Check the appropriate box:
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☐
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Preliminary Proxy Statement
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☐
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Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2))
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☑
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Definitive Proxy Statement
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Definitive Additional Materials
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☐
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Soliciting Material Under Rule 14a-12
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THE KROGER CO.
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(Name of Registrant as Specified in Its Charter)
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(Name of Person(s) Filing Proxy Statement, if other than the Registrant)
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No fee required.
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☐
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Fee computed on table below per Exchange Act Rules 14a-6(i)(4) and 0-11.
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a.
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Title of each class of securities to which transaction applies:
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b.
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Aggregate number of securities to which transaction applies:
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c.
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Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (Set forth the amount on which the filing fee is calculated and state how it was determined):
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d.
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Proposed maximum aggregate value of transaction:
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e.
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Total fee paid:
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Fee paid previously with preliminary materials.
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Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing.
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a.
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Amount previously Paid:
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b.
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Form, Schedule or Registration Statement No.:
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c.
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Filing party:
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d.
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Date Filed:
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When:
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Thursday, June 24, 2021, at 11:00 a.m. eastern time.
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Where:
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Webcast at www.virtualshareholdermeeting.com/KR2021
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Items of Business:
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1.
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To elect 10 director nominees.
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2.
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To approve our executive compensation, on an advisory basis.
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3.
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To ratify the selection of our independent auditor for fiscal year 2021.
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4.
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To vote on one shareholder proposal, if properly presented at the meeting.
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5.
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To transact other business as may properly come before the meeting.
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Who can Vote:
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Holders of Kroger common shares at the close of business on the record date April 26, 2021 are entitled to notice of and to vote at the meeting.
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How to Vote:
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Your vote is important! Please vote your proxy in one of the following ways:
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1.
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Via the internet, by visiting www.proxyvote.com.
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2.
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By telephone, by calling the number on your proxy card, voting instruction form, or notice.
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3.
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By mail, by marking, signing, dating, and mailing your proxy card if you requested printed materials, or your voting instruction form. No postage is required if mailed in the United States.
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4.
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By mobile device, by scanning the QR code on your proxy card, notice of internet availability of proxy materials, or voting instruction form.
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5.
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By voting electronically during the virtual Annual Meeting at www.virtualshareholdermeeting.com/KR2021.
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Attending the Meeting:
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Shareholders holding shares at the close of business on the record date may attend the virtual meeting. You will be able to attend the Annual Meeting, vote and submit your questions in advance of and real-time during the meeting via a live audio webcast by visiting www.virtualshareholdermeeting.com/KR2021. To participate in the meeting, you must have your sixteen-digit control number that is shown on your Notice of Internet Availability of Proxy Materials or on your proxy card if you receive the proxy materials by mail. You will not be able to attend the Annual Meeting in person.
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May 13, 2021
Cincinnati, Ohio
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By Order of the Board of Directors,
Christine S. Wheatley, Secretary
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1.
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Via the internet, by visiting www.proxyvote.com.
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2.
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By telephone, by calling the number on your proxy card, voting instruction form, or notice.
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3.
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By mail, by marking, signing, dating, and mailing your proxy card if you requested printed materials, or your voting instruction form. No postage is required if mailed in the United States.
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4.
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By mobile device, by scanning the QR code on your proxy card, notice of internet availability of proxy materials, or voting instruction form.
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By voting electronically during the virtual Annual Meeting at www.virtualshareholdermeeting.com/KR2021.
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Proposals
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Board
Recommendation
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Voting Approval
Standard
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Effect of
Abstention
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Effect of
broker
Non-vote
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No. 1 Election of Directors
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FOR each
Director Nominee
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More votes “FOR” than “AGAINST” since an uncontested election
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No Effect
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No Effect
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No. 2 Advisory Vote to Approve Executive Compensation
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FOR
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Affirmative vote of the majority of shares participating in the voting
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No Effect
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No Effect
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No. 3 Ratification of Independent Auditors
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FOR
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Affirmative vote of the majority of shares participating in the voting
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No Effect
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Not Applicable
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No. 4 Shareholder Proposal
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AGAINST
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Affirmative vote of the majority of shares participating in the voting
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No Effect
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No Effect
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Important Notice Regarding the Availability of Proxy Materials for the Shareholder
Meeting to be Held on June 24, 2021
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The Notice of 2021 Annual Meeting, Proxy Statement and 2020 Annual Report and the means to vote by internet are available at www.proxyvote.com.
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✔
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Strong Board oversight of enterprise risk.
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✔
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All director nominees are independent, except for the CEO.
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All five Board committees are fully independent.
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Robust code of ethics.
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Annual evaluation of the Chairman and CEO by the independent directors, led by the independent Lead Director.
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Annual Board and committee self-assessments.
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Commitment to Board refreshment and diversity, with 4 of 10 director nominees being women, including the chairs of the Audit, Financial Policy, and Public Responsibilities Committees.
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Regular executive sessions of the independent directors, at the Board and committee level.
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✔
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Strong independent Lead Director with clearly defined role and responsibilities.
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High degree of Board interaction with management to ensure successful oversight and succession planning.
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All directors are elected annually with a simple majority standard for all uncontested director elections and by plurality in contested director elections.
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No poison pill (shareholder rights plan).
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Shareholders have the right to call a special meeting.
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Regular engagement with shareholders to understand their perspectives and concerns on a broad array of topics, including corporate governance matters.
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Responsive to shareholder feedback.
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Adopted proxy access for director nominees, enabling a shareholder, or group of up to 20 shareholders, holding 3% of the Company’s common shares for at least three years to nominate candidates for the greater of two seats or 20% of board nominees.
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✔
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Pay program tied to performance and business strategy.
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Majority of pay is long-term and at-risk with no guaranteed bonuses or salary increases.
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Stock ownership guidelines align executive and director interests with those of shareholders.
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Prohibition on all hedging, pledging, and short sales of Kroger securities by directors and executive officers.
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No tax gross-up payments to executives.
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Nora A. Aufreiter
Age 61
Director Since 2014
Committees:
Financial Policy
Public Responsibilities*
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Ms. Aufreiter is Director Emeritus of McKinsey & Company, a global management consulting firm. She retired in June 2014 after more than 27 years with McKinsey, most recently as a director and senior partner. During that time, she worked extensively in the U.S., Canada, and internationally with major retailers, financial institutions, and other consumer-facing companies. Before joining McKinsey, Ms. Aufreiter spent three years in financial services working in corporate finance and investment banking. She is a member of the Board of Directors of The Bank of Nova Scotia. She is also on the board of a privately held company, Cadillac Fairview, a subsidiary of Ontario Teachers Pension Plan, which is one of North America’s largest owners, operators, and developers of commercial real estate. Ms. Aufreiter also serves on the boards of St. Michael’s Hospital and the Canadian Opera Company, and is a member of the Dean’s Advisory Board for the Ivey Business School in Ontario, Canada.
Ms. Aufreiter has over 30 years of broad business experience in a variety of retail sectors. Her vast experience in leading McKinsey’s North American Retail Practice, North American Branding service line and the Consumer Digital and Omnichannel service line is of particular value to the Board. She also brings to the Board valuable insight on commercial real estate. Ms. Aufreiter serves as Chair of the Public Responsibilities Committee.
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Kevin M. Brown
Age 58
Director Since 2021
Committees:
Audit
Public Responsibilities
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Mr. Brown is the Executive Vice President and Chief Supply Chain Officer at Dell Technologies, a leading global technology company. His previous roles at Dell include senior leadership roles in procurement, product quality, and manufacturing. Mr. Brown joined Dell in 1998 and has held roles of increasing responsibility throughout his career, including Chief Procurement Officer and Vice President, ODM Fulfillment & Supply Chain Strategy before being named Chief Supply Chain Officer in 2013. Before Dell, he spent 10 years in the shipbuilding industry, directing U.S. Department of Defense projects. Mr. Brown currently serves on the National Committee of the Council on Foreign Relations and on the Boards of the Congressional Black Caucus Foundation and the Howard University Center for Supply Chain Excellence. He is also a member of the Executive Leadership Council.
Mr. Brown is a global leader with over twenty years of leadership experience and supply chain innovation experience. His efforts led Dell to be recognized as having one of the most efficient, sustainable, and innovative supply chains. He brings to the Board his vast experience in sustainability and circular economic business practices. His deep expertise in all matters related to supply chain, supply chain resilience, and risk and crisis management are of particular value to the Board.
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Anne Gates
Age 61
Director Since 2015
Committees:
Audit*
Public Responsibilities
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Ms. Gates was President of MGA Entertainment, Inc., a privately-held developer, manufacturer, and marketer of toy and entertainment products for children, from 2014 until her retirement in 2017. Ms. Gates held roles of increasing responsibility with The Walt Disney Company from 1992-2012. Her roles included Executive Vice President, Managing Director, and Chief Financial Officer for Disney Consumer Products, and Senior Vice President of Operations, Planning and Analysis. Prior to joining Disney, Ms. Gates worked for PepsiCo and Bear Stearns. She is currently a director of Tapestry, Inc. and Raymond James Financial, Inc.
Ms. Gates has over 25 years of experience in the retail and consumer products industry. She brings to Kroger financial expertise gained while serving as President of MGA and CFO of a division of The Walt Disney Company. Ms. Gates has a broad business background in finance, marketing, strategy and business development, including international business. Her expertise in toy and entertainment products is of particular value to the Board. Ms. Gates has been designated an Audit Committee financial expert and serves as Chair of the Audit Committee.
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Karen M. Hoguet
Age 64
Director since 2019
Committees:
Audit
Financial Policy*
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| |
Ms. Hoguet served as the Chief Financial Officer of Macy’s, Inc. from October 1997 until July of 2018 when she became a strategic advisor to the Chief Executive Officer until her retirement on February 1, 2019. Ms. Hoguet serves on the Board of Directors of Nielsen Holdings plc. She also serves on the boards of Hebrew Union College and UCHealth. In the past five years, she also served as a director of The Chubb Corporation.
Ms. Hoguet has over 30 years of retail and commercial experience. Her long tenure as a senior executive of a publicly traded company with financial, audit, strategy, and risk oversight experience is of particular value to the Board as is her public company experience, both as a long serving executive, and as a board member. Ms. Hoguet has been designated an Audit Committee financial expert and serves as Chair of the Financial Policy Committee.
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W. Rodney McMullen
Chairman and Chief
Executive Officer
Age 60
Director Since 2003
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Mr. McMullen was elected Chairman of the Board in January 2015 and Chief Executive Officer of Kroger in January 2014. He served as Kroger’s President and Chief Operating Officer from August 2009 to December 2013. Prior to that, Mr. McMullen was elected to various roles at Kroger including Vice Chairman in 2003, Executive Vice President, Strategy, Planning, and Finance in 1999, Senior Vice President in 1997, Group Vice President and Chief Financial Officer in June 1995, and Vice President, Planning and Capital Management in 1989. He is a director of VF Corporation. In the past five years, he also served as a director of Cincinnati Financial Corporation.
Mr. McMullen has broad experience in the supermarket business, having spent his career spanning over 40 years with Kroger. He has a strong background in finance, operations, and strategic partnerships, having served in a variety of roles with Kroger, including as our CFO, COO, and Vice Chairman. His service as chair of Cincinnati Financial Corporation’s compensation committee and on its executive and investment committees, as well as his service on the audit and governance and corporate responsibilities committees of VF Corporation, adds depth to his extensive retail experience.
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Clyde R. Moore
Age 67
Director Since 1997
Committees:
Compensation &
Talent Development*
Corporate Governance
|
| |
Mr. Moore was the Chairman of First Service Networks, a national provider of facility and maintenance repair services, until his retirement in 2015. Prior to his retirement, he was Chairman and Chief Executive Officer of First Service Networks from 2000 to 2014.
Mr. Moore has over 30 years of general management experience in public and private companies. He has sound experience as a corporate leader overseeing all aspects of a facilities management firm and numerous manufacturing companies. Mr. Moore’s expertise broadens the scope of the Board’s experience to provide oversight to Kroger’s facilities, digital, and manufacturing businesses. Additionally, his expertise and leadership as Chair of the Compensation and Talent Development Committee is of particular value to the Board.
