| NOTICE OF ANNUAL MEETING | | | | | 1 | | |
| PROXY SUMMARY | | | | | 2 | | |
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| CORPORATE GOVERNANCE | | | | | 13 | | |
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| PROPOSAL 1: ELECTION OF DIRECTORS | | | | | 16 | | |
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| OUR 2022 NAMED EXECUTIVE OFFICERS | | | | | 30 | | |
| COMPENSATION DISCUSSION AND ANALYSIS | | | | | 31 | | |
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| EXECUTIVE COMPENSATION TABLES | | | | | 52 | | |
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| EMPLOYMENT AGREEMENT AND SEVERANCE AGREEMENTS | | | | | 62 | | |
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| AUDIT | | | | | 66 | | |
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| OTHER MATTERS | | | | | 75 | | |
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| Non-GAAP Financial Measures | | | | | 81 | | |
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Date
Thursday May 11, 2023 |
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Time
11:00 a.m. (Eastern Time) |
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Place
State Grill 21 West 33rd Street New York, New York 10118 AND via live webcast at: www.virtualshareholder meeting.com/ESRT2023 |
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Record Date
The close of business on March 2, 2023 |
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AGENDA ITEM
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Board Recommendation
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Read More
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PROPOSAL 1 a proposal to elect the eight director nominees named in the proxy statement to serve on our board until the next annual meeting or until their successors are elected and qualify.
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FOR each director nominee
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Page 16
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PROPOSAL 2 a proposal to approve, on a non-binding, advisory basis, the compensation of our named executive officers (“NEOs”) as described in this proxy statement.
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FOR this proposal
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Page 51
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PROPOSAL 3 a proposal to ratify the selection of Ernst & Young LLP as our independent registered public accounting firm for the fiscal year ending December 31, 2023.
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FOR this proposal
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Page 66
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IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR THE VIRTUAL ANNUAL MEETING TO BE HELD ON MAY 11, 2023. THIS PROXY STATEMENT AND OUR ANNUAL REPORT ON FORM 10-K FOR THE YEAR ENDED DECEMBER 31, 2022 (“2022 ANNUAL REPORT”) TO SHAREHOLDERS ARE AVAILABLE AT WWW.PROXYVOTE.COM.
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2023 PROXY STATEMENT 1
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| 2 EMPIRE STATE REALTY TRUST | | | | |
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Lease Space
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Sell Observatory Tickets
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Maintain balance sheet flexibility
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Achieve ESG Goals
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Enhance Shareholder Value
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$727.0M
Total Revenue
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$63.2M
Net Income
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$0.90
Core FFO Per Share(1)
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2.19M
Observatory Visitors
At record per cap revenue per customer mix |
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1,118,579
rentable square feet
of signed new, renewal, and expansion leases |
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Outperformed NYC-Based Office Peers on
Total Shareholder Return (TSR) by average 1,765 bps(2)
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$132.9M
returned to shareholders through
dividends and share repurchases |
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$1.1B
Liquidity
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96
residential units acquired
~234,000
square feet suburban office sold
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Net Income (Loss) /
Core Funds from Operations (“Core FFO”)(1) |
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Number of
Observatory Visitors |
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2023 PROXY STATEMENT 3
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Signed a total of 1,118,579 rentable square feet of new, renewal, and expansion leases, including 99 leases totaling 788,010 rentable sq. ft. in Manhattan office portfolio
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While Manhattan’s market-wide office availability rate increased in 2022, ESRT’s Manhattan office leased percentage rate improved by 260 basis points (bps) and occupancy increased by 210 bps for the year
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As of December 31, 2022, percentage leased (including signed leases not commenced):
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Total commercial portfolio: 88.6%
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Total multifamily portfolio: 96.3%
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Flexibility to allocate capital for long term shareholder value; optionality:
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Share repurchases
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External growth
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Capital recycling
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Office portfolio 100% owned
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Liquidity: $1.1 Billion
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Cash: $264M
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Undrawn credit facility: $850M
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Unencumbered office + retail properties: 78% of total sq. ft.
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Net Debt / Adj. EBITDA(1):
5.7x
(Peer Average(2): 9.6x)
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Secured Debt(3):
39%
(Peer Average(2): 56%)
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Floating Rate Debt Exposure:
0%
(Peer Average(2): 15%)
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Return of Capital
Returned $421 million to shareholders through share repurchases and dividends from 2020 through 2022.
During 2020, ESRT had no requirement to pay a dividend beyond the quarterly dividends paid in Q1 and Q2 2020 due to two primary factors: (i) a net operating loss (“NOL”) carryforward available from accelerated non-cash deductions in prior periods, and (ii) the significant decline in revenue due to lower levels of Observatory visitation. ESRT’s focus on long-term shareholder value creation and preservation of our balance sheet strength and flexibility led to a suspension of its quarterly dividend from Q3 2020 through Q1 2021 and a resumption of dividend in Q2 2021 at one-third of the previous level.
ESRT’s plan for long-term shareholder value creation includes continued balance sheet strength and flexibility, utilization of its NOL carryforward balance to reduce taxable income and required distribution, and use of cash flow for new acquisitions and repurchases of stock.
Between March 5, 2020 (the date the repurchase program began) and March 24, 2023, the company repurchased $283.7 million of shares at a weighted average price of $8.28 per share, representing approximately 11.5% of total shares outstanding as of March 5, 2020.
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(1)
2022 includes two repurchases with trade dates in December 2021 that settled in January 2022.
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| 4 EMPIRE STATE REALTY TRUST | | | | |
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Awarded as a Leader
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100% of Portfolio is Well
Health-Safety Rated
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First commercial portfolio in the Americas to achieve this rating
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Among the first to be certified three times
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100% of portfolio enrolled in WELL at Scale
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Early adopter of WELL Equity Rating
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Empire Building
Challenge Partner |
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GRESB Five Star Rated
Public Disclosure “A” Rating Global and
Regional Sector
Leader |
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2022 ENERGY STAR Partner of the Year
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92% of our office and retail portfolio and 80% of entire portfolio is certified by ENERGY STAR
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LEED Gold
at Empire State Building |
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Green Lease Leader Platinum
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Fitwel Champion
89% of NYC Properties Fitwel certified |
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On Track with Sector Leading Targets
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ESRT commercial portfolio achieved carbon neutrality in 2022 through:
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Reduction of operational emissions through building energy-efficiency retrofit work
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Purchase of wind renewable energy credits (“RECs”) for 100% of commercial portfolio’s electrical usage since 2021, and for Empire State Building since 2011
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Offset 100% of fossil fuel usage with preservation of biodiverse ecosystem forest
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NET-ZERO COMMITMENT
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Net-zero commitment for carbon emissions at Empire State Building by 2030 and the entire commercial portfolio by 2035 through 80% operational carbon emissions reduction in partnership with New York State’s Climate Leadership and Community Protection Act grid performance targets
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Targets verified and approved with the Science Based Targets Initiative (SBTi) as aligned with its most stringent 1.5°C trajectory
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Prepared for Future Regulation and Reduced Risk of Fines
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Local Law 97 ("LL97") Compliant through 2029 based on current assumptions
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Scope 1, Scope 2, and Scope 3 emissions tracking, reporting, and disclosure — voluntarily disclose scope 3 emissions for tenant sub-metered usage
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Sustainability reporting in alignment with GRESB, TCFD, SASB, GRI, SBTi
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Industry Leadership
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Empire Building Playbook. Developed and published a free guide, the Empire Building Playbook, in partnership with the New York Energy Research Development Authority (NYSERDA) and the Clinton Global Initiative, for existing commercial buildings to follow our lead and develop a pathway to carbon reduction announced by President Clinton, Governor Hochul, and Mayor Adams
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Our Chairman, President and CEO (Tony Malkin) and/or our SVP, Director of Energy, Sustainability and ESG (Dana Schneider) have served as leaders of the following organizations, among others:
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Real Estate Roundtable Sustainability Policy Advisory Committee (Malkin — Chair; Schneider — member)
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Urban Green Board of Directors (Schneider — board member)
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USGBC LEED Steering Committee (Schneider — Co-Chair)
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2023 PROXY STATEMENT 5
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Industry Leadership
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NYC Climate Mobilization Local Law 97 Advisory Board (Malkin — board member and Co-Chair of Commercial Buildings Technical Pathways Working Group)
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NYC Sustainability Advisory Board (Schneider — board member)
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Real Estate Board of New York (REBNY) Sustainability Committee (Schneider — member)
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WELL Living Lab/Mayo Clinic (Schneider — member)
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NAREIT Real Estate Sustainability Committee (Schneider — member)
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ULI Tenant Energy Optimization Program (Malkin — sponsor)
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NYC Mayor’s Carbon Challenge (Schneider — member)
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Diversity, Equity & Inclusion (“DEI”) Leadership
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Bloomberg Gender-Equality
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Great Place to Work Certified
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UN Global Compact and Women’s Empowerment Principles
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Selected for inclusion in 2022 and 2023 indices
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First commercial office REIT in the U.S. to join UN Global Compact as well
as commit to the Women’s Empowerment Principles |
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Focus on Gender and Ethnic Diversity in Our Workforce and Leadership
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Gender
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Ethnicity
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Employee-led Inclusion Committee: Our employee-led Inclusion Committee operates under the guidance of an independent DEI consultant and has rolled out a number of initiatives, trainings and programs.
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Mandated diversity in candidate pools for new hires.
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Investment in Our People
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Employee programs and benefits: In 2022, we significantly increased our 401(k) match from $1,250 per year to 100% of contributions up to 5% of an employee’s salary and added employer funding to our employees’ health savings accounts (“HSAs”). Since 2021, we have enhanced parental leave, increased paid time off and created paid volunteer time off, and added flexible hours (where possible), financial wellness and healthy living programs, and a “VIP Program” that allows employees to attend celebrity events at the Empire State Building.
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Training and Education: Over 3,400 hours of in-person and online training
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Employee Engagement Survey:
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ESRT 100% participation for corporate; 95% for union team members
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ESRT overall favorability 85% vs 81% benchmark for real estate industry participants in survey
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Community engagement and volunteerism: 1,300 volunteer hours donated by employees in 2022
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| 6 EMPIRE STATE REALTY TRUST | | | | |
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Focus on Board Diversity
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Gender(1)
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Ethnicity(1)
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(1)
Data as of the date of this proxy statement. Leslie Biddle stepped down from the board on January 16, 2023 to assume her new position of Special Assistant to the Undersecretary of Infrastructure at the U.S. Department of Energy. The company has an active search underway to replace her.
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Board Refreshment
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Balance of continuity (4 directors since 2013 IPO) and refreshment with 4 new directors appointed since 2017
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Focused on enhanced diversity and refreshment with 3 independent diverse directors appointed since 2017
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Refreshment of board committees. Thomas J. DeRosa added to Compensation and Human Capital Committee in 2022 and took over as chair in 2023
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See page 10 for more information
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Board Independence
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Lead Independent Director elected annually, with responsibilities outlined in corporate governance guidelines. See page 21 for more information
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7 of 8 directors are independent/all committees composed entirely of independent directors
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Accountability
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Frequent and robust shareholder engagement efforts. See page 8 for more information
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Annual election of all directors (declassified board)
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Annual say-on-pay voting
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Shareholder proxy access, adopted in 2018 in response to shareholder feedback
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Shareholder right to amend bylaws, adopted in 2019 in response to shareholder feedback
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Robust stock ownership guidelines for our NEOs and directors. See page 48 for more information
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Robust annual board and committee self-assessment with third-party facilitator
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Robust Board Oversight and Engagement
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Frequent engagement with management, company employees, tenants and outside advisors to maintain robust oversight of company environmental, social and governance (“ESG”) matters, risk, strategy and challenges
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Board oversight of ESG initiatives and risk management with specific committee responsibility outlined in committee charters. See page 23 for more information
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Transparent Reporting
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Committed to enhanced transparency and reporting, including through our annual Sustainability Report and our participation in GRESB, WELL Health-Safety and Fitwel
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Transparent public reporting of diversity at board, management and all employee levels
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Added board diversity matrix disclosure to proxy in response to shareholder feedback. See page 15 for more information
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2023 PROXY STATEMENT 7
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Following a 62% Say-on-Pay vote at our annual meeting in May 2020, we made significant changes to our executive compensation program, considering shareholder feedback, which has translated into positive results with a 96% vote in favor of our NEO compensation at our annual meetings held in both 2021 and 2022. We continue to engage regularly with our shareholders and made further changes to our executive compensation and governance programs in 2022 based on shareholder feedback.
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Say-on-Pay Voting Results
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WHAT WE HEARD
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WHAT WE DID
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Strategy
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GUIDANCE
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Although we already provided hypothetical forecasts for our Observatory performance since 2020, shareholders expressed a desire for the company to put forth guidance on key metrics similar to that of our peers to assist their evaluation of our performance.
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In April 2022, we introduced guidance on Core FFO per share, Same-Store Occupancy, Same-Store Cash NOI (excluding lease termination fees) and Observatory NOI, key metrics that management uses to evaluate the performance of the company. Such metrics are also used by our close peers, as applicable, and we believe are useful measures to investors in evaluating our performance.
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Shareholders expressed a desire to better understand how the board incorporates diversity into its board refreshment initiatives and whether the board has plans to increase board diversity.
We also received a request to report our individual directors’ racial, ethnic and gender attributes in the form of a matrix in addition to the diversity pie charts that we already provide in our proxy statement.
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The board codified in our Corporate Governance Guidelines that it would seek to include candidates with a diversity of race, ethnicity and gender in each board nominee candidate pool.
We have appointed three independent, diverse directors since 2017. The company will consider the opportunity to enhance the diversity of the board with any new director appointment.
We added disclosure to this proxy statement in the form of a matrix to report the self-identified racial, ethnic and gender composition of our individual board members. See page 15.
The board reviews and discusses the board diversity policies contained in shareholder and proxy advisory firm voting guidelines and well-regarded frameworks such as the Bloomberg Gender Equality Index (GEI) as part of its discussions on board refreshment at each quarterly meeting.
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| | DIRECTOR TIME COMMITMENTS | | | ||||
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Although no shareholders raised the topic with us, we proactively reviewed various shareholder and proxy advisory firm voting guidelines on director time commitments and found that some of these guidelines were more limited than our current policy.
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The board amended the Corporate Governance Guidelines to provide that directors are limited to service on no more than three (reduced from four) other public company boards (one (reduced from two) if the director is a CEO or equivalent position).
All directors are in compliance with this more limited policy.
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| 8 EMPIRE STATE REALTY TRUST | | | | |
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WHAT WE HEARD
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WHAT WE DID
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Governance (CONTINUED)
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Employee Attraction and Retention
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There were questions around our human capital management, including our strategy for attraction and retention of talent, particularly diverse talent.
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In 2022, we significantly increased our 401(k) match from $1,250 per year to 100% of contributions up to 5% of an employee’s salary and added employer funding to our employees’ HSAs. Since 2021, we have enhanced parental leave, increased paid time off and created paid volunteer time off, and added flexible hours (where possible), financial wellness and healthy living programs, and a “VIP Program” that allows employees to attend celebrity events at the Empire State Building.
Our employee-led Inclusion Committee operates under the guidance of an independent DEI consultant and has rolled out a number of initiatives, trainings and programs.
We have mandated diversity in candidate pools for new hires. Our employee diversity has improved over the past several years, particularly at the management level, as shown on page 6. We regularly conduct employee engagement surveys that are fully anonymous to determine engagement levels and action plan results. The company makes continued enhancements based on ongoing employee feedback.
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| | Location of Annual Meeting | | | ||||
| | We had several long-standing shareholders request that we resume in-person shareholder meetings. | | | |
In 2020 and 2021, we held virtual only annual shareholder meetings. We continued this practice in 2022 as the virtual meeting format resulted in increased shareholder attendance and questions as compared to the in-person only format that we conducted prior to 2020.
We will hold a hybrid meeting in 2023 in order to offer access to all shareholders.
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| | Compensation | | | ||||
| | ESG Metrics | | | ||||
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We were applauded for being well ahead of our peers in terms of integrating ESG into our NEO compensation program, including ESG metrics in an objective/quantitative points system format that account for 15% of our NEO’s annual incentive bonus. See page 37.
We were encouraged to additionally include ESG metrics in our NEO’s long-term equity awards.
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For 2022, we maintained the quantitative points system to measure achievement of our ESG goals as part of NEO annual incentive bonus and implemented new 2022-specific goals to encourage the company to push forward on new ESG initiatives.
For 2022, we added three-year ESG metrics to performance-based equity as well. These metrics are tied to industry-recognized, independent third-party ratings that are commonly used as benchmarks for sustainability goals at our peers, and we are one of the first REITs to incorporate these as a performance criterion for equity awards, demonstrating management alignment with these important ESG objectives. See page 44 for more information.
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| | Allocation of Time-Based and Performance-Based Awards | | | ||||
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Certain shareholders stated that they were happy that a significant portion of our NEOs compensation is performance-based and expressed a desire to see even more compensation tied to long-term performance metrics.
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For 2022, we reallocated our performance-based vesting and time-based vesting awards from 50:50 to 55:45, more heavily weighted to performance-based vesting awards.
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2023 PROXY STATEMENT 9
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Name and Position
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Director Since
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Committee Membership
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AC
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FC
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CC
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NGC
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Anthony E. Malkin, 60
Chairman, President and Chief Executive Officer
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2013
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Thomas J. DeRosa, 65
Independent Director
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2013
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Steven J. Gilbert, 75
Lead Independent Director
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2013
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S. Michael Giliberto, 72
Independent Director
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2013
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Patricia S. Han, 51
Independent Director
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2019
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Grant H. Hill, 50
Independent Director
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2020
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R. Paige Hood, 64
Independent Director
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2020
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James D. Robinson IV, 60
Independent Director
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2015
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AC Audit Committee
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CC Compensation and Human Capital Committee
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Chair
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Member
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FC Finance Committee
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NGC Nominating and Corporate Governance Committee
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Audit Committee Financial Expert
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| 10 EMPIRE STATE REALTY TRUST | | | | |
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OUR 2022 NAMED EXECUTIVE OFFICERS ("NEOs")
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2022 TARGET COMPENSATION MIX
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Anthony E. Malkin
Chairman, President and
Chief Executive Officer |
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Christina Chiu
Executive Vice President, Chief Operating
Officer and Chief Financial Officer |
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Thomas P. Durels
Executive Vice President,
Real Estate |
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Thomas N. Keltner, Jr.
Former Executive Vice President
and General Counsel(1) |
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Base Salary
Our NEOs’ stable source of cash income set at competitive levels.
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Our CEO’s base salary has remained unchanged since 2016 other than a pandemic-related voluntary reduction from 2020 into 2021.
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Our EVP, Head of Real Estate’s base salary has remained unchanged since 2019 other than a pandemic-related voluntary reduction from 2020 into 2021.
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Our EVP, COO & CFO’s base salary has increased since joining the company in 2020 commensurate with her increased responsibilities.
See page 36 for more information.
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Time-Based Equity Compensation
Long-term equity is granted in the form of long-term incentive units of partnership interest in our operating partnership (“LTIP units”) or shares of restricted Class A common stock (“Restricted Shares”) at the NEO’s election. All of our NEOs have chosen the LTIP unit option.
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Time-based awards make up 45% of the NEO’s total equity award.
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Time-based awards generally vest 25% per annum over four years, subject to continued employment. See page 43 for more information.
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Performance-Based Equity Compensation
Performance-based awards vest based on a combination of:
(i)
the company’s TSR performance over a three-year period relative to selected office REITs;
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the company’s performance against three-year ESG metrics; and
(iii)
the company’s performance against one-year corporate metrics with a three-year absolute TSR modifier.
Performance-based awards make up 55% of the NEO’s total equity award.
Such awards, to the extent earned, vest 50% at the end of the three-year period and 50% on the first anniversary of the end of such period. See page 43 for more information.
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Annual Incentive Bonus
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We motivate and reward achievement of short-term company corporate and ESG objectives and individual goals. ESG goals are weighted 15% for each NEO and weightings for the other metrics vary among the NEOs depending on the NEO’s ability to impact such metric. See page 37 for more information.
