of fixed versus variable remuneration for the CEO and other Senior Executive Officers for fiscal years 2017 and 2016. Fixed remuneration includes base salary and other fixed benefits. Variable remuneration is comprised of STI awards and the following three LTI components: (i) Relative TSR RSUs; (ii) ROCE RSUs; and (iii) Scorecard LTI, each of which are discussed in more detail in this Remuneration Report. STI awards include amounts earned under the CP and IP plans for each fiscal year, paid in June of the following fiscal year, and LTI components are shown at total maximum grant value.
Setting Remuneration Packages
Remuneration decisions are based on the executive remuneration philosophy and framework described in this Remuneration Report. The Remuneration Committee reviews and the Board approves this framework each year.
Remuneration packages for Senior Executive Officers are evaluated each year to make sure that they continue to align with our compensation philosophy, are competitive with our Peer Group and developments in the market, and continue to support our business structure and objectives. In making decisions regarding individual Senior Executive Officers, the Remuneration Committee takes into account both the results of an annual remuneration positioning review provided by the Remuneration Committees independent advisor and the Senior Executive Officers responsibilities and performance.
All aspects of the remuneration package for our CEO and CFO are determined by the Remuneration Committee and ratified by the Board. All aspects of the remuneration package for the remaining Senior Executive Officers are determined by the Remuneration Committee on the recommendation of the CEO.
Remuneration Committee Governance
The remuneration program for our Senior Executive Officers is overseen by our Remuneration Committee, the members of which are appointed by the Board. As prescribed by the Remuneration Committee Charter, the duties of the Remuneration Committee include, among other things: (i) administering and making recommendations on our incentive compensation and equity-based remuneration plans; (ii) reviewing the remuneration of directors; (iii) reviewing the remuneration framework for the Company; and (iv) making recommendations to the Board on our recruitment, retention and termination policies and procedures for senior management. The current members of the Remuneration Committee are David Harrison (Chairman), Brian Anderson, Russell Chenu, Michael Hammes and Alison Littley, the majority of whom are independent non-executive directors. A more complete description of these and other Remuneration Committee functions is contained in the Remuneration Committees Charter, a copy of which is available in the Corporate Governance section of the Investor Relations page on our website (www.ir.jameshardie.com.au).
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JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
Summary of Executive Compensation Practices
The following table summarises certain of the key governance practices employed by the Remuneration Committee relative to our executive compensation practices, including those practices which we believe are important drivers of both short- and long-term corporate performance and those practices which we believe are not aligned with the long-term interests of our shareholders:
WHAT WE DO
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WHAT WE DONT DO | |
✓ Retain independent compensation advisors reporting directly to Remuneration Committee
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O Prohibition on hedging of stock held by executives and directors | |
✓ Pay for performance model, with approximately 85% of our CEOs total target compensation being performance-based at risk compensation and an average of approximately 68% total target compensation being performance-based at risk compensation for our other Senior Executive Officers
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O Limited employment agreements and severance arrangements | |
✓ Circuit breaker on annual STI awards to ensure that no annual incentive awards are paid unless minimum corporate performance levels are achieved
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O Limited change-in-control benefits | |
✓ Set robust share ownership requirements for all directors and Senior Executive Officers
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O No dividends paid on unvested equity awards | |
✓ Broad clawback policy on performance-based compensation
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O Limited perquisites and other benefits | |
✓ Set performance-based vesting conditions for all equity grants to Senior Executive Officers
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O No annual time-based LTI equity grants to Senior Executive Officers | |
✓ Provide the Remuneration Committee with ability to exercise negative discretion when determining the vesting and payout of our LTI programs
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O No excessive retirement or deferred compensation arrangements |
Remuneration Advisers
As permitted by the Remuneration Committee Charter, the Remuneration Committee retained Aon Hewitt (in the US) and Guerdon Associates (in Australia) as its independent advisers for matters regarding remuneration for fiscal year 2017. The Remuneration Committee reviews the appointment of its advisors each year. Both Aon Hewitt and Guerdon Associates provided the Remuneration Committee with written certification during fiscal year 2017 to support their re-appointment. In those certifications, the advisors: (i) confirmed that their pay recommendations were made without undue influence from any member of our management; and (ii) provided detailed responses to the six independence factors a Remuneration Committee should consider under relevant NYSE rules, and confirmed their independence based on these factors.
The Remuneration Committee reviewed these certifications before re-appointing each advisor for fiscal year 2018.
Benchmarking Analysis
To assist the Remuneration Committee in making remuneration decisions, the Remuneration Committee evaluates the remuneration of our Senior Executive Officers against a designated set of companies (the Peer Group). The Peer Group, which is reviewed by the Remuneration Committee on an annual basis, consists of companies that are similar to us in terms of certain factors, including size, industry, and exposure to the US housing market. For fiscal year 2017, the Peer Group remained unchanged from fiscal year 2016. The Remuneration Committee believes that US market focused companies are a more appropriate peer group than ASX-listed companies, as they are exposed to the same macroeconomic factors in the US housing market as those we face. The names of the 24 companies comprising the Peer Group are set forth below.
Acuity Brands, Inc | Louisiana-Pacific Corp | Sherwin Williams Co | ||
American Woodmark Corp | Martin Marietta Materials, Inc | Simpson Manufacturing Co., Inc | ||
Apogee Enterprises, Inc | Masco Corporation | Trex Co., Inc | ||
Armstrong World Industries Inc | Mohawk Industries, Inc | USG Corp | ||
Eagle Materials, Inc | Mueller Water Products, Inc | Valmont Industries, Inc | ||
Fortune Brands Home & Security | NCI Building Systems, Inc | Valspar Corporation | ||
Headwaters, Inc | Owens Corning | Vulcan Materials Co | ||
Lennox International, Inc
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Quanex Building Products Corp
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Watsco, Inc
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The Peer Group was used to benchmark the remuneration of Messrs Gries, Marsh, and Fisher in fiscal year 2017. Supplemental remuneration survey data of other manufacturing companies of similar size to James Hardie was used to define competitive pay levels for Messrs Gadd and Blasko.