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Ronald L. Sargent
Lead Director
Age 65
Director Since 2006
Committees:
Audit
Corporate Governance* Public Responsibilities
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Mr. Sargent was Chairman and Chief Executive Officer of Staples, Inc., a business products retailer, where he was employed from 1989 until his retirement in 2017. Prior to joining Staples, Mr. Sargent spent 10 years with Kroger in various positions. He is a director of Five Below, Inc. and Wells Fargo & Company. In the past five years, he served as a director of Staples, Inc.
Mr. Sargent has over 35 years of retail experience, first with Kroger and then with increasing levels of responsibility and leadership at Staples, Inc. His efforts helped carve out a new market niche for the international retailer. His understanding of retail operations, consumer insights, and e-commerce are of particular value to the Board. Mr. Sargent has been designated an Audit Committee financial expert and serves as Chair of the Corporate Governance Committee and Lead Director of the Board.
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J. Amanda Sourry Knox (Amanda Sourry)
Age 57
Director Since 2021
Committees:
Compensation & Talent
Development
Financial Policy
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| |
Ms. Sourry was President of North America for Unilever, a personal care, foods, refreshment, and home care consumer products company, from 2018 until her retirement in December 2019. She held leadership roles of increasing responsibility during her more than 30 years at Unilever, both in the U.S. and Europe, including president of global foods, executive vice president of global hair care, and executive vice president of the firm’s UK and Ireland business. From 2015 to 2017, she served as President of their Global Foods Category. Ms. Sourry currently serves on the board for PVH Corp., where she chairs the Compensation Committee and serves on the Nominating, Governance & Management Development Committee. Ms. Sourry has over thirty years of experience in the CPG and retail industry. She brings to the Board her extensive global marketing and business experience in consumer packaged goods as well as customer development, including overseeing Unilever’s digital efforts.
Ms. Sourry was actively involved in Unilever’s global diversity, gender balance, and sustainable living initiatives which is of particular value to the Board.
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Mark S. Sutton
Age 59
Director Since 2017
Committees:
Compensation &
Talent Development Financial Policy
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Mr. Sutton is Chairman and Chief Executive Officer of International Paper, a leading global producer of renewable fiber-based packaging, pulp, and paper products. Prior to becoming CEO in 2014, he served as President and Chief Operating Officer with responsibility for running the company’s global business. Mr. Sutton joined International Paper in 1984 as an Electrical Engineer. He held roles of increasing responsibility throughout his career, including Mill Manager, Vice President of Corrugated Packaging Operations across Europe, the Middle East and Africa, Vice President of Corporate Strategic Planning, and Senior Vice President of several business units, including global supply chain. Mr. Sutton is a member of The Business Council, serves on the American Forest & Paper Association board of directors, the Business Roundtable board of directors, and the international advisory board of the Moscow School of Management – Skolkovo. He was appointed chairman of the U.S. Russian Business Council. He also serves on the board of directors of Memphis Tomorrow and the board of governors for New Memphis Institute.
Mr. Sutton has over thirty years of leadership experience with increasing levels of responsibility and leadership at International Paper. He brings to the Board the critical thinking that comes with an electrical engineering background as well as his experience leading a global company. His strong strategic planning background and manufacturing and supply chain experience are of particular value to the Board.
|
Ashok Vemuri
Age 53
Director Since 2019
Committees:
Financial Policy
Public Responsibilities
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| |
Mr. Vemuri was Chief Executive Officer and a Director of Conduent Incorporated, a global digital interactions company, since the company’s inception as a result of the spin-off from Xerox Corporation in January 2017, until 2019. He previously served as Chief Executive Officer of Xerox Business Services, LLC and as an Executive Vice President of Xerox Corporation from July 2017 to December 2017. Prior to that, he was President, Chief Executive Officer, and a member of the Board of Directors of IGATE Corporation, a New Jersey-based global technology and services company now part of Capgemini, from 2013 to 2015. Before joining IGATE, Mr. Vemuri spent 14 years at Infosys Limited, a multinational consulting and technology services company, in a variety of leadership and business development roles and served on the board of Infosys from 2011 to 2013. Prior to joining Infosys in 1999, Mr. Vemuri worked in the investment banking industry at Deutsche Bank and Bank of America. In the past five years, he served as a director of Conduent Incorporated.
Mr. Vemuri brings to the Board a proven track record of leading technology services companies through growth and corporate transformations. His experience as CEO of global technology companies is of particular value to the Board as he brings a unique operational, financial, and client experience perspective.
|
|
|
| |
Nora
Aufreiter
|
| |
Kevin
Brown
|
| |
Anne
Gates
|
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Karen
Hoguet
|
| |
Rodney
McMullen
|
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Clyde
Moore
|
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Ronald
Sargent
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Amanda
Sourry
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Mark
Sutton
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Ashok
Vemuri
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Total
(of 10)
|
|
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Business
Management
|
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⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
10
|
|
|
Retail
|
| |
⬤
|
| |
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
|
| |
⬤
|
| |
⬤
|
| |
|
| |
|
| |
6
|
|
|
Consumer
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
|
| |
⬤
|
| |
⬤
|
| |
|
| |
|
| |
7
|
|
|
Financial
Expertise
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
10
|
|
|
Risk
Management
|
| |
|
| |
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
7
|
|
|
Operations
& Technology
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
9
|
|
|
Sustainability
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
|
| |
|
| |
|
| |
⬤
|
| |
⬤
|
| |
⬤
|
| |
|
| |
6
|
|
|
Manufacturing
|
| |
|
| |
⬤
|
| |
⬤
|
| |
|
| |
|
| |
⬤
|
| |
|
| |
|
| |
⬤
|
| |
|
| |
4
|
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•
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reviewing and approving Board meeting agendas, materials, and schedules to confirm that the appropriate topics are reviewed, with sufficient information provided to directors on each topic and appropriate time is allocated to each;
|
•
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serving as the principal liaison between the Chairman, management, and the independent directors;
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•
|
presiding at the executive sessions of independent directors and at all other meetings of the Board at which the Chairman is not present;
|
•
|
calling meetings of independent directors at any time; and
|
•
|
serving as the Board’s representative for any consultation and direct communication, following a request, with major shareholders.
|
•
|
facilitating communication and collegiality among the Board members;
|
•
|
soliciting direct feedback from non-employee directors;
|
•
|
overseeing the succession planning process, including meeting with a wide range of employees including corporate and division management associates;
|
•
|
meeting with the CEO frequently to discuss strategy;
|
•
|
serving as a sounding board and advisor to the CEO; and
|
•
|
discussing Company matters with other directors between meetings.
|
•
|
his independence;
|
•
|
his deep strategic and operational understanding of Kroger obtained while serving as a Kroger director;
|
•
|
his insight into corporate governance;
|
•
|
his experience as the CEO of an international ecommerce and brick and mortar retailer;
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•
|
his experience on the boards of other large publicly traded companies; and
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•
|
his engagement and commitment to carrying out the role and responsibilities of the Lead Director.
|
Name of Committee, Number of
Meetings, and Current Members
|
| |
Committee Functions
|
|||
Audit Committee
Meetings in 2020: 5
Members:
Anne Gates, Chair
Kevin M. Brown
Karen M. Hoguet
Ronald L. Sargent
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•
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| |
Oversees the Company’s financial reporting and accounting matters, including review of the Company’s financial statements and the audit thereof, the Company’s financial reporting and accounting process, and the Company’s systems of internal control over financial reporting
|
|
•
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| |
Selects, evaluates, and oversees the compensation and work of the independent registered public accounting firm and reviews its performance, qualifications, and independence
|
||
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•
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Oversees and evaluates the Company’s internal audit function, including review of its audit plan, policies and procedures, and significant findings
|
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•
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| |
Oversees risk assessment and risk management, including review of cybersecurity risks as well as legal or regulatory matters that could have a significant effect on the Company, including from regular reports received from management
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•
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| |
Reviews and monitors the Company’s compliance programs, including the whistleblower program
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Name of Committee, Number of
Meetings, and Current Members
|
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Committee Functions
|
|||
Compensation Committee
Meetings in 2020: 6
Members:
Clyde R. Moore, Chair
Susan J. Kropf
Amanda Sourry
Mark S. Sutton
|
| |
•
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| |
Recommends for approval by the independent directors the compensation of the CEO and approves the compensation of senior officers
|
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•
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| |
Administers the Company’s executive compensation policies and programs, including determining grants of equity awards under the plans
|
||
|
•
|
| |
Has sole authority to retain and direct the committee’s compensation consultant
|
||
|
•
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| |
Assists the full Board with senior management succession planning
|
||
Corporate Governance Committee
Meetings in 2020: 2
Members:
Ronald L. Sargent, Chair
Susan J. Kropf
Clyde R. Moore
|
| |
•
|
| |
Oversees the Company’s corporate governance policies and procedures
|
|
•
|
| |
Develops criteria for selecting and retaining directors, including identifying and recommending qualified candidates to be director nominees
|
||
|
•
|
| |
Designates membership and Chairs of Board committees
|
||
|
•
|
| |
Reviews the Board’s performance and director independence
|
||
|
•
|
| |
Establishes and reviews the practices and procedures by which the Board performs its functions
|
||
Financial Policy Committee
Meetings in 2020: 4
Members:
Karen M. Hoguet, Chair
Nora A. Aufreiter
Amanda Sourry
Mark S. Sutton
Ashok Vemuri
|
| |
•
|
| |
Reviews and recommends financial policies and practices
|
|
•
|
| |
Oversees management of the Company’s financial resources
|
||
|
•
|
| |
Reviews the Company’s annual financial plan, significant capital investments, plans for major acquisitions or sales, issuance of new common or preferred stock, dividend policy, creation of additional debt and other capital structure considerations including additional leverage or dilution in ownership
|
||
|
•
|
| |
Monitors the investment management of assets held in pension and profit sharing plans administered by the Company
|
||
Public Responsibilities Committee
Meetings in 2020: 2
Members:
Nora A. Aufreiter, Chair
Kevin M. Brown
Anne Gates
Ronald L. Sargent
Ashok Vemuri
|
| |
•
|
| |
Reviews the Company’s policies and practices affecting its social and public responsibility as a corporate citizen, including: community relations, charitable giving, supplier diversity, sustainability, government relations, political action, consumer and media relations, food and pharmacy safety and the safety of customers and employees
|
|
•
|
| |
Reviews and examines the Company’s evaluation of and response to changing public expectations and public issues affecting the business
|
||
|
|
| |
|
•
|
demonstrated ability in fields considered to be of value to the Board in the deliberation and long-term planning of the Board and Kroger, including business management, public service, education, science, technology, e-commerce, law, and government;
|
•
|
experience in high growth companies and nominees whose business experience can help the Company innovate and derive new value from existing assets;
|
•
|
highest standards of personal character and conduct;
|
•
|
willingness to fulfil the obligations of directors and to make the contribution of which he or she is capable, including regular attendance and participation at Board and committee meetings, and preparation for all meetings, including review of all meeting materials provided in advance of the meeting; and
|
•
|
ability to understand the perspectives of Kroger’s customers, taking into consideration the diversity of our customers, including regional and geographic differences.
|
•
|
the value of any business transactions between Kroger and entities with which the directors are affiliated falls below the thresholds identified by the NYSE listing standards, and
|
•
|
none had any material relationships with Kroger other than serving on our Board.
|
|
Name
|
| |
Fees
Earned or
Paid in
Cash
|
| |
Stock
Awards(1)(2)
|
| |
Change in Pension
Value
And Nonqualified
Deferred Compensation
Earnings(3)
|
| |
Total
|
|
|
Nora A. Aufreiter
|
| |
$98,209
|
| |
$172,598
|
| |
$0
|
| |
$270,807
|
|
|
Kevin M. Brown
|
| |
$8,064
|
| |
$87,498
|
| |
$0
|
| |
$95,562
|
|
|
Anne Gates
|
| |
$124,305
|
| |
$172,598
|
| |
$0
|
| |
$296,903
|
|
|
Karen M. Hoguet
|
| |
$108,150
|
| |
$172,598
|
| |
$0
|
| |
$280,748
|
|
|
Susan J. Kropf
|
| |
$89,499
|
| |
$172,598
|
| |
$0
|
| |
$262,097
|
|
|
Jorge P. Montoya(4)
|
| |
$43,448
|
| |
$0
|
| |
$0
|
| |
$43,448
|
|
|
Clyde R. Moore
|
| |
$109,388
|
| |
$172,598
|
| |
$11,150
|
| |
$293,136
|
|
|
James A. Runde(4)
|
| |
$43,448
|
| |
$0
|
| |
$0
|
| |
$43,448
|
|
|
Ronald L. Sargent
|
| |
$151,652
|
| |
$172,598
|
| |
$4,424
|
| |
$328,674
|
|
|
Bobby S. Shackouls(4)
|
| |
$99,444
|
| |
$172,598
|
| |
$0
|
| |
$272,042
|
|
|
Amanda Sourry
|
| |
$7,258
|
| |
$87,498
|
| |
$0
|
| |
$94,756
|
|
|
Mark S. Sutton
|
| |
$93,636
|
| |
$172,598
|
| |
$0
|
| |
$266,234
|
|
|
Ashok Vemuri
|
| |
$89,499
|
| |
$172,598
|
| |
$0
|
| |
$262,097
|
|
(1)
|
Amounts reported in the Stock Awards column represent the aggregate grant date fair value of the annual incentive share award, computed in accordance with FASB ASC Topic 718. On July 15, 2020, each non-employee director then serving received 5,111 incentive shares with a grant date fair value of $172,598, except Mr. Brown and Ms. Sourry, who received 2,258 incentive shares on the day of their election to the Board, January 27, 2021, with a grant date fair value of $87,498.