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| | |
Corporate
Goals |
| | |
|
| | |
ESG
Goals |
| | |
|
| | |
Individual
Goals |
| | |
|
| | |
Committee
Discretion |
| | |
|
| | |
Annual Incentive Bonus Exchange
|
|
|
We measure quantitative performance across four metrics:
◗
Core FFO per Share
◗
Same-Store Cash NOI Growth (excluding Observatory)
◗
Leasing and Occupancy (i.e., leased percentage at year-end, leasing volume and weighted average starting rents)
◗
G&A Expense as a Percentage of Revenues
|
| | |
We evaluate specific ESG metrics on a points system, including:
◗
Environmental goals (e.g., GRESB, WELL Health-Safety, Fitwel, ENERGY STAR and other prominent third-party ratings; renewable energy achievements and disclosure)
◗
Social goals relating to DEI initiatives, employee engagement, training, supply chain initiatives and disclosure
◗
Governance goals relating to shareholder engagement and board oversight of ESG
|
| | |
We measure qualitative performance against individualized goals based on an NEO’s responsibilities and duties to the company.
|
| | |
The Compensation and Human Capital Committee reserves the ability to include a subjective element of judgment to adjust the formula result if appropriate based on identified non-quantitative factors.
|
| | |
Our NEOs have the option to receive any annual incentive bonus earned in one of three ways: (i) cash, (ii) fully vested LTIP units at 100% of the face amount, or (iii) LTIP units that vest over three years, subject to continued employment, at 120% of the face amount.
|
|
| | | |
2023 PROXY STATEMENT 11
|
|
| |
2022 Annual
Incentive Bonus Outcomes |
| |
116%-122%
|
| |
|
After four consecutive years of 0% payout on our three-year performance-based equity awards, we achieved modest payout on 2020-2022 equity awards at 24.7%, in light of ESRT’s relative performance against its office peers.
|
|
| |
24.7%
|
| |
2020-2022
Performance-Based LTIP Units EARNED |
| |
Performance Period
|
| |
2016
|
| |
2017
|
| |
2018
|
| |
2019
|
| |
2020
|
| |
2021
|
| |
2022
|
| |
Outcome
|
| |
Payout
|
|
2016 – 2018(1) | | |
100% Complete
|
| | | | | | | | | | | | | |
Below Threshold
|
| |
0.0%
|
| ||||||
2017 – 2019(1) | | | | | |
100% Complete
|
| | | | | | | | | | |
Below Threshold
|
| |
0.0%
|
| ||||||
2018 – 2020(1) | | | | | | | | |
100% Complete
|
| | | | | | | |
Below Threshold
|
| |
0.0%
|
| ||||||
2019 – 2021(2) | | | | | | | | | | | |
100% Complete
|
| | | | |
Below Threshold
|
| |
0.0%
|
| ||||||
2020 – 2022(2) | | | | | | | | | | | | | | |
100% Complete
|
| |
Below Target, Earned in Part
|
| |
24.7%
|
|
| 12 EMPIRE STATE REALTY TRUST | | | | |
| | | | | | | | |
|
Relevant Skills and Experience for a publicly-traded, NYC-based office REIT
|
| | | | |
Our board continually evaluates its composition and collective expertise based on the company’s needs as a publicly-traded, NYC-based office REIT and the company’s strategy. See page 15 for more information.
|
|
|
Diversity with respect to race, gender, age and experiences
|
| | | | |
◗
The board codified in our Corporate Governance Guidelines that it would seek to include candidates with a diversity of race, ethnicity and gender in each board nominee candidate pool.
◗
We have appointed three independent, diverse directors since 2017.
◗
The company will consider the opportunity to enhance the diversity of the board with any new director appointment.
◗
The board evaluates the effectiveness of its director diversity efforts through its annual self-evaluation process and on an ongoing basis through its director candidate search processes led by the Nominating and Corporate Governance Committee.
|
|
|
Independence and no conflicts of interest
|
| | | | |
◗
Our Corporate Governance Guidelines provide that a majority of the directors on our board must be independent as required by the listing standards of the NYSE.
◗
Our board has adopted director independence standards which assist our board in making determinations with respect to the independence of directors.
◗
Our board considers other positions a director or a director candidate has held or holds (including other board memberships) and any potential conflicts of interest to ensure the continued independence of the board and its committees.
◗
There is no family relationship among any of our directors, executive officers and key employees.
|
|
|
Attention and Focus by each director in light of other obligations
|
| | | | |
◗
Directors must be willing to devote sufficient time and effort to carry out their duties and responsibilities effectively and should be committed to serve on our board for an extended period of time.
◗
Our Corporate Governance Guidelines provide that directors are limited to serve on no more than three other public company boards (one if the director is a CEO or equivalent position). The board may grant an exception where the board has made an affirmative determination that doing so would not impair the quality of the director’s service to the board.
◗
The Nominating and Corporate Governance Committee considers the position of our directors on other public company boards and their other professional commitments to confirm availability and capacity for service on our board.
◗
The Nominating and Corporate Governance Committee ensures that any potential nominee is not an employee or agent of, and does not serve on the board of directors or similar managing body of, any of our competitors.
◗
The Nominating and Corporate Governance Committee determines whether the potential nominee has a material interest in any transaction to which we are a party.
|
|
|
Balance of Tenures between knowledge of the company and fresh perspectives
|
| | | | |
◗
Per our Corporate Governance Guidelines, we seek a balance of (i) new perspectives and refreshed composition and (ii) long-tenured experience and continuity. We recognize that a director’s term should not extend beyond such director’s ability to contribute and such director’s commitment to the board, as evidenced by board and committee meeting attendance and participation.
◗
Since 2017, we have rotated in four new directors and rotated out three directors.
|
|
| | | |
2023 PROXY STATEMENT 13
|
|
|
|
| | | |
|
Identification of Candidates
Nominating and Corporate Governance Committee
At each of its regularly scheduled quarterly meetings, the committee reviews the board’s current composition and considers whether it would be in the best interests of the company to bring on a new director who may add experience and skillsets that would complement the company’s long-term strategy. The committee develops criteria for any search process, including any specific desired skills, experiences, characteristics or qualifications, and typically engages an independent director search firm to assist in the search.
Internal Recommendations
The committee may solicit recommendations for director nominees from non-management directors, executive officers or any other source it deems appropriate.
Shareholder Recommendations
The committee will also consider properly submitted shareholder recommendations for candidates. Any shareholder recommendation should include the nominee’s name and qualifications for board membership. The recommending shareholder should also submit evidence of the shareholder’s ownership of our shares, including the number of shares owned and the length of time of ownership. See page 79 for more information.
|
| |||
|
Nominating and Corporate Governance Committee Consideration of Candidates
The Nominating and Corporate Governance Committee discusses, assesses and interviews candidates identified by any of the above sources and considers whether, among other things, such candidates’ backgrounds and experiences fulfill the “Director Qualifications” as outlined on page 13 and would align with the company’s long-term strategy, enhance the board’s diversity and preserve the dynamic and effective culture that it believes exists in the board’s current composition.
Prior to a vote as to whether a potential nominee is recommended to our board, each member of the committee is provided reasonable access to such potential nominee. Such access includes a reasonable opportunity to interview such potential nominee and to submit questions to such potential nominee. In addition, each potential nominee must provide the Nominating and Corporate Governance Committee with a written detailed biography and must identify the committees of our board on which the potential nominee would be willing to serve. The committee then makes recommendations to the board to consider such candidates.
|
| |||
|
Board Evaluation, Appointment, Nomination
Once the Nominating and Corporate Governance Committee has identified candidates and has recommended such candidates to the board, the board then evaluates such candidates. The board’s evaluation includes, as it deems necessary, additional interviews and discussion as well as an analysis of such director’s independence. The board recommends nominees for a shareholder vote at the next annual meeting.
|
| |||
|
Annual Shareholder Vote to Elect Directors
All directors are elected annually and subject to a plurality voting standard.
Our board has adopted a policy regarding the election of directors in uncontested elections. Pursuant to such policy, in an uncontested election of directors, any nominee who receives a greater number of votes of “withhold” than votes “for” his or her election will, within two weeks following certification of the shareholder vote with respect to such election, submit a written resignation offer to our board for consideration by our Nominating and Corporate Governance Committee. Our Nominating and Corporate Governance Committee will consider the resignation offer and, within 60 days following such certification, make a recommendation to our board concerning the acceptance or rejection of the resignation offer. Our board will take formal action on the recommendation no later than 90 days following such certification. We will publicly disclose, in a Current Report on Form 8-K or periodic report filed with the Securities and Exchange Commission (the “SEC”), the decision of our board, including an explanation of the process by which the decision was made and, if applicable, its reason(s) for rejecting the tendered resignation.
|
| |||
|
Annual Board Self-Evaluation
The Nominating and Corporate Governance Committee also takes the results of the board’s annual self-evaluation into account when considering board candidates and composition. See page 27 for more information.
|
|
| 14 EMPIRE STATE REALTY TRUST | | | | |
Knowledge, Skills & Experience
|
| |
DeRosa
|
| |
Gilbert
|
| |
Giliberto
|
| |
Han
|
| |
Hill
|
| |
Hood
|
| |
Malkin
|
| |
Robinson
|
| |||
|
| |
Real Estate Experience
experience in the real estate industry, including experience with acquisition, financing and operation of commercial property |
| |
|
| |
|
| |
|
| | | | |
|
| |
|
| |
|
| | | |
|
| |
Investment Experience
relevant investment, strategic and deal structuring experience |
| |
|
| |
|
| |
|
| | | | |
|
| |
|
| |
|
| |
|
|
|
| |
Target Tenant Industry Experience
knowledge and experience with the top industries that make up the majority of our tenant base (technology, media and advertising; finance, insurance, real estate; consumer goods; professional services; legal services) |
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
| |
Executive Leadership
leadership role as company CEO, President or other key executive position |
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
| |
Accounting Experience/Financial Literacy
financial or accounting experience and an understanding of financial reporting, internal controls and compliance requirements for public companies |
| |
|
| |
|
| |
|
| | | | | | | |
|
| |
|
| | | |
|
| |
Digital Media and Commerce
experience in digital media and commerce |
| | | | | | | | | | |
|
| |
|
| | | | | | | |
|
|
|
| |
Cybersecurity and Technology
experience with cybersecurity issues and the technology industry |
| |
|
| | | | |
|
| |
|
| | | | | | | | | | |
|
|
|
| |
Human Capital Management
experience leading an organization, including setting company culture and attracting, motivating, developing and retaining talent |
| |
|
| |
|
| | | | |
|
| |
|
| |
|
| |
|
| |
|
|
|
| |
Energy and Environmental Sustainability
experience in the management and oversight of energy, environmental and climate-related risk |
| | | | | | | | | | | | | | | | | | | |
|
| | | |
|
| |
Risk Management Experience
experience in identifying, managing and mitigating enterprise risks, including strategic, regulatory, operational and financial risks |
| |
|
| |
|
| |
|
| | | | | | | |
|
| |
|
| |
|
|
|
| |
Public Company Board Experience
Experience as a board member of another publicly-traded company |
| |
|
| |
|
| | | | |
|
| |
|
| | | | |
|
| |
|
|
Demographics
|
| | | | | | | | | | | | | | | | | | | | | | | | | |||
Race/Ethnicity
|
| |
|
| | | | | | | | | | | | | | | | | | | | | | |||
|
| |
African American
|
| | | | | | | | | | | | | |
|
| | | | | | | | | |
|
| |
Asian American
|
| | | | | | | | | | |
|
| | | | | | | | | | | | |
|
| |
White/Caucasian
|
| |
|
| |
|
| |
|
| | | | | | | |
|
| |
|
| |
|
|
Gender
|
| | |
| | | | | | | | | | | | | | | | | | | | | | |||
|
| |
Female
|
| | | | | | | | | | |
|
| | | | | | | | | | | | |
|
| |
Male
|
| |
|
| |
|
| |
|
| | | | |
|
| |
|
| |
|
| |
|
|
Tenure | | | 9.5 | | | 9.5 | | | 9.5 | | | 3.5 | | | 2.3 | | | 2.7 | | | 9.5 | | | 8.2 | |
| | | |
2023 PROXY STATEMENT 15
|
|
|
|
| | |
OUR BOARD UNANIMOUSLY RECOMMENDS A VOTE “FOR” EACH DIRECTOR NOMINEE.
|
|
|
Anthony E. Malkin
|
| |
Biography
|
| |
Skills
|
| |||
|
Chairman, President and Chief Executive Officer
Age: 60
Director since:
2013 Other Current Public
Company Directorships: APi Group Corporation |
| |
Anthony E. Malkin is our Chairman, President and Chief Executive Officer. He joined our predecessor entities in 1989. Mr. Malkin has been a leader in existing building energy efficiency retrofits through coordinating the team of Clinton Climate Initiative, Johnson Controls, JLL, and Rocky Mountain Institute in a groundbreaking project at the Empire State Building. Mr. Malkin led the development of standards for energy efficient office tenant installations which is now known as the Tenant Energy Optimization Program at the Urban Land Institute. Mr. Malkin is a board member of APi Group Corporation (NYSE: APG), the Real Estate Roundtable and Chair of its Sustainability Policy Advisory Committee, a member of the Urban Land Institute, member of the Board of Governors of the Real Estate Board of New York and a member of the Partnership for New York City’s Innovation Council. Mr. Malkin received a bachelor’s degree cum laude from Harvard College.
Mr. Malkin was selected to serve as a member of our board based on his history with, and knowledge of, the company and his performance and achievements in his capacity as Chairman, President and Chief Executive Officer of the company.
|
| |
|
| |
Real Estate Experience
Expertise gained from tenure as CEO of ESRT since its IPO in October 2013 and his many years with our predecessor |
|
|
|
| |||||||||
|
|
| |
Investment Experience
Valuable experience leading the company and its predecessor entity’s investment strategy |
| ||||||
|
|
| |||||||||
|
|
| |
Target Tenant Industry Experience
Vast experience in the real estate industry, which sector (finance, insurance, real estate) comprises 20% of our tenant base |
| ||||||
|
|
| |||||||||
|
|
| |
Executive Leadership
Chairman, President and Chief Executive Officer, Empire State Realty Trust, Inc. |
| ||||||
|
|
| |||||||||
|
|
| |
Accounting Experience/Financial Literacy
Expertise in public company financial reporting gained as CEO of ESRT |
| ||||||
|
|
| |||||||||
|
|
| |
Human Capital Management Experience
Experience building a strong culture and talent base as CEO of a publicly-traded company with ~700 employees |
| ||||||
|
|
| |||||||||
|
|
| |
Energy and Environmental Sustainability Experience
A pioneer in energy and environmental sustainability efforts in the real estate industry |
| ||||||
|
|
| |||||||||
|
|
| |
Risk Management Experience
Expertise gained as CEO of ESRT, particularly while bringing the company public in 2013 |
| ||||||
|
|
| |||||||||
|
|
| |
Public Company Board Experience
APi Group Corporation (NYSE: APG) since 2019 |
|
| 16 EMPIRE STATE REALTY TRUST | | | | |
|
Thomas J. DeRosa
|
| |
Biography
|
| |
Skills
|
| |||
|
Independent
Age: 65
Director since:
2013 Committee Membership:
Compensation and Human Capital (Chair); Audit; and Nominating and Corporate Governance
|
| |
Thomas J. DeRosa is the former Chairman and Chief Executive Officer of Welltower Inc. (NYSE: WELL). Welltower is an owner, manager, and developer of health care real estate and infrastructure, structured as a REIT. Prior to Welltower, he served as the Vice Chairman and Chief Financial Officer of the Rouse Company, a leading owner, operator and developer of commercial real estate and master planned residential communities, from September 2002 until November 2004 when it was merged with General Growth Properties, Inc. (NYSE: GGP). Prior to joining the Rouse Company, Mr. DeRosa spent over 20 years in investment banking. From 1992 to September 2002, Mr. DeRosa held various positions at Deutsche Bank AG (NYSE: DB), including Global Co-Head of the Health Care Investment Banking Group, and at Alex Brown & Sons, including Managing Director of the Real Estate Investment Banking Group. Mr. DeRosa also served as a member of the board of directors of Dover Corporation (NYSE: DOV), a manufacturer and service provider for a broad range of specialized products and components, from 2007 to 2010.
Mr. DeRosa is a member of the Global Advisory Board of Value Retail PLC, a U.K.-based owner, operator and developer of luxury outlet shopping villages in Europe and Asia. Mr. DeRosa served on the board of directors of Georgetown University from 2007 to 2013 and the board of overseers of the Columbia University School of Business from 2018 to 2020. Mr. DeRosa received a bachelor’s degree from Georgetown University and a master’s degree from Columbia University.
Mr. DeRosa was selected to serve as a member of our board because of his extensive experience as a senior executive and director of public, NYSE-listed companies, including REITs.
|
| |
|
| |
Real Estate Experience
Expertise gained from executive roles in the real estate industry as CEO of Welltower, CFO of Rouse Company and Managing Director of the Real Estate Investment Banking Group at Alex Brown & Sons |
|
|
|
| |||||||||
|
|
| |
Investment Experience
Valuable experience gained through 20 years spent in investment banking, investing in and managing companies |
| ||||||
|
|
| |||||||||
|
|
| |
Target Tenant Industry Experience
Vast experience in the real estate industry, which sector (finance, insurance, real estate) comprises 20% of our tenant base |
| ||||||
|
|
| |||||||||
|
|
| |
Executive Leadership
Former Chairman and Chief Executive Officer, Welltower, Inc. |
| ||||||
|
|
| |||||||||
|
|
| |
Accounting Experience/Financial Literacy
Expertise in accounting standards and interpreting financial statements gained from time spent as Vice Chairman and CFO of Rouse Company |
| ||||||
|
|
| |||||||||
|
|
| |
Cybersecurity and Technology
Experience gained through his role as CEO of Welltower through oversight of cyber risk and implementation of technology platforms |
| ||||||
|
|
| |||||||||
|
|
| |
Human Capital Management Experience
Experience building a strong culture and talent base while CEO at Welltower |
| ||||||
|
|
| |||||||||
|
|
| |
Risk Management Experience
Expertise in financial risk management from his CEO and CFO roles for Welltower and Rouse Company |
| ||||||
|
|
| |||||||||
|
|
| |
Public Company Board Experience
Former Chairman of the Board, Welltower, Inc. (NYSE: WELL) from 2014-2020 Former board member, Dover Corporation (NYSE: DOV) from 2007-2010 |
|
|
Steven J. Gilbert
|
| |
Biography
|
| |
Skills
|
| |||
|
Lead Independent Director
Age: 75
Director since:
2013
Committee Membership:
Compensation and Human Capital; Finance; and Nominating and Corporate Governance
Other Current Public
Company Directorships: MBIA, Inc. TRI Pointe Homes, Inc. The Fairholme Funds (a mutual fund) |
| |
Steven J. Gilbert has over 50 years of experience in private equity investing, investment banking and law, and he has invested in and managed numerous companies during his career. Mr. Gilbert has served as Chairman of the board of directors of Gilbert Global Equity Partners, L.P., a private equity fund since 1998, and as Vice Chairman of the executive board of MidOcean Capital Partners, L.P., a private equity firm since 2005. Mr. Gilbert also serves on the board of directors of MBIA, Inc. (NYSE: MBI), a provider of financial guarantee insurance, fixed-income asset management and other specialized financial services, since 2011, as Chairman of the board of directors of TRI Pointe Homes, Inc. (NYSE: TPH), a single family home builder, since 2013, and on the board of directors of The Fairholme Funds, a mutual fund (Nasdaq: FAIRX), since 2014. Mr. Gilbert is the Lead Director for Oaktree Capital Group LLC, a private, global alternative investment manager since 2016, and also serves on the board of directors of several other privately held companies. Within the past five years, Mr. Gilbert has also served as Co-Chairman of Birch Grove Capital, a credit hedge fund, from 2013 to 2021, as a director of Waterpik, Inc., a manufacturer of personal and oral healthcare products, from 2013 to 2017, and as a director of CPM Holdings, Inc. (HKG: 0906), a manufacturer of process equipment used for oilseed and animal feed production from 2003 to 2019.
Mr. Gilbert is a member of the Writer’s Guild of America (East), a member of the Council on Foreign Relations and a director of the Lauder Institute at the University of Pennsylvania. He was previously a trustee of the New York University Langone Medical Center. Mr. Gilbert received a bachelor’s degree in economics from the Wharton School at the University of Pennsylvania, a law degree from the Harvard Law School, and a master’s degree from the Harvard Business School.