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JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
To ensure that the payout matrices represent genuinely challenging targets aligned with our executive remuneration philosophy, the Growth Measure is indexed to take into account changes in new housing starts in both the US and Asia Pacific and the US repair and remodel market, while the Return Measure is indexed to take into account changes in pulp prices. The targets for the Return Measure exclude costs related to legacy issues. The Remuneration Committee has reserved for itself discretion to change the STI paid. Examples of instances when the Remuneration Committee would consider exercising this discretion include external factors outside of managements control, and for the US CP Plan only, if the general shift toward smaller homes at each segment of the US market is considered sufficiently material. The Remuneration Committee will disclose the reasons for any such exercise of its discretion.
The Remuneration Committee believes that the payout matrices are appropriate because they provide management with an incentive to achieve overall corporate goals, balance growth with returns in our primary markets, recognise the need to flexibly respond to strategic opportunities, incorporate indexing relative to market growth to account for factors beyond managements control, and incorporate Remuneration Committee discretion to ensure appropriate outcomes. Payouts under the US matrix may range from 0% to 200% of target, while payouts under the Asia Pacific matrix may range from 0 to 300% of target.
We do not disclose the volume Growth Measure and earnings Return Measure targets for our US or Asia Pacific businesses since these are commercial-in-confidence. However, achieving a target payment for the Return Measure under either the US or Asia Pacific payout matrix for fiscal year 2017 would have required performance equal to the average of performance for the previous three years and the fiscal year 2017 plan. Achieving a target payout for the Growth Measure requires growth substantially above market growth.
Additional US Performance Metrics
In order to better align and focus managements performance on initiatives that are key to the success of the US business, the US payout multiple for fiscal year 2017 is determined by performance against the matrix multiple (Growth and Return Measures for 70% of STI opportunity), the interiors product business multiple (for 10% of STI opportunity), and the Wood-look multiple (for 20% of STI opportunity). The overarching formula for the US payout multiple is:
Each payout factor (Matrix Factor, Interiors Factor, and Wood-look Factor) is capped as follows to properly balance managements focus across volume growth, returns and key initiatives:
◾ | Matrix Factor = capped at 2.0x |
◾ | Matrix Factor plus Interiors Factor = capped at 2.3x |
◾ | Wood-look Factor = capped at 1.25x |
The Interiors Multiple is measured as a function of the revenue growth of our interiors business in fiscal year 2017. The Wood-look Multiple is measured as our growth against key wood-look competition.
We do not disclose the interiors volume growth or wood-look targets since these are commercial-in-confidence. However, achieving a target payment for fiscal year 2017 requires interior volume performance above fiscal year 2016 interiors volume and substantial growth against key wood-look competition.
IP Plan
Under the IP Plan, the Remuneration Committee approves a series of one-year individual performance goals which, along with goals on our core organisational values, are used to assess the performance of our Senior Executive Officers. The IP Plan links financial rewards to the Senior Executive Officers achievement of specific objectives that have benefited us and contributed to shareholder value, but are not captured directly by financial measures in the CP Plan. Each Senior Executive Officer can receive between 0% and 150% of their STI target allocated to the IP Plan based on achievement of individual performance and core organisational values goals.
STI Plan Performance for Fiscal Year 2017
Our CP Plan results and the subsequent STI payouts for fiscal year 2017 were just below target as a result of:
◾ | the US business performing slightly above target on the Growth Measure; |
◾ | the US business performing slightly below target on the Return Measure due to an increase in manufacturing costs (caused by the accelerated commissioning of new capacity and overall performance of the network lagging fiscal year 2016 performance) as well as increased investment in the marketing development program; |
◾ | the US business performing above target on the Interiors Factor and below target on the Wood-look Factor; |
◾ | Asia Pacific performing above target on the Return Measure due to higher returns in Australia, partially offset by performance in New Zealand and the Philippines; and |
◾ | Asia Pacific performing below target on the Growth Measure. |
In regards to the IP Plan, the Senior Executive Officers performance and the subsequent STI payouts for fiscal year 2017 were generally at or below target based on each Senior Executive Officers achievement of fiscal year 2017 one-year individual performance and core organisational values goals.
For fiscal year 2017, the amount to be paid to each of our Senior Executive Officers under the STI Plans is provided in the STI Award column of the remuneration table, in the section titled Remuneration Paid to Senior Executive Officers. The percentage of the maximum STI Variable Remuneration awarded to or forfeited by each Senior Executive Officer for (individual and company) performance in fiscal year 2017 compared to fiscal year 2016 was:
8
9
JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
10
11
JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
Scorecard LTI for Fiscal Years 2015-2017
After fiscal year 2017, the Remuneration Committee reviewed our performance over fiscal years 2015-2017 against the Scorecard objectives set forth in fiscal year 2015, and the contribution of individual Senior Executive Officers towards the achievement of such objectives. As a result of this evaluation, the Remuneration Committee determined that Senior Executive Officers would receive a weighted average Scorecard rating of 53.4% (with a range of 33% to 58%).
PERFORMANCE MEASURE/RATIONALE
|
PERFORMANCE METRIC/RESULTS
|
BOARD ASSESSMENT FOR
THE
| ||||||||||
Grow exterior cladding market share and maintain category share in the US business
A key strategy for the Company is to maximise its market share growth/ retention of the exterior cladding market for new housing starts and for repair & remodel markets. |
Goal: PDG above market. Outperformance against wood-look competition.
Result: PDG performance at the Board requirement. Growth above key competition and an increase in exterior cladding market share above the Board requirement.
|
|
Performance exceeded expectations | |||||||||
Build US organisational and leadership capability in support of the 35/90 growth target
The amount of growth that 35/90 entails requires lower turnover levels and an increase in management depth and organisational capability. |
Goal: Satisfactory progress on turnover, engagement initiatives and programs to build organisational capability demonstrated by greater bench strength of high performing managers.