|
(2)
|
Options are no longer granted to non-employee directors. The aggregate number of previously granted stock options that remained unexercised and outstanding at fiscal year-end was as follows: Mr. Sargent and Ms. Kropf each held 26,000 options and Mr. Runde held 13,000 options.
|
(3)
|
The amount reported for Mr. Sargent represent preferential earnings on nonqualified deferred compensation. For a complete explanation of preferential earnings, please refer to footnote 5 to the Summary Compensation Table. The amount reported for Mr. Moore represents the change in actuarial present value of his accumulated benefit under the pension plan for non-employee directors. Pension values may fluctuate significantly from year to year depending on a number of factors, including age, average annual earnings, and the assumptions used to determine the present value, such as the discount rate. The increase in the actuarial present value of his accumulated pension benefit for 2020 is primarily due to the decrease in the discount rate, partially offset by the change in value of the benefit due to aging and mortality project scale updates.
|
(4)
|
Mr. Montoya and Mr. Runde retired from the Board on June 25, 2020 and Mr. Shackouls retired from the Board on January 27, 2021.
|
•
|
interest accrues until paid out at the rate of interest determined prior to the beginning of the deferral year to represent Kroger’s cost of ten-year debt; and/or
|
•
|
amounts are credited in “phantom” stock accounts and the amounts in those accounts fluctuate with the price of Kroger common shares.
|
|
Name
|
| |
Amount and Nature
of Beneficial
Ownership(1)
(a)
|
| |
Options Exercisable
on or before
May 31,
2021 – included
in column (a)
(b)
|
|
|
Stuart Aitken(2)
|
| |
380,698
|
| |
173,870
|
|
|
Nora A. Aufreiter(3)
|
| |
39,407
|
| |
—
|
|
|
Kevin M. Brown
|
| |
2,258
|
| |
—
|
|
|
Yael Cosset
|
| |
330,102
|
| |
148,530
|
|
|
Michael J. Donnelly
|
| |
744,971
|
| |
460,498
|
|
|
Anne Gates(3)
|
| |
33,997
|
| |
—
|
|
|
Karen M. Hoguet(4)
|
| |
10,806
|
| |
—
|
|
|
Susan J. Kropf
|
| |
114,277
|
| |
13,000
|
|
|
W. Rodney McMullen
|
| |
5,349,973
|
| |
2,169,466
|
|
|
Gary Millerchip
|
| |
349,313
|
| |
156,707
|
|
|
Clyde R. Moore
|
| |
116,677
|
| |
—
|
|
|
Ronald L. Sargent(3)
|
| |
183,059
|
| |
13,000
|
|
|
Amanda Sourry
|
| |
2,258
|
| |
—
|
|
|
Mark S. Sutton(3)
|
| |
29,437
|
| |
—
|
|
|
Ashok Vemuri
|
| |
16,154
|
| |
—
|
|
|
Directors and executive officers as a group (24 persons, including those named above)
|
| |
10,149,926
|
| |
4,470,734
|
|
(1)
|
No director or officer owned as much as 1% of Kroger common shares. The directors and executive officers as a group beneficially owned 1.35% of Kroger common shares.
|
(2)
|
This amount includes 3,018 shares held by Mr. Aitken’s spouse. He disclaims beneficial ownership of these shares.
|
(3)
|
This amount includes incentive share awards that were deferred under the deferred compensation plan for independent directors in the following amounts: Ms. Aufreiter, 9,647; Ms. Gates, 7,831; Mr. Sargent, 45,148; Mr. Sutton, 6,640.
|
(4)
|
This amount includes 2,075 shares held by Ms. Hoguet’s spouse. She disclaims beneficial ownership of these shares.
|
|
Name
|
| |
Address
|
| |
Amount and Nature
of Ownership
|
| |
Percentage
of Class
|
|
|
BlackRock, Inc.
|
| |
55 East 52nd St.
New York, NY 10055
|
| |
72,230,358(1)
|
| |
9.5%
|
|
|
State Street Corporation
|
| |
State Street Financial Center
One Lincoln Street
Boston, MA 02111
|
| |
41,342,422(2)
|
| |
5.43%
|
|
|
Vanguard Group Inc.
|
| |
100 Vanguard Blvd.
Malvern, PA 19355
|
| |
72,090,939(3)
|
| |
9.47%
|
|
(1)
|
Reflects beneficial ownership by BlackRock Inc., as of December 31, 2020, as reported on Amendment No. 11 to Schedule 13G filed with the SEC on January 29, 2021, reporting sole voting power with respect to 62,876,553 common shares, and sole dispositive power with regard to 72,230,358 common shares.
|
(2)
|
Reflects beneficial ownership by State Street Corporation as of December 31, 2020 as reported on Schedule 13G filed with the SEC on February 9, 2021, reporting shared voting power with respect to 35,206,912 common shares, and shared dispositive power with respect to 41,190,361 common shares.
|
(3)
|
Reflects beneficial ownership by Vanguard Group Inc. as of December 31, 2020, as reported on Amendment No. 6 to Schedule 13G filed with the SEC on February 8, 2021, reporting shared voting power with respect to 1,420,781 common shares, sole dispositive power of 68,544,771 common shares, and shared dispositive power of 3,546,168 common shares.
|
Name
|
| |
Title
|
W. Rodney McMullen
|
| |
Chairman and Chief Executive Officer
|
Gary Millerchip
|
| |
Senior Vice President and Chief Financial Officer
|
Stuart W. Aitken
|
| |
Senior Vice President and Chief Merchandising & Marketing Officer
|
Yael Cosset
|
| |
Senior Vice President and Chief Information Officer
|
Michael J. Donnelly
|
| |
Executive Vice President and Chief Operating Officer
|
•
|
Q1 Bonus. In response to the extraordinary associate effort in supporting the business results that occurred in the intense initial months of the coronavirus pandemic, the Compensation Committee determined to establish a Q1 Bonus attributable to the first fiscal quarter. The Compensation Committee made the decision to ring fence, or separately delineate Q1 to ensure the significant overperformance in Q1 due to customer stockpiling did not carry forward and inappropriately influence incentive plan results for the remainder of the year. The Compensation Committee determined the Q1 Bonus to be earned at an amount equal to 200% of the Q1 prorated amount of the eligible associates’ (including NEOs’) annual incentive plan target. This Q1 Bonus was paid out to NEOs in March 2021 in accordance with the normal payout schedule.
|
•
|
Q2 – Q4 2020 Corporate Incentive Plan. For the balance of the year, the Compensation Committee established the Q2 – Q4 2020 Corporate Incentive Plan, which measured ID Sales, excluding Fuel, and Adjusted FIFO Operating Profit, including Fuel, for the second through fourth quarters of 2020. The goals put in place for these two metrics targeted a 100% payout amount based on the Company’s original pre-pandemic Q2 – Q4 quarterly budgets. Based on their understanding of the pandemic’s potential impact on the business, the Compensation Committee decided to make the goals more rigorous, increasing the Q2 – Q4 ID Sales performance goals that were required for a payout greater than 100%. The results of the Q2 – Q4 2020 Corporate Incentive Plan produced a 200% payout, which was applied to the Q2 – Q4 prorated amount of the eligible associates’ (including NEOs’) annual incentive plan target. This was paid to NEOs in March 2021 in accordance with the normal payout schedule.
|
•
|
Cash/Equity Payout. The combined results of the Q1 Bonus and the Q2 – Q4 2020 Corporate Incentive Plan led to a payout at 200% of the eligible participants’, including NEOs’, annual incentive plan target for the year. The annual incentive plan is typically an all cash plan, however in light of the extraordinary
|
|
What we do:
|
| |
What we do not do:
|
|
|
✔ Alignment of pay and performance
✔ Significant share ownership guidelines of 5x salary
for our CEO
✔ Multiple performance metrics under our short- and
long-term performance-based plans discourage
excessive risk taking at the expense of long-term
results
✔ Double trigger change in control provisions in all
equity awards beginning in 2019
✔ All long-term compensation is equity-based
beginning in 2019
✔ Engagement of an independent compensation
consultant
✔ Robust clawback policy
✔ Ban on hedging, pledging, and short sales of
Kroger securities
✔ Minimal perquisites
|
| |
✘ No employment contracts with executive officers
✘ No special severance or change in control
programs applicable only to executive officers
✘ No single trigger cash severance benefits upon
a change in control
✘ No cash component of the new long-term incentive
plans
✘ No tax gross-up payments for executives
✘ No special executive life insurance benefit
✘ No re-pricing or backdating of options without
shareholder approval
✘ No guaranteed salary increases or bonuses
✘ No payment of dividends or dividend equivalents
until performance units are earned
✘ No evergreen or reload feature; no shares added to
stock plan without shareholder approval
|
|
•
|
3.0% increase to base salary
|
•
|
No increase to the annual cash incentive target
|
•
|
No increase in the total long-term incentive opportunity
|
•
|
A total increase to target total direct compensation of 0.3%
|
|
Year
|
| |
Base
Salary
|
| |
Target
Annual
Incentive
|
| |
Performance
Units
|
| |
Restricted
Stock
|
| |
Stock
Options
|
| |
Total
LTI
|
| |
Target
TDC
|
| |
Increase
|
|
|
2020
|
| |
$1,355
|
| |
$2,500
|
| |
$5,250
|
| |
$3,150
|
| |
$2,100
|
| |
$10,500
|
| |
$14,355
|
| |
0.3%
|
|
|
2019
|
| |
$1,316
|
| |
$2,500
|
| |
$5,250
|
| |
$3,150
|
| |
$2,100
|
| |
$10,500
|
| |
$14,316
|
| |
|
|
•
|
A significant portion of pay should be performance-based, with the percentage of total pay tied to performance increasing proportionally with an NEO’s level of responsibility.
|
•
|
Compensation should include incentive-based pay to drive performance, providing superior pay for superior performance, including both a short- and long-term focus.
|
•
|
Compensation policies should include an opportunity for, and a requirement of, significant equity ownership to align the interests of NEOs and shareholders.
|
•
|
Components of compensation should be tied to an evaluation of business and individual performance measured against metrics that directly drive our business strategy.
|
•
|
Compensation plans should provide a direct line of sight to company performance.
|
•
|
Compensation programs should be aligned with market practices.
|
•
|
Compensation programs should serve to both motivate and retain talent.
|
•
|
First, the Compensation Committee believes that compensation must be designed to attract and retain those individuals who are best suited to be an executive officer at Kroger.
|
•
|
Second, a majority of compensation should help align the interests of our NEOs with the interests of our shareholders.
|
•
|
Third, compensation should create strong incentives for the NEOs to achieve the annual business plan targets established by the Board, and to achieve Kroger’s long-term strategic objectives.
|
•
|
Annual Compensation:
|
○
|
Salary
|
○
|
Q1 Bonus
|
○
|
Q2 – Q4 2020 Corporate Incentive Plan
|
•
|
Long-Term Compensation:
|
○
|
Performance units
|
○
|
Non-qualified stock options
|
○
|
Restricted stock
|
•
|
Retirement and other benefits
|
•
|
Minimal perquisites
|
•
|
An assessment of individual contribution and performance;
|
•
|
Benchmarking with comparable positions at peer group companies;
|
•
|
Level in organization and tenure in role; and
|
•
|
Relationship to other Kroger executives’ compensation.