Mr. Gilbert was selected to serve as a member of our board based on his extensive experience leading companies in the financial services industry and serving as a director of public, NYSE-listed companies.
|
| |
|
| |
Real Estate Experience
Valuable experience with operation of real property serving as Chairman of the Board of TRI Pointe Homes, Inc., a leading home builder across the U.S. |
|
|
|
| |||||||||
|
|
| |
Investment Experience
Extensive background in private equity investing and investment banking spanning his 50-year career |
| ||||||
|
|
| |||||||||
|
|
| |
Target Tenant Industry Experience
Diverse experience across several industries within our tenant base including private equity with Global Equity Partners and MidOcean Capital Partners, hedge funds at Birch Grove Capital, specialized financial services with MBIA, real estate with TRI Pointe Homes and consumer goods at Waterpik |
| ||||||
|
|
| |||||||||
|
|
| |
Executive Leadership
Chairman of the Board, Gilbert Global Equity Partners, L.P. |
| ||||||
|
|
| |||||||||
|
|
| |
Accounting Experience/Financial Literacy
Expertise in accounting and financial reporting for a public company gained from his service as chairman of audit committees where he is qualified as an “Audit Committee Financial Expert” |
| ||||||
|
|
| |||||||||
|
|
| |
Human Capital Management Experience
Insight into attracting and developing talent gained through management of numerous companies throughout his career |
| ||||||
|
|
| |||||||||
|
|
| |
Risk Management Experience
Expertise in financial risk management from his many directorships for NYSE-listed companies such as TRI Pointe Homes, Inc., MBIA, Inc. and OakTree Capital Group LLC |
| ||||||
|
|
| |||||||||
|
|
| |
Public Company Board Experience
TRI Pointe Homes, Inc. (NYSE TPH) since 2013 MBIA, Inc. (NYSE: MBI) since 2011 OakTree Capital Group LLC since 2016 (company went private in 2019)
The Fairholme Funds (NASDAQ: FAIRX) (a mutual fund) since 2014
|
|
| | | |
2023 PROXY STATEMENT 17
|
|
|
S. Michael Giliberto
|
| |
Biography
|
| |
Skills
|
| |||
|
Independent
Age: 72
Director since:
2013
Committee Membership:
Audit (Chair); Finance; and Nominating and Corporate Governance |
| |
S. Michael Giliberto currently consults with investment management firms and produces the Giliberto-Levy Indexes, which measure the investment performance of private-market real estate debt instruments. He has consulted for several major real estate investment management firms and serves on the Real Estate Advisory Committee for the New York State Common Retirement Fund. He previously served as Director of Portfolio Strategy and Senior Portfolio Manager at J.P. Morgan Asset Management from 2002 to 2010, and before that, he served as the head of Real Estate Research at J.P. Morgan Investment Management from 1996 to 2002. Prior to joining J.P. Morgan, Mr. Giliberto worked at Lehman Brothers, Inc. in the Fixed-Income Research department from 1993 to 1996 and at Salomon Brothers Inc. in the Real Estate Research department from 1989 to 1992. Before his career in the financial services industry, Mr. Giliberto was a professor in the Real Estate and Urban Land Economics Department at Southern Methodist University in Dallas, Texas. Mr. Giliberto has authored multiple publications about real estate investment performance, asset allocation and capital markets, and he has been an adjunct professor at Columbia University’s Graduate School of Business since 2007. In the past, he has served on the Real Estate Information Standards Board, and the board of directors of the Pension Real Estate Association, where he served as Treasurer and Chairman and was awarded the 1996 Graaskamp Award for research excellence. Mr. Giliberto received a bachelor’s degree from Harvard College, a master’s degree in business economics from the University of Hartford, and a Ph.D. in finance from the University of Washington.
Mr. Giliberto was selected to serve as a member of our board based on his extensive experience in real estate investment and finance.
|
| |
|
| |
Real Estate Experience
Substantial industry expertise and influence as evidenced by his commercial mortgage performance index and decades of leadership positions with top financial institutions like J.P. Morgan |
|
|
|
| |||||||||
|
|
| |
Investment Experience
A wealth of experience in the investment space gained from his time at J.P. Morgan Asset Management and as a consultant for several major real estate investment management firms |
| ||||||
|
|
| |||||||||
|
|
| |
Target Tenant Industry Experience
Vast experience in the finance and real estate industries, which sector (finance, insurance, real estate) comprises 20% of our tenant base |
| ||||||
|
|
| |||||||||
|
|
| |
Executive Leadership
Former Director of Portfolio Strategy and Senior Portfolio Manager, J.P. Morgan Investment Management |
| ||||||
|
|
| |||||||||
|
|
| |
Accounting Experience/Financial Literacy
Expertise in understanding and evaluating financial disclosures of companies gained from years with J.P. Morgan |
| ||||||
|
|
| |||||||||
|
|
| |
Cybersecurity and Technology
Experience gained through dedicated trainings on cybersecurity and technology risks |
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Risk Management Experience
Expertise in risk management gained from a career assessing commercial mortgage loans and real estate investments |
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Patricia S. Han
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| |
Biography
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| |
Skills
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Independent
Age: 51
Director since:
2019
Committee Membership:
Compensation and Human Capital; Finance; and Nominating and Corporate Governance Other Current Public Company Directorships:
Latch, Inc. |
| |
Patricia S. Han has been the Chief Executive Officer of MyFitnessPal, an industry leading health and fitness tracking application, since 2021. Prior to MyFitnessPal, Ms. Han was the Chief Product Officer of Care.com, a leading online care platform, from 2020 to 2021. From 2017 to 2020, Ms. Han served as the Chief Executive Officer at IAC’s Daily Burn, Inc., a leading fitness technology brand. From 2013 to 2017, Ms. Han served as Chief Product Officer at IAC’s Dotdash (formerly About.com), one of the largest content publishers on the Internet. Prior to that, Ms. Han held senior roles at WebMD LLC (2012 to 2013), one of the most trusted health brands on the web, DailyCandy, LLC (2009 to 2012), a pioneer in e-mail lifestyle newsletters, and a variety of technology start-ups including Vindigo, Inc. (2000 to 2006), Rave Wireless Inc. (2006 to 2007), and Juno Online Services (1998 to 2000). Ms. Han currently sits on the board of directors of Latch, Inc. (Nasdaq: LTCH), Gohenry and Hudson Lab School and previously served on the board of directors of Nutrisystem, Inc. (Nasdaq: NTRI). She earned her bachelor’s degree in 1993 from Cornell University.
Ms. Han was selected to serve as a member of our board based on her extensive experience in digital media and commerce.
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| |
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| |
Target Tenant Industry Experience
Vast knowledge in the technology industry gained through leadership roles at MyFitnessPal, Care.com, Daily Burn, Inc., Dotdash and WebMD, among others, which segment (technology, media and advertising) comprises 22% of our tenant base |
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Executive Leadership
Chief Executive Officer of MyFitnessPal Former Chief Product Officer of Care.com Former Chief Executive Officer of Daily Burn, Inc. |
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Digital Media and Commerce
Expertise in the digital media and commerce space having held several leadership roles across the industry, including current role as CEO of MyFitnessPal |
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| |
Cybersecurity and Technology
Experience gained through her leadership roles with numerous technology platforms and the unique issues involved in managing such platforms |
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Human Capital Management Experience
Successfully established company culture and managed senior talent as CEO of MyFitnessPal and Daily Burn, Inc. |
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Public Company Board Experience
Director of Latch, Inc. (Nasdaq: LTCH) since 2021 Director of Nutrisystem, Inc. (Nasdaq: NTRI) from 2018 to 2019 |
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| 18 EMPIRE STATE REALTY TRUST | | | | |
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Grant H. Hill
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| |
Biography
|
| |
Skills
|
| |||
|
Independent
Age: 50
Director since:
2020
Committee Membership:
Finance; and Nominating and Corporate Governance Other Current Public
Company Directorships: Campbell Soup Company |
| |
Grant H. Hill is an owner and Vice Chairman of the board of directors of the Atlanta Hawks Basketball Club. Mr. Hill has invested in and developed more than $200 million of commercial real estate through Hill Ventures, Inc. He is the co-founder and a member of the investment committee of Penta Mezzanine Fund, a private investment firm that provides customized growth capital solutions to profitable, lower-middle- market companies nationwide. In August 2021, Mr. Hill was appointed managing director of the USA Basketball Men’s National Team. He has served on the board of directors of the Campbell Soup Company (NYSE: CPB) since 2021.
Mr. Hill is also an independent member of the board of governors of the NCAA, a member of the board of directors and Secretary of the NBA Retired Players Association and a member of the board of governors for the Naismith Memorial Basketball Hall of Fame, amongst other professional and extensive community and not-for-profit involvements. He earned a bachelor’s degree in History from Duke University. Mr. Hill is one of the greatest college and professional basketball players of all time and an Olympic gold medal winner.
Mr. Hill was selected to serve as a member of our board based on his extensive experience in consumer branding, leadership and team skills, and entrepreneurial successes.
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| |
Real Estate Experience
Wealth of knowledge gained through investing in commercial real estate through Hill Ventures, Inc. |
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| |
Investment Experience
Extensive experience as co-founder and member of the investment committee of Penta Mezzanine Fund |
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| |
Target Tenant Industry Experience
Insight into the real estate industry through Hill Ventures, Inc. as well as the financial industry as a member of the Penta Mezzanine Fund Investment Committee |
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Executive Leadership
An owner and Vice Chairman of the Board of Directors, Atlanta Hawks Basketball Club |
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| |
Digital Media and Commerce
Extensive experience in social media and online branding and presence |
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Human Capital Management Experience
Expertise in large company leadership as an owner and Vice Chairman of the Board of Directors of the Atlanta Hawks Basketball |
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Public Company Board Experience
Campbell Soup Company (NYSE: CPB) since January 2021 |
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R. Paige Hood
|
| |
Biography
|
| |
Skills
|
| |||
|
Independent
Age: 64
Director since:
2020
Committee Membership:
Audit; Finance (Chair); and Nominating and Corporate Governance |
| |
R. Paige Hood has over 32 years of experience in the real estate finance industry spanning national and international portfolios and a wide variety of property types and sectors. He spent the last 31 years of his career with PGIM Real Estate Finance, an asset management subsidiary of Prudential Financial, Inc., where he most recently served as Chief Investment Officer from 2016 to 2019. Prior to this position, he served as General Account Portfolio Manager for 13 years, during which time he grew PGIM Real Estate Finance’s portfolio from a $16 billion domestic portfolio to over a $50 billion international portfolio. Mr. Hood earned a Top 100 Scholarship to, and a bachelor’s degree in Finance and a master’s degree from, Louisiana State University, Baton Rouge.
Mr. Hood was selected to serve as a member of our board on his extensive experience in real estate finance.
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| |
Real Estate Experience
Over 30 years of real estate finance industry experience with PGIM Real Estate Finance |
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| |
Investment Experience
Valuable experience gained while Chief Investment Officer at PGIM Real Estate Finance |
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| |
Target Tenant Industry Experience
Intensive real estate expertise gained during his more than three decades with PGIM Real Estate Finance |
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| |
Executive Leadership
Former Chief Investment Officer, PGIM Real Estate Finance |
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| |
Accounting Experience/Financial Literacy
Vast accounting and financial literacy experience garnered while with PGIM Real Estate Finance |
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| |
Human Capital Management Experience
Experience in large company leadership as a former senior executive of PGIM Real Estate Finance |
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| |
Risk Management Experience
Perspective on risk management challenges gained from his role as Chief Investment Officer at PGIM Real Estate Finance, a publicly-traded company |
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| | | |
2023 PROXY STATEMENT 19
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|
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James D. Robinson IV
|
| |
Biography
|
| |
Skills
|
| |||
|
Independent
Age: 60
Director since:
2015
Committee Membership:
Nominating and Corporate Governance (Chair) |
| |
James D. Robinson IV is currently a Founder and Managing Partner at RRE Ventures. He has been active within the technology community for over 30 years and has led investments in and served on the boards of more than 45 technology companies. He is a Co-Founder and a director of Abra, and a director of Netsertive, Noom, Securrency and TheSkimm. Mr. Robinson is a board observer at HYPR and Bitpay. Mr. Robinson has been recognized on the Forbes Midas List of Top 100 VC’s, as well as Institutional Investors’ Top Fintech Investors. Previously, he worked at H&Q Venture Capital and J.P. Morgan & Co.
Mr. Robinson holds a master’s degree from Harvard and a joint bachelor’s degree in Computer Science & Business Administration from Antioch College. He is a director of the New York City Partnership Investment Fund and the HBS Alumni Angels.
Mr. Robinson was selected to serve as a member of our board based on his more than 30 years of management and board experience in the technology industry.
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| |
Investment Experience
Strong investment background as Founder and Managing Partner of RRE Ventures |
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| |
Target Tenant Industry Experience
Extensive experience working with many startups and enterprises in the technology and finance industries |
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| |
Executive Leadership
Founder and Managing Partner, RRE Ventures |
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| |
Digital Media and Commerce
Experience gained through investing in and managing numerous digital platforms |
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| |||||||||
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| |
Cybersecurity and Technology
Broad experience in the technology sector having served on the boards of more than 40 technology companies throughout his career |
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| |||||||||
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| |
Human Capital Management Experience
Perspective gained from building a strong talent base at RRE Ventures over its 25-year history |
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| |||||||||
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| |
Risk Management Experience
Expertise in risk management gained from investing and assessing technology companies and taking several of those companies public |
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| |||||||||
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| |
Public Company Board Experience
Olo Inc. (NYSE: OLO) from 2008 to 2022 |
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|
PETER L. MALKIN
|
| |
AGE: 89
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|
|
Peter L. Malkin is our Chairman Emeritus. Peter L. Malkin joined his father-in-law and Malkin Holdings LLC’s co-founder, Lawrence A. Wien, as a principal of Malkin Holdings LLC in 1958, and was responsible for the syndication and supervision of property acquisitions and operations of Malkin Holdings LLC. Peter L. Malkin is the founding chairman and a director of the Grand Central Partnership, The 34th Street Partnership and The Fashion Center Business Improvement District, each of which is a not-for-profit organization that provides supplemental public safety, sanitation and capital improvement services to a designated area in midtown Manhattan. Peter L. Malkin is also Co-Chairman of the Emeritus Council of Directors of Lincoln Center for the Performing Arts, Inc. (having been the longest serving board member of that institution), Founding Chairman and currently Chairman Emeritus of the Dean’s Council of the Harvard Kennedy School, Co-Chair Emeritus of The Real Estate Council of the Metropolitan Museum of New York, founding Co-Chair with Paul Newman and Co-Chair Emeritus of Chief Executives for Corporate Purpose, a member of the Global Wealth Management Advisory Committee of Bank of America, a member of the Advisory Committee of the Greenwich Japanese School, a partner in the New York City Partnership and a director of the Realty Foundation of New York. Peter L. Malkin received a bachelor’s degree summa cum laude, Phi Beta Kappa, from Harvard College and a law degree magna cum laude from Harvard Law School.
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| 20 EMPIRE STATE REALTY TRUST | | | | |
|
MAJORITY INDEPENDENT BOARD
Our board has determined that each of our directors, other than Anthony E. Malkin, has no material relationship with us (either directly or as a partner, shareholder, director or officer of an organization that has a relationship with us) and is “independent” as defined in the NYSE listing standards and our director independence standards. No director participated in the final determination of his or her own independence.
Our board has also determined that each member of its four standing committees is independent as defined under NYSE rules and, where applicable, also satisfies the committee-specific requirements set forth on page 25.
The independent members of our board meet in executive session during each regularly scheduled meeting of our board without the presence of any persons who are part of our management. The executive sessions are chaired by our Lead Independent Director.
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|
|
LEAD INDEPENDENT DIRECTOR
Our board understands there is no single, generally accepted approach to providing board leadership and does not have a fixed policy regarding the separation of the roles of CEO and Chairman of our board. Given the dynamic and competitive environment in which we operate, our board believes that the appropriate leadership may vary as circumstances warrant.
The board believes that it is in our company’s best interests to have Anthony E. Malkin serve as Chairman of our board and CEO because the combination of these roles in him provides effective leadership, taps his depth of knowledge about the real estate industry and the history of our company and assets, and provides the clear focus needed to execute our business strategies and objectives. Our board believes the company is in a better position to implement its near- and long- term strategies if the Chairman is also the person directly responsible for the operations executing those strategies.
Given the combined Chairman and CEO role, our board has appointed Steven J. Gilbert as Lead Independent Director.
In accordance with our Corporate Governance Guidelines, our Lead Independent Director is elected annually by a majority of the independent directors. The Lead Independent Director:
◗
is the principal liaison between our Chairman, President and CEO and our independent directors;
◗
presides at any meetings at which our Chairman, President and CEO is not present (including regular executive sessions of independent directors);
◗
takes a leadership role in identifying issues for our board to consider and reviews and comments on each board agenda;
◗
takes the primary role in providing feedback to our Chairman, President and CEO with respect to any issues or discussions which may occur in executive sessions that are conducted without the presence of the management team;
◗
resolves any conflict among directors or between directors and management;
◗
independently reviews risk oversight matters with our Chairman, President and CEO and determines appropriate planning and actions; and
◗
consults with and provides counsel to our Chairman, President & CEO as needed or requested.
The duties of the Lead Independent Director are codified in our Corporate Governance Guidelines, described on page 28.
Additionally, our Lead Independent Director engages directly with shareholders:
◗
by joining meetings with shareholders, when requested, during our governance outreach; and
◗
by reviewing shareholder correspondence directed to our board and providing input on responses to such correspondence.
The independent directors believe the Lead Independent Director role is a highly effective conduit between our board and management and provides the vision and leadership to execute on our strategy and create shareholder value without the need for an independent chair. Our board convenes regularly scheduled executive sessions of the independent directors in order to ensure the independent directors can speak candidly and openly without the presence of management.
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| | | |
2023 PROXY STATEMENT 21
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|
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INDEPENDENT BOARD AND LEADERSHIP PRACTICES
|
| | |
SHAREHOLDER RIGHTS
|
|
|
◗
Majority independent directors (7 out of 8)
◗
4 new directors added since 2017, 3 of whom were diverse in gender and/or ethnicity
◗
Lead Independent Director elected annually with rights and responsibilities codified in Corporate Governance Guidelines
◗
All board committees composed of independent directors
◗
Comprehensive risk oversight practices
◗
Independent directors conduct regular executive sessions
◗
Robust annual board and committee self-assessment with third-party facilitator
◗
Nominating and Corporate Governance Committee approval of related party transactions
◗
Directors adhere to Minimum Share Ownership Guidelines
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| | |
◗
Annual election of all directors (declassified board)
◗
Annual say-on-pay voting
◗
Frequent and robust shareholder engagement efforts
◗
Any director who receives more “withhold” votes than “for” votes in an uncontested election must offer to resign
◗
Shareholder right to amend bylaws, adopted in 2019 in response to shareholder feedback
◗
Shareholder proxy access, adopted in 2018 in response to shareholder feedback
◗
No shareholder rights plan (i.e., no poison pill)
◗
Process for shareholders to communicate with board
|
|
| 22 EMPIRE STATE REALTY TRUST | | | | |
|
OUR STRATEGY
|
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| |
Lease space
|
| |
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| |
Sell Observatory
tickets |
| |
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| |
Maintain balance
sheet flexibility |
| |
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| |
Achieve sustainability
goals |
| |
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| |
Enhance shareholder
value |
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|
Our board actively participates with management in the development, evaluation and refinement of our business strategy to help ensure that our strategic priorities are thoughtfully constructed and well-articulated to all constituents.
◗
The board receives updates from management, including on acquisition and redevelopment opportunities, proactive management of our portfolio revenue and expenses and tenant relationships, Observatory performance, ESG initiatives, changes in market conditions and external opportunities and challenges.
◗
The board assists our management to refine its business strategy and react to particular opportunities or challenges that arise. While management is charged with the definition and execution of strategy on a daily basis, the board monitors and evaluates performance through regular updates and active dialogue with our management team. Aspects of our business strategy are discussed at every meeting, and key elements of our strategy are embedded in the work performed by the committees of the board. Our board believes that, through these ongoing efforts, they are able to focus on our performance over the short, intermediate and long-term to secure long-term growth of the business for our shareholders.
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|
Governing Body
|
| |
Sustainability-related Responsibilities
|
| |
2022 Sustainability-related Discussions
|
|
BOARD | | |
While the Nominating and Corporate Governance Committee makes recommendations with respect to ESG matters, the board has ultimate decision-making authority. ESG matters that arise from other committees are also referred to the full board as appropriate.
|
| |
Matters referred by committees per discussions noted below. Our entire board is on the Nominating and Corporate Governance Committee and receives the presentation noted below from our SVP, Director of Energy, Sustainability and ESG and Chief People Officer on topics such as ESG certifications and ratings, employee engagement, community outreach and sustainability report.
|
|
AUDIT COMMITTEE | | |
As part of its oversight of the company’s enterprise risk management (“ERM”) program, the committee reviews and discusses the company’s risks and mitigants related to ESG, including environmental risks such as climate-related risks and human and labor right risks.
|
| |
Regular discussions regarding ESG risks with internal audit consultant, such as review of risk and mitigation strategies to address emissions disclosure and reporting, LL97, physical and transitional climate-related risks. Tabletop exercise with external consultant on cybersecurity risks.
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|
COMPENSATION AND HUMAN CAPITAL COMMITTEE
|
| |
The committee is responsible for overseeing the company’s strategies and policies related to human capital management, including with respect to matters such as DEI, workplace environment and culture, pay equity, and talent attraction and retention.
|
| |
Regular discussions regarding human capital management, talent attraction and retention, DEI and compensation and benefits.
|
|
FINANCE COMMITTEE
|
| |
The committee considers ESG opportunities and strategy in reviewing and analyzing significant transactions and financings.
|
| |
Regular discussions regarding review of economic implications of environmental risk and potential for enhancements to energy efficiency and indoor environmental quality within portfolio and in acquisition targets.
|
|
NOMINATING AND CORPORATE GOVERNANCE COMMITTEE
|
| |
The committee is responsible for considering social responsibility, environmental and sustainability matters, and making recommendations to the board regarding such matters.
|
| |
Presentations by SVP, Director of Energy, Sustainability and ESG and Chief People Officer on topics such as ESG certifications and ratings, employee engagement, community outreach and sustainability report.
|
|
| | | |
2023 PROXY STATEMENT 23
|
|
|
OBJECTIVE
|
| | | | | | |
HOW WE GET THERE
|
|
|
Maintain an effective risk oversight process to enable the board to monitor, evaluate and take action with respect to the company’s most important short-term, medium-term and long-term business risks.