Result: Increase in total turnover over the three year period, however have seen a positive trend on turnover for salaried employees. Some progress made on developing bench strength, although additional recruiting, mentoring career development and leadership programs are required to further build bench strength and overall organisational capability.
|
|
Performance below expectations | |||||||||
Manufacturing effectiveness and sourcing efficiency
The Company operates a national US network of manufacturing facilities. |
Goal: Commercial-in-confidence metrics for product and process efficiency and material yield used to confirm manufacturing performance and progress as well as service levels is effectively supporting our product leadership strategy.
Result: Product and process efficiency above Board expectations for the three year period and material yield slightly below Board expectations. Service levels above Board expectations for two of three fiscal years, however this was offset by a drop off in service levels during fiscal year 2017 due to supply/ capacity constraints.
|
|
Performance met expectations | |||||||||
Safety
The safety of our employees is an essential objective of the Company. |
Goal: No fatalities, 2.0 or below incident rate (IR) and 20.0 or below severity rate (SR).
|
|
Performance met expectations | |||||||||
Result: | IR | SR | ||||||||||
FY2017 | 1.4 | 20.5 | ||||||||||
FY2016 | 1.8 | 42.4 | ||||||||||
FY2015 | 1.3 | 11.0 | ||||||||||
12
PERFORMANCE MEASURE/RATIONALE
|
PERFORMANCE METRIC/RESULTS
|
BOARD ASSESSMENT FOR
THE
| ||||||
Maintain market position on core products in Australian and NZ Markets and grow Scyon to greater proportion of Australian business
Value creating opportunity. |
Goal: Grow category share on core Australian and New Zealand products, grow PDG in Australia and New Zealand, and achieve growth of Scyon as a percentage of the Australian business.
Result: APAC business has maintained and grown market position in Australia and NZ markets over the period driven by a new management focus on new products and segments, and a substantial investment in management capability and marketing programs. Scyon grew as a percentage of the Australian business over the three-year period.
|
Performance met expectations | ||||||
Global capacity expansion
Expansion to support expected growth over the next 20 years. |
Goal: Completion of building construction, equipment installation and start up at identified sites.
Result: The Company expanded global nameplate capacity by ~20% during the three year period. The Company added four brownfield sheet machines in North America and a new sheet machine and new finishing lines in Carole Park over the three year period. The Companys returns will significantly benefit from identification of brownfield capacity versus adding more expensive greenfield capacity.
|
Performance met expectations | ||||||
Strategic positioning
Developing sustainable growth beyond the Companys traditional markets may create shareholder value through increased profits and diversification for lower risk. |
Goal: This measure is subjective and achievement can take many different forms, including developing new technologies, expanding into new product categories, or expanding geographically.
Result: Plans in place to move forward with additional product offerings which show great potential in terms of market acceptance and profitability. Additionally, the Europe business grew volume and expanded market position during the period, including expanding into Germany.
|
Performance exceeded expectations | ||||||
Customer experience
Necessary to support the Companys 35/90 strategy. |
Goal: Demonstrated improvement in the customer experience based on measures set in fiscal year 2015.
Result: Customer experience initiatives met expectations. The Customer Experience team was disbanded and the initiatives distributed within operations. Operations has had success in continuing to execute on the customer experience strategy.
|
Performance met expectations | ||||||
Defend market share position against key wood-look competitor
Necessary to support the Companys 35/90 strategy. |
Goal: Outgrow key wood-look competitors in specific markets in the aggregate measured on a calendar year basis.
Result: By the end of the three-year period, the Company outgrew key wood-look competition in the relevant market.
|
Performance met expectations | ||||||
Trim market strategy implementation
Developing sustainable growth beyond the Companys traditional products. |
Goal: Commercial-in-confidence targets will be reviewed to confirm progress is supporting the Companys trim market strategy.
Result: Some progress made. Performance for the three-year period is above the prior three-year period.
|
Performance met expectations |
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JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
14
Scorecard LTI
The Remuneration Committee has set the following six fiscal year 2018 Scorecard goals (for performance in fiscal years 2018 to 2020) to ensure alignment with our strategic priorities:
PERFORMANCE GOAL/RATIONALE | PERFORMANCE METRIC | BOARD EXPECTATION | ||||||
Market Position: Growing market share in all our businesses and geographies.
A key strategy for the Company is to maximise market share of the exterior cladding market for new housing starts and for repair & remodel markets in North America, while maintaining 90% category share. |
Our PDG performance for exterior cladding compared to the underlying market (in standard feet) and outperformance of key competition. | PDG growth above market and outperformance against key competition. | ||||||
People: Continue to invest in the development and promotion of our people.
The ability for the Company to realise its growth potential and deliver results in line with shareholder expectations requires lower turnover, an increase in management depth, and greater organisational capability. |
A range of factors including the rate of salaried turnover, execution of programs to build organisational capability and bench strength for key roles, and succession planning. | Continued focus on turnover and engagement initiatives, success in external recruitment, onboarding of key positions and programs to build organisational capability, and development of/successful execution on a management team succession plan. | ||||||
Safety
The safety of our employees is an essential objective of the Company. |
Incident Rate (IR): Recordable incidents per 200,000 hours worked.
Severity Rate (SR): Days lost per 200,000 hours worked. |
Zero fatalities.
IR: 2.0 or below.
SR: 20.0 or below. | ||||||
Deliver on Brand Promise: An unrivalled commitment to research and development; maintaining our manufacturing cost advantage; delivering industry leading quality and service levels; investing in future manufacturing capability and capacity; utilising technology to better improve our customers experiences with us; and ensuring we meet our financial returns objective.
Adequate capacity, and effective machine utilisation, product quality, and service are critical to delivering future growth and optimising returns through a more efficient manufacturing network. |
Completion of capacity projects on budget and schedule. First pass quality and service, as well as sheet machine product and process efficiency metrics.