|
•
|
Leadership;
|
•
|
Contribution to the executive officer group;
|
•
|
Achievement of established objectives;
|
•
|
Decision-making abilities;
|
•
|
Performance of the areas or groups directly reporting to the NEO;
|
•
|
Increased responsibilities;
|
•
|
Strategic thinking; and
|
•
|
Promotion of Kroger’s Values: Safety, Honesty, Integrity, Respect, Diversity, and Inclusion.
|
(1)
|
A Q1 Bonus, which was earned at an amount equal to 200% of the Q1 proration of a participant’s annual incentive target; the actual amounts of Q1 Bonus paid to the NEOs for 2020 are reported in the Summary Compensation Table in the “Bonus” column; and
|
(2)
|
The Q2 – Q4 2020 Corporate Incentive Plan, which also paid out at 200% and was applied to the Q2 – Q4 proration of a participant’s annual incentive target. The Q2 – Q4 2020 Corporate Incentive Plan was based on a grid with two metrics: ID Sales, excluding Fuel, and Adjusted FIFO Operating Profit, including Fuel, with the opportunity for a 10% “kicker” based on improvement in produce share as described below. These are the same metrics used for the 2019 annual incentive plan.
|
•
|
Mr. McMullen’s annual incentive plan target is $2,500,000, resulting in $5,000,000 total payout at 200%.
|
•
|
The Compensation Committee determined to pay out that amount half in equity and half in cash.
|
•
|
The $2,500,000 cash payment is attributable to:
|
○
|
Q1 Bonus = $769,231
|
○
|
Q2-Q4 2020 Corporate Incentive Plan = $1,730,769
|
Metric
|
| |
|
| |
Rationale for Use
|
Sales and Profit Grid, maximum payout of 200%
|
||||||
ID Sales, excluding Fuel
|
| |
•
|
| |
Identical Sales (“ID Sales”) represent sales, excluding fuel, at our supermarkets that have been open without expansion or relocation for five full quarters, plus sales growth at all other customer-facing non-supermarket businesses, including Kroger Specialty Pharmacy and ship to home solutions.
|
|
| |
•
|
| |
We believe that ID Sales are the best measure of real growth of our sales across the enterprise. A key driver of our model is ID Sales growth.
|
Adjusted FIFO Operating Profit, including Fuel
|
| |
•
|
| |
This financial metric equals gross profit, excluding the LIFO charge, minus OG&A, and minus depreciation and amortization.
|
|
| |
•
|
| |
Adjusted FIFO Operating Profit, including fuel, is a key measure of company success as it tracks our earnings from operations, and it measures our day-to-day operational effectiveness. It is a useful measure to investors because it reflects the revenue and expense that a company can control.
|
Kicker, worth an additional 10%
|
||||||
Produce Kicker
|
| |
•
|
| |
Produce is a primary driver of where customers choose to shop, and it is a key component of our ability to be Fresh for Everyone.
|
|
| |
•
|
| |
An additional 10% is earned if Kroger achieves certain pre-determined goals with respect to produce share.
|
|
|
| |
|
| |
ID Sales, excluding Fuel
|
| ||||||||||||
|
|
| |
|
| |
1.00%
|
| |
2.00%
|
| |
3.00%
|
| |
4.00%
|
| |
5.00%
|
|
|
Adjusted FIFO Operating Profit,
|
| |
≥1,640
|
| |
0%
|
| |
25%
|
| |
40%
|
| |
50%
|
| |
60%
|
|
|
including Fuel
|
| |
≥1,840
|
| |
10%
|
| |
40%
|
| |
55%
|
| |
65%
|
| |
75%
|
|
|
($ in millions)
|
| |
≥2,040
|
| |
20%
|
| |
60%
|
| |
90%
|
| |
110%
|
| |
130%
|
|
|
|
| |
≥2,240
|
| |
30%
|
| |
90%
|
| |
135%
|
| |
165%
|
| |
200%
|
|
|
Performance Metrics
|
| |
Result
|
| |
Payout
Percentage1
|
|
|
ID Sales/Adjusted FIFO Operating Profit
|
| |
ID Sales = 12.0%/Adjusted FIFO OP = $2,620 million
|
| |
200%
|
|
|
Produce Kicker2
|
| |
*
|
| |
0%
|
|
|
Total Earned
|
| |
|
| |
200%
|
|
(1)
|
See grid above.
|
(2)
|
An additional 10% would have been earned if Kroger had achieved a certain goal with respect to produce share. That goal was established by the Compensation Committee but is not disclosed because it is competitively sensitive.
|
•
|
Performance-Based (50% of NEO long-term target compensation)
|
○
|
Long-term performance-based compensation is provided under a Long-Term Incentive Plan adopted by the Compensation Committee. The Committee adopts a new plan every year, measuring improvement on the Company’s long-term goals over successive three-year periods. Accordingly, at any one time there are three plans outstanding, which are summarized below.
|
○
|
Under the Long-Term Incentive Plans, NEOs receive grants of equity called performance units, and until 2019 received cash “grants” as well. A fixed number of performance units based on level and individual performance is awarded to each participant at the beginning of the three-year performance period and prior to 2019 a cash incentive target was set as well.
|
○
|
Payouts under the plan are contingent on the achievement of certain strategic performance and financial measures and incentivize recipients to promote long-term value creation and enhance shareholder wealth by supporting the Company’s long-term strategic goals.
|
○
|
The payout percentage, based on the extent to which the performance metrics are achieved, is applied to both the long-term cash incentive potential (for plans prior to 2019) and the number of performance units awarded.
|
○
|
Performance units are “paid out” in Kroger common shares based on actual performance, along with a cash amount equal to the dividends paid during the performance period on the number of issued common shares.
|
•
|
Time-Based (50% of NEO long-term target compensation)
|
○
|
Long-term time-based compensation consists of stock options and restricted stock, which are linked to common share performance creating alignment between the NEOs’ and our shareholders’ interests.
|
○
|
Stock options have no initial value and recipients only realize benefits if the value of our common shares increases following the date of grant, further aligning the NEOs’ and our shareholders’ interests.
|
•
|
Cumulative Restock Savings & Benefits is an internal calculation that is a combination of cost savings generated under our Kroger Way Plans; incremental profits from ID sales growth; and incremental net operating profit from our alternative profit streams.
|
•
|
Adjusted Free Cash Flow is an adjusted free cash flow measure calculated as net cash provided by operating activities minus net cash used by investing activities plus or minus adjustments for certain items.
|
|
|
| |
Threshold =
50%
Payout
|
| |
Target =
100%
Payout
|
| |
Result
|
| |
Payout
Percentage
|
| |
Weight
|
| |
Payout
Amount
|
|
|
Cumulative Restock Savings & Benefits
|
| |
$3.0B
|
| |
$4.45B
|
| |
$5.24B
|
| |
100%
|
| |
50%
|
| |
50%
|
|
|
Cumulative Adjusted Free Cash Flow(1)
|
| |
$4.875B
|
| |
$6.50B
|
| |
$7.54B
|
| |
100%
|
| |
50%
|
| |
50%
|
|
|
Unadjusted Payout
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
100%
|
|
(1)
|
Cumulative Adjusted Free Cash Flow is a non-GAAP measure calculated as net cash provided by operating activities minus net cash used by investing activities plus, in this case, an amount equal to cash taxes paid on the gain on the sale of Turkey Hill Dairy and You Technology.
|
|
ROIC Modifier Component
|
| |||
|
ROIC(1) Results
|
| |
Payout Modifier
|
|
|
Less than 12.12%
|
| |
80%
|
|
|
12.12% - 12.32%
|
| |
100%
|
|
|
Greater than 12.32%
|
| |
120%
|
|
(1)
|
Return on invested capital is a non-GAAP measure. We calculate return on invested capital (“ROIC”) by dividing adjusted ROIC operating profit for the prior four quarters by the average invested capital. Adjusted operating profit for ROIC purposes is calculated by excluding certain items included in operating profit, and adding back our LIFO charge (credit), depreciation and amortization and rent to our U.S. GAAP operating profit of the prior four quarters. Average invested capital is calculated as the sum of: (i) the average of our total assets, (ii) the average LIFO reserve, and (iii) the average accumulated depreciation and amortization; minus (i) the average taxes receivable, (ii) the average trade accounts payable, (iii) the average accrued salaries and wages, (iv) the average other current liabilities, excluding accrued income taxes, (v) the average liabilities held for sale and (vi) certain other adjustments. Averages are calculated for ROIC by adding the beginning balance of the first quarter and the ending balance of the fourth quarter, of the last four quarters, and dividing by two
|
|
Plan Component
|
| |
2019-2020
|
|
|
Cumulative Restock Savings & Benefits
|
| |||
|
Threshold = 50% payout
|
| |
$2.050B
|
|
|
Target = 100% payout
|
| |
$3.434B
|
|
|
Cumulative Adjusted Free Cash Flow
|
| |||
|
Threshold = 50% payout
|
| |
$3.675B
|
|
|
Target = 100% payout
|
| |
$4.640B
|
|
|
ROIC Modifier Component
|
| |||
|
FY 2021 ROIC Results
|
| |
Payout Modifier
|
|
|
Less than 12.12%
|
| |
80%
|
|
|
12.12% - 12.32%
|
| |
100%
|
|
|
Greater than 12.32%
|
| |
120%
|
|
Metric
|
| |
Rationale for Use
|
| |
Weighting
|
|||
Total Sales without Fuel + Fuel Gallons
|
| |
•
|
| |
This metric represents total revenue dollars without fuel + the number of fuel gallons sold over the three-year term of the plan. It represents the important metric of top line growth of the business from all channels.
|
| |
25%
|
Growth in Adjusted FIFO Operating Profit, including Fuel
|
| |
•
|
| |
This financial metric equals gross profit, excluding the LIFO charge, minus OG&A, and minus depreciation and amortization.
|
| |
25%
|
|
| |
•
|
| |
Adjusted FIFO Operating Profit, including fuel, is a key measure of company success as it tracks our earnings from operations, and it measures our day-to-day operational effectiveness. It is a useful measure to investors because it reflects the revenue and expense that a company can control. It is particularly important to focus on growth of this financial measure over time.
|
| |
|
Metric
|
| |
Rationale for Use
|
| |
Weighting
|
|||
Cumulative Adjusted Free Cash Flow
|
| |
•
|
| |
Adjusted Free Cash Flow is an adjusted free cash flow measure calculated as net cash provided by operating activities minus net cash used by investing activities plus or minus adjustments for certain items.
|
| |
25%
|
|
| |
•
|
| |
It is an important measure for the business because it reflects the cash left over after the company pays for operating expenses and capital expenditures.
|
| |
|
Fresh Equity metric
|
| |
•
|
| |
Fresh is a key element of how people decide where to shop. It drives trips and therefore delivers business results. Fresh is the core focus of how we differentiate and drive great engagement with customers and it will be a key driver of our growth.
|
| |
25%
|
|
TSR Relative to S&P 500
|
| |
Modifier
|
|
|
25th percentile
|
| |
75% payout
|
|
|
50th percentile
|
| |
100% payout
|
|
|
75th percentile
|
| |
125% payout
|
|
•
|
base salary;
|
•
|
target performance-based annual cash incentive;
|
•
|
target annual cash compensation (the sum of salary and annual cash incentive potential);
|
•
|
long-term incentive compensation, comprised of performance units, stock options and restricted stock; and
|
•
|
total direct compensation (the sum of target annual cash compensation and long-term compensation).
|
Best Buy
|
| |
Home Depot
|
| |
Target
|
Cardinal Health
|
| |
Johnson & Johnson
|
| |
TJX Companies
|
Costco Wholesale
|
| |
Lowes
|
| |
Wal-Mart
|
CVS Health
|
| |
Procter & Gamble
|
| |
Walgreens Boots Alliance
|
Express Scripts
|
| |
Sysco
|
| |
|
•
|
Conducts an annual review of all components of compensation, quantifying total compensation for the NEOs including a summary for each NEO of salary; performance-based annual cash incentive; long-term performance-based equity comprised of performance units, stock options and restricted stock.
|
•
|
Considers internal pay equity at Kroger to ensure that the CEO is not compensated disproportionately. The Compensation Committee has determined that the compensation of the CEO and that of the other NEOs bears a reasonable relationship to the compensation levels of other executive positions at Kroger taking into consideration performance and differences in responsibilities.