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| | |
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| | |
Management reporting of key enterprise risks to the board and its committees on a regular basis and distribution of oversight among the board and its committees to ensure appropriate time and attention is devoted to each risk.
|
|
|
BOARD OVERSIGHT
|
| | |
MANAGEMENT OVERSIGHT
|
| ||||
|
The board plays an active role in overseeing management’s processes and controls to address the company’s risks. The committees of the board assist the full board in such risk oversight on the specific matters within the purview of each committee as outlined below. The board believes that its role in the oversight of the company’s risks complements our current board leadership structure, with a strong lead independent director, as well as our committee structure, as it allows our four standing board committees to play an active role in the oversight of the actions of management in identifying risks and implementing effective risk management policies and controls.
|
| | |
Our management team is responsible for the day-to-day management of enterprise risks, including through the management of the company’s ERM program. Our Chief Accounting Officer is primarily responsible for our ERM program, with the assistance of an independent consultant, and our Compliance Officer reviews and advises on day-to-day risks. Management actively identifies, monitors and implements mitigation strategies with respect to such risks.
As part of the ERM program and committee oversight responsibilities under the committee charters, management provides regular updates to the board and relevant committees. The below provides key examples of management oversight but is not intended to be an exhaustive list.
Financial Reporting Risks
Our Disclosure Committee, comprised of certain executives and senior employees involved in the financial reporting process, meets at least quarterly and additionally as often as circumstances dictate to ensure the accuracy, completeness and timeliness of our disclosure statements, and to evaluate the effectiveness of the design and operation of our disclosure controls and procedures. Their purpose is to bring employees from our core business lines together with employees involved in the preparation of our financial statements to consider the information required to be disclosed to the company’s shareholders, the SEC and the investment community. Our Disclosure Committee reports to our CEO and COO & CFO, and its findings are shared with the Audit Committee.
Cybersecurity Risks
Our Chief Technology Officer presents a cybersecurity update at each quarterly Audit Committee meeting, and cybersecurity is an area reviewed by internal audit testing.
ESG Risks
Our Sustainability Committee, led by the SVP, Director of Energy, Sustainability and ESG, addresses key ESG risks including, but not limited to:
◗
Physical environmental risks, such as the environmental impact of our buildings in terms of energy consumption and emissions, the potential impact of extreme weather or natural disasters, indoor environmental quality concerns and climate-related risks;
◗
Regulatory risks related to changing environmental regulations such as LL 97 and NYC’s Climate Mobilization Act; and
◗
Social risks, including DEI, employee health and wellness and talent attraction and retention.
|
| ||||
|
Audit Committee
|
| | |||||||
|
◗
Financial risks
◗
Cybersecurity risks
◗
ESG risks, including climate-related risk
|
| | |
◗
Regulatory and litigation risks
◗
Oversight of the ERM program
◗
Oversight of the company’s Whistleblower Policy
|
| | |||
|
Compensation and Human Capital Committee
◗
Human capital management risks, including DEI, culture, pay equity, talent attraction and retention
◗
Risks relating to executive compensation arrangements
|
| | |||||||
|
Finance Committee
◗
Risks relating to significant transactions and financings
◗
Risks relating to our capital structure and strategies
|
| | |||||||
|
Nominating and Corporate Governance Committee
◗
Oversight of reputational and corporate governance risks, including potential conflicts of interest, director independence and ESG matters
◗
Executive succession planning
Further, the board has engaged an independent consultant to supplement management’s activities on enterprise risk assessment, which rotates through each area of our activities and reports on a quarterly basis to the Audit Committee. The consultant, with the input of management, provides a heat map of the risks to identify the urgency and potential impact. The board engages additional consultants as it deems necessary to investigate and prepare for new and emerging risks. For example, in 2022 the board engaged an independent consultant to conduct a cybersecurity tabletop exercise.
In addition to our board’s review of risks applicable to our company generally, the board conducts an annual self-assessment in order to evaluate performance for the purpose of improving board and committee processes and effectiveness.
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| |
| 24 EMPIRE STATE REALTY TRUST | | | | |
AUDIT COMMITTEE
|
| |
Meetings held in 2022: 11
|
|
Members: S. Michael Giliberto (Chair), Thomas J. DeRosa, R. Paige Hood
|
| |||
We have adopted an Audit Committee Charter, which outlines the principal functions of the committee, including assisting our board in the oversight of:
|
| | The Audit Committee is also responsible for: | |
◗
our financial reporting, auditing and internal control activities, including the integrity of our financial statements;
◗
oversight of our ERM program, including oversight of ESG risks;
◗
our compliance with legal and regulatory requirements and ethical behavior;
◗
the independent auditor’s qualifications and independence;
◗
the performance of our internal audit function and independent auditor; and
◗
the preparation of the Audit Committee Report for inclusion in the annual proxy statement.
|
| |
◗
engagement of our independent registered public accounting firm;
◗
review with our independent registered public accounting firm of the plans and results of the audit engagement;
◗
approval of professional services provided by our independent registered public accounting firm;
◗
review of the independence of our independent registered public accounting firm;
◗
consideration of the range of audit and non-audit fees; and
◗
review of the adequacy of our internal accounting controls.
|
|
COMPENSATION AND HUMAN CAPITAL COMMITTEE
|
| |
Meetings held in 2022: 5
|
|
Members: Thomas J. DeRosa (Chair), Steven J. Gilbert, Patricia S. Han
|
| |||
We have adopted a Compensation and Human Capital Committee Charter, which outlines the principal functions of the committee, which include: | | |||
◗
establish and revise the company’s general compensation philosophy and oversee the development, implementation and administration of compensation plans and equity-based plans;
◗
review and approve on an annual basis the market, corporate goals and objectives relevant to any compensation to be paid to the company’s NEOs, evaluate the performance of the NEOs in light of those goals and objectives, and determine the NEOs’ compensation level based on this evaluation;
◗
consider the results of the most recent shareholder advisory vote on executive compensation and recommend to the board the frequency of such say-on-pay votes;
◗
review and make recommendations to the board with respect to non-executive director compensation;
◗
make recommendations to the board with respect to the company’s incentive compensation plans and equity-based plans, including the equity incentive plan, and oversee the activities of any individuals and committees who have been delegated responsibility for administering these plans;
◗
oversee, in consultation with senior management, regulatory compliance with respect to compensation matters;
|
| |
◗
review and approve any severance or similar termination payments or entitlements;
◗
oversee the company’s strategies and policies related to human capital management, including with respect to matters such as DEI, workplace environment and culture, pay equity, and talent attraction and retention;
◗
prepare and recommend the Compensation and Human Capital Committee Report to the board for inclusion in the annual proxy statement;
◗
retain and approve the compensation of any compensation advisor and evaluate the independence of any such compensation advisor;
◗
review and approve policies with respect to any perquisites provided to the NEOs;
◗
review the company’s incentive compensation arrangements;
◗
review and approve the terms of any compensation “clawback” or similar policy or agreement between the company and the NEOs for recovering incentive-based compensation; and
◗
oversee compliance with the company’s share ownership guidelines for NEOs and non-employee directors.
|
|
| | | |
2023 PROXY STATEMENT 25
|
|
FINANCE COMMITTEE
|
| |
Meetings held in 2022: 4
|
|
Members: R. Paige Hood (Chair), Steven J. Gilbert, S. Michael Giliberto, Patricia S. Han, Grant H. Hill
|
| |||
We have adopted a Finance Committee Charter, which outlines the principal functions of the committee, which include: | | |||
◗
provide advice to management and vote on management’s recommendations to the board in all cases regarding any acquisition, disposition, or financing transaction, which may include without limitation, purchase, sale, secured and unsecured borrowing, drawdown under line of credit, merger, joint venture, divestiture, strategic investment, and issuance or repurchase of its debt or equity; and
|
| |
◗
at the request of the board, provide advice to management and vote on management’s recommendations to the board regarding other matters related to the debt and equity capital structure of the company, which may include without limitation, the company’s financing plan from the perspective of cash flow, capital spending, and financing requirements, credit ratings, hedging program, policies and procedures governing the use of financial instruments, including derivatives, and the financial aspects of the company’s insurance and risk management processes, in coordination with the Audit Committee of the board.
|
|
Nominating and Corporate Governance Committee
|
| |
Meetings held in 2022: 4
|
|
Members: James D. Robinson IV (Chair), Thomas J. DeRosa, Steven J. Gilbert, S. Michael Giliberto, Patricia S. Han, Grant H. Hill, R. Paige Hood
|
| |||
We have adopted a Nominating and Corporate Governance Committee Charter, which outlines the principal functions of the committee, which include: | | |||
◗
review periodically and make recommendations to the board as to changes in the size, composition, organization, function and operational structure of the board and its committees;
◗
review and make recommendations to the board on the range of qualifications, skills and experience that should be represented on the board and eligibility criteria for individual board membership;
◗
assist the board by identifying individuals qualified to become board members;
◗
recommend to the board the director nominees to fill a vacancy or to be elected at each annual or special meeting of the company’s shareholders;
◗
recommend to the board the director nominees to serve on each board committee;
|
| |
◗
develop, together with the Chairman of the board and members of management, and recommend to the board succession plans for the company’s CEO and, if applicable, other executive officers;
◗
develop and recommend to the board the corporate governance principles and guidelines applicable to the company;
◗
review the company’s Code of Business Conduct and Ethics periodically and review any reported alleged violations thereof;
◗
review and, where appropriate, approve specific or general categories of transactions or arrangements that may involve a “conflict of interest” (as defined in the company’s Code of Business Conduct and Ethics);
◗
direct the board in the annual review of its performance; and
◗
consider social responsibility, environmental and sustainability matters and make recommendations to the board regarding, such matters.
|
|
| | | |
Board
|
| |
Audit
|
| |
Compensation and
Human Capital |
| |
Finance
|
| |
Nominating and
Corporate Governance |
|
| Number of Board and Committee Meetings | | |
4
|
| |
11
|
| |
5
|
| |
4
|
| |
4
|
|
| Attendance(1) | | |
94%
|
| |
98%
|
| |
100%
|
| |
90%
|
| |
94%
|
|
| 26 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2023 PROXY STATEMENT 27
|
|
|
20
A shareholder, or group of no more than 20 shareholders
|
| | |
3%/3 years
Owning at least 3% of the aggregate of the issued and outstanding common stock continuously for at least the prior three years
|
| | |
20%
To nominate and include in our proxy materials the maximum number of director nominees that may be submitted pursuant to these provisions which may not exceed 20% of the number of directors then in office
|
|
| 28 EMPIRE STATE REALTY TRUST | | | | |
Role
|
| |
Annual Compensation Amount
($) |
| |||
Independent Director Base Retainer | | | | | 200,000(1) | | |
Lead Independent Director | | | | | 75,000 | | |
Audit Committee Chair | | | | | 25,000 | | |
Compensation and Human Capital Committee Chair | | | | | 17,500 | | |
Finance Committee Chair | | | | | 17,500 | | |
Nominating and Corporate Governance Committee Chair | | | | | 15,000 | | |
Committee Membership Fee (Audit) | | | | | 12,500 | | |
Committee Membership Fee (Other Committees) | | | | | 7,500 | | |
| | |
2022 Director Compensation
|
| |||||||||||||||
Name
|
| |
Fees Earned or Paid in Cash
($)(1) |
| |
Stock Awards
($)(2),(3) |
| |
Total
($) |
| |||||||||
Leslie D. Biddle(4) | | | | | 28,125 | | | | | | 200,042 | | | | | | 228,167 | | |
Thomas J. DeRosa | | | | | 94,219 | | | | | | 120,039 | | | | | | 214,258 | | |
Steven J. Gilbert | | | | | 143,582 | | | | | | 120,039 | | | | | | 263,621 | | |
S. Michael Giliberto | | | | | 110,625 | | | | | | 120,039 | | | | | | 230,664 | | |
Patricia S. Han(5) | | | | | 27,813 | | | | | | 200,042 | | | | | | 227,855 | | |
Grant H. Hill | | | | | 11,875 | | | | | | 200,042 | | | | | | 211,917 | | |
R. Paige Hood | | | | | 28,125 | | | | | | 216,004 | | | | | | 244,129 | | |
James D. Robinson IV | | | | | 11,875 | | | | | | 200,042 | | | | | | 211,917 | | |
| | | |
2023 PROXY STATEMENT 29
|
|
|
ANTHONY E. MALKIN Chairman, President and Chief Executive Officer
|
| |
Age: 60
|
| |||
|
|
| |
Anthony E. Malkin is our Chairman, President and Chief Executive Officer. He joined our predecessor entities in 1989. Mr. Malkin has been a leader in existing building energy efficiency retrofits through coordinating the team of Clinton Climate Initiative, Johnson Controls, JLL, and Rocky Mountain Institute in a groundbreaking project at the Empire State Building. Mr. Malkin led the development of standards for energy efficient office tenant installations which is now known as the Tenant Energy Optimization Program at the Urban Land Institute. Mr. Malkin is a board member of APi Group Corporation, the Real Estate Roundtable and Chair of its Sustainability Policy Advisory Committee, a member of the Climate Mobilization Advisory Board of the New York City Department of Buildings, a member of the Urban Land Institute, member of the Board of Governors of the Real Estate Board of New York and a member of the Partnership for New York City’s Innovation Council. Mr. Malkin received a bachelor’s degree cum laude from Harvard College.
|
|
|
CHRISTINA CHIU
|
| |
Executive Vice President, Chief Operating Officer and Chief Financial Officer
|
| |
Age: 42
|
|
|
|
| |
Christina Chiu is Executive Vice President, Chief Operating Officer & Chief Financial Officer for Empire State Realty Trust, responsible for capital markets, financial planning & analysis, financial reporting, tax, treasury, investor relations, technology, legal and human resources. Ms. Chiu joined ESRT following an 18-year career at Morgan Stanley where she served as Managing Director and Chief Operating Officer of the Global Listed Real Assets Investing business, responsible for business development and capital raising efforts, institutional investor and consultant relationships, oversight of the day-to-day investing business, and execution of strategic initiatives. Additionally, she was responsible for Canadian REIT investments and served as a member of the MSIM Sustainability Council and Listed Real Assets Investment Committee. She began her career as a real estate investment banking analyst on both principal investing and strategic advisory transactions. Ms. Chiu is a member of The Real Estate Roundtable Real Estate Capital Policy Advisory Committee and ULI Technology & Real Estate Council, and also a David Rockefeller Fellow of the Partnership for NYC. She serves on the Board of University Settlement, a non-profit service provider in New York City. Ms. Chiu earned a B.S. in Finance and Accounting summa cum laude from NYU Stern School of Business.
|
|
|
THOMAS P. DURELS Executive Vice President, Real Estate
|
| |
Age: 61
|
| |||
|
|
| |
Thomas P. Durels is our Executive Vice President, Real Estate. Mr. Durels is responsible for all of our real estate activities, including leasing, property redevelopment, management and construction. He is a member of our acquisition, management and sustainability committees. Mr. Durels joined our predecessor in 1990 where he served in similar capacities, also supervised property acquisitions, and was involved in acquisitions and structured equity investments of over $1.1 billion. Prior to joining our predecessor, from February 1984 to April 1990, Mr. Durels served as Assistant Vice President at Helmsley Spear, Inc., with responsibilities in construction and engineering for its portfolio of office, hotel, residential and retail properties. Mr. Durels is a member of the Real Estate Board of New York, the Urban Land Institute and the Young Men’s and Women’s Real Estate Association, for which he served as Treasurer in 2003, and is a licensed real estate broker in New York and Connecticut. Mr. Durels received a bachelor’s degree in Mechanical Engineering from Lehigh University.
|
|
|
THOMAS N. KELTNER, JR. Former Executive Vice President and General Counsel
|
| |
Age: 76
|
| |||
|
|
| |
Thomas N. Keltner, Jr. is our Former Executive Vice President and General Counsel. He joined our predecessor in 1978, became a partner in 1982 and its first general counsel in 1997, and, until his retirement, was responsible for leading a legal staff that provided and coordinated legal services in our transaction, compliance and litigation matters. Before joining our predecessor, he served from 1974 to 1975 as law clerk to Judge Alfred P. Murrah, U.S. Court of Appeals (10th Circuit), and from 1975 to 1978 as an attorney in the real estate finance group at Shearman & Sterling. Mr. Keltner has served on the New York Advisory Board of the Stewart Title Insurance Company and as chairman and member of bar association committees on both real estate and business entities. He is a member of the Dean’s Advisory Council at the Harvard Radcliffe Institute for Advanced Studies. He received a bachelor’s degree cum laude from Harvard College and a law degree as a Stone Scholar from Columbia Law School.
|
|
| 30 EMPIRE STATE REALTY TRUST | | | | |
|
Base Salary
Our NEOs’ stable source of cash income, set at competitive levels.
◗
Our CEO’s base salary has remained unchanged since 2016 other than a pandemic-related voluntary reduction from 2020 into 2021.
◗
Our EVP, Head of Real Estate’s base salary has remained unchanged since 2019 other than a pandemic-related voluntary reduction from 2020 into 2021.
◗
Our EVP, COO & CFO’s base salary has increased since joining the company in 2020 commensurate with her increased responsibilities.
See page 36 for more information.
|
| | |
Time-Based Equity Compensation
Long-term equity is granted in the form of LTIP units or Restricted Shares at the NEO’s election. All of our NEOs have chosen the LTIP unit option.
Time-based awards make up 45% of the NEO’s total equity award.
Time-based awards generally vest 25% per annum over four years, subject to continued employment. See page 43 for more information.
|
| | |
Performance-Based Equity Compensation
Performance-based awards vest based on a combination of:
(i)
the company’s TSR performance over a three-year period relative to selected office REITs,
(ii)
the company’s performance against three-year ESG metrics; and
(iii)
the company’s performance against one-year corporate metrics with a three-year absolute TSR modifier.
Performance-based awards make up 55% of the NEO’s total equity award.
Such awards, to the extent earned, vest 50% at the end of the three-year period and 50% on the first anniversary of the end of such period. See page 46 for more information.
|
|
|
Annual Incentive Bonus
We motivate and reward achievement of short-term company corporate and ESG objectives and individual goals. ESG goals are weighted 15% for each NEO and weightings for the other metrics vary among the NEOs depending on the NEO’s ability to impact such metric. See page 37 for more information.
|
| ||||||||||||||||||||||||||||||||||||
|
|
| | |
Corporate
Goals |
| | |
|
| | |
ESG
Goals |
| | |
|
| | |
Individual
Goals |
| | |
|
| | |
Committee
Discretion |
| | |
|
| | |
Annual Incentive
Bonus Exchange |
|
|
We measure quantitative performance across four metrics:
◗
Core FFO per Share
◗
Same-Store Cash NOI Growth (excluding Observatory)
◗
Leasing and Occupancy (i.e., leased percentage at year-end, leasing volume and weighted average starting rents)
◗
G&A Expense as a Percentage of Revenues
|
| | |
We evaluate specific ESG metrics on a points system, including:
◗
Environmental goals (e.g., GRESB, WELL Health-Safety, Fitwel, ENERGY STAR and other prominent third-party ratings; renewable energy achievements and disclosure)
◗
Social goals relating to DEI initiatives, employee engagement, supply chain initiatives and disclosure
◗
Governance goals relating to shareholder engagement and board oversight of ESG
|
| | |
We measure qualitative performance against individualized goals based on an NEO’s responsibilities and duties to the company.
|
| | |
The Compensation and Human Capital Committee reserves the ability to include a subjective element of judgment to adjust the formula result if appropriate based on identified non-quantitative factors.
|
| | |
Our NEOs have the option to receive any annual incentive bonus earned in one of three ways: (i) cash, (ii) fully vested LTIP units at 100% of the face amount, or (iii) LTIP units that vest over three years, subject to continued employment, at 120% of the face amount.
|
|
| | | |
2023 PROXY STATEMENT 31
|
|
|
SEC Summary Compensation Table View
The compensation in a given year calculated in accordance with SEC rules and set out in the Summary Compensation Table on page 52 reflects the actual base salary paid with respect to the applicable year, the annual incentive bonus paid with respect to the applicable year (even though paid in March of the following year), the grant date fair value of the long-term equity granted in such year and all other compensation, including perquisites, required to be reported.
Thus, SEC compensation includes amounts which the CEO does not actually receive during such years, such as equity grants that may not vest for several years (or at all) or may be forfeited. As such, the SEC- reported compensation may differ substantially from the compensation actually realized by our CEO.
|
| | |
ESRT Realized Compensation View
To supplement the SEC-required disclosure, we provide a realized compensation view that is designed to capture the compensation actually received by our CEO in a given year. We calculate realized compensation as the sum of:
(1)
the “Salary”, “Bonus” and “All Other Compensation” columns reported in the Summary Compensation Table; and
(2)
the time-based and performance-based LTIP units that vested in each of the applicable years as reported in the “Option Exercises and Stock Vested” table on page 57 at a value based upon the closing price of our Class A common stock on the NYSE on the vesting date.