Manufacturing performance data is commercial-in-confidence. |
Commercial-in-confidence targets will be reviewed to confirm progress is supporting the Companys product leadership strategy. | ||||||
International: Pursue organic growth in all International markets. Value creating opportunity. |
Category share and PDG.
Continued growth of Scyon and introduction and growth of new products in Asia Pacific. |
Grow category share on core Australian and New Zealand products.
Grow PDG in Australia and New Zealand.
Achieve growth in Scyon as well as the introduction of new products in Asia Pacific. | ||||||
Non-fiber Cement Business Development: Develop other streams of growth beyond fiber cement.
Long-term growth of James Hardie in part requires growth businesses beyond core fiber cement. |
This measure is subjective and achievement can take many different forms, including developing a vision or business development framework, new technologies, or expanding into new product categories. | Progress against this goal will be reviewed to ensure any progress is supporting the Companys position in the non-fiber cement marketplace. |
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JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
16
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JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
REMUNERATION PAID TO SENIOR EXECUTIVE OFFICERS
Total Remuneration for Senior Executive Officers
Details of the remuneration for Senior Executive Officers in fiscal years 2017 and 2016 are set out below:
PRIMARY |
POST- |
EQUITY AWARDS |
TOTAL | |||||||||||||||||||
NAME | BASE PAY2 (US$) |
STI AWARD3 (US$) |
OTHER BENEFITS4 (US$) |
401(K) (US$) |
ONGOING VESTING5 (US$) |
MARK-TO MARKET6 (US$) |
(US$) | |||||||||||||||
L Gries1 |
||||||||||||||||||||||
Fiscal Year 2017 |
979,269 | 1,061,625 | 117,701 | 15,900 | 6,164,203 | 1,678,876 | 10,017,574 | |||||||||||||||
Fiscal Year 2016 |
950,000 | 2,424,875 | 134,174 | 15,919 | 6,283,244 | 1,228,260 | 11,036,472 | |||||||||||||||
M Marsh |
||||||||||||||||||||||
Fiscal Year 2017 |
569,231 | 370,048 | 77,579 | 16,454 | 1,339,162 | 241,857 | 2,614,331 | |||||||||||||||
Fiscal Year 2016 |
513,846 | 637,104 | 49,233 | 16,177 | 965,366 | 67,910 | 2,249,636 | |||||||||||||||
M Fisher |
||||||||||||||||||||||
Fiscal Year 2017 |
526,231 | 276,246 | 41,030 | 8,977 | 848,150 | 198,944 | 1,899,578 | |||||||||||||||
Fiscal Year 2016 |
496,923 | 597,600 | 36,657 | 16,038 | 753,040 | 126,265 | 2,026,523 | |||||||||||||||
S Gadd |
||||||||||||||||||||||
Fiscal Year 2017 |
421,231 | 227,174 | 34,429 | 16,011 | 913,691 | 178,409 | 1,790,945 | |||||||||||||||
Fiscal Year 2016 |
396,923 | 493,776 | 56,836 | 16,038 | 604,505 | 61,017 | 1,629,095 | |||||||||||||||
J Blasko |
||||||||||||||||||||||
Fiscal Year 2017 |
412,885 | 229,392 | 71,357 | 16,246 | 610,218 | 140,177 | 1,480,275 | |||||||||||||||
Fiscal Year 2016 |
373,846 | 454,176 | 56,987 | 16,177 | 485,451 | 88,935 | 1,475,572 | |||||||||||||||
TOTAL |
||||||||||||||||||||||
Fiscal Year 2017 |
2,908,847 | 2,164,485 | 342,096 | 73,588 | 9,875,424 | 2,438,263 | 17,802,703 | |||||||||||||||
Fiscal Year 2016 |
2,731,538 | 4,607,531 | 333,887 | 80,349 | 9,091,606 | 1,572,387 | 18,417,298 |
1 | L Gries base pay includes US$189,005 and US$170,184 in fiscal years 2017 and 2016, respectively, which is allocated for tax purposes to his services on the Companys Board. |
2 | Base pay for FY2017 includes salary paid to Senior Executive Officers for the 27 bi-weekly paychecks received during FY2017 as compared to 26 bi-weekly paychecks as is typically standard in most fiscal years. This additional bi-weekly pay period was a function of the number of bi-weekly pay dates during FY2017 only and does not represent an increase in the base salary rate for Senior Executive Officers. |
3 | For further details on STI awards paid for fiscal years 2017 and 2016, see pages 8 and 9 of this Remuneration Report. Amounts reflect actual STI awards to be paid in June 2017 and paid in June 2016, for fiscal years 2017 and 2016, respectively. |
4 | Includes the aggregate amount of all other benefits received in the year indicated. Examples of benefits that may be received include medical and life insurance benefits, car allowances, membership in executive wellness programs, and financial planning and tax services. |
5 | Includes equity award expense for grants of Scorecard LTI awards, relative TSR RSUs and ROCE RSUs. Relative TSR RSUs are valued using a Monte Carlo simulation method. ROCE RSUs and Scorecard LTI awards are valued based on the Companys share price at each balance date as well as the Remuneration Committees current expectation of the percentage of the RSUs or awards which will vest. The fair value of equity awards granted are included in compensation during the period in which the equity awards vest. For ROCE RSUs and Scorecard LTI awards, this amount excludes the equity award expense in fiscal years 2017 and 2016 resulting from changes in the Companys share price, which is disclosed separately in the Equity Awards Mark-to-Market column. |
6 | The amount included in this column is the equity award expense in relation to ROCE RSUs and Scorecard LTI awards resulting solely from changes in the US dollar share price during fiscal years 2017 and 2016. During fiscal year 2017, there was a 14.9% appreciation in our share price from US$13.68 to US$15.72. During fiscal year 2016, there was a 17.4% appreciation in our share price from US$11.65 to US$13.68. |
Variable Remuneration Payable in Future Years
Details of the accounting cost of the variable remuneration for fiscal year 2017 that may be paid to Senior Executive Officers in future years are set out below. The minimum amount payable is nil in all cases. The maximum amount payable will depend on the share price at time of vesting, and is therefore not possible to determine. The table below is based on the fair value of the RSUs and Scorecard LTI according to US GAAP and our estimate of the rating to be applied to Scorecard LTI.