|
•
|
Reviews a report from the Compensation Committee’s compensation consultant reflecting a comprehensive review of each element of pay mix, both annual and long-term and comparing NEO compensation with that of other companies, including both our peer group of competitors and a larger general industry group, to ensure that the Compensation Committee’s objectives of competitiveness are met.
|
•
|
Takes into account a recommendation from the CEO for salary, annual cash incentive potential and long-term compensation awards for each of the senior officers including the other NEOs. The CEO’s recommendation takes into consideration the objectives established by and the reports received by the Compensation Committee as well as his assessment of individual job performance and contribution to our management team.
|
|
Position
|
| |
Multiple
|
|
|
Chief Executive Officer
|
| |
5 times base salary
|
|
|
President and Chief Operating Officer
|
| |
4 times base salary
|
|
|
Executive Vice Presidents and Senior Vice Presidents
|
| |
3 times base salary
|
|
|
Group Vice Presidents, Division Presidents, and Other Designated Key Executives
|
| |
2 times base salary
|
|
|
Non-employee Directors
|
| |
5 times annual base cash retainer
|
|
•
|
the materiality of the amount of payment involved;
|
•
|
the extent to which other benefits were reduced in other years as a result of the achievement of performance levels based on the error;
|
•
|
individual officer culpability, if any; and
|
•
|
other factors that should offset the amount of overpayment.
|
|
Name and Principal
Position
|
| |
Fiscal
Year
|
| |
Salary
($)
|
| |
Bonus
($)(1)
|
| |
Stock
Awards
($)(2)
|
| |
Option
Awards
($)(3)
|
| |
Non-Equity
Incentive Plan
Compensation
($)(4)
|
| |
Change in
Pension
Value and
Nonqualified
Deferred
Compensation
Earnings
($)(5)
|
| |
All Other
Compensation
($)(6)
|
| |
Total
($)
|
|
|
W. Rodney McMullen
|
| |
2020
|
| |
$1,341,060
|
| |
$769,231
|
| |
$10,900,041
|
| |
$2,101,581
|
| |
$4,888,929
|
| |
$1,795,455
|
| |
$577,277
|
| |
$22,373,574
|
|
|
Chairman and Chief
|
| |
2019
|
| |
$1,311,849
|
| |
—
|
| |
$8,400,002
|
| |
$2,100,170
|
| |
$2,006,450
|
| |
$6,962,485
|
| |
$348,692
|
| |
$21,129,648
|
|
|
Executive Officer
|
| |
2018
|
| |
$1,311,984
|
| |
—
|
| |
$4,999,996
|
| |
$2,367,858
|
| |
$2,692,833
|
| |
$335,955
|
| |
$329,246
|
| |
$12,037,872
|
|
|
Gary Millerchip
|
| |
2020
|
| |
$601,050
|
| |
$312,426
|
| |
$2,498,469
|
| |
$540,409
|
| |
$1,092,959
|
| |
$0
|
| |
$122,376
|
| |
$5,167,689
|
|
|
Senior Vice President
|
| |
2019
|
| |
$472,561
|
| |
—
|
| |
$2,350,034
|
| |
$775,042
|
| |
$442,755
|
| |
$0
|
| |
$101,888
|
| |
$4,142,280
|
|
|
and Chief Financial Officer
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
Stuart Aitken
|
| |
2020
|
| |
$849,484
|
| |
$323,077
|
| |
$3,010,038
|
| |
$540,409
|
| |
$1,586,363
|
| |
$0
|
| |
$177,900
|
| |
$6,487,271
|
|
|
Senior Vice President and
|
| |
2019
|
| |
$822,460
|
| |
—
|
| |
$2,225,025
|
| |
$600,051
|
| |
$830,446
|
| |
$0
|
| |
$134,801
|
| |
$4,612,783
|
|
|
Chief Merchandising &
|
| |
2018
|
| |
$724,946
|
| |
—
|
| |
$1,059,224
|
| |
$224,548
|
| |
$817,670
|
| |
$0
|
| |
$107,830
|
| |
$2,934,218
|
|
|
Marketing Officer
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
Yael Cosset
|
| |
2020
|
| |
$689,567
|
| |
$312,426
|
| |
$2,998,473
|
| |
$540,409
|
| |
$1,338,239
|
| |
$0
|
| |
$121,168
|
| |
$6,000,282
|
|
|
Senior Vice President
|
| |
2019
|
| |
$638,519
|
| |
—
|
| |
$1,825,016
|
| |
$500,042
|
| |
$572,191
|
| |
$0
|
| |
$110,044
|
| |
$3,645,812
|
|
|
and Chief Information Officer
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
Michael Donnelly
|
| |
2020
|
| |
$982,973
|
| |
$553,846
|
| |
$4,200,014
|
| |
$900,678
|
| |
$2,296,154
|
| |
$905,574
|
| |
$255,268
|
| |
$10,094,507
|
|
|
Executive Vice President
|
| |
2019
|
| |
$922,516
|
| |
—
|
| |
$3,200,002
|
| |
$800,064
|
| |
$1,060,269
|
| |
$4,111,824
|
| |
$235,009
|
| |
$10,329,684
|
|
|
and Chief Operating Officer
|
| |
2018
|
| |
$885,677
|
| |
—
|
| |
$2,355,780
|
| |
$769,118
|
| |
$1,344,160
|
| |
$205,544
|
| |
$133,014
|
| |
$5,693,293
|
|
(1)
|
Amounts reflect the Q1 Bonus amounts. See “2020 Annual Cash Incentive Plan” in the CD&A for information about the Q1 Bonus.
|
(2)
|
Amounts reflect the grant date fair value of restricted stock and performance units granted each fiscal year, as computed in accordance with FASB ASC Topic 718. The following table reflects the value of each type of award granted to the NEOs in 2020:
|
|
Name
|
| |
Restricted Stock
|
| |
Performance Units
|
|
|
Mr. McMullen
|
| |
$5,650,054
|
| |
$5,249,987
|
|
|
Mr. Millerchip
|
| |
$1,148,466
|
| |
$1,350,003
|
|
|
Mr. Aitken
|
| |
$1,660,035
|
| |
$1,350,003
|
|
|
Mr. Cosset
|
| |
$1,648,470
|
| |
$1,350,003
|
|
|
Mr. Donnelly
|
| |
$1,950,028
|
| |
$2,249,986
|
|
|
Name
|
| |
Value of Performance Units
Assuming Maximum Performance
|
|
|
Mr. McMullen
|
| |
$6,562,484
|
|
|
Mr. Millerchip
|
| |
$1,687,504
|
|
|
Mr. Aitken
|
| |
$1,687,504
|
|
|
Mr. Cosset
|
| |
$1,687,504
|
|
|
Mr. Donnelly
|
| |
$2,812,483
|
|
(3)
|
These amounts represent the aggregate grant date fair value of option awards computed in accordance with FASB ASC Topic 718. The assumptions used in calculating the valuations are set forth in Note 12 to the consolidated financial statements in Kroger’s Form 10-K for fiscal year 2020.
|
(4)
|
Non-equity incentive plan compensation earned for 2020 consists of amounts earned under the Q2 – Q4 2020 Corporate Incentive Plan and the 2018-2020 Long-Term Incentive Plan.
|
(5)
|
For 2020, the amounts reported consist of the aggregate change in the actuarial present value of each NEO’s accumulated benefit under a defined benefit pension plan (including supplemental plans) and preferential earnings on nonqualified deferred compensation, which apply to Mr. McMullen and Mr. Donnelly. The remainder of the NEOs do not participate in a defined benefit pension plan or in a nonqualified deferred compensation plan.
|
|
Name
|
| |
Change in
Pension Value
|
| |
Preferential Earnings on
Nonqualified
Deferred Compensation
|
|
|
Mr. McMullen
|
| |
$1,658,565
|
| |
$136,890
|
|
|
Mr. Millerchip
|
| |
—
|
| |
—
|
|
|
Mr. Aitken
|
| |
—
|
| |
—
|
|
|
Mr. Cosset
|
| |
—
|
| |
—
|
|
|
Mr. Donnelly
|
| |
$897,958
|
| |
$7,616
|
|
(6)
|
Amounts reported in the “All Other Compensation” column for 2020 include Company contributions to defined contribution retirement plans, dividend equivalents paid on earned performance units, and dividends paid on unvested restricted stock. In 2020, the total amount of perquisites and personal benefits for each of the NEOs was less than $10,000. The following table identifies the value of each element of compensation.
|
|
Name
|
| |
Retirement Plan
Contributions(a)
|
| |
Payment of
Dividend
Equivalents
on Earned
Performance
Units
|
| |
Dividends
Paid on
Unvested
Restricted
Stock
|
|
|
Mr. McMullen
|
| |
$131,283
|
| |
$203,788
|
| |
$242,206
|
|
|
Mr. Millerchip
|
| |
$44,952
|
| |
$15,045
|
| |
$62,379
|
|
|
Mr. Aitken
|
| |
$65,025
|
| |
$55,458
|
| |
$57,417
|
|
|
Mr. Cosset
|
| |
$49,599
|
| |
$15,486
|
| |
$56,083
|
|
|
Mr. Donnelly
|
| |
$80,869
|
| |
$67,753
|
| |
$106,646
|
|
(a)
|
Retirement plan contributions. The Company makes automatic and matching contributions to NEOs’ accounts under the applicable defined contribution plan on the same terms and using the same formulas as other participating employees. The Company also makes contributions to NEOs’ accounts under the applicable defined contribution plan restoration plan, which is intended to make up the shortfall in retirement benefits caused by the limitations on benefits to highly compensated individuals under the defined contribution plans in accordance with the Code.
|
|
Name
|
| |
Grant
Date
|
| |
Estimated Possible Payouts
Under Non-Equity
Incentive Plan Awards
|
| |
Estimated Future
Payouts Under
Equity Incentive
Plan Awards
|
| |
All Other
Stock
Awards:
Number of
Shares of
Stock or
Units
(#)(3)
|
| |
All Other
Option
Awards:
Number of
Securities
Underlying
Options
(#)(4)
|
| |
Exercise
or Base
Price of
Option
Awards
($/Sh)
|
| |
Grant
Date Fair
Value of
Stock
and
Option
Awards
|
| ||||||
|
Target
($)(1)
|
| |
Maximum
($)(1)
|
| |
Target
(#)(2)
|
| |
Maximum
(#)(2)
|
| ||||||||||||||||||
|
W. Rodney McMullen
|
| |
|
| |
$2,500,000
|
| |
$5,250,000
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
108,174
|
| |
|
| |
|
| |
$3,150,027
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
329,154
|
| |
$29.12
|
| |
$2,101,581
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
180,288
|
| |
225,360
|
| |
|
| |
|
| |
|
| |
$5,249,987
|
|
|
|
| |
3/11/2021
|
| |
|
| |
|
| |
|
| |
|
| |
71,552
|
| |
|
| |
|
| |
$2,500,027
|
|
|
Gary Millerchip
|
| |
|
| |
$700,000
|
| |
$1,470,000
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
27,816
|
| |
|
| |
|
| |
$810,002
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
84,640
|
| |
$29.12
|
| |
$540,409
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
46,360
|
| |
57,950
|
| |
|
| |
|
| |
|
| |
$1,350,003
|
|
|
|
| |
3/11/2021
|
| |
|
| |
|
| |
|
| |
|
| |
9,687
|
| |
|
| |
|
| |
$338,464
|
|
|
Stuart Aitken
|
| |
|
| |
$700,000
|
| |
$1,470,000
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
27,816
|
| |
|
| |
|
| |
$810,002
|
|
|
|
| |
9/17/2020
|
| |
|
| |
|
| |
|
| |
|
| |
15,380
|
| |
|
| |
|
| |
$500,004
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
84,640
|
| |
$29.12
|
| |
$540,409
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
46,360
|
| |
57,950
|
| |
|
| |
|
| |
|
| |
$1,350,003
|
|
|
|
| |
3/11/2021
|
| |
|
| |
|
| |
|
| |
|
| |
10,018
|
| |
|
| |
|
| |
$350,029
|
|
|
Yael Cosset
|
| |
|
| |
$700,000
|
| |
$1,470,000
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
27,816
|
| |
|
| |
|
| |
$810,002
|
|
|
|
| |
9/17/2020
|
| |
|
| |
|
| |
|
| |
|
| |
15,380
|
| |
|
| |
|
| |
$500,004
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
84,640
|
| |
$29.12
|
| |
$540,409
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
46,360
|
| |
57,950
|
| |
|
| |
|
| |
|
| |
$1,350,003
|
|
|
|
| |
3/11/2021
|
| |
|
| |
|
| |
|
| |
|
| |
9,687
|
| |
|
| |
|
| |
$338,464
|
|
|
Michael J. Donnelly
|
| |
|
| |
$1,200,000
|
| |
$2,520,000
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
46,360
|
| |
|
| |
|
| |
$1,350,003
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
141,066
|
| |
$29.12
|
| |
$900,678
|
|
|
|
| |
3/12/2020
|
| |
|
| |
|
| |
77,266
|
| |
96,583
|
| |
|
| |
|
| |
|
| |
$2,249,986
|
|
|
|
| |
3/11/2021
|
| |
|
| |
|
| |
|
| |
|
| |
17,173
|
| |
|
| |
|
| |
$600,025
|
|
(1)
|
These amounts relate to the 2020 performance-based annual cash incentive plan. The amount listed under “Target” represents the annual cash incentive potential of the NEO. By the terms of the plan, payouts are limited to no more than 210% of a participant’s annual cash incentive potential; accordingly, the amount listed under “Maximum” is 210% of that officer’s annual cash incentive potential amount. The amounts actually earned under this plan were paid out in March 2021; are described in the Compensation Discussion and Analysis; and are included in the Summary Compensation Table for 2020 in part in each of the following columns: the “Bonus” column; the “Stock Awards” column and footnote 2; and the “Non-Equity Incentive Plan Compensation” column and footnote 4. See “2020 Annual Cash Incentive Plan” in CD&A for more information about the program for 2020.