The realized compensation for our CEO has been substantially less in each year than the total compensation reported in the Summary Compensation Table, all in alignment with our pay-for-performance philosophy and the downward trend in TSR for ESRT (as well as our NYC peers) during those years.
|
|
| 32 EMPIRE STATE REALTY TRUST | | | | |
|
WHAT WE DO
We pay for performance, and our compensation programs are designed to have direct alignment with TSR
We use multiple performance metrics and both short-term and long-term performance periods in granting equity awards to foster achievement across multiple business goals and time periods
We have implemented a clawback policy that allows for the recovery of previously paid cash and equity compensation
We have “double-trigger” change in control benefits
We have robust stock ownership guidelines for our NEOs and directors
We align the interests of our shareholders and NEOs by granting long-term equity awards that vest based on both achievement of TSR targets and continued service over time
We engage an independent compensation consultant to advise the Compensation and Human Capital Committee, which is comprised entirely of independent directors
We obtain confirmation from an independent consultant that our compensation structure does not encourage excessive or inappropriate risk taking
|
| | |
WHAT WE DO NOT DO
We do not provide “golden parachute” tax gross-up payments
We do not have “single-trigger” change in control benefits
We do not allow hedging by directors or employees; our Compensation and Human Capital Committee must approve any pledge of company stock by executives and other key employees
We do not encourage unnecessary or excessive risk taking; incentive awards are not based on a single performance metric and do not have guaranteed minimum payouts
Our equity plan does not permit repricing of stock options without shareholder consent
We do not provide perquisites for our NEOs, with the exception of very limited perquisites for our CEO structured with safety considerations and for specific business purposes
|
|
|
Program Objective
|
| |
How We Get There
|
| |||
|
Alignment with Corporate Strategies
|
| |
|
| |
We set performance metrics for our annual incentive bonus that align with our company’s corporate and ESG goals and are tied to our company’s annual financial and operational results, with the flexibility to adjust for individual performance and non-formulaic factors, where appropriate.
|
|
|
Alignment with Shareholder Interests
|
| |
|
| |
A substantial portion of our NEOs’ pay is long-term incentive compensation in the form of performance-based equity to link compensation with the creation of shareholder value by granting awards that are earned based in part on TSR over a period of years.
|
|
|
Short-Term and Long-Term Performance Objectives
|
| |
|
| |
A substantial percentage of our NEOs’ pay is performance-based. This is divided between (i) annual incentive bonus, which measures performance over a one-year period and rewards achievement of short-term company corporate, ESG and individual goals, and (ii) long-term performance-based equity, which measures performance over a multi-year period and rewards long-term company shareholder return.
|
|
|
Long-Term Continued Employment
|
| |
|
| |
Our NEOs are granted long-term incentive compensation in the form of time-based equity awards that are earned based on continued service, designed to retain highly talented executives over a period of years.
|
|
|
Balanced Mix
|
| |
|
| |
We provide current compensation in the form of cash, divided between base salary and annual incentive bonus, and long-term compensation in the form of equity, divided between performance-based and time-based equity. Both current and long-term compensation are mixed between stable (base salary and time-based equity) and performance-based (annual incentive bonus and performance-based equity) compensation.
|
|
|
No Unnecessary Risk-Taking
|
| |
|
| |
To ensure that compensation arrangements do not encourage unnecessary risk-taking, we create a balance between performance-based and non-performance-based compensation and short-term and long-term performance-based compensation with a mix of performance metrics and set performance metric targets that we believe are aspirational but achievable. We also have stock ownership guidelines to help mitigate potential compensation risk and further align the interests of our NEOs with those of our shareholders.
|
|
|
Competitive
|
| |
|
| |
To ensure our compensation remains competitive, the Compensation and Human Capital Committee engaged Ferguson Partners as its independent consultant in 2022 and prior years to review and benchmark the compensation we provide relative to our peer group and other market data.
|
|
| | | |
2023 PROXY STATEMENT 33
|
|
|
INDUSTRY
|
| | |
SIZE
|
| | |
BUSINESS CHARACTERISTICS
|
|
|
Consider Industry to identify companies with a similar business model or philosophy
◗
Start with New York City office-focused REITs with substantial portfolios in New York City
◗
Expand to other high barrier to entry market office-focused REITs
|
| | |
Consider Size (i.e., total capitalization) to ensure companies are similar in scope
|
| | |
Consider Other Business Characteristics that distinguish the complexity of the particular business (e.g., operating the Observatory)
|
|
| 34 EMPIRE STATE REALTY TRUST | | | | |
|
Questions Addressed in Developing an Effective Peer Group
|
| ||||||
|
Who are key performance comparators?
|
| |
|
| |
◗
Against whom is Empire State Realty Trust competing for tenants?
◗
Against whom is Empire State Realty Trust competing for investors?
◗
Which companies have similar market demands and influences?
|
|
|
Who are closest competitors for talent?
|
| |
|
| |
◗
Which companies might logically try to recruit our executives?
◗
If our company had to replace a member of its executive team externally, from which companies might it recruit to attract executives with similar capabilities?
|
|
|
Who are the peers from an external perspective?
|
| |
|
| |
◗
Whom do the investment community name as peers?
◗
Who cites Empire State Realty Trust as a peer?
◗
Who are other REITs classified within the Nareit Index and broader MSCI US REIT Index that best fit the characteristics noted above?
|
|
|
REVENUE
|
| | |
UPREIT (EQUITY) MARKET
CAPITALIZATION |
| | |
TOTAL CAPITALIZATION
|
| | |
NUMBER OF EMPLOYEES
|
|
|
28th PERCENTILE
|
| | |
37th PERCENTILE
|
| | |
22nd PERCENTILE
|
| | |
81st PERCENTILE
|
|
| | | |
2023 PROXY STATEMENT 35
|
|
| |
1
|
| | |
Establishment of Corporate and ESG Goals and Individual Objectives
|
| |
| | Beginning of each year | | | ||||
| |
◗
CEO provides recommendations to the Compensation and Human Capital Committee regarding the company’s target corporate and ESG goals and individual objectives for himself and the other NEOs.
◗
The target corporate goals are reviewed with the committee through a multi-month process that begins in the fall with management’s preparation of a budget for the following year. The budget is prepared with input from each of our departments and undergoes numerous reviews by management and our NEOs. The result of the budget process is the formation of a corporate model by which we measure our performance during the year.
◗
The board reviews the corporate model, including the financial and operational assumptions that underlie the corporate model to test its rigor and alignment with our strategies and market conditions. The target corporate goals used in NEOs’ annual incentive bonus targets are set based on the corresponding targets in such tested corporate model.
◗
Our CEO works with each other NEO to establish annual individual objectives which align with the overall goals of the company. The individual goals relate to specific strategic and organizational objectives. The committee believes that individual accountability and strong individual performance should lead to overall strong company performance, for which the committee wants to hold the senior leadership team accountable.
|
| |
| |
2
|
| | |
Evaluation and Review Process
|
| |
| | End of year | | | ||||
| |
◗
Our executive compensation determinations include an evaluation and performance review process that measures each NEO’s performance against his or her objectives for that year. These evaluations and performance reviews are an essential part of the process by which the committee determines overall executive compensation and include both a mid-year and a full-year evaluation.
◗
Our CEO first provides the Chair of the Compensation and Human Capital Committee with a report on his own performance compared to the objectives established for him.
◗
The Chair of the Compensation and Human Capital Committee then prepares his/her own written evaluation and discusses with the full board in executive session, while also considering additional factors, including prior years’ compensation trends, prior years’ company performance and the relative level of rigor and complexity of the CEO’s tasks resulting from the competitive marketplace in which we operate.
◗
As part of the year-end evaluation process, our CEO prepares evaluations of all the other NEOs, which are then presented to the board for discussion. Based on the evaluations, the CEO recommends compensation packages for each other NEO, after the end of the calendar year.
|
| |
| |
3
|
| | |
Determination of Compensation
|
| |
| | Over the course of several meetings in the first quarter of the following year | | | ||||
| |
◗
After considering the result of the most recent Say-on-Pay vote, reviewing the NEOs’ performance against goals and objectives for the year and considering the other factors discussed above, and after consultation with the full board, the Compensation and Human Capital Committee makes its final determinations with respect to compensation. The committee’s objective is to ensure that the level of compensation is consistent with the level of corporate and individual performance delivered while also attracting and retaining highly talented executives in our competitive industry and metropolitan area, motivating our NEOs to achieve exceptional corporate results and aligning their interests with those of our shareholders.
|
| |
|
The base salary payable to each NEO provides a fixed component of compensation that reflects the executive’s position and responsibilities. Base salaries are reviewed annually by our Compensation and Human Capital Committee with input from our independent compensation consultant, Ferguson Partners, and may be adjusted to match more closely the competitive market levels or to recognize an executive’s professional growth, development and increased responsibility.
|
|
| 36 EMPIRE STATE REALTY TRUST | | | | |
Named Executive Officer
|
| |
2020
($) |
| |
2021
($) |
| |
2022
($) |
| |||||||||
Anthony E. Malkin
|
| | | | 810,000(1) | | | | | | 810,000(1) | | | | | | 810,000 | | |
Christina Chiu
|
| | | | 475,000 | | | | | | 550,000(2) | | | | | | 650,000 | | |
Thomas P. Durels
|
| | | | 700,000(3) | | | | | | 700,000(3) | | | | | | 700,000 | | |
Thomas N. Keltner, Jr.
|
| | | | 625,000 | | | | | | 625,000 | | | | | | 625,000 | | |
Metric
|
| |
Malkin
|
| |
Chiu
|
| |
Durels
|
| |
Keltner
|
| ||||||||||||
Core FFO per Share | | | | | 20% | | | | | | 20% | | | | | | 20% | | | | | | 20% | | |
Same-Store Cash NOI Growth (excluding Observatory) | | | | | 20% | | | | | | 15% | | | | | | 20% | | | | | | 10% | | |
Leasing and Occupancy | | | | | 10% | | | | | | 5% | | | | | | 25% | | | | | | 5% | | |
G&A Expense as a Percentage of Revenues | | | | | 10% | | | | | | 10% | | | | | | 10% | | | | | | 10% | | |
Individual Goals | | | | | 25% | | | | | | 35% | | | | | | 10% | | | | | | 40% | | |
ESG Goals | | | | | 15% | | | | | | 15% | | | | | | 15% | | | | | | 15% | | |
| | |
Threshold
|
| |
Target
|
| |
Maximum
|
| |||||||||||||||||||||||||||
Named Executive Officer
|
| |
%
|
| |
$
|
| |
%
|
| |
$
|
| |
%
|
| |
$
|
| ||||||||||||||||||
Anthony E. Malkin
|
| | | | 75 | | | | | | 607,500 | | | | | | 150 | | | | | | 1,215,000 | | | | | | 225 | | | | | | 1,822,500 | | |
Christina Chiu
|
| | | | 42.3 | | | | | | 275,000 | | | | | | 84.6 | | | | | | 550,000 | | | | | | 126.9 | | | | | | 825,000 | | |
Thomas P. Durels
|
| | | | 37.5 | | | | | | 262,500 | | | | | | 75 | | | | | | 525,000 | | | | | | 112.5 | | | | | | 787,500 | | |
Thomas N. Keltner, Jr.
|
| | | | 25 | | | | | | 156,250 | | | | | | 50 | | | | | | 312,500 | | | | | | 75 | | | | | | 468,750 | | |
| | | |
2023 PROXY STATEMENT 37
|
|
| |
1
|
| | |
CORE FFO PER SHARE
|
| | ||||
| |
OUTCOME Exceeded
|
| | ||||||||
| |
Why is this metric important?
Funds from Operations (“FFO”) is widely acknowledged by the REIT industry as being a helpful measure of the operating performance of a real estate company because it excludes depreciation and gains or losses relating to sales of depreciated real estate. The company uses “Core FFO,” which further excludes amortization of below-market ground leases and other items that by their nature are not comparable from period to period and tend to obscure actual operating results, as a method to compare the operating performance of the company over a given time period to that of other companies and other time periods in a consistent manner. The company believes that Core FFO is helpful to shareholders as a supplemental measure of its operating performance because it is a direct measure of company performance and may significantly impact the trading price of our common stock and, therefore, may significantly impact TSR.
Target: Target of $0.77 per share was set higher than the 2021 target of $0.59 and higher than the actual 2021 result of $0.70 to account for our anticipated increase in Observatory revenues as pandemic conditions subsided.
Performance: Outperformed ($0.90 vs. target of $0.77; 117% of target) due primarily to increased rental revenue, including from our newly acquired multifamily properties, and higher observatory revenues driven by increased visitation and lease termination fees.
|
| | |
See page 83 for a reconciliation of Core FFO per Share to the most directly comparable GAAP measure.
|
| |
| |
2
|
| | |
SAME-STORE CASH NOI GROWTH (EXCLUDING OBSERVATORY)
|
| | ||||
| |
OUTCOME Exceeded
|
| | ||||||||
| |
Why is this metric important?
Same-Store Cash NOI Growth (excluding observatory) is a key internal performance metric that measures growth in our existing real estate portfolio and compares year-over-year improvements in our property operations as a result of increases in occupancy, cash rental income and our ability to manage property operating expenses and taxes. Our same-store portfolio includes all of our properties owned and included in our portfolio for all periods presented. It does not include properties held-for-sale or those properties which we otherwise expect to dispose of in the subsequent quarter.
Target: Target of (10.7)% was set lower than the 2021 target of (8.4)% and lower than the actual 2021 result of (1.5)% based on budgeting for increased property operating expenses from their low levels in 2020-2021 during pandemic-related low office building utilization coupled with budgeting for a slow return to pre-pandemic revenues. The actual 2021 result was largely impacted by one-time lease termination fees and not useful as a basis for target setting. In setting target, we excluded our multifamily properties since we did not acquire them until December 2021. In evaluating 2022 results, we adjusted target to remove the properties we disposed of during 2022 so that target and actual would include the same property set. The adjusted target was (9.3)%.
Performance: Outperformed ((4.1)% vs. target of (9.3)%; 150% of target) due primarily to increased rental revenue.
|
| | |
(1)
Actual achievement is capped at 150% of target on all metrics, which reduced outcome in 2020, 2021 and 2022.
See page 82 for a reconciliation of Net Operating Income (NOI) to the most directly comparable GAAP measure.
|
| |
| 38 EMPIRE STATE REALTY TRUST | | | | |
| |
3
|
| | |
LEASING AND OCCUPANCY
|
| |
| |
OUTCOME Exceeded (based on average outcomes)
|
| | ||||
| |
Why is this metric important?
Our Leasing and Occupancy metric is a combination of performance across three sub-metrics:
◗
Leased percentage at year-end across our portfolio
◗
Leasing volume (based on total square footage)
◗
Weighted average starting rents across our office portfolio
Each of these are key metrics because they measure our ability to attract and retain tenants and profit from our real estate portfolio.
Outcome
Outcome determined by averaging leased percentage at year-end, leasing volume and weighted average starting rents metrics.
|
| |
Metric
|
| |
Target
|
| |
Result
|
| |
Outcome %
|
| |
Achievement
|
| ||||||
Leased Percentage | | | | | | | | | | | | | | | | | | | |
NYC Office
|
| | | | 92.5% | | | | | | 89.6% | | | |
97%
|
| |
Not Met
|
|
GNYM Office
|
| | | | 86.8% | | | | | | 80.9% | | | |
93%
|
| |
Not Met
|
|
Retail
|
| | | | 90.0% | | | | | | 92.2% | | | |
102%
|
| |
Exceeded
|
|
Leasing Volume (sq. ft.) | | | | | | | | | | | | | | | | | | | |
New
|
| | | | 806,930 | | | | | | 649,599 | | | |
81%
|
| |
Not Met
|
|
Renewals
|
| | | | 312,065 | | | | | | 468,980 | | | |
150%
|
| |
Exceeded
|
|
Weighted Average Starting Rents | | | | | | | | | | | | | | | | | | | |
New
|
| | | | | | | | | | | | | | | | | | |
NYC
|
| | | $ | 59.30 | | | | | $ | 62.62 | | | |
106%
|
| |
Exceeded
|
|
GNYM
|
| | | $ | 40.59 | | | | | $ | 40.48 | | | |
100%
|
| |
Met
|
|
Renewals
|
| | | | | | | | | | | | | | | | | | |
NYC
|
| | | $ | 55.11 | | | | | $ | 58.26 | | | |
106%
|
| |
Exceeded
|
|
GNYM
|
| | | $ | 39.57 | | | | | $ | 39.71 | | | |
100%
|
| |
Met
|
|
| |
4
|
| | |
GENERAL AND ADMINISTRATIVE EXPENSES AS A PERCENTAGE OF REVENUES
|
| | ||||
| | OUTCOME Met | | | ||||||||
| |
Why is this metric important?
G&A expenses as a percentage of revenues is a key internal performance metric that measures our ability to manage our general and administrative expenses.
Target: Target of 8.5% was set more challenging than the 2021 target of 9.7% and the 2021 actual result of 9.0% as a result of higher anticipated revenue in 2022 due to increased observatory visitation and newly acquired multifamily properties.
Performance: In-line (8.5% of revenues vs. 8.5% target; 100% of target) due primarily to increased rental revenue, including from our newly acquired multifamily properties, and higher observatory revenues driven by increased visitation and lease termination fees.
|
| | |
(1)
Excludes one-time severance expenses paid in 2020.
|
| |
| | | |
2023 PROXY STATEMENT 39
|
|
| |
5
|
| | |
ESG
|
| |
| |
OUTCOME Exceeded
|
| | ||||
| |
Why is this metric important?
Capitalizing on our ESG leadership in the real estate industry is a key component of our strategy and thus beginning in 2021, the board increased the weighting of the ESG metric from 10% to 15% as a percentage of each NEO’s annual incentive compensation.
Target and Performance
Each goal set forth below was assigned a points weighting as shown in the chart below. Scoring was determined on an interpolated basis:
◗
THRESHOLD (50%): 14 points, forfeited under 14 points
◗
TARGET (100%): 17 points
◗
MAX (150%): 19 or more points
|
| |
| | | | | |
GOAL
|
| |
POSSIBLE
POINTS |
| | | | | 2021 ACHIEVEMENTS |
| |
ACHIEVED
POINTS |
|
| |
ENVIRONMENTAL
|
| | |
GRESB — make 2022 submission and achieve 5 stars for office portfolio
|
| |
2
|
| |
|
| |
Complete. Achieved 5 stars, score of 95, A rating for public disclosure assessment. Named Global, Americas Regional, and Americas Regional Listed Sector Leader for Office
|
| |
2
|
|
|
WELL Health-Safety Rating — make 2022 submission and achieve rating for 2022 for office portfolio
|
| |
1
|
| |
|
| |
Complete. 100% of portfolio is WELL Health-Safety Rated. Recertified in 2022 (among the first to be certified three times). Additionally, enrolled 100% of the portfolio in WELL at Scale and early adopter of WELL Equity Rating.
|
| |
1
|
| |||||
|
Maintain Fitwel certification
|
| |
1
|
| |
|
| |
Complete. Received certification for both multifamily properties we submitted in 2022.
|
| |
1
|
| |||||
|
Publication of Sustainability Report in 2022 aligned with GRI, SASB, TCFD reporting standards
|
| |
2
|
| |
|
| |
Complete. Published in April 2022
|
| |
2
|
| |||||
|
Maintain ENERGY STAR Partner of the Year (“ESPOY”) status
|
| |
1
|
| |
|
| |
Complete. Awarded ESPOY for 2022.
|
| |
1
|
| |||||
|
Receive prominent third-party recognition for sustainable buildings
|
| |
2
|
| |
|
| |
Complete. Achieved Green Lease Leader Platinum in 2022 (increased from Gold in 2021) and LEED Gold at Empire State Building
|
| |
2
|
| |||||
| |
SOCIAL
|
| | |
Provide opportunities for employees to purchase renewable energy in their state to foster ESRT’s goals outside the office
|
| |
1
|
| |
|
| |
Complete. Vendor onboarded/piloted program in 2022 with select employees.
|
| |
1
|
|
|
Publicly report on gender and diversity metrics based on EEOC data company-wide, VP-level & above, executive officers and board in 2022
|
| |
1
|
| |
|
| |
Complete. Data disclosed in 2022 Sustainability Report
|
| |
1
|
| |||||
|
Maintain Bloomberg GEI inclusion in 2022
|
| |
1
|
| |
|
| |
Complete. Selected for inclusion in 2022 and 2023 Bloomberg GEI
|
| |
1
|
| |||||
|
Advance gender and racial diversity initiatives, including through DEI hiring practices and training
|
| |
2
|
| |
|
| |
Complete. Trainings, discussion forums, events, holiday recognition celebrations led by Inclusion Committee under guidance of third-party DEI consultant. Joined UN Global Compact and signed on to Women Empowerment Principles
|
| |
2
|
| |||||
|
Conduct employee engagement survey and achieve overall score in-line with third-party benchmarking data
|
| |
1
|
| |
|
| |
Complete. Results included:
◗
100% participation for corporate employees; 95% for union employees
◗
overall favorability 85% vs 81% benchmark for real estate industry participants in survey
|
| |
1
|
| |||||
|
Roll-out benefit program improvements to support attraction/ retention of employees in 2022
|
| |
1
|
| |
|
| |
Complete. Increased 401(k) match and added employer funding to our employees’ HSA; added financial wellness and healthy living programs; added opportunity for employees to join VIP events at the Empire State Building
|
| |
1
|
| |||||
|
Increase employee training offerings, including at least two company-wide trainings on DEI
|
| |
1
|
| |
|
| |
Complete. Held two company-wide DEI trainings in 2022
|
| |
1
|
| |||||
|
Measure and track supply chain diversity in 2022
|
| |
1
|
| |
|
| |
Complete. Rolled out procurement process for construction/ operations to measure and track supply chain diversity
|
| |
1
|
| |||||
|
Increase employee volunteer hours in 2022
|
| |
1
|
| |
|
| |
Complete. 85% of employees participated for 1,300 hours in 2022 vs. 57% of employees participated for 725 hours in 2021
|
| |
1
|
| |||||
| |
GOVERNANCE
|
| | |
Conduct off-season governance outreach to key shareholders (fall-winter 2022)
|
| |
1
|
| |
|
| |
Complete. Offered meetings to investors representing 79% of shares outstanding and met with investors representing 47% of shares outstanding
|
| |
1
|
|
|
Increase number of ESG and human capital topics addressed at board meetings in 2022
|
| |
1
|
| |
|
| |
Complete. Addressed at each quarterly meeting. See page 23 for more information.