SCORECARD LTI¹ | ROCE RSUS² | RELATIVE TSR RSUS³ | ||||||||||||||||||||||||||||||||||||||||||||||||||
FY2017 (US$) |
FY2018 (US$) |
FY2019 (US$) |
FY2020 (US$) |
FY2017 (US$) |
FY2018 (US$) |
FY2019 (US$) |
FY2020 (US$) |
FY2017 (US$) |
FY2018 (US$) |
FY2019 (US$) |
FY2020 (US$) |
|||||||||||||||||||||||||||||||||||||||||
L Gries |
410,845 | 765,094 | 765,094 | 354,249 | 273,885 | 510,040 | 510,040 | 236,156 | 417,880 | 778,195 | 778,195 | 360,315 | ||||||||||||||||||||||||||||||||||||||||
M Marsh |
123,251 | 229,524 | 229,524 | 106,273 | 82,166 | 153,013 | 153,013 | 70,847 | 125,365 | 233,460 | 233,460 | 108,095 | ||||||||||||||||||||||||||||||||||||||||
M Fisher4 |
66,762 | | | | 44,507 | | | | 67,906 | | | | ||||||||||||||||||||||||||||||||||||||||
S Gadd |
66,762 | 124,327 | 124,327 | 57,565 | 44,507 | 82,882 | 82,882 | 38,376 | 67,906 | 126,457 | 126,457 | 58,551 | ||||||||||||||||||||||||||||||||||||||||
J Blasko |
46,219 | 86,072 | 86,072 | 39,852 | 30,811 | 57,378 | 57,378 | 26,567 | 47,012 | 87,547 | 87,547 | 40,536 | ||||||||||||||||||||||||||||||||||||||||
713,839 | 1,205,017 | 1,205,017 | 557,939 | 475,876 | 803,313 | 803,313 | 371,946 | 726,069 | 1,225,659 | 1,225,659 | 567,497 |
1 | Represents annual SG&A expense for Scorecard LTI granted in September 2016. The fair value of each award is adjusted for changes in our common stock price at each balance sheet date until the final Scorecard rating is applied in September 2019, at which time the final value is based on our share price and the Senior Executive Officers Scorecard rating at the time of vesting. |
2 | Represents annual SG&A expense for the ROCE RSUs granted in September 2016. The fair value of each RSU is adjusted for changes in our common stock price at each balance sheet date until September 2019 when ROCE results are known and the Remuneration Committee makes a determination on the amount of negative discretion to be applied and some, all or none of the awards become vested. |
3 | Represents annual SG&A expense for the Relative TSR RSUs granted in September 2016 with fair market value estimated using the Monte Carlo option-pricing method. |
4 | Mr Fisher resigned from the Company effetive 3 April 2017. |
18
OUTSTANDING EQUITY AWARDS HELD BY SENIOR EXECUTIVE OFFICERS
The following tables set forth information regarding outstanding equity awards held by our Senior Executive Officers as of 30 April 2017.
Options
As at 30 April 2017, no Senior Executive Officers held stock options.
Restricted Stock Units
NAME | GRANT DATE |
RELEASE DATE |
HOLDING AND UNVESTED AT 1 APRIL 2016 |
GRANTED | TOTAL VALUE AT GRANT1 (US$) |
VESTED | LAPSED | HOLDING AND UNVESTED AT 30 APRIL 2017 |
FAIR VALUE PER RSU2 (US$) |
|||||||||||||||||||
L Gries |
15-Sep-113 | 15-Sep-14 | 282,988 | 606,852 | $2,500,291 | (125,230) | (157,758) | | $4.1201 | |||||||||||||||||||
14-Sep-123 | 14-Sep-15 | 62,959 | 273,732 | $2,041,356 | (62,959) | | | $7.4575 | ||||||||||||||||||||
16-Sep-133 | 16-Sep-16 | 295,824 | 295,824 | $1,994,593 | (295,824) | | | $6.7425 | ||||||||||||||||||||
16-Sep-134 | 16-Sep-16 | 278,393 | 278,393 | $2,640,140 | (180,955) | (97,438) | | $9.4835 | ||||||||||||||||||||
16-Sep-143,5 | 16-Sep-17 |
260,346 | 260,346 | $1,883,812 | | | 260,346 | $7.2358 | ||||||||||||||||||||
16-Sep-144 | 16-Sep-17 | 232,980 | 232,980 | $2,607,442 | | | 232,980 | $11.1917 | ||||||||||||||||||||
16-Sep-153 | 16-Sep-18 | 292,514 | 292,514 | $2,448,459 | | | 292,514 | $8.3704 | ||||||||||||||||||||
16-Sep-154 | 16-Sep-18 | 254,480 | 254,480 | $3,227,875 | | | 254,480 | $12.6842 | ||||||||||||||||||||
16-Sep-163 | 16-Sep-19 | | 218,159 | $2,334,585 | | | 218,159 | $10.7013 | ||||||||||||||||||||
16-Sep-164 | 16-Sep-19 | | 194,626 | $3,045,566 | | | 194,626 | $15.6483 | ||||||||||||||||||||
M Marsh |
16-Sep-133 | 16-Sep-16 | 33,400 | 33,400 | $225,200 | (33,400) | | | $6.7425 | |||||||||||||||||||
16-Sep-134 | 16-Sep-16 | 31,431 | 31,431 | $298,076 | (20,430) | (11,001) | | $9.4835 | ||||||||||||||||||||
16-Sep-136 | 16-Sep-16 | 56,128 | 56,128 | $482,734 | (56,128) | | | $8.6006 | ||||||||||||||||||||
16-Sep-143 | 16-Sep-17 | 38,787 | 38,787 | $280,655 | | | 38,787 | $7.2358 | ||||||||||||||||||||
16-Sep-144 | 16-Sep-17 | 33,283 | 33,283 | $372,493 | | | 33,283 | $11.1917 | ||||||||||||||||||||