|
(2)
|
These amounts represent performance units awarded under the 2020 Long-Term Incentive Plan, which covers performance during fiscal years 2020, 2021, and 2022. The amount listed under “Maximum” represents the maximum number of common shares that can be earned by the NEO under the award or 125% of the target amount. This amount is consistent with the estimate of aggregate compensation cost to be recognized by the Company over the three-year performance period of the award determined as of the grant date under FASB ASC Topic 718, excluding the effect of estimated forfeitures. The grant date fair value reported in the last column is based on the probable outcome of the performance conditions as of the grant date. The aggregate grant date fair value of these awards is included in the Summary Compensation Table for 2020 in the “Stock Awards” column and described in footnote 2 to that table.
|
(3)
|
These amounts represent the number of shares of restricted stock granted in 2020. The aggregate grant date fair value reported in the last column is calculated in accordance with FASB ASC Topic 718. The aggregate grant date fair value of these awards is included in the Summary Compensation Table for 2020 in the “Stock Awards” column and described in footnote 2 to that table.
|
(4)
|
These amounts represent the number of stock options granted in 2020. Options are granted with an exercise price equal to the closing price of Kroger common shares on the grant date. The aggregate grant date fair value reported in the last column is calculated in accordance with FASB ASC Topic 718. The aggregate grant date fair value of these awards is included in the Summary Compensation Table for 2020 in the “Option Awards” column.
|
|
|
| |
Option Awards
|
| |
Stock Awards
|
| ||||||||||||||||||
|
Name
|
| |
Number of
Securities
Underlying
Unexercised
Options
Exercisable
(#)
|
| |
Number of
Securities
Underlying
Unexercised
Options
Unexercisable
(#)
|
| |
Option
Exercise
Price
($)
|
| |
Option
Expiration
Date
|
| |
Number
of Shares
or Units of
Stock That
Have Not
Vested
(#)
|
| |
Market Value
of Shares
or Units of
Stock That
Have Not
Vested
($)
|
| |
Equity
Incentive
Plan Awards:
Number of
Unearned
Shares,
Units or
Other Rights
That Have
Not Vested
(#)
|
| |
Equity
Incentive Plan
Awards: Market
or Payout Value
of Unearned
Shares, Units
or Other Rights
That Have Not
Vested
($)
|
|
|
W. Rodney McMullen
|
| |
182,880
|
| |
—
|
| |
$12.37
|
| |
6/23/2021
|
| |
20,011(9)
|
| |
$690,380
|
| |
|
| |
|
|
|
194,880
|
| |
—
|
| |
$10.98
|
| |
7/12/2022
|
| |
107,660(10)
|
| |
$3,714,270
|
| |
|
| |
|
| |||
|
194,880
|
| |
—
|
| |
$18.88
|
| |
7/15/2023
|
| |
95,455(11)
|
| |
$3,293,198
|
| |
|
| |
|
| |||
|
300,000
|
| |
—
|
| |
$24.67
|
| |
7/15/2024
|
| |
108,174(12)
|
| |
$3,732,003
|
| |
|
| |
|
| |||
|
235,415
|
| |
—
|
| |
$38.33
|
| |
7/15/2025
|
| |
|
| |
|
| |
169,697(18)
|
| |
$6,193,941
|
| |||
|
286,472
|
| |
71,619(1)
|
| |
$37.48
|
| |
7/13/2026
|
| |
|
| |
|
| |
180,288(19)
|
| |
$6,602,147
|
| |||
|
343,876
|
| |
229,251(2)
|
| |
$22.92
|
| |
7/13/2027
|
| |
|
| |
|
| |
|
| |
|
| |||
|
174,646
|
| |
174,647(2)
|
| |
$28.05
|
| |
7/13/2028
|
| |
|
| |
|
| |
|
| |
|
| |||
|
87,064
|
| |
261,195(3)
|
| |
$24.75
|
| |
3/14/2029
|
| |
|
| |
|
| |
|
| |
|
| |||
|
|
| |
329,154(4)
|
| |
$29.12
|
| |
3/12/2030
|
| |
|
| |
|
| |
|
| |
|
| |||
|
Gary Millerchip
|
| |
9,600
|
| |
—
|
| |
$24.67
|
| |
7/15/2024
|
| |
1,724(9)
|
| |
$59,478
|
| |
|
| |
|
|
|
13,992
|
| |
—
|
| |
$38.33
|
| |
7/15/2025
|
| |
10,311(10)
|
| |
$355,730
|
| |
|
| |
|
| |||
|
22,376
|
| |
5,596(1)
|
| |
$37.48
|
| |
7/13/2026
|
| |
18,183(11)
|
| |
$627,314
|
| |
|
| |
|
| |||
|
17,452
|
| |
17,453(2)
|
| |
$22.92
|
| |
7/13/2027
|
| |
6,061(13)
|
| |
$209,105
|
| |
|
| |
|
| |||
|
15,125
|
| |
15,126(2)
|
| |
$28.05
|
| |
7/13/2028
|
| |
17,834(14)
|
| |
$615,273
|
| |
|
| |
|
| |||
|
16,583
|
| |
49,752(3)
|
| |
$24.75
|
| |
3/14/2029
|
| |
27,816(12)
|
| |
$959,652
|
| |
|
| |
|
| |||
|
5,528
|
| |
11,056(5)
|
| |
$24.75
|
| |
3/14/2029
|
| |
|
| |
|
| |
32,323(18)
|
| |
$1,179,790
|
| |||
|
12,779
|
| |
38,337(6)
|
| |
$22.08
|
| |
7/15/2029
|
| |
|
| |
|
| |
46,360(19)
|
| |
$1,697,703
|
| |||
|
|
| |
84,640(4)
|
| |
$29.12
|
| |
3/12/2030
|
| |
|
| |
|
| |
|
| |
|
| |||
|
Stuart Aitken
|
| |
22,326
|
| |
—
|
| |
$38.33
|
| |
7/15/2025
|
| |
2,141(9)
|
| |
$73,865
|
| |
|
| |
|
|
|
27,862
|
| |
6,966(1)
|
| |
$37.48
|
| |
7/13/2026
|
| |
13,115(10)
|
| |
$452,468
|
| |
|
| |
|
| |||
|
33,445
|
| |
22,297(2)
|
| |
$22.92
|
| |
7/13/2027
|
| |
22,728(11)
|
| |
$784,116
|
| |
|
| |
|
| |||
|
16,562
|
| |
16,562(2)
|
| |
$28.05
|
| |
7/13/2028
|
| |
6,061(13)
|
| |
$209,105
|
| |
|
| |
|
| |||
|
20,729
|
| |
62,190(3)
|
| |
$24.75
|
| |
3/14/2029
|
| |
27,816(12)
|
| |
$959,652
|
| |
|
| |
|
| |||
|
5,528
|
| |
11,056(5)
|
| |
$24.75
|
| |
3/14/2029
|
| |
15,380(15)
|
| |
$530,610
|
| |
|
| |
|
| |||
|
|
| |
84,640(4)
|
| |
$29.12
|
| |
3/12/2030
|
| |
|
| |
|
| |
40,404(18)
|
| |
$1,474,746
|
| |||
|
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
46,360(19)
|
| |
$1,697,703
|
| |||
|
Yael Cosset
|
| |
13,992
|
| |
—
|
| |
$38.33
|
| |
7/15/2025
|
| |
1,037(9)
|
| |
$35,777
|
| |
|
| |
|
|
|
14,504
|
| |
3,626(1)
|
| |
$37.48
|
| |
7/13/2026
|
| |
640(16)
|
| |
$22,080
|
| |
|
| |
|
| |||
|
5,305
|
| |
1,327(7)
|
| |
$31.25
|
| |
9/15/2026
|
| |
2,220(17)
|
| |
$76,590
|
| |
|
| |
|
| |||
|
6,366
|
| |
4,245(8)
|
| |
$28.83
|
| |
3/9/2027
|
| |
14,131(10)
|
| |
$487,520
|
| |
|
| |
|
| |||
|
26,109
|
| |
17,407(2)
|
| |
$22.92
|
| |
7/13/2027
|
| |
18,183(11)
|
| |
$627,314
|
| |
|
| |
|
| |||
|
14,749
|
| |
14,750(2)
|
| |
$28.05
|
| |
7/13/2028
|
| |
6,061(13)
|
| |
$209,105
|
| |
|
| |
|
| |||
|
16,583
|
| |
49,752(3)
|
| |
$24.75
|
| |
3/14/2029
|
| |
27,816(12)
|
| |
$959,652
|
| |
|
| |
|
| |||
|
5,528
|
| |
11,056(5)
|
| |
$24.75
|
| |
3/14/2029
|
| |
15,380(15)
|
| |
$530,610
|
| |
|
| |
|
| |||
|
|
| |
84,640(4)
|
| |
$29.12
|
| |
3/12/2030
|
| |
|
| |
|
| |
32,323(18)
|
| |
$1,179,790
|
| |||
|
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
46,360(19)
|
| |
$1,697,703
|
| |||
|
Michael J. Donnelly
|
| |
50,720
|
| |
—
|
| |
$10.98
|
| |
7/12/2022
|
| |
5,924(9)
|
| |
$204,378
|
| |
|
| |
|
|
|
50,720
|
| |
—
|
| |
$18.88
|
| |
7/15/2023
|
| |
45,768(10)
|
| |
$1,578,996
|
| |
|
| |
|
| |||
|
60,000
|
| |
—
|
| |
$24.67
|
| |
7/15/2024
|
| |
36,364(11)
|
| |
$1,254,558
|
| |
|
| |
|
| |||
|
59,929
|
| |
—
|
| |
$38.33
|
| |
7/15/2025
|
| |
46,360(12)
|
| |
$1,599,420
|
| |
|
| |
|
| |||
|
82,822
|
| |
20,706(1)
|
| |
$37.48
|
| |
7/13/2026
|
| |
|
| |
|
| |
64,646(18)
|
| |
$2,359,580
|
| |||
|
99,418
|
| |
66,280(2)
|
| |
$22.92
|
| |
7/13/2027
|
| |
|
| |
|
| |
77,266(19)
|
| |
$2,829,481
|
| |||
|
56,728
|
| |
56,728(2)
|
| |
$28.05
|
| |
7/13/2028
|
| |
|
| |
|
| |
|
| |
|
| |||
|
33,167
|
| |
99,503(3)
|
| |
$24.75
|
| |
3/14/2029
|
| |
|
| |
|
| |
|
| |
|
| |||
|
|
| |
141,066(4)
|
| |
$29.12
|
| |
3/12/2030
|
| |
|
| |
|
| |
|
| |
|
|
(1)
|
Stock options vest on 7/13/2021.
|
(2)
|
Stock options vest in equal amounts on 7/13/2021 and 7/13/2022.
|
(3)
|
Stock options vest in equal amounts on 3/14/2021, 3/14/2022, and 3/14/2023.