|
| |
1
|
| |||||
| | | | | | TOTAL POSSIBLE POINTS | | |
21
|
| |
|
| | | | |
21
|
|
| 40 EMPIRE STATE REALTY TRUST | | | | |
|
ANTHONY E. MALKIN, CHAIRMAN, PRESIDENT AND CHIEF EXECUTIVE OFFICER
|
| |||
|
◗
Work with board to define board objectives
◗
Drive management team to achieve board objectives
◗
Set, refine, enhance and execute on the business plan and strategic vision
◗
Drive Observatory team to achieve budget objectives
|
| |
◗
Leadership on ESG/sustainability in the real estate industry and in public policy
◗
Direct public relations, brand, digital, social
◗
Management team development and succession
◗
Conceive and engage directly with M&A, external growth, investors (personal management of largest outside investor relationship), lenders on own initiative and on request
|
|
|
CHRISTINA CHIU, EXECUTIVE VICE PRESIDENT, CHIEF OPERATING OFFICER AND CHIEF FINANCIAL OFFICER
|
| |||
|
◗
Maintain balance sheet flexibility and broad access to capital
◗
Efficient capital allocation
◗
Enhance investor perception and understanding of company strategy and competitive advantages and overall credibility with financial markets
|
| |
◗
Actively engage and cultivate relationships with investors, sell-side analysts, lenders, advisors, other REITs
◗
Refine, enhance and execute on the business plan and strategic vision
|
|
|
THOMAS P. DURELS, EXECUTIVE VICE PRESIDENT, REAL ESTATE
|
| |||
|
◗
Drive bottom line from property performance, including tenant retention, new leasing and operating and capital costs controls
◗
Ensure execution of energy efficiency measures
◗
Identify, vet, and execute property technology to improve tenant service, budgeting of operations and capital expense reporting
|
| |
◗
Operating expense reduction and control
◗
Capital expenditure execution and cost control relative to budget
|
|
|
THOMAS N. KELTNER, JR., FORMER EXECUTIVE VICE PRESIDENT AND GENERAL COUNSEL
|
| |||
|
◗
Foster legal compliance, disclosure, and risk management across all departments
◗
Lead succession of General Counsel office to new leadership and contribute to readiness of the new leadership team
◗
Provide effective board support
|
| |
◗
Contribute to strategic transactions, including issuance of debt and equity and activity regarding joint ventures, acquisitions and dispositions
◗
Achieve successful outcomes in litigation and dispute matters
|
|
| | | |
2023 PROXY STATEMENT 41
|
|
Named Executive Officer
|
| |
Target Bonus
Award ($) |
| |
Percentage of
Achievement (%) |
| |
Actual Bonus
Award ($) |
| |||||||||
Anthony E. Malkin
|
| | | | 1,215,000 | | | | | | 121.4 | | | | | | 1,475,010 | | |
Christina Chiu
|
| | | | 550,000 | | | | | | 118.6 | | | | | | 652,300 | | |
Thomas P. Durels
|
| | | | 525,000 | | | | | | 122.2 | | | | | | 641,550 | | |
Thomas N. Keltner, Jr.
|
| | | | 312,500 | | | | | | 116.1 | | | | | | 362,813 | | |
Named Executive Officer
|
| |
Face Amount of
Bonus Award ($) |
| |
Amount of Award
Received in Cash at Face Amount ($) |
| |
Amount of Award
Elected to be Received in Vested LTIPs at Face Amount ($) |
| |
Amount of Award
Elected to be Received in 3-Year Time-Based LTIPs at 120% of Face Amount ($) |
| ||||||||||||
Anthony E. Malkin
|
| | | | 1,475,010 | | | | | | — | | | | | | — | | | | | | 1,770,022 | | |
Christina Chiu
|
| | | | 652,300 | | | | | | 652,300 | | | | | | — | | | | | | — | | |
Thomas P. Durels
|
| | | | 641,550 | | | | | | — | | | | | | — | | | | | | 769,857 | | |
Thomas N. Keltner, Jr.
|
| | | | 362,813 | | | | | | — | | | | | | — | | | | | | 435,379 | | |
| 42 EMPIRE STATE REALTY TRUST | | | | |
| LONG-TERM EQUITY INCENTIVE MIX | | |||
|
|
| |
Our Compensation and Human Capital Committee believes that a substantial portion of each NEO’s compensation should be in the form of long-term equity incentive compensation. Equity incentive awards align management’s interests more closely with those of our shareholders and encourage management to create shareholder value over the long-term because the value of the equity awards is directly attributable to changes in our dividends and the price of our common stock over time. In addition, equity awards are an effective tool for management retention because full vesting of the awards generally requires continued employment for multiple years.
Long-term equity incentive compensation is granted in the form of LTIP units or Restricted Shares. Each grant is formulated as a dollar amount when approved, based on peer benchmarks, competitive conditions, and the criteria and goals discussed herein. In accordance with the applicable approval, such dollar amount is converted into units or shares, using a grant date fair value calculation. For a description of such fair value calculation and a description of LTIP units, see “LTIP Units — Valuation” on page 47. In connection with these awards, our NEOs elect whether to receive LTIP units or Restricted Shares. To date, all of our NEOs have chosen LTIP units.
|
|
|
VESTING
25% per year over 4 years
|
| | |
CONDITIONS
Continued employment
|
| | |
DIVIDENDS/DISTRIBUTIONS
Paid as and when distributions are paid with respect to our common stock and partnership units
|
|
| PERFORMANCE-BASED AWARDS | | |||
|
|
| |
Historically, the performance criteria for our NEO’s performance-based vesting awards has been entirely comprised of relative TSR metrics. The awards issued in 2019, 2020 and 2021 were based on the company’s TSR over a three-year performance period relative to indices which reflect the performance of a representative group of (i) office REITs (SNL Office Index, later replaced by FTSE NAREIT US Office Index) and (ii) all REITs (MSCI US REIT Index). In response to shareholder feedback, in 2021 we increased the relative TSR targets to require outperformance, increasing the percentile targets on each index from the 50th percentile to the 55th percentile.
Upon the recommendation of the committee’s compensation consultant, and after review of peer practice, the committee determined to modify the performance criteria for the awards issued in 2022 covering the three-year performance period from January 1, 2022 through December 31, 2024 to include the following pre-established quantitative performance metrics and potential payout levels:
|
|
| | | |
2023 PROXY STATEMENT 43
|
|
Criteria/Commentary
|
| |
Weighting
|
| |
Threshold
|
| |
Target
|
| |
Max
|
|
RELATIVE TSR (AGAINST FTSE NAREIT US OFFICE INDEX)
◗
Aligns management interest with shareholder interest
◗
Maintained as largest portion of award
◗
Maintained requirement for outperformance for target
|
| |
50%
|
| |
|
| ||||||
OPERATIONAL METRICS (WITH MODIFIER)
◗
Objective criteria over a one-year performance period, which remain subject to an absolute TSR modifier
|
| | | | | | | | | | | | |
◗
Core FFO per Share(1)
◗
FFO is a non-GAAP measure widely used by the REIT industry as a supplemental measure of operating performance because it excludes depreciation and gains or losses relating to sales of depreciated real estate
◗
The company uses “Core FFO,” which further excludes amortization of below-market ground leases and other items that by their nature are not comparable from period to period
|
| |
10%
|
| |
|
| ||||||
◗
Manhattan Leasing Volume (office)
◗
Represents our ability to execute our leasing platform in the highly competitive New York City real estate market
|
| |
10%
|
| |
|
| ||||||
◗
Net Debt to Adjusted EBITDA (at share)(1)
◗
A widely used non-GAAP measure that reflects our ability to incur and service debt and is an indicator of the health of our balance sheet and cash flows
|
| |
10%
|
| |
|
| ||||||
◗
Absolute TSR Modifier
◗
Absolute TSR is a pure measurement of value delivered to stockholders who were invested in our stock for the three-year performance period
◗
Target is 25% increase over 3-year period
◗
As TSR declines from 25% to 0%, reduction in earned amount declines via linear interpolation from 0% reduction to 25% reduction
◗
No additional upside for TSR achievement over 25% and no additional reduction for TSR achievement below 0%
|
| |
Can reduce
operational
component
by up to
25%
|
| |
|
| ||||||
ESG Metrics
Improve ESG such that we maintain ratings in the following against increasingly rigorous standards:
◗
WELL Health Safety Rating
◗
Fitwel certification
◗
GRESB 5 stars
◗
ENERGY STAR Partner of the Year status
◗
Bloomberg GEI inclusion
We chose stringent third-party rating systems for objectivity.
|
| |
20%
|
| |
|
|
| 44 EMPIRE STATE REALTY TRUST | | | | |
| | |
ESRT Structure
|
| |
Concerns
addressed to Peer Structure(1) |
|
% Total Equity Award that is Performance-Based (vs. Time-Based) | | | 55% (Majority) | | | 50% | |
% of Performance-Based Award Tied to Annual Performance Metrics | | | Only 30% | | | 50% | |
Target Relative TSR Goal | | |
55th percentile (Outperform)
|
| |
50th percentile (Median)
|
|
Three-Year Modifier | | | Down only | | | Up and down | |
Three-Year ESG Metrics | | | Included | | | Not Included | |
|
VESTING
To the extent earned, 50% vests at the end of 3-year performance period; 50% vests on the first anniversary of the end of the 3-year performance period
|
| | |
CONDITIONS
Continued employment
|
| | |
DIVIDENDS/DISTRIBUTIONS
10% of distributions paid with respect to our common stock and our partnership units during performance period; 90% balance accrued and paid in full when such performance equity is earned at the end of the performance period
|
|
| | |
Dollar Value of LTIP Award Opportunities Granted in 2022
|
| |||||||||||||||||||||||||||
| | |
Time-Based
|
| |
Performance-Based
|
| |
Change vs. 2021
|
| |||||||||||||||||||||
Named Executive Officer
|
| |
Target ($)
|
| |
Threshold ($)
|
| |
Target ($)
|
| |
Maximum ($)
|
| |
(%)
|
| |||||||||||||||
Anthony E. Malkin
|
| | | | 1,640,860 | | | | | | 1,002,748 | | | | | | 2,005,496 | | | | | | 4,010,992 | | | | | | 10.0 | | |
Christina Chiu
|
| | | | 450,000 | | | | | | 275,000 | | | | | | 550,000 | | | | | | 1,100,000 | | | | | | 22.0 | | |
Thomas P. Durels
|
| | | | 790,014 | | | | | | 433,286 | | | | | | 866,572 | | | | | | 1,733,145 | | | | | | 10.0 | | |
Thomas N. Keltner, Jr.
|
| | | | 403,594 | | | | | | 246,641 | | | | | | 493,282 | | | | | | 986,564 | | | | | | 10.0 | | |
| | | |
2023 PROXY STATEMENT 45
|
|
| | In 2022, ESRT outperformed its NYC-based office peers on a relative TSR basis as shown in the chart below. | | | ||||
| |
The chart to the right shows the delta by which ESRT outperformed each NYC-based office peer on 2022 TSR. This helped us achieve 2020–2022 performance-based awards in part (24.7%) after 4 consecutive years of awards forfeited in their entirety. We are on track for partial achievement of 2021–2023 and 2022–2024 awards as well as shown in the chart below.
|
| | |
|
| |
LTIP Performance Period
|
| |
2016
|
| |
2017
|
| |
2018
|
| |
2019
|
| |
2020
|
| |
2021
|
| |
2022
|
| |
2023
|
| |
2024
|
| |
Outcome
|
| |
Payout
|
| |||
2016 – 2018(1)
|
| |
100% Complete
|
| | | | | | | | | | | | | | | | | | | |
|
| |
Below Threshold – 100% Forfeited
|
| |
0.0%
|
| ||||||
2017 – 2019(1)
|
| | | | |
100% Complete
|
| | | | | | | | | | | | | | | | |
|
| |
Below Threshold – 100% Forfeited
|
| |
0.0%
|
| ||||||
2018 – 2020(1)
|
| | | | | | | |
100% Complete
|
| | | | | | | | | | | | | |
|
| |
Below Threshold – 100% Forfeited
|
| |
0.0%
|
| ||||||
2019 – 2021(2)
|
| | | | | | | | | | |
100% Complete
|
| | | | | | | | | | |
|
| |
Below Threshold – 100% Forfeited
|
| |
0.0%
|
| ||||||
2020 – 2022(2)
|
| | | | | | | | | | | | | |
100% Complete
|
| | | | | | | |
|
| |
Below target, earned in part
|
| |
24.7%
|
| ||||||
2021 – 2023(2),(3)
|
| | | | | | | | | | | | | | | | |
66% Complete
|
| | | | | | | |
|
| |
Tracking above threshold
|
| |
TBD
|
| |||
2022 – 2024(3),(4)
|
| | | | | | | | | | | | | | | | | | | |
33% Com
|
| |
plete
|
| |
|
| |
Tracking above target
|
| |
TBD
|
|
| 46 EMPIRE STATE REALTY TRUST | | | | |
|
◗
LTIP unit = profit interest in our operating partnership
◗
Convertible into operating partnership units and exchangeable for Class A common stock on 1-for-1 basis after two-year holding period
◗
More favorable tax treatment to grantee vs. Restricted Shares (i.e., no taxable income to grantee upon vesting)
◗
Time-based LTIP units receive distributions equivalent to common stock dividends
◗
Performance-based LTIP units receive distributions equal to 10% of common stock dividends until performance period ends and then 90% catch-up on any earned award amount
|
|
| | | |
2023 PROXY STATEMENT 47
|
|
| 48 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2023 PROXY STATEMENT 49
|
|
|
Compensation and Human Capital Committee Report
|
| ||||||||
|
The following Compensation and Human Capital Committee Report to shareholders shall not, in accordance with the rules of the SEC, be incorporated by reference into any of our future filings made under the Securities Exchange Act of 1934, as amended (the “Exchange Act”), or under the Securities Act of 1933, as amended (the “Securities Act”), and shall not be deemed to be soliciting material or to be filed under the Exchange Act or the Securities Act.
Our Compensation and Human Capital Committee has reviewed and discussed with management the Compensation Discussion and Analysis required by Item 402(b) of Regulation S-K, and, based on such review and discussions, the committee recommended to our board that such Compensation Discussion and Analysis be included in this proxy statement.
Submitted by our Compensation and Human Capital Committee
|
| ||||||||
|
Thomas J. DeRosa
(Chair) |
| | |
Steven J. Gilbert
|
| | |
Patricia S. Han
|
|
| 50 EMPIRE STATE REALTY TRUST | | | | |
|
|
| | |
OUR BOARD UNANIMOUSLY RECOMMENDS THAT YOU VOTE “FOR” THE FOLLOWING NON-BINDING ADVISORY RESOLUTION:
“RESOLVED, that the compensation paid to our named executive officers, as disclosed in this proxy statement pursuant to Item 402 of Regulation S-K, including the “Compensation Discussion and Analysis,” compensation tables, and narrative discussion, is hereby APPROVED, on a non-binding, advisory basis.”
|
|
| | | |
2023 PROXY STATEMENT 51
|
|
Name and Principal Position
|
| |
Year
|
| |
Salary(2)
($) |
| |
Bonus(3)
($) |
| |
Stock
Awards(4) ($) |
| |
All Other
Compensation(5) ($) |
| |
Total(6)
($) |
|
Anthony E. Malkin
Chairman, President and Chief Executive Officer |
| |
2022
|
| |
810,000
|
| |
1,475,010
|
| |
5,946,860
|
| |
160,951
|
| |
8,392,821
|
|
|
2021
|
| |
626,211
|
| |
1,409,400
|
| |
5,751,405
|
| |
133,116
|
| |
7,920,132
|
| ||
|
2020
|
| |
514,050
|
| |
1,032,750
|
| |
8,459,436
|
| |
136,348
|
| |
10,142,584
|
| ||
Christina Chiu
Executive Vice President, Chief Operating Officer and Chief Financial Officer |
| |
2022
|
| |
648,077
|
| |
652,300
|
| |
2,549,983
|
| |
16,250
|
| |
3,866,610
|
|
|
2021
|
| |
511,346
|
| |
660,000
|
| |
1,984,668
|
| |
1,250
|
| |
3,157,264
|
| ||
|
2020
|
| |
310,577
|
| |
316,700
|
| |
1,041,826
|
| |
—
|
| |
1,669,103
|
| ||
Thomas P. Durels
Executive Vice President, Real Estate |
| |
2022
|
| |
700,000
|
| |
641,550
|
| |
2,570,481
|
| |
17,250
|
| |
3,929,281
|
|
|
2021
|
| |
580,866
|
| |
619,500
|
| |
2,487,261
|
| |
1,250
|
| |
3,688,877
|
| ||
|
2020
|
| |
641,442
|
| |
446,250
|
| |
3,655,304
|
| |
1,250
|
| |
4,744,246
|
| ||
Thomas N. Keltner, Jr.(1)
Former Executive Vice President and General Counsel |
| |
2022
|
| |
625,000
|
| |
362,813
|
| |
1,462,631
|
| |
15,250
|
| |
2,465,693
|
|
|
2021
|
| |
625,000
|
| |
353,125
|
| |
1,415,921
|
| |
1,250
|
| |
2,395,296
|
| ||
|
2020
|
| |
637,019
|
| |
265,625
|
| |
1,411,712
|
| |
1,250
|
| |
2,315,606
|
|
Named Executive Officer
|
| |
Year
|
| |
Face Amount
of Bonus Award ($) |
| |
Amount of
Award Elected to Be Received in Cash at Face Amount (%) |
| |
Amount of
Award Elected to be Received in Vested LTIPs at Face Amount (%) |
| |
Amount of Award
Elected to be Received in Unvested 3-Year Time-Based LTIPs at 120% of Face Amount (%) |
| |
Total Value of
the Bonus Award (including 20% Premium, as applicable) ($) |
| ||||||||||||||||||
Anthony E. Malkin
|
| | | | 2022 | | | | | | 1,475,010 | | | | | | 0 | | | | | | 0 | | | | | | 100 | | | | | | 1,770,022 | | |
Christina Chiu
|
| | | | 2022 | | | | | | 652,300 | | | | | | 100 | | | | | | 0 | | | | | | 0 | | | | | | 652,300 | | |
Thomas P. Durels
|
| | | | 2022 | | | | | | 641,550 | | | | | | 0 | | | | | | 0 | | | | | | 100 | | | | | | 769,857 | | |
Thomas N. Keltner, Jr.
|
| | | | 2022 | | | | | | 362,813 | | | | | | 0 | | | | | | 0 | | | | | | 100 | | | | | | 435,379 | | |
| 52 EMPIRE STATE REALTY TRUST | | | | |
Named Executive Officer
|
| |
Year
|
| |
Bonus
Premium Option(a) ($) |
| |
Time-based
Awards(b) ($) |
| |
Performance-based
Awards(c) ($) |
| |
Total
($) |
| |||||||||||||||
Anthony E. Malkin
|
| | | | 2022 | | | | | | 295,012 | | | | | | 1,640,861 | | | | | | 4,010,987 | | | | | | 5,946,860 | | |
Christina Chiu
|
| | | | 2022 | | | | | | 0 | | | | | | 1,449,991 | | | | | | 1,099,992 | | | | | | 2,549,983 | | |
Thomas P. Durels
|
| | | | 2022 | | | | | | 128,307 | | | | | | 709,032 | | | | | | 1,733,142 | | | | | | 2,570,481 | | |
Thomas N. Keltner, Jr.