16-Sep-153 | 16-Sep-18 | 65,816 | 65,816 | $550,906 | | | 65,816 | $8.3704 | ||||||||||||||||||||
16-Sep-154 | 16-Sep-18 | 57,258 | 57,258 | $726,272 | | | 57,258 | $12.6842 | ||||||||||||||||||||
16-Sep-163 | 16-Sep-19 | | 65,448 | $700,379 | | | 65,448 | $10.7013 | ||||||||||||||||||||
16-Sep-164 | 16-Sep-19 | | 58,388 | $913,673 | | | 58,388 | $15.6483 | ||||||||||||||||||||
M Fisher7 |
15-Sep-113 | 15-Sep-14 | 31,951 | 68,516 | $282,293 | (14,139) | (17,812) | | $4.1201 | |||||||||||||||||||
14-Sep-123 | 14-Sep-15 | 7,109 | 30,905 | $230,474 | (7,109) | | | $7.4575 | ||||||||||||||||||||
16-Sep-134 | 16-Sep-16 | 33,400 | 33,400 | $225,200 | (33,400) | | | $6.7425 | ||||||||||||||||||||
16-Sep-134 | 16-Sep-16 | 31,431 | 31,431 | $298,076 | (20,430) | (11,001) | | $9.4835 | ||||||||||||||||||||
16-Sep-143 | 16-Sep-17 | 38,787 | 38,787 | $280,655 | | (5,875) | 32,912 | $7.2358 | ||||||||||||||||||||
16-Sep-144 | 16-Sep-17 | 33,283 | 33,283 | $372,493 | | (5,042) | 28,241 | $11.1917 | ||||||||||||||||||||
16-Sep-153 | 16-Sep-18 | 47,533 | 47,533 | $397,870 | | (23,030) | 24,503 | $8.3704 | ||||||||||||||||||||
16-Sep-154 | 16-Sep-18 | 41,353 | 41,353 | $524,530 | | (20,036) | 21,317 | $12.6842 | ||||||||||||||||||||
16-Sep-163 | 16-Sep-19 | | 35,451 | $379,372 | | (35,451) | | $10.7013 | ||||||||||||||||||||
16-Sep-164 | 16-Sep-19 | | 31,627 | $494,909 | | (31,627) | | $15.6483 | ||||||||||||||||||||
S Gadd |
15-Sep-113 | 15-Sep-14 | 7,304 | 15,661 | $64,525 | (3,232) | (4,072) | | $4.1201 | |||||||||||||||||||
14-Sep-123 | 14-Sep-15 | 1,625 | 7,064 | $52,680 | (1,625) | | | $7.4575 | ||||||||||||||||||||
16-Sep-134 | 16-Sep-16 | 23,857 | 23,857 | $160,856 | (23,857) | | | $6.7425 | ||||||||||||||||||||
16-Sep-134 | 16-Sep-16 | 22,451 | 22,451 | $212,914 | (14,593) | (7,858) | | $9.4835 | ||||||||||||||||||||
16-Sep-143 | 16-Sep-17 | 38,787 | 38,787 | $280,655 | | | 38,787 | $7.2358 | ||||||||||||||||||||
16-Sep-144 | 16-Sep-17 | 33,283 | 33,283 | $372,493 | | | 33,283 | $11.1917 | ||||||||||||||||||||
16-Sep-153 | 16-Sep-18 | 47,533 | 47,533 | $397,870 | | | 47,533 | $8.3704 | ||||||||||||||||||||
16-Sep-154 | 16-Sep-18 | 41,353 | 41,353 | $524,530 | | | 41,353 | $12.6842 | ||||||||||||||||||||
16-Sep-163 | 16-Sep-19 | | 35,451 | $379,372 | | | 35,451 | $10.7013 | ||||||||||||||||||||
16-Sep-164 | 16-Sep-19 | | 31,627 | $494,909 | | | 31,627 | $15.6483 | ||||||||||||||||||||
J Blasko |
14-Sep-123 | 14-Sep-15 | 5,078 | 22,075 | $164,624 | (5,078) | | | $7.4575 | |||||||||||||||||||
16-Sep-133 | 16-Sep-16 | 23,857 | 23,857 | $160,856 | (23,857) | | | $6.7425 | ||||||||||||||||||||
16-Sep-134 | 16-Sep-16 | 22,451 | 22,451 | $212,914 | (14,593) | (7,858) | | $9.4835 | ||||||||||||||||||||
16-Sep-143 | 16-Sep-17 | 23,272 | 23,272 | $168,392 | | | 23,272 | $7.2358 | ||||||||||||||||||||
16-Sep-144 | 16-Sep-17 | 19,970 | 19,970 | $223,498 | | | 19,970 | $11.1917 | ||||||||||||||||||||
16-Sep-153 | 16-Sep-18 | 29,251 | 29,251 | $244,843 | | | 29,251 | $8.3704 | ||||||||||||||||||||
16-Sep-154 | 16-Sep-18 | 25,448 | 25,448 | $322,788 | | | 25,448 | $12.6842 | ||||||||||||||||||||
16-Sep-163 | 16-Sep-19 | | 24,543 | $262,642 | | | 24,543 | $10.7013 | ||||||||||||||||||||
16-Sep-164 | 16-Sep-19 | | 21,895 | $342,620 | | | 21,895 | $15.6483 |
1 | Total Value at Grant = Fair Value per RSU multiplied by number of units granted. |
2 | Fair Value per RSU is estimated on the date of grant using a binomial lattice model that incorporates a Monte Carlo simulation for Relative TSR RSUs. For ROCE RSUs, the grant date fair value is our stock price on the date of grant. For service vesting RSUs, the fair value is our stock price on the date of grant, adjusted for the fair value of estimated dividends as the RSU holder is not entitled to dividends over the vesting period. |
3 | Relative TSR RSUs granted under the LTIP. These RSUs are subject to performance hurdles. |
4 | ROCE RSUs granted under the LTIP. These RSUs are subject to performance hurdles and/or application of negative discretion. |
5 | Mr Gries was also granted a cash-settled award (equivalent to 11,164 units) on 16 September 2014. This cash-settled award may vest based on the same vesting criteria as his relative TSR RSU grant and may only vest in the event that his relative TSR RSU grant vests in full. Upon vesting, the award will be settled in cash based on the number of units vested and the fair market value of our shares of common stock as of the relevant vesting date. |