|
(4)
|
Stock options vest in equal amounts on 3/12/2021, 3/12/2022, 3/12/2023, and 3/12/2024.
|
(5)
|
Stock options vest in equal amounts on 3/14/2021 and 3/14/2022.
|
(6)
|
Stock options vest in equal amounts on 7/15/2021, 7/15/2022, and 7/15/2023.
|
(7)
|
Stock options vest on 9/15/2021.
|
(8)
|
Stock options vest in equal amounts on 3/9/2021 and 3/9/2022.
|
(9)
|
Restricted stock vests on 7/13/2021.
|
(10)
|
Restricted stock vests in equal amounts on 7/13/2021 and 7/13/2022.
|
(11)
|
Restricted stock vests in equal amounts on 3/14/2021, 3/14/2022, and 3/14/2023.
|
(12)
|
Restricted stock vests in equal amounts on 3/12/2021, 3/12/2022, 3/12/2023, and 3/12/2024.
|
(13)
|
Restricted stock vests in equal amounts on 3/14/2021 and 3/14/2022.
|
(14)
|
Restricted stock vests in equal amounts on 7/15/2021, 7/15/2022, and 7/15/2023.
|
(15)
|
Restricted stock vests in equal amounts on 9/17/2021, 9/17/2022, and 9/17/2023.
|
(16)
|
Restricted stock vests on 9/15/2021.
|
(17)
|
Restricted stock vests in equal amounts on 3/9/2021 and 3/9/2022.
|
(18)
|
Performance units granted under the 2019 long-term incentive plan are earned as of the last day of fiscal 2021, to the extent performance conditions are achieved. Because the awards earned are not currently determinable, in accordance with SEC rules, the number of units and the corresponding market value reflect a representative amount based on performance through 2020, including cash payments equal to projected dividend equivalent payments.
|
(19)
|
Performance units granted under the 2020 long-term incentive plan are earned as of the last day of fiscal 2022, to the extent performance conditions are achieved. Because the awards earned are not currently determinable, in accordance with SEC rules, the number of units and the corresponding market value reflect a representative amount based on performance through 2020, including cash payments equal to projected dividend equivalent payments.
|
|
|
| |
Option Awards(1)
|
| |
Stock Awards(2)
|
| ||||||
|
Name
|
| |
Number of
Shares
Acquired on
Exercise
(#)
|
| |
Value
Realized on
Exercise
($)
|
| |
Number
of Shares
Acquired on
Vesting
(#)
|
| |
Value
Realized
on
Vesting
($)
|
|
|
W. Rodney McMullen
|
| |
140,000
|
| |
$3,066,341
|
| |
235,467
|
| |
$7,949,907
|
|
|
Gary Millerchip
|
| |
—
|
| |
—
|
| |
47,600
|
| |
$1,577,974
|
|
|
Stuart Aitken
|
| |
—
|
| |
—
|
| |
67,923
|
| |
$2,284,876
|
|
|
Yael Cosset
|
| |
—
|
| |
—
|
| |
44,874
|
| |
$1,482,134
|
|
|
Michael J. Donnelly
|
| |
70,720
|
| |
$1,478,024
|
| |
98,406
|
| |
$3,275,901
|
|
(1)
|
Stock options have a ten-year life and expire if not exercised within that ten-year period. The value realized on exercise is the difference between the exercise price of the option and the closing price of Kroger’s common shares on the exercise date.
|
(2)
|
The Stock Awards columns include vested restricted stock and earned performance units, as follows:
|
|
|
| |
Vested Restricted Stock
|
| |
Earned Performance Units
|
| ||||||
|
Name
|
| |
Number of
Shares
|
| |
Value
Realized
|
| |
Number of
Shares
|
| |
Value
Realized
|
|
|
W. Rodney McMullen
|
| |
122,877
|
| |
$4,016,012
|
| |
112,590
|
| |
$3,933,895
|
|
|
Gary Millerchip
|
| |
39,288
|
| |
$1,287,553
|
| |
8,312
|
| |
$290,421
|
|
|
Stuart Aitken
|
| |
37,283
|
| |
$1,214,314
|
| |
30,640
|
| |
$1,070,562
|
|
|
Yael Cosset
|
| |
36,318
|
| |
$1,183,187
|
| |
8,556
|
| |
$298,947
|
|
|
Michael J. Donnelly
|
| |
60,973
|
| |
$1,967,992
|
| |
37,433
|
| |
$1,307,909
|
|
|
Name
|
| |
Plan Name
|
| |
Number of
Years Credited
Service
(#)
|
| |
Present Value of
Accumulated
Benefit
($)(1)
|
| |
Payments during
Last fiscal year
($)
|
|
|
W. Rodney McMullen
|
| |
Pension Plan
|
| |
34
|
| |
$2,016,147
|
| |
—
|
|
|
|
| |
Excess Plan
|
| |
34
|
| |
$22,696,041
|
| |
—
|
|
|
Gary Millerchip(2)
|
| |
Pension Plan
|
| |
—
|
| |
—
|
| |
—
|
|
|
|
| |
Excess Plan
|
| |
—
|
| |
—
|
| |
—
|
|
|
Stuart Aitken(2)
|
| |
Pension Plan
|
| |
—
|
| |
—
|
| |
—
|
|
|
|
| |
Excess Plan
|
| |
—
|
| |
—
|
| |
—
|
|
|
Yael Cosset(2)
|
| |
Pension Plan
|
| |
—
|
| |
—
|
| |
—
|
|
|
|
| |
Excess Plan
|
| |
—
|
| |
—
|
| |
—
|
|
|
Michael J. Donnelly
|
| |
Pension Plan
|
| |
40
|
| |
$1,349,216
|
| |
—
|
|
|
|
| |
Excess Plan
|
| |
40
|
| |
$10,567,419
|
| |
—
|
|
(1)
|
The discount rate used to determine the present values was 2.70% for The Kroger Consolidated Retirement Benefit Plan Spin Off (the “Pension Plan”) and 2.71% for The Kroger Co. Consolidated Retirement Excess Benefit Plan (the “Excess Plan”), which are the same rates used at the measurement date for financial reporting purposes. Additional assumptions used in calculating the present values are set forth in Note 15 to the consolidated financial statements in Kroger’s 10-K for fiscal year 2020.
|
(2)
|
Mr. Millerchip, Mr. Aitken, and Mr. Cosset do not participate in the Pension Plan or the Excess Plan.
|
•
|
11∕2% times years of credited service multiplied by the average of the highest five years of total earnings (base salary and annual cash incentive) during the last ten calendar years of employment, reduced by 11∕4% times years of credited service multiplied by the primary social security benefit;
|
•
|
normal retirement age is 65;
|
•
|
unreduced benefits are payable beginning at age 62; and
|
•
|
benefits payable between ages 55 and 62 will be reduced by 1∕3 of 1% for each of the first 24 months and by 1∕2 of 1% for each of the next 60 months by which the commencement of benefits precedes age 62.
|
|
Name
|
| |
Executive Contributions
in Last FY(1)
|
| |
Aggregate Earnings
in Last FY(2)
|
| |
Aggregate Balance
at Last FYE(3)
|
|
|
W. Rodney McMullen
|
| |
$310,646
|
| |
$776,413
|
| |
$12,375,840
|
|
|
Gary Millerchip
|
| |
—
|
| |
—
|
| |
—
|
|
|
Stuart Aitken
|
| |
—
|
| |
—
|
| |
—
|
|
|
Yael Cosset
|
| |
—
|
| |
—
|
| |
—
|
|
|
Michael J. Donnelly
|
| |
—
|
| |
$41,596
|
| |
$749,466
|
|
(1)
|
This amount includes the deferral of $110,000 of Mr. McMullen’s salary in fiscal 2020; this amount is included in the “Salary” column of the Summary Compensation Table for 2020. This amount also includes $77,928 of his long term incentive and $122,718 of his annual incentive deferred in fiscal 2020; these amounts are included in the “Non-Equity Incentive Plan Compensation” column of the Summary Compensation Table for 2019.
|
(2)
|
The following amounts in the Aggregate Balance column were reported in the Summary Compensation Tables covering fiscal years 2006 – 2019: Mr. McMullen, $3,606,241; and Mr. Donnelly, $245,799.
|
(3)
|
These amounts include the aggregate earnings on all accounts for each NEO, including any above-market or preferential earnings. The following amounts earned in 2020 are deemed to be preferential earnings and are included in the “Change in Pension Value and Nonqualified Deferred Compensation Earnings” column of the Summary Compensation Table for 2020: Mr. McMullen, $136,890 and Mr. Donnelly, $7,616.
|
•
|
a lump sum severance payment equal to up to 24 months of the participant’s annual base salary and target annual incentive potential;
|
•
|
a lump sum payment equal to the participant’s accrued and unpaid vacation, including banked vacation;
|
•
|
continued medical and dental benefits for up to 24 months and continued group term life insurance coverage for up to six months; and
|
•
|
up to $10,000 as reimbursement for eligible outplacement expenses.
|
|
Triggering Event
|
| |
Stock Options
|
| |
Restricted Stock
|
| |
Performance Units
|
|
|
Involuntary
Termination
|
| |
Forfeit all unvested options. Previously vested options remain exercisable for the shorter of one year after termination or the remainder of the original 10-year term.
|
| |
Forfeit all unvested shares
|
| |
Forfeit all rights to units for which the three-year performance period has not ended
|
|
|
Voluntary
Termination/
Retirement
- Prior to minimum
age and five
years of
service(1)
|
| |
Forfeit all unvested options. Previously vested options remain exercisable for the shorter of one year after termination or the remainder of the original 10-year term.
|
| |
Forfeit all unvested shares
|
| |
Forfeit all rights to units for which the three-year performance period has not ended
|
|
|
Voluntary
Termination/
Retirement
- After minimum
age and five
years of
service(1)
|
| |
Unvested options held greater than one year continue vesting on the original schedule. All options are exercisable for remainder of the original 10-year term.
|
| |
Unvested shares held greater than one year continue vesting on the original schedule
|
| |
Pro rata portion(2) of units earned based on performance results over the full three-year period
|
|
|
Death
|
| |
Unvested options are immediately vested. All options are exercisable for the remainder of the original 10-year term.
|
| |
Unvested shares immediately vest
|
| |
Pro rata portion(2) of units earned based on performance results through the end of the fiscal year in which death occurs. Award will be paid following the end of such fiscal year.
|
|
|
Triggering Event
|
| |
Stock Options
|
| |
Restricted Stock
|
| |
Performance Units
|
|
|
Disability
|
| |
Unvested options are immediately vested. All options are exercisable for remainder of the original 10-year term.
|
| |
Unvested shares immediately vest
|
| |
Pro rata portion(2) of units earned based on performance results over the full three-year period
|
|
|
Change in
Control(3)
- For awards prior
to March 2019
|
| |
Unvested options are immediately vested and exercisable.
|
| |
Unvested shares immediately vest.
|
| |
50% of the units granted at the beginning of the performance period earned immediately
|
|
|
Change in
Control(4)
- For awards
in March 2019
and thereafter
|
| |
Unvested options only vest and become exercisable upon an actual or constructive termination of employment within two years following a change in control.
|
| |
Unvested shares only vest upon an actual or constructive termination of employment within two years following a change in control.
|
| |
50% of the units granted at the beginning of the performance period earned upon an actual or constructive termination of employment within two years following a change in control.
|
|
(1)
|
The minimum age requirement is age 62 for stock options and restricted stock and age 55 for performance units and the long-term cash incentive.
|
(2)
|
The prorated amount is equal to the number of weeks of active employment during the performance period divided by the total number of weeks in the performance period.
|
(3)
|
These benefits are payable upon a change in control of Kroger, as defined in the applicable agreement, with or without a termination of employment.
|
(4)
|
These benefits are payable upon an actual or constructive termination of employment within two years after a change in control, as defined in the applicable agreements.