|
| | | | 2022 | | | | | | 72,567 | | | | | | 403,592 | | | | | | 986,472 | | | | | | 1,462,631 | | |
| | |
Malkin
|
| |
Chiu
|
| |
Durels
|
| |
Keltner
|
| ||||||||||||
Performance-based, settlement at maximum — 200% ($) | | | | | 5,863,463 | | | | | | 1,608,023 | | | | | | 2,533,596 | | | | | | 1,511,757 | | |
Named Executive Officer
|
| |
Year
|
| |
401(k)
Match ($) |
| |
HSA
Funding ($) |
| |
Driver/Car
Expenses ($) |
| |
Total
($) |
| |||||||||||||||
Anthony E. Malkin
|
| | | | 2022 | | | | | | 15,250 | | | | | | — | | | | | | 145,701 | | | | | | 160,951 | | |
Christina Chiu
|
| | | | 2022 | | | | | | 15,250 | | | | | | 1,000 | | | | | | — | | | | | | 16,250 | | |
Thomas P. Durels
|
| | | | 2022 | | | | | | 15,250 | | | | | | 2,000 | | | | | | — | | | | | | 17,250 | | |
Thomas N. Keltner, Jr.
|
| | | | 2022 | | | | | | 15,250 | | | | | | — | | | | | | — | | | | | | 15,250 | | |
| | | |
2023 PROXY STATEMENT 53
|
|
| | | | | | | | |
Estimated Future Payouts under
Equity Incentive Plan Awards: Number of Performance-Based Shares of Stock or Units |
| |
All Other
Stock Awards: Number of Time-Based Shares of Stock or Units (#) |
| |
Grant Date
Fair Value of Stock Awards ($) |
| |||||||||||||||||||||
Name
|
| |
Grant Date
|
| |
Threshold
(#) |
| |
Target
(#) |
| |
Maximum
(#) |
| ||||||||||||||||||||||||
Anthony E. Malkin
|
| | | | 3/15/22(1) | | | | | | — | | | | | | — | | | | | | — | | | | | | 218,511 | | | | | | 1,691,275 | | |
| | | 3/15/22(2) | | | | | | — | | | | | | — | | | | | | — | | | | | | 211,724 | | | | | | 1,640,861 | | | ||
| | | 3/15/22(3) | | | | | | 88,426 | | | | | | 176,852 | | | | | | 353,703 | | | | | | — | | | | | | 2,005,496 | | | ||
| | | 3/15/22(3) | | | | | | 40,762 | | | | | | 81,524 | | | | | | 163,048 | | | | | | — | | | | | | 1,203,294 | | | ||
| | | 3/15/22(3) | | | | | | 24,790 | | | | | | 49,580 | | | | | | 99,159 | | | | | | — | | | | | | 802,196 | | | ||
Christina Chiu
|
| | | | 3/15/22(1) | | | | | | — | | | | | | — | | | | | | — | | | | | | 102,324 | | | | | | 791,988 | | |
| | | 3/15/22(2) | | | | | | — | | | | | | — | | | | | | — | | | | | | 58,064 | | | | | | 449,996 | | | ||
| | | 3/15/22(3) | | | | | | 24,250 | | | | | | 48,501 | | | | | | 97,001 | | | | | | — | | | | | | 549,996 | | | ||
| | | 3/15/22(3) | | | | | | 11,179 | | | | | | 22,358 | | | | | | 44,715 | | | | | | — | | | | | | 329,997 | | | ||
| | | 3/15/22(3) | | | | | | 6,799 | | | | | | 13,597 | | | | | | 27,194 | | | | | | — | | | | | | 219,999 | | | ||
| | | 3/15/22(4) | | | | | | — | | | | | | — | | | | | | — | | | | | | 112,612 | | | | | | 999,995 | | | ||
Thomas P. Durels
|
| | | | 3/15/22(1) | | | | | | — | | | | | | — | | | | | | — | | | | | | 96,045 | | | | | | 743,388 | | |
| | | 3/15/22(2) | | | | | | — | | | | | | — | | | | | | — | | | | | | 91,488 | | | | | | 709,032 | | | ||
| | | 3/15/22(3) | | | | | | 38,209 | | | | | | 76,418 | | | | | | 152,835 | | | | | | — | | | | | | 866,574 | | | ||
| | | 3/15/22(3) | | | | | | 17,613 | | | | | | 35,227 | | | | | | 70,453 | | | | | | — | | | | | | 519,943 | | | ||
| | | 3/15/22(3) | | | | | | 10,712 | | | | | | 21,423 | | | | | | 42,846 | | | | | | — | | | | | | 346,624 | | | ||
Thomas N. Keltner, Jr.
|
| | | | 3/15/22(1) | | | | | | — | | | | | | — | | | | | | — | | | | | | 53,980 | | | | | | 423,743 | | |
| | | 3/15/22(2) | | | | | | — | | | | | | — | | | | | | — | | | | | | 51,413 | | | | | | 403,592 | | | ||
| | | 3/15/22(3) | | | | | | 22,711 | | | | | | 45,422 | | | | | | 90,844 | | | | | | — | | | | | | 493,283 | | | ||
| | | 3/15/22(3) | | | | | | 10,705 | | | | | | 21,410 | | | | | | 42,819 | | | | | | — | | | | | | 295,879 | | | ||
| | | 3/15/22(3) | | | | | | 6,284 | | | | | | 12,568 | | | | | | 25,135 | | | | | | — | | | | | | 197,310 | | |
| 54 EMPIRE STATE REALTY TRUST | | | | |
| | |
Malkin, Durels, Chiu
($ per unit) |
| |
Keltner
($ per unit) |
| ||||||
Market-based Component
|
| | | | 5.67 | | | | | | 5.43 | | |
Operational-based Component
|
| | | | 7.38 | | | | | | 6.91 | | |
ESG-based Component
|
| | | | 8.09 | | | | | | 7.85 | | |
| | | |
2023 PROXY STATEMENT 55
|
|
| | |
Stock Awards
|
| |||||||||||||||||||||
| | |
Time-based Shares or Units(1)
|
| |
Performance-based Shares or Units(2)
|
| ||||||||||||||||||
Name
|
| |
Equity
Incentive Plan Awards: Number of Time-based Shares or Units That Have Not Vested (#) |
| |
Equity
Incentive Plan Awards: Market Value of Time-based Shares or Units That Have Not Vested ($) |
| |
Equity Incentive
Plan Awards: Number of Unearned Performance-based Shares or Units or That Have Not Vested (#) |
| |
Equity
Incentive Plan Awards: Market or Payout Value of Unearned Performance-based Shares or Units That Have Not Vested ($) |
| ||||||||||||
Anthony E. Malkin
|
| | | | 1,013,653 | | | | | | 6,832,021 | | | | | | 1,205,849 | | | | | | 8,127,422 | | |
Christina Chiu
|
| | | | 388,877 | | | | | | 2,621,031 | | | | | | 354,287 | | | | | | 2,387,894 | | |
Thomas P. Durels
|
| | | | 447,562 | | | | | | 3,016,568 | | | | | | 521,045 | | | | | | 3,511,843 | | |
Thomas N. Keltner, Jr.
|
| | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| 56 EMPIRE STATE REALTY TRUST | | | | |
| | |
Stock Awards
|
| |||||||||
Name
|
| |
Number of Shares or Units
Acquired on Vesting(1) (#) |
| |
Value Realized
on Vesting(2) ($) |
| ||||||
Anthony E. Malkin
|
| | | | 451,756 | | | | | | 4,020,628 | | |
Christina Chiu
|
| | | | 36,581 | | | | | | 317,992 | | |
Thomas P. Durels
|
| | | | 207,214 | | | | | | 1,844,205 | | |
Thomas N. Keltner, Jr.
|
| | | | 468,050 | | | | | | 3,351,941 | | |
| | |
Bonus Election
Program(a) |
| |
Time-Based
LTIP Unit Awards |
| |
Performance-Based
LTIP Unit Awards |
| |
Total Units
|
| ||||||||||||||||||||||||||||||||||||
| | |
No. of
Units |
| |
Value
($) |
| |
No. of
Units |
| |
Value
($) |
| |
No. of
Units |
| |
Value
($) |
| |
No. of
Units |
| |
Value
($) |
| ||||||||||||||||||||||||
Anthony E. Malkin
|
| | | | 222,596 | | | | | | 1,981,104 | | | | | | 229,160 | | | | | | 2,039,524 | | | | | | — | | | | | | — | | | | | | 451,756 | | | | | | 4,020,628 | | |
Christina Chiu
|
| | | | — | | | | | | — | | | | | | 36,581 | | | | | | 317,992 | | | | | | — | | | | | | — | | | | | | 36,581 | | | | | | 317,992 | | |
Thomas P. Durels
|
| | | | 108,195 | | | | | | 962,936 | | | | | | 99,019 | | | | | | 881,269 | | | | | | — | | | | | | — | | | | | | 207,214 | | | | | | 1,844,205 | | |
Thomas N. Keltner, Jr.
|
| | | | 152,392 | | | | | | 1,134,658 | | | | | | 166,387 | | | | | | 1,211,196 | | | | | | 149,271 | | | | | | 1,006,087 | | | | | | 468,050 | | | | | | 3,351,941 | | |
|
Median Employee Annual Total Compensation
|
| |
Current CEO Annual Total Compensation
|
| |
Pay Ratio
(CEO:Median Employee) |
|
|
$68,000
|
| |
$8,392,821
|
| |
124:1
|
|
| | | |
2023 PROXY STATEMENT 57
|
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | Value of Initial Fixed $100 Investment Based on: | | | | | | | | | | | | | | |||||||||
Year | | | Summary Compensation Table Total for Principal Executive Officer (“PEO”)(1) ($) | | | Compensation Actually Paid to PEO(2) ($) | | | Average Summary Compensation Table Total for Non-PEO NEOs(3) ($) | | | Average Compensation Actually Paid to Non-PEO NEOs(4) ($) | | | ESRT Total Shareholder Return(5) ($) | | | Peer Group Total Shareholder Return (NAREIT Office)(6) ($) | | | Net Income (Loss) (in thousands) ($) | | | Per Share ($) | | ||||||||||||||||||||||||
2022 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||
2021 | | | | | | | | | | ( | | | | | | | | | | | | | | | | | | | | | | | | | | ( | | | | | | | | ||||||
2020 | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ( | | | | | | | |
Year | | | Summary Compensation Table Total for PEO ($) | | | Grant Date Fair Value of Equity Awards Granted During Applicable Year(a) ($) | | | Equity Award Adjustments for PEO(b) ($) | | | Compensation Actually Paid ($) | | ||||||||||||
2022 | | | | | | | | | | ( | | | | | | | | | | | | | |||
2021 | | | | | | | | | | ( | | | | | | ( | | | | | | ( | | | |
2020 | | | | | | | | | | ( | | | | | | | | | | | | |
Year | | | Year-End Fair Value of Equity Awards Granted During Applicable Year ($) | | | Change in Fair Value as of Year- End of Any Prior Year Awards that Remain Un-vested as of Year-End ($) | | | Change in Fair Value as of the Vesting Date of Any Prior Year Awards that Vested During Applicable Year ($) | | | Fair Value of Stock Awards Forfeited during the Covered Year ($) | | | Dollar Value of Dividends and Dividend Equivalent Rights Paid on Unvested Equity Awards During Applicable Year(i) ($) | | | Total Equity Award Adjustments ($) | | ||||||||||||||||||
2022 | | | | | | | | | | ( | | | | | | ( | | | | | | ( | | | | | | | | | | | | | |||
2021 | | | | | | | | | | ( | | | | | | | | | | | ( | | | | | | | | | | | ( | | | |||
2020 | | | | | | | | | | ( | | | | | | | | | | | ( | | | | | | | | | | | | |
| 58 EMPIRE STATE REALTY TRUST | | | | |
Year(a) | | | Average Summary Compensation Table Total for Non-PEO NEOs ($) | | | Average Grant Date Fair Value of Equity Awards Granted During Applicable Year(b) ($) | | | Average Equity Award Adjustments for Non-PEO NEOs(c) ($) | | | Average Compensation Actually Paid to Non-PEO NEOs ($) | | ||||||||||||
2022 | | | | | | | | | | | | | | | | | | | | | | ||||
2021 | | | | | | | | | | | | | | | | | | | | | | ||||
2020 | | | | | | | | | | | | | | | | | | | | | |
Year | | | Average Year-End Fair Value of Equity Awards Granted During Applicable Year ($) | | | Average Change in Fair Value as of Year-End of Any Prior Year Awards that Remain Un-vested as of Year-End ($) | | | Average Fair Value as of Vesting Date of Equity Awards Granted and Vested in the Year ($) | | | Average Change in Fair Value as of the Vesting Date of Any Prior Year Awards that Vested During Applicable Year ($) | | | Fair Value of Stock Awards Forfeited during the Covered Year ($) | | | Average Dollar Value of Dividends and Dividend Equivalent Rights Paid on Unvested Equity Awards During Applicable Year(i) ($) | | | Average Total Equity Award Adjustments ($) | | |||||||||||||||
2022 | | | | | | | | | | ( | | | | | | | | | ( | | | | | | ( | | | | | | | | | | | ||
2021 | | | | | | | | | | ( | | | | — | | | | | | | | | | ( | | | | | | | | | | | |||
2020 | | | | | | | | | | ( | | | | — | | | | | | | | | | ( | | | | | | | | | | |
| | | |
2023 PROXY STATEMENT 59
|
|
| 60 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2023 PROXY STATEMENT 61
|
|
| 62 EMPIRE STATE REALTY TRUST | | | | |
| | | | | |
Termination Without Cause or for Good Reason (not Following a Change in Control)
|
| | |
Termination Without Cause or for Good Reason Within Two Years Following a Change in Control
|
| | |
Termination
Due to Death or Disability |
| | |
Termination Due
to Retirement (following the later of (x) 65th birthday(1) and (y) ten years of service) |
| | |
Resignation (not for
Good Reason) or Non-Renewal |
| | |
Termination
for Cause |
| |
| |
Annual Base Salary
|
| | | annual base salary and other benefits earned but unpaid prior to the date of termination | | | | N/A | | | |
annual base salary and other benefits earned but unpaid prior to the date of termination
|
| | ||||||||||||
| |
Annual Bonus
|
| | |
earned but unpaid annual bonus for the prior fiscal year
a pro-rated annual bonus for the year in which the termination of employment occurs, calculated based on actual performance for the entire performance period (disregarding any subjective performance goals and without the exercise of any negative discretion), to be paid at the end of the performance period
|
| | | N/A | | | |
subject to execution of a mutual release of claims, any earned but unpaid annual bonus for the prior fiscal year
|
| | | N/A | | | ||||||||
| |
Retention Bonus
|
| | | Retention bonus of $700,000 | | | | N/A | | | | N/A | | | | N/A | | | | N/A | | | ||||
| |
Additional Cash Compensation
|
| | |
a lump sum amount equal to two times the sum of Mr. Malkin’s then-current annual base salary plus the average annual bonus paid to Mr. Malkin over the three most-recently completed fiscal years
|
| | |
a lump sum amount equal to three times the sum of Mr. Malkin’s then-current annual base salary plus the average annual bonus paid to Mr. Malkin over the three most-recently completed fiscal years
|
| | | N/A | | | | N/A | | | | N/A | | | | N/A | | |
| |
COBRA Coverage
|
| | |
subject to Mr. Malkin’s election of COBRA coverage under the company’s group health plan, for up to 18 months following his termination, a monthly payment equal to the difference between the monthly COBRA premium cost and the premium cost to Mr. Malkin as if he continued to be our employee
|
| | | N/A | | | | N/A | | | | N/A | | | | N/A | | | ||||
| |
Time-Based Equity
|
| | | equity awards subject to time-based vesting immediately vest in full | | | | N/A | | | | N/A | | | ||||||||||||
| |
Performance-Based Equity
|
| | |
pro-rated vesting of equity awards subject to performance-based vesting to the extent the underlying performance requirements have been met based on performance from commencement of the performance period through termination date
|
| | |
equity awards subject to performance-based vesting will vest to the extent the underlying performance requirements have been met based on performance from commencement of the performance period through termination date
|
| | |
pro-rated vesting of equity awards subject to performance-based vesting to the extent the underlying performance requirements have been met based on performance from commencement of the performance period through termination date
|
| | | N/A | | | | N/A | | | ||||
| |
Stock Options
|
| | |
stock options will remain exercisable for three years following the termination, but in no event later than their expiration
|
| | | N/A | | | | N/A | | | | N/A | | |
| | | |
2023 PROXY STATEMENT 63
|
|
| | | | | | Termination Without Cause or Resignation for Good Reason (not Following a Change in Control) | | | | Termination Without Cause or Resignation for Good Reason Within Two Years Following a Change in Control | | | | Termination Due to Death or Disability Following a Change in Control |
| | | Termination Due to Retirement (Whether or not Following a Change in Control) (following the later of (x) 65th(1) birthday and (y) ten years of service) | | | | Resignation (not for Good Reason, Following a Change in Control) | | |
| |
Annual Base
Salary |
| | | N/A | | | | accrued and unpaid annual base salary and other benefits | | | | N/A | | | | accrued and unpaid annual base salary and other benefits | | | ||||
| |
Annual Bonus
|
| | | N/A | | | | earned but unpaid annual bonus for the prior fiscal year a pro-rated annual bonus for the year in which the termination of employment occurs, calculated based on actual performance for the entire performance period (disregarding any subjective performance goals and without the exercise of any negative discretion), and paid at the end of the performance period | | | |
earned but unpaid annual bonus for the prior fiscal year
|
| | | N/A | | | |
earned but unpaid annual bonus for the prior fiscal year
|
| |
| |
Additional Cash
Compensation |
| | | N/A | | | | an amount equal to two times the sum of the executive officer’s then- current annual base salary plus the average bonus earned over the three most-recently completed fiscal years | | | | N/A | | | | N/A | | | | N/A | | |
| |
COBRA Coverage
|
| | | N/A | | | | subject to the executive officer’s election of COBRA coverage under the company’s group health plan, for up to 18 months, a monthly payment equal to the difference between the monthly COBRA premium cost and the premium cost to the executive officer as if he continued to be our employee | | | | N/A | | | | N/A | | | | N/A | | |
| |
Time-Based
Equity |
| | | immediately vest in full | | | | equity awards subject to time-based vesting immediately vest in full | | | | immediately vest in full | | | | N/A | | | ||||
| |
Performance-
Based Equity |
| | | will vest based on performance from commencement of the performance period through the date of termination (i) on a pro-rated basis, if the termination occurs before the performance period ends and (ii) in full, if the termination occurs after the performance period ends | | | | will vest based on performance from commencement of the performance period through the date of termination (i) on a pro-rated basis, if the termination occurs before the performance period ends and (ii) in full, if the termination occurs after the performance period ends | | | | will vest based on performance from commencement of the performance period through the date of termination (i) on a pro-rated basis, if the termination occurs before the performance period ends and (ii) in full, if the termination occurs after the performance period ends | | | | N/A | | |
| 64 EMPIRE STATE REALTY TRUST | | | | |
Name
|
| |
Severance
($) |
| |
Cash
Bonus(1) ($) |
| |
Continued
Medical Benefits ($) |
| |
Retention
Bonus ($) |
| |
Unvested
Time-Based LTIP Units(2) ($) |
| |
Unvested
Performance- Based LTIP Units(3) ($) |
| |
Total(4)
($) |
| |||||||||||||||||||||
Anthony E. Malkin | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||
Involuntary Termination Without Cause or Resignation for Good Reason
|
| | | | 4,581,434 | | | | | | 1,475,010 | | | | | | 21,927 | | | | | | 700,000 | | | | | | 6,832,028 | | | | | | 7,123,590 | | | | | | 20,733,989 | | |
Involuntary Termination Without Cause or Resignation for Good Reason Following Change in Control
|
| | | | 6,872,151 | | | | | | 1,475,010 | | | | | | 21,927 | | | | | | 700,000 | | | | | | 6,832,028 | | | | | | 7,123,590 | | | | | | 23,024,706 | | |
Death or Disability | | | | | — | | | | | | 1,475,010 | | | | | | — | | | | | | — | | | | | | 6,832,028 | | | | | | 7,123,590 | | | | | | 15,430,628 | | |
Termination for Cause | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Resignation or Non-Renewal of Employment Contract | | | | | — | | | | | | 1,475,010 | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 1,475,010 | | |
Retirement | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Christina Chiu | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||
Involuntary Termination Without Cause or Resignation for Good Reason
|
| | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 2,621,031 | | | | | | 904,091 | | | | | | 3,525,122 | | |
Involuntary Termination Without Cause or Resignation for Good Reason Following Change in Control
|
| | | | 2,276,700 | | | | | | 652,300 | | | | | | 9,019 | | | | | | — | | | | | | 2,621,031 | | | | | | 904,091 | | | | | | 6,463,141 | | |
Death or Disability | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 2,621,031 | | | | | | 904,091 | | | | | | 3,525,122 | | |
Termination for Cause | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Resignation or Non-Renewal of Employment Contract | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Retirement | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Thomas P. Durels | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||
Involuntary Termination Without Cause or Resignation for Good Reason
|
| | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 3,016,581 | | | | | | 1,830,876 | | | | | | 4,847,457 | | |
Involuntary Termination Without Cause or Resignation for Good Reason Following Change in Control
|
| | | | 2,777,166 | | | | | | 641,550 | | | | | | 17,407 | | | | | | — | | | | | | 3,016,581 | | | | | | 1,830,876 | | | | | | 8,283,580 | | |
Death or Disability | | | | | | | | | | | | | | | | | | | | | | | — | | | | | | 3,016,581 | | | | | | 1,830,876 | | | | | | 4,847,457 | | |
Termination for Cause | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Resignation or Non-Renewal of Employment Contract | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Retirement | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| | | |
2023 PROXY STATEMENT 65
|
|
| | |
2022
($) |
| |
2021
($) |
| ||||||
Audit Fees(1) | | | | | 2,416,905 | | | | | | 2,402,500 | | |
Audit Related Fees | | | | | — | | | | | | — | | |
Tax Fees | | | | | — | | | | | | — | | |
All Other Fees(2) | | | | | 55,000 | | | | | | — | | |
TOTAL | | | | | 2,471,905 | | | | | | 2,402,500 | | |
|
|
| | |
OUR BOARD UNANIMOUSLY RECOMMENDS A VOTE “FOR” THE RATIFICATION OF THE SELECTION OF ERNST & YOUNG LLP AS OUR INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM FOR THE FISCAL YEAR ENDING DECEMBER 31, 2023.
|
|
| 66 EMPIRE STATE REALTY TRUST | | | | |
|
Audit Committee Report
|
| ||||||||
|
The following is a report by the Audit Committee of our board regarding the responsibilities and functions of the Audit Committee. This report shall not be deemed to be incorporated by reference in any previous or future documents filed by us with the SEC, under the Securities Act or Exchange Act, except to the extent that we specifically incorporate this report by reference in any such document.
|
| ||||||||
|
The Audit Committee’s purposes are to (i) assist the board in its oversight of (a) the integrity of the company’s financial statements, (b) the company’s compliance with legal and regulatory requirements, (c) the qualifications and independence of the company’s independent registered public accounting firm, and (d) the performance of the company’s independent registered public accounting firm and the company’s internal audit function; and (ii) prepare an Audit Committee Report as required by the SEC for inclusion in the company’s annual proxy statement. The function of the Audit Committee is oversight. The board, in its business judgment, has determined that all members of the Audit Committee are “independent,” as required by applicable listing standards of the NYSE, as currently in effect, and in accordance with the rules and regulations promulgated by the SEC. The board has also determined that each member of the Audit Committee is financially literate and has accounting or related financial management expertise, as such qualifications are defined under the rules of the NYSE, and that each of S. Michael Giliberto, and Thomas J. DeRosa is an “audit committee financial expert” as defined in Item 407(d)(5) of the SEC Regulation S-K. The Audit Committee operates pursuant to an Audit Committee Charter.