6 | Time vested RSUs granted under the 2001 JHI plc Equity Incentive Plan. |
7 | Mr Fisher resigned from the Company effective 3 April 2017. Lapsed awards reflect forfeitures pursuant to the terms of his separation agreement. |
19
JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
Scorecard LTI
NAME | GRANT DATE | RELEASE DATE |
HOLDING AT 1 APRIL 2016 |
GRANTED | VESTED1 | LAPSED | HOLDING AT 30 APRIL 2017 |
|||||||||||||||||
L Gries |
16-Sep-13 | 16-Sep-16 | 313,192 | 313,192 | (216,102) | (97,090) | | |||||||||||||||||
16-Sep-142 | 16-Sep-17 | 262,103 | 262,103 | | | 262,103 | ||||||||||||||||||
16-Sep-15 | 16-Sep-18 | 286,290 | 286,290 | | | 286,290 | ||||||||||||||||||
16-Sep-16 | 16-Sep-19 | | 218,954 | | | 218,954 | ||||||||||||||||||
M Marsh |
16-Sep-13 | 16-Sep-16 | 35,360 | 35,360 | (24,398) | (10,962) | | |||||||||||||||||
16-Sep-142 | 16-Sep-17 | 37,443 | 37,443 | | | 37,443 | ||||||||||||||||||
16-Sep-15 | 16-Sep-18 | 64,415 | 64,415 | | | 64,415 | ||||||||||||||||||
16-Sep-16 | 16-Sep-19 | | 65,686 | | | 65,686 | ||||||||||||||||||
M Fisher3 |
16-Sep-13 | 16-Sep-16 | 35,360 | 35,360 | (20,508) | (14,852) | | |||||||||||||||||
16-Sep-142 | 16-Sep-17 | 37,443 | 37,443 | | (5,672) | 31,771 | ||||||||||||||||||
16-Sep-15 | 16-Sep-18 | 46,522 | 46,522 | | (22,540) | 23,982 | ||||||||||||||||||
16-Sep-16 | 16-Sep-19 | | 35,580 | | (35,580) | | ||||||||||||||||||
S Gadd |
16-Sep-13 | 16-Sep-16 | 25,257 | 25,257 | (10,860) | (14,397) | | |||||||||||||||||
16-Sep-142 | 16-Sep-17 | 37,443 | 37,443 | | | 37,443 | ||||||||||||||||||
16-Sep-15 | 16-Sep-18 | 46,522 | 46,522 | | | 46,522 | ||||||||||||||||||
16-Sep-16 | 16-Sep-19 | | 35,580 | | | 35,580 | ||||||||||||||||||
J Blasko |
16-Sep-13 | 16-Sep-16 | 25,257 | 25,257 | (14,649) | (10,608) | | |||||||||||||||||
16-Sep-142 | 16-Sep-17 | 22,466 | 22,466 | | | 22,466 | ||||||||||||||||||
16-Sep-15 | 16-Sep-18 | 28,629 | 28,629 | | | 28,629 | ||||||||||||||||||
16-Sep-16 | 16-Sep-19 | | 24,632 | | | 24,632 |
1 | Represents the number of Scorecard LTI awards vesting after the Remuneration Committees application of the Scorecard in respect of fiscal years 2014-2016. A detailed assessment of the reasons for the Scorecard ratings was set out in the fiscal year 2016 Remuneration Report. |
2 | Scorecard LTI awards in respect of fiscal years 2015-2017 will vest on 16 September 2017. A detailed assessment of the Remuneration Committees assessment of managements performance is set out on pages 12 and 13 of this Remuneration Report. |
3 | Mr Fisher resigned from the Company effective 3 April 2017. Lapsed awards reflect forfeitures pursuant to the terms of his separation agreement. |
REMUNERATION FOR NON-EXECUTIVE DIRECTORS
Fees paid to non-executive directors are determined by the Board, with the advice of the Remuneration Committees independent external remuneration advisers, within the maximum total amount of base and committee fees pool approved by shareholders from time-to-time. Shareholders at the 2014 AGM approved the current maximum aggregate base and committee fee pool of US$2.3 million per annum. No additional Board fees are paid to executive directors.
Remuneration Structure
Non-executive directors are paid a base fee for service on the Board. Additional fees are paid to the person occupying the positions of Chairman and Board Committee Chairman (and had been paid to the Deputy Chairman prior to his retirement), as well as for attendance at ad-hoc sub-committee meetings.
During fiscal year 2017, the Remuneration Committee reviewed non-executive directors fees, using market data and taking into consideration the level of fees paid to chairmen and directors of companies with similar size, complexity of operations and responsibilities and workload requirements. The Remuneration Committee recommended an increase in the non-executive director base fee for calendar year 2017 and the fee increase was effective from the start of the calendar year. The annual fee adjustment when calculated on a fiscal year basis equates to a 2.6% increase in base fee.