|
|
Name
|
| |
Involuntary
Termination
|
| |
Voluntary
Termination/
Retirement
|
| |
Death
|
| |
Disability
|
| |
Change in
Control
without
Termination
|
| |
Change in
Control with
Termination
|
|
|
W. Rodney McMullen
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
Accrued and Banked Vacation
|
| |
$638,750
|
| |
$638,750
|
| |
$638,750
|
| |
$638,750
|
| |
$638,750
|
| |
$638,750
|
|
|
Severance
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$7,710,000
|
|
|
Continued Health and Welfare Benefits(1)
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$34,347
|
|
|
Stock Options(2)
|
| |
$0
|
| |
$0
|
| |
$8,098,700
|
| |
$8,098,700
|
| |
$3,781,200
|
| |
$8,098,700
|
|
|
Restricted Stock(3)
|
| |
$0
|
| |
$0
|
| |
$11,429,850
|
| |
$11,429,850
|
| |
$4,404,650
|
| |
$11,429,850
|
|
|
Performance Units(4)
|
| |
$0
|
| |
$5,976,338
|
| |
$5,976,338
|
| |
$5,976,338
|
| |
$0
|
| |
$6,769,055
|
|
|
Executive Group Life Insurance
|
| |
—
|
| |
—
|
| |
$2,000,000
|
| |
—
|
| |
—
|
| |
—
|
|
|
Gary Millerchip
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
Accrued and Banked Vacation
|
| |
$0
|
| |
$0
|
| |
$0
|
| |
$0
|
| |
$0
|
| |
$0
|
|
|
Severance
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$2,429,174
|
|
|
Continued Health and Welfare Benefits(1)
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$54,429
|
|
|
Stock Options(2)
|
| |
$0
|
| |
$0
|
| |
$1,824,055
|
| |
$1,824,055
|
| |
$299,668
|
| |
$1,824,055
|
|
|
Restricted Stock(3)
|
| |
$0
|
| |
$0
|
| |
$2,826,551
|
| |
$2,826,551
|
| |
$415,208
|
| |
$2,826,551
|
|
|
Performance Units(4)
|
| |
$0
|
| |
$0
|
| |
$1,276,574
|
| |
$1,276,574
|
| |
$0
|
| |
$1,496,679
|
|
|
Executive Group Life Insurance
|
| |
—
|
| |
—
|
| |
$937,500
|
| |
—
|
| |
—
|
| |
—
|
|
|
Stuart Aitken
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
Accrued and Banked Vacation
|
| |
$0
|
| |
$0
|
| |
$0
|
| |
$0
|
| |
$0
|
| |
$0
|
|
|
Severance
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$2,990,000
|
|
|
Continued Health and Welfare Benefits(1)
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$54,603
|
|
|
Stock Options(2)
|
| |
$0
|
| |
$0
|
| |
$1,534,536
|
| |
$1,534,536
|
| |
$365,024
|
| |
$1,534,536
|
|
|
Restricted Stock(3)
|
| |
$0
|
| |
$0
|
| |
$3,009,815
|
| |
$3,009,815
|
| |
$526,332
|
| |
$3,009,815
|
|
|
Performance Units(4)
|
| |
$0
|
| |
$0
|
| |
$1,462,432
|
| |
$1,462,432
|
| |
$0
|
| |
$1,670,921
|
|
|
Executive Group Life Insurance
|
| |
—
|
| |
—
|
| |
$1,290,000
|
| |
—
|
| |
—
|
| |
—
|
|
|
Yael Cosset
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
Accrued and Banked Vacation
|
| |
$0
|
| |
$0
|
| |
$0
|
| |
$0
|
| |
$0
|
| |
$0
|
|
|
Severance
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$2,685,250
|
|
|
Continued Health and Welfare Benefits(1)
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$41,143
|
|
|
Stock Options(2)
|
| |
$0
|
| |
$0
|
| |
$1,373,334
|
| |
$1,373,334
|
| |
$325,092
|
| |
$1,373,334
|
|
|
Restricted Stock(3)
|
| |
$0
|
| |
$0
|
| |
$2,948,646
|
| |
$2,948,646
|
| |
$621,966
|
| |
$2,948,646
|
|
|
Performance Units(4)
|
| |
$0
|
| |
$0
|
| |
$1,276,574
|
| |
$1,276,574
|
| |
$0
|
| |
$1,496,679
|
|
|
Executive Group Life Insurance
|
| |
—
|
| |
—
|
| |
$1,051,500
|
| |
—
|
| |
—
|
| |
—
|
|
|
Michael J. Donnelly
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
|
Accrued and Banked Vacation
|
| |
$163,413
|
| |
$163,413
|
| |
$163,413
|
| |
$163,413
|
| |
$163,413
|
| |
$163,413
|
|
|
Severance
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$4,400,016
|
|
|
Continued Health and Welfare Benefits(1)
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
—
|
| |
$16,280
|
|
|
Stock Options(2)
|
| |
$0
|
| |
$2,862,507
|
| |
$2,862,507
|
| |
$2,862,507
|
| |
$1,133,418
|
| |
$2,862,507
|
|
|
Restricted Stock(3)
|
| |
$0
|
| |
$4,637,352
|
| |
$4,637,352
|
| |
$4,637,352
|
| |
$1,783,374
|
| |
$4,637,352
|
|
|
Performance Units(4)
|
| |
$0
|
| |
$2,375,426
|
| |
$2,375,426
|
| |
$2,375,426
|
| |
$0
|
| |
$2,726,777
|
|
|
Executive Group Life Insurance
|
| |
—
|
| |
—
|
| |
$1,500,000
|
| |
—
|
| |
—
|
| |
—
|
|
(1)
|
Represents the aggregate present value of continued participation in the Company’s medical, dental and executive term life insurance plans, based on the premiums payable by the Company during the eligible period. The eligible period for continued medical and dental benefits is based on the level and length of service, which is 24 months for all NEOs. The eligible period for continued executive term life insurance coverage is six months for the NEOs. The amounts reported may ultimately be lower if the NEO is no longer eligible to receive benefits, which could occur upon obtaining other employment and becoming eligible for substantially equivalent benefits through the new employer.
|
(2)
|
Amounts reported in the “Death, “Disability,” and “Change in Control” columns represent the intrinsic value of the accelerated vesting of unvested stock options, calculated as the difference between the exercise price of the stock option and the closing price per Kroger common share on January 29, 2021. A value of $0 is attributed to stock options with an exercise price greater than the market price on the last day of the fiscal year. In accordance with SEC rules, no amount is reported in the “Voluntary Termination/Retirement” column because vesting is not accelerated, but the options may continue to vest on the original schedule if the conditions described above are met.
|
(3)
|
Amounts reported in the Death, “Disability,” and “Change in Control” columns represent the aggregate value of the accelerated vesting of unvested restricted stock. In accordance with SEC rules, no amount is reported in the “Voluntary Termination/Retirement” column because vesting is not accelerated, but the restricted stock may continue to vest on the original schedule if the conditions described above are met.
|
(4)
|
Amounts reported in the “Voluntary Termination/Retirement,” “Death” and “Disability” columns represent the aggregate value of the performance units granted in 2019 and 2020, based on performance through the last day of fiscal 2020 and prorated for the portion of the performance period completed. Amounts reported in the change in control column represent the aggregate value of 50% of the maximum number of performance units granted in 2019 and 2020. Awards under the 2018 Long-Term Incentive Plan were earned as of the last day of 2020 so each NEO age 55 or over was entitled to receive (regardless of the triggering event) the amount actually earned, which is reported in the Stock Awards column of the 2020 Option Exercises and Stock Vested Table.
|
•
|
A significant portion of pay should be performance-based, with the percentage of total pay tied to performance increasing proportionally with an executive’s level of responsibility;
|
•
|
Compensation should include incentive-based pay to drive performance, providing superior pay for superior performance, including both a short- and long-term focus;
|
•
|
Compensation policies should include an opportunity for, and a requirement of, equity ownership to align the interests of executives and shareholders; and
|
•
|
Components of compensation should be tied to an evaluation of business and individual performance measured against metrics that directly drive our business strategy.
|
•
|
Reviews PricewaterhouseCoopers LLP’s independence and performance;
|
•
|
Considers the tenure of the independent registered public accounting firm and safeguards around auditor independence;
|
•
|
Reviews, in advance, all non-audit services provided by PricewaterhouseCoopers LLP, specifically with regard to the effect on the firm’s independence;
|
•
|
Conducts an annual assessment of PricewaterhouseCoopers LLP’s performance, including an internal survey of their service quality by members of management and the Audit Committee;
|
•
|
Conducts regular executive sessions with PricewaterhouseCoopers LLP;
|
•
|
Conducts regular executive sessions with the Vice President of Internal Audit;
|
•
|
Considers PricewaterhouseCoopers LLP’s familiarity with our operations, businesses, accounting policies and practices and internal control over financial reporting;
|
•
|
Reviews candidates for the lead engagement partner in conjunction with the mandated rotation of the public accountants’ lead engagement partner;
|
•
|
Reviews recent Public Company Accounting Oversight Board reports on PricewaterhouseCoopers LLP and its peer firms; and
|
•
|
Obtains and reviews a report from PricewaterhouseCoopers LLP describing all relationships between the independent auditor and Kroger at least annually to assess the independence of the internal auditor.
|
|
|
| |
Fiscal Year Ended
|
| |||
|
|
| |
January 30,
2021
|
| |
February 1,
2020
|
|
|
Audit Fees(1)
|
| |
$5,294,700
|
| |
$5,153,885
|
|
|
Audit-Related Fees
|
| |
$0
|
| |
$0
|
|
|
All Other Fees(2)
|
| |
$900
|
| |
$900
|
|
|
Total
|
| |
$5,295,600
|
| |
$5,154,785
|
|
(1)
|
Includes annual audit and quarterly reviews of Kroger’s consolidated financial statements, the issuance of comfort letters to underwriters, consents, and assistance with review of documents filed with the SEC.
|
(2)
|
Includes use of accounting research tool.
|
•
|
Met separately with the Company’s internal auditor and PricewaterhouseCoopers LLP with and without management present to discuss the results of the audits, their evaluation and management’s assessment of the effectiveness of Kroger’s internal controls over financial reporting and the overall quality of the Company’s financial reporting;
|
•
|
Met separately with the Company’s Chief Financial Officer or the Company’s General Counsel when needed;
|
•
|
Met regularly in executive sessions;
|
•
|
Reviewed and discussed with management the audited financial statements included in our Annual Report;
|
•
|
Discussed with PricewaterhouseCoopers LLP the matters required to be discussed under the applicable requirements of the Public Company Accounting Oversight Board and the SEC; and
|
•
|
Received the written disclosures and the letter from PricewaterhouseCoopers LLP required by the applicable requirements of the Public Accounting Oversight Board regarding the independent public accountant’s communication with the Audit Committee concerning independence and discussed the matters related to their independence.
|
•
|
Kroger has achieved more than 15 million pounds of reductions in plastic resin in the packaging used in Kroger’s manufacturing plants, greatly surpassing our goal to reduce plastic by 10 million pounds since 2015. Most recently, we removed more than 20% of the plastic in a portion of our purified drinking water products, equating to more than 2 million pounds of plastic reduced annually.
|
•
|
In 2020, we transitioned our Simple Truth chicken breasts from an expanded polystyrene (EPS) tray—a material with few recycling end markets and of concern to many customers—to a polyethylene terephthalate (PET) tray, which is more widely recyclable in curbside collection programs. This and other changes in progress will benefit our packaging recyclability goals.
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In addition to the plastic film recycling program we offer in the vestibules of our stores, in 2020 Kroger launched a new recycling mail-back program in partnership with TerraCycle. This solution allows customers to mail flexible plastic packaging for popular Simple Truth® items back to TerraCycle for convenient, safe, and effective recycling. To date, more than 4,600 collection points have been activated to mail back plastic packaging like chip bags, snack pouches, and frozen food packaging – all of which can’t be recycled in curbside recycling programs.
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Kroger’s Zero Hunger | Zero Waste Foundation is a supporter of the Polypropylene Recycling Coalition, spearheaded by The Recycling Partnership to invest in material recovery facilities (MRF) to facilitate improved collection capacity for polypropylene plastics.
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We added post-consumer recycled (PCR) content to Simple Truth® product packaging, including 25% PCR content in honey bottles and multiple hair care products. We also added 25% post-consumer recycled content to water bottles sold in multiple markets.
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We added ‘Please Recycle’ to additional product packages in 2020 – for a total of more than 4,800 items currently showing this message. Kroger also joined the How2Recycle program so that we can provide widely recognized recycling instructions for Our Brands products moving forward.
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As reported in our CDP Forests response in 2020, about 80% of paper products purchased in our plants are certified to the FSC, SFI and/or PEFC standards. Our final No-Deforestation Commitment reflects our goals to achieve this fully across the Our Brands portfolio.
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