Management is responsible for the preparation, presentation and integrity of the company’s financial statements, for the establishment and effectiveness of internal control over financial reporting, and for maintaining appropriate accounting and financial reporting principles and policies and internal controls and procedures that provide for compliance with accounting standards and applicable laws and regulations. The independent registered public accounting firm, Ernst & Young LLP, is responsible for planning and carrying out a proper audit of the company’s annual financial statements in accordance with the auditing standards of the Public Company Accounting Oversight Board (United States) (“PCAOB”), expressing an opinion as to the conformity of such financial statements with generally accepted accounting principles and auditing the effectiveness of internal control over financial reporting.
In performing its oversight role, the Audit Committee has reviewed and discussed the audited consolidated financial statements with management and Ernst & Young LLP. The Audit Committee has also discussed with Ernst & Young LLP the matters required to be discussed by the applicable requirements of the PCAOB and the SEC. The Audit Committee has received the written disclosures and the letter from the independent registered public accounting firm required by PCAOB Ethics and Independence Rules 3526, Communication with Audit Committees Concerning Independence.
The Audit Committee has also discussed with the independent registered public accounting firm its independence. The independent registered public accounting firm has free access to the Audit Committee to discuss any matters the firm deems appropriate. The Audit Committee has also met with and discussed internal audit reports with an internal auditor. Further, the Audit Committee has overseen the company’s Whistleblower Policy and performed a periodic review of related reports.
Based on the reports and discussions described in the preceding paragraph and subject to the limitations on the role and responsibilities of the Audit Committee referred to below and in the Audit Committee Charter in effect during 2022, the Audit Committee recommended to the board that the audited consolidated financial statements be included in the annual report on Form 10-K for the fiscal year ended December 31, 2022.
Members of the Audit Committee rely without independent verification on the information provided to them and on the representations made by management and the independent registered public accounting firm. Accordingly, the Audit Committee’s oversight does not provide an independent basis to determine that management has maintained appropriate accounting and financial reporting principles or appropriate internal controls and procedures designed to assure compliance with accounting standards and applicable laws and regulations. Furthermore, the Audit Committee’s considerations and discussions referred to above do not assure that the audit of the company’s consolidated financial statements has been carried out in accordance with the auditing standards of the PCAOB, that the consolidated financial statements are presented in accordance with accounting principles generally accepted in the United States of America, that Ernst & Young LLP is in fact “independent,” or that the company’s internal controls are effective.
Submitted by our Audit Committee
|
| ||||||||
|
S. Michael Giliberto
(Chair) |
| | |
Thomas J. DeRosa
|
| | |
R. Paige Hood
|
|
| | | |
2023 PROXY STATEMENT 67
|
|
Common Stock Outstanding
|
| | | | | | | |
Operating Partnership Units Outstanding
|
| | | | | | |
Class A | | | | | 160,472,539 | | | | Series PR(1) | | | | | 67,847,449 | | |
Restricted Class A | | | | | 253,523 | | | | Series ES(1) | | | | | 20,744,494 | | |
Class B | | | | | 989,776 | | | | Series 60(1) | | | | | 5,514,754 | | |
| | | | | | | | | Series 250(1) | | | | | 2,727,779 | | |
| | | | | | | | | LTIP units – 2013 Equity Plan(2) | | | | | 3,210,863 | | |
| | | | | | | | | LTIP units – 2019 Equity Plan(2) | | | | | 7,498,339 | | |
Total | | | | | 161,715,838 | | | | Total | | | | | 107,543,678 | | |
| 68 EMPIRE STATE REALTY TRUST | | | | |
| | |
Common Stock (Class A and Class B)
|
| |
Operating
Partnership Units |
| |
Common Stock and Operating
Partnership Units |
| |||||||||||||||||||||||||||||||||
Name
|
| |
Number of
Class A Shares Beneficially Owned |
| |
Percent of
Class A Shares |
| |
Number of
Class B Shares Beneficially Owned |
| |
Percent of
All Shares of Common Stock (Voting Interest)(1) |
| |
Number of
Units Beneficially Owned(2) |
| |
Number of
Shares of Common Stock and Units Beneficially Owned |
| |
Percentage of
All Shares of Common Stock and Operating Partnership Units |
| |||||||||||||||||||||
Anthony E. Malkin(3) | | | | | 60,368 | | | | | | * | | | | | | 642,979 | | | | | | 15.32% | | | | | | 33,710,416 | | | | | | 34,413,763 | | | | | | 12.78% | | |
Thomas J. DeRosa | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 82,869 | | | | | | 82,869 | | | | | | ** | | |
Steven J. Gilbert | | | | | 20,000 | | | | | | * | | | | | | — | | | | | | * | | | | | | 71,660 | | | | | | 91,660 | | | | | | ** | | |
S. Michael Giliberto | | | | | 3,500 | | | | | | * | | | | | | — | | | | | | * | | | | | | 64,944 | | | | | | 68,444 | | | | | | ** | | |
Patricia S. Han | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 36,938 | | | | | | 36,938 | | | | | | ** | | |
Grant H. Hill | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 27,690 | | | | | | 27,690 | | | | | | ** | | |
R. Paige Hood | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 22,294 | | | | | | 22,294 | | | | | | ** | | |
James D. Robinson IV | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 86,198 | | | | | | 86,198 | | | | | | ** | | |
Christina Chiu | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 121,785 | | | | | | 121,785 | | | | | | ** | | |
Thomas P. Durels | | | | | — | | | | | | * | | | | | | 2,407 | | | | | | * | | | | | | 1,354,010 | | | | | | 1,356,417 | | | | | | ** | | |
Thomas N. Keltner, Jr.(4) | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 1,254,577 | | | | | | 1,254,577 | | | | | | ** | | |
All directors and executive officers as a group (12 persons)
|
| | | | 83,868 | | | | | | * | | | | | | 645,386 | | | | | | 15.39% | | | | | | 36,833,381 | | | | | | 37,562,635 | | | | | | 13.95% | | |
5% or Greater Owners | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Quark Holding LLC(5) | | | | | 29,894,869 | | | | | | 18.67% | | | | | | — | | | | | | 9.90% | | | | | | — | | | | | | | | | | | | | | |
The Vanguard Group, Inc.(6) | | | | | 22,168,349 | | | | | | 13.82% | | | | | | — | | | | | | 10.55% | | | | | | — | | | | | | | | | | | | | | |
Southeastern Asset Management, Inc.(6)
|
| | | | 8,269,302 | | | | | | 5.2% | | | | | | — | | | | | | 3.93% | | | | | | — | | | | | | | | | | | | | | |
Massachusetts Financial Services Company(6)
|
| | | | 10,452,953 | | | | | | 6.5% | | | | | | — | | | | | | 4.97% | | | | | | — | | | | | | | | | | | | | | |
BlackRock Inc(6) | | | | | 14,165,302 | | | | | | 8.8% | | | | | | — | | | | | | 6.74% | | | | | | — | | | | | | | | | | | | | | |
Credit Suisse AG(6) | | | | | 10,256,566 | | | | | | 6.39% | | | | | | — | | | | | | 4.88% | | | | | | | | | | | | | | | | | | | | |
| | |
Time-Based LTIP Units
|
| |
Performance-based LTIP Units
|
| ||||||||||||||||||
Name
|
| |
Vested
|
| |
Total Awarded
|
| |
Vested
|
| |
Total Awarded
|
| ||||||||||||
Anthony E. Malkin | | | | | 1,972,130 | | | | | | 2,629,346 | | | | | | 232,239 | | | | | | 5,014,710 | | |
Thomas J. DeRosa | | | | | 82,869 | | | | | | 113,251 | | | | | | — | | | | | | — | | |
Steven J. Gilbert | | | | | 71,660 | | | | | | 107,721 | | | | | | — | | | | | | — | | |
S. Michael Giliberto | | | | | 64,944 | | | | | | 95,326 | | | | | | — | | | | | | — | | |
Patricia S. Han | | | | | 36,938 | | | | | | 72,999 | | | | | | — | | | | | | — | | |
Grant H. Hill | | | | | 27,690 | | | | | | 53,692 | | | | | | — | | | | | | — | | |
R. Paige Hood | | | | | 22,294 | | | | | | 73,541 | | | | | | — | | | | | | — | | |
James D. Robinson IV | | | | | 86,198 | | | | | | 126,485 | | | | | | — | | | | | | — | | |
Christina Chiu | | | | | 121,785 | | | | | | 449,905 | | | | | | — | | | | | | 422,737 | | |
Thomas P. Durels | | | | | 1,177,662 | | | | | | 1,410,933 | | | | | | 176,348 | | | | | | 2,229,373 | | |
Thomas N. Keltner, Jr. | | | | | 471,248 | | | | | | 677,670 | | | | | | 83,323 | | | | | | 931,502 | | |
| | | |
2023 PROXY STATEMENT 69
|
|
5% Beneficial Owner
|
| |
Address
|
| |
Schedule
13G Filing Date |
| |
Sole
Voting Power |
| |
Shared
Voting Power |
| |
Sole
Dispositive Power |
| |
Shared
Dispositive Power |
| |
Total
Beneficial Ownership |
| |
Percent of
Class A Owned |
| |||||||||||||||||||||
The Vanguard Group(a) | | |
100 Vanguard Blvd.,
Malvern, PA 19355 |
| | | | 2/9/23 | | | | | | 0 | | | | | | 216,467 | | | | | | 21,808,315 | | | | | | 360,034 | | | | | | 22,168,349 | | | | | | 13.82% | | |
Southeastern Asset Management, Inc.(b)
|
| |
6410 Poplar Ave., Suite 900,
Memphis, TN 38119 |
| | | | 2/14/23 | | | | | | 5,054 | | | | | | 8,264,248 | | | | | | 5,054 | | | | | | 8,264,248 | | | | | | 8,269,302 | | | | | | 5.2% | | |
Massachusetts Financial Services Company(c)
|
| |
111 Huntington Ave.,
Boston, MA 02199 |
| | | | 2/8/23 | | | | | | 10,396,200 | | | | | | 0 | | | | | | 10,452,953 | | | | | | 0 | | | | | | 10,452,953 | | | | | | 6.5% | | |
BlackRock, Inc.(d) | | |
55 East 52nd St.,
New York, NY 10055 |
| | | | 1/25/23 | | | | | | 13,761,695 | | | | | | 0 | | | | | | 14,165,302 | | | | | | 0 | | | | | | 14,165,302 | | | | | | 8.8% | | |
Credit Suisse AG(e) | | |
Paradeplatz 8
CH 8001 Zurich, Switzerland |
| | | | 2/2/23 | | | | | | 0 | | | | | | 10,256,566 | | | | | | 0 | | | | | | 10,256,566 | | | | | | 10,256,566 | | | | | | 6.39% | | |
| 70 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2023 PROXY STATEMENT 71
|
|
| 72 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2023 PROXY STATEMENT 73
|
|
| 74 EMPIRE STATE REALTY TRUST | | | | |
|
Proposal 1:
|
| |
the election of the eight director nominees named in the proxy statement to serve on our board until the next annual shareholders meeting or until their successors are elected and qualify;
|
|
|
Proposal 2:
|
| | the approval, on a non-binding, advisory basis, of the compensation of our NEOs as described in this proxy statement; and | |
|
Proposal 3:
|
| | the ratification of the appointment of Ernst & Young LLP as our independent registered public accounting firm for the fiscal year ending December 31, 2023. | |
| | | |
2023 PROXY STATEMENT 75
|
|
| 76 EMPIRE STATE REALTY TRUST | | | | |
|
|
| |
|
| |
|
|
|
VOTE BY INTERNET
|
| |
VOTE BY TELEPHONE
|
| |
VOTE BY MAIL
|
|
|
You may vote via the Internet by following the instructions provided in the notice of availability or, if you received printed materials, on your proxy card. The website for Internet voting is printed on the notice of availability and/or proxy card. Please have your notice of availability or proxy card in hand. Internet voting is available 24 hours a day until 11:59 p.m. (Eastern Time) on May 10, 2023. You will receive a series of instructions that will allow you to vote your shares of common stock. You will also be given the opportunity to confirm that your instructions have been properly recorded. If you vote via the Internet, you do not need to return your proxy card.
|
| |
You also have the option to vote by telephone by calling the toll-free number listed on your notice of availability and/or proxy card. Telephone voting is available 24 hours a day until 11:59 p.m. (Eastern Time) on May 10, 2023. When you call, please have your notice of availability or proxy card in hand. You will receive a series of voice instructions that will allow you to vote your shares of common stock. You will also be given the opportunity to confirm that your instructions have been properly recorded. If you vote by telephone, you do not need to return your proxy card.
|
| |
If you received printed materials and would like to vote by mail, please mark, sign and date your proxy card and return it promptly in the postage-paid envelope provided.
If you did not receive printed materials and would like to vote by mail, you must request printed copies of the proxy materials by following the instructions on your notice of availability.
|
|
|
|
| |
filing a written notice revoking the proxy with our Secretary at Empire State Realty Trust, Inc., 111 West 33rd Street, 12th Floor, New York, New York 10120;
|
|
|
|
| |
properly executing and forwarding to us a proxy with a later date;
|
|
|
|
| |
voting electronically at the annual meeting; or
|
|
|
|
| |
appearing in person and voting by ballot at the annual meeting.
|
|
|
Proposal 1:
|
| |
the election of the eight director nominees named in the enclosed proxy statement to serve on our board until the next annual shareholders meeting or until their successors are elected and qualify;
|
| |
FOR each director nominee
|
|
|
Proposal 2:
|
| |
the approval, on a non-binding, advisory basis, of the compensation of our NEOs as described in this proxy statement;
|
| |
FOR
|
|
|
Proposal 3:
|
| |
the ratification of the appointment of Ernst & Young LLP as our independent registered public accounting firm for the fiscal year ending December 31, 2023.
|
| |
FOR
|
|
| | | |
2023 PROXY STATEMENT 77
|
|
| 78 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2023 PROXY STATEMENT 79
|
|
| 80 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2023 PROXY STATEMENT 81
|
|
| | |
Years Ended December 31,
|
| |||||||||||||||
| | |
2022
($) |
| |
2021
($) |
| |
2020
($) |
| |||||||||
Net income (loss)
|
| | | | 63,212 | | | | | | (13,037) | | | | | | (22,889) | | |
Add: | | | | | | | | | | | | | | | | | | | |
General and administrative expenses
|
| | | | 61,765 | | | | | | 55,947 | | | | | | 62,244 | | |
Depreciation and amortization
|
| | | | 216,894 | | | | | | 201,806 | | | | | | 191,006 | | |
Interest expense
|
| | | | 101,206 | | | | | | 94,394 | | | | | | 89,907 | | |
Loss on early extinguishment of debt
|
| | | | — | | | | | | 214 | | | | | | 86 | | |
Income tax expense (benefit)
|
| | | | 1,546 | | | | | | (1,734) | | | | | | (6,971) | | |
Impairment charges
|
| | | | — | | | | | | 7,723 | | | | | | 5,360 | | |
IPO litigation expense
|
| | | | — | | | | | | — | | | | | | 1,165 | | |
Less: | | | | | | | | | | | | | | | | | | | |
Gain on sale/disposition of properties
|
| | | | (33,988) | | | | | | — | | | | | | — | | |
Interest income
|
| | | | (4,948) | | | | | | (704) | | | | | | (2,637) | | |
Third-party management and other fees
|
| | | | (1,361) | | | | | | (1,219) | | | | | | (1,225) | | |
Net operating income
|
| | | | 404,326 | | | | | | 343,390 | | | | | | 316,046 | | |
| 82 EMPIRE STATE REALTY TRUST | | | | |
| | |
Years Ended December 31,
|
| |||||||||||||||
| | |
2022
($) |
| |
2021
($) |
| |
2020
($) |
| |||||||||
Net income (loss)
|
| | | | 63,212 | | | | | | (13,037) | | | | | | (22,889) | | |
Non-controlling interests in other partnerships | | | | | 243 | | | | | | — | | | | | | — | | |
Private perpetual preferred unit distributions | | | | | (4,201) | | | | | | (4,201) | | | | | | (4,197) | | |
Real estate depreciation and amortization | | | | | 210,522 | | | | | | 196,360 | | | | | | 184,245 | | |
Impairment charges | | | | | — | | | | | | 7,723 | | | | | | 5,360 | | |
Gain on sale/disposition of properties | | | | | (33,988) | | | | | | — | | | | | | — | | |
Funds from operations attributable to common stockholders and non-controlled interests
|
| | | | 235,788 | | | | | | 186,845 | | | | | | 162,519 | | |
Amortization of below-market ground leases | | | | | 7,831 | | | | | | 7,831 | | | | | | 7,831 | | |
Loss on early extinguishment of debt | | | | | — | | | | | | 214 | | | | | | 86 | | |
Severance expenses | | | | | — | | | | | | — | | | | | | 3,813 | | |
IPO litigation expense | | | | | — | | | | | | — | | | | | | 1,165 | | |
Core funds from operations attributable to common stockholders and non-controlled interests
|
| | | | 243,619 | | | | | | 194,890 | | | | | | 175,414 | | |
Weighted average shares and Operating Partnership units | | | | | | | | | | | | | | | | | | | |
Basic | | | | | 268,337 | | | | | | 277,420 | | | | | | 283,826 | | |
Diluted | | | | | 269,948 | | | | | | 277,420 | | | | | | 283,837 | | |
FFO per share | | | | | | | | | | | | | | | | | | | |
Basic | | | | | 0.88 | | | | | | 0.67 | | | | | | 0.57 | | |
Diluted | | | | | 0.87 | | | | | | 0.67 | | | | | | 0.57 | | |
Core FFO per share | | | | | | | | | | | | | | | | | | | |
Basic | | | | | 0.91 | | | | | | 0.70 | | | | | | 0.62 | | |
Diluted | | | | | 0.90 | | | | | | 0.70 | | | | | | 0.62 | | |
| | |
2022
($) |
| |
2021
($) |
| |
2020
($) |
| |||||||||
Net income (loss)
|
| | | | 63,212 | | | | | | (13,037) | | | | | | (22,889) | | |
Interest expense | | | | | 101,206 | | | | | | 94,394 | | | | | | 89,907 | | |
Income tax (expense) benefit | | | | | (1,546) | | | | | | 1,734 | | | | | | 6,971 | | |
Depreciation and amortization | | | | | 216,894 | | | | | | 201,806 | | | | | | 191,006 | | |
EBITDA
|
| | | | 382,858 | | | | | | 281,429 | | | | | | 251,053 | | |
Impairment charges, net of reimbursement | | | | | — | | | | | | 7,723 | | | | | | 5,360 | | |
Adjusted EBITDA
|
| | | | 382,858 | | | | | | 289,152 | | | | | | 256,413 | | |
| | | |
2023 PROXY STATEMENT 83
|
|