POSITION | FISCAL YEAR 2017 (US$) |
FISCAL YEAR 2018 (US$) |
||||||
Chairman |
404,066 | 408,984 | ||||||
Board member |
189,006 | 193,924 | ||||||
Audit Committee Chair |
20,000 | 20,000 | ||||||
Remuneration Committee Chair |
20,000 | 20,000 | ||||||
Nominating & Governance Committee Chair |
20,000 | 20,000 | ||||||
Ad-hoc Board sub-committee attendance1 |
3,000 | 3,000 |
1 | Fee is payable in respect of each ad-hoc Board sub-committee meeting attended. |
During fiscal year 2016, the Remuneration Committee approved a non-executive director tax equalisation policy, in order to ensure that the Company continues to attract highly qualified persons to serve on the Board irrespective of their tax residence. In accordance with the policy, the Company will ensure that each non-executive director does not have an increased income tax liability as a direct result of their appointment to the Board. Accordingly, if Irish income taxes levied on their director compensation exceed net income taxes owed on such compensation in their country of tax residence, assuming it had been derived solely in their country of tax residence, such director is eligible to receive a tax equalisation payment in respect of that excess.
As the focus of the Board is on maintaining the Companys long-term direction and well-being, there is no direct link between non-executive directors remuneration and the Companys short-term results.
20
Board Accumulation Guidelines
Non-executive directors are encouraged to accumulate a minimum of 1.5 times (and two times for the Chairman) the non-executive director base fee in shares of the Companys common stock (either personally, in the name of their spouse, or through a personal superannuation or pension plan). The Remuneration Committee reviews the guidelines and non-executive directors shareholdings on a periodic basis.
Director Retirement Benefits
We do not provide any benefits for our non-executive directors upon termination of their service on the Board.
Total Remuneration for Non-Executive Directors for the Years Ended 31 March 2017 and 2016
The table below sets out the remuneration for those non-executive directors who served on the Board during the fiscal years ended
31 March 2017 and 2016:
NAME | PRIMARY (US$) |
OTHER PAYMENTS2 (US$) |
OTHER BENEFITS3 (US$) |
TOTAL (US$) |
||||||||||||
M Hammes |
||||||||||||||||
Fiscal Year 2017 |
410,065 | | 28,142 | 438,207 | ||||||||||||
Fiscal Year 2016 |
473,984 | 96,047 | 16,740 | 586,771 | ||||||||||||
D McGauchie |
||||||||||||||||
Fiscal Year 2017 |
151,610 | | 21,882 | 173,492 | ||||||||||||
Fiscal Year 2016 |
232,922 | | 15,741 | 248,663 | ||||||||||||
B Anderson |
||||||||||||||||
Fiscal Year 2017 |
215,005 | | 8,906 | 223,911 | ||||||||||||
Fiscal Year 2016 |
244,935 | 72,605 | | 317,540 | ||||||||||||
D Harrison |
||||||||||||||||
Fiscal Year 2017 |
209,005 | | 10,324 | 219,329 | ||||||||||||
Fiscal Year 2016 |
238,934 | 49,308 | 7,307 | 295,549 | ||||||||||||
A Littley |
||||||||||||||||
Fiscal Year 2017 |
195,005 | | 16,030 | 211,035 | ||||||||||||
Fiscal Year 2016 |
179,184 | | | 179,184 | ||||||||||||
J Osborne |
||||||||||||||||
Fiscal Year 2017 |
201,005 | | | 201,005 | ||||||||||||
Fiscal Year 2016 |
179,184 | | | 179,184 | ||||||||||||
R van der Meer |
||||||||||||||||
Fiscal Year 2017 |
209,005 | | 1,531 | 210,536 | ||||||||||||
Fiscal Year 2016 |
188,847 | | | 188,847 | ||||||||||||
R Chenu4 |
||||||||||||||||
Fiscal Year 2017 |
195,005 | | 4,390 | 199,395 | ||||||||||||
Fiscal Year 2016 |
170,184 | | | 170,184 | ||||||||||||
A Gisle Joosen |
||||||||||||||||
Fiscal Year 2017 |
189,005 | | 1,406 | 190,411 | ||||||||||||
Fiscal Year 2016 |
173,184 | | | 173,184 | ||||||||||||
Total Compensation for Non-Executive Directors |
||||||||||||||||
Fiscal Year 2017 |
1,974,710 | | 92,611 | 2,067,321 | ||||||||||||
Fiscal Year 2016 |
2,081,358 | 217,960 | 39,788 | 2,339,106 |
1 | Amount includes base, Chairman, Deputy Chairman, Committee Chairman fees, as well as fees for attendance at ad-hoc sub-committee meetings. |
2 | Amount relates to a one-off payment to partially compensate non-executive directors who have received a reduction in net compensation following the Companys re-domicile from the Netherlands to Ireland. The impact of the re-domicile meant that US based non-executive directors incurred an increased income tax burden since the Irish tax rate is significantly higher than the US tax rate. |
3 | Amount includes the cost of non-executive directors fiscal compliance in Ireland and other costs connected with Board-related events paid for by the Company and Company product received in accordance with the Policy on Products for Friends and Family. In addition to these costs, travel and subsistence expenses incurred by non-executive directors in attending board meetings held in Ireland which are paid or reimbursed by the Company have, pursuant to a direction from the Irish Revenue Commissioners effective from February 2014, been grossed up and subjected to Irish income taxes. The aggregate cost to the Company, including income taxes, for these costs in fiscal year 2016 was US$282,789. Irish tax legislation was enacted with effect from January 2016 that specifically exempts travel and subsistence expenses incurred by non-executive directors in attending board meetings from Irish income taxes. |
4 | In addition to the compensation set forth above, Mr Chenu continues to receive certain tax services from the Company, and remains eligible for certain tax equalisation benefits relative to the vesting of previously granted equity awards, stemming from his prior service as an executive officer of the Company. |
21
JAMES HARDIE REMUNERATION REPORT 2017
REMUNERATION REPORT 2017 CONTINUED
22
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