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UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
SCHEDULE 14A
Proxy Statement Pursuant to Section 14(a) of
the Securities Exchange Act of 1934 (Amendment No. )
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Filed by the Registrant ☒ | |
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Check the appropriate box: | |
o | Preliminary Proxy Statement |
o | Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2)) |
☒ | Definitive Proxy Statement |
o | Definitive Additional Materials |
o | Soliciting Material Pursuant to Rule 14a-11(c) or Rule 14a-12 |
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United Natural Foods, Inc. |
(Name of Registrant as Specified in its Charter) |
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(Name of Person(s) Filing Proxy Statement, if other than the Registrant) |
Payment of Filing Fee (Check the appropriate box): |
☒ | No fee required. |
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o | Fee paid previously with preliminary materials. |
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o | Fee computed on table in exhibit required by Item 25(b) per Exchange Act Rules 14a-6(i)(1) and 0-11 |
Letter from Our Independent Chair of the Board Dear Fellow Stockholders,
I am honored to serve as the Independent Chair of our Board for a fourth year. In fiscal 2024, we significantly strengthened our foundation and built momentum for our future.
Strategic Planning. We commenced a Board- and management-led financial review of the Company, offering deep insight into how we can drive accelerating performance and create sustainable stockholder value. One outcome of this review has been the development of a new strategy and multiyear financial objectives. We also continued to elevate and execute our programs and policies related to good corporate governance practices, including our continuous Board refreshment process, our environmental and social initiatives and our focus on stockholder engagement.
Board Evaluation and Refreshment. We are committed to maintaining a diverse Board with relevant skills and experience to oversee our strategy. In fiscal 2024, we welcomed three new members to our Board who have brought valuable experience and have improved upon our existing strengths while ensuring an appropriate mix of skills, experiences and perspectives are represented on the Board. Our Board is highly engaged, as demonstrated by the many informal discussion and advisory sessions the Board held with Management throughout fiscal 2024, in addition to seven formal Board meetings. Further, in fiscal 2024, we significantly reconstituted our Committees, providing fresh insight to each Committee’s respective oversight responsibilities. Additionally, I want to thank Denise M. Clark, who has informed us she will not be standing for reelection this year, for her over eleven years of dedicated service to the Board. During her tenure, Ms. Clark provided the Board with valuable knowledge in the delivery of enterprise resource planning, digital platforms and innovative business transformation initiatives, and has played an important role in the Board and across multiple Committees, including most recently as Chair of our Nominating and Governance Committee.
Stockholder Engagement and Commitment to Good Governance. We are committed to engaging with, and responding to feedback from you, our stockholders. This summer during our annual stockholder engagement program, we reached out to holders representing over 75%, and spoke with holders representing approximately 36%, of our outstanding common stock. Over recent years, we have made several enhancements to our executive compensation and governance programs as a result of these conversations. For example, we expanded our Board diversity disclosure and publicly disclosed our EEO-1 report for the first time and intend to continue disclosing these reports going forward.
On behalf of the entire Board of Directors, I would like to thank you for your continued investment and trust as we strive to deliver long-term value for all our key stakeholders, including for you, our stockholders.
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| Sincerely, |
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| Jack Stahl |
| Independent Chair |
Letter from Our CEO Dear Stockholders,
Fiscal 2024 was a transition year for UNFI as we reset profitability levels and strengthened our foundation while building momentum for the future. The external environment remains challenging as consumers continue to deal with higher food prices, but the success of our resilient customer base helped us finish the year with positive volume trends and deliver full-year results at the upper end of our outlook ranges for key financial metrics. Our board- and management-led financial review has brought clarity and focus to UNFI’s unique position in the food industry which has led to the introduction of our updated strategy and multi-year financial objectives.
Our new business plan is centered around our continuing desire to bring value to our customers and suppliers to help them succeed and realize their unique business objectives while simultaneously improving UNFI’s free cash flow. We plan to focus on what we can control to streamline our cost structure, partly through the application of Lean Six Sigma principles, while improving capital intensity through a more prudent approach to capital investment as well as reduced levels of working capital – all while improving the customer experience. Structurally, we’re working to optimize our distribution center network to better and more efficiently service customers and suppliers. We recently announced the closure of two facilities and plan to transfer the volume to nearby distribution centers. Our new Manchester, Pennsylvania facility is larger than the distribution center it replaces in the northeast and is being fitted with an A.I.-powered robotic automation system manufactured by Symbotic to provide greater efficiency.
As we work to implement and execute our new strategy, UNFI remains focused on sustainability and social impact initiatives that drive efficiency and cost savings while creating sustainable value for our stakeholders. In fiscal 2024, we enhanced cross-functional collaboration around our Better for All impact strategy to accelerate progress toward our goals. We took steps to reduce emissions in-line with our science-based climate targets, including beginning work on a new roof-mounted solar array installation at our Riverside, California distribution center, which will be our largest to date, and deployed a new zero-emission refrigerated delivery system at our West Sacramento, California distribution center. We solidified a five-year strategic plan for the UNFI Foundation and awarded over $1.5 million in grants, empowering changemakers to create a more sustainable and equitable food system. We also continued to cultivate an inclusive, high performing culture that focuses on safety and operational excellence and inspires everyone to reach their full potential.
We believe this past fiscal year will prove to be a transition year as we move forward with a renewed sense of purpose and ambition to create a unique company in the food distribution space. It’s only through the dedication and commitment of our people that we will succeed, and we continue to invest in their development and create opportunities for their continued growth. Late in the year we successfully onboarded our new President and CFO which completes our senior leadership team, a group that is well-aligned and focused on driving operational improvement and excellence. Their passion for the business gives us confidence in bringing our strategic vision to life. Our plan includes ambitious, but achievable, financial objectives over the next three years, and we are committed to delivering these targets and deleveraging our balance sheet. We look forward to updating you on our progress as we seek to deliver long-term sustainable stockholder value.
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| Sandy Douglas |
| Chief Executive Officer |
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Please vote. Stockholders may vote through the Internet, by telephone or by mail. Please refer to your proxy card or the notice of proxy availability distributed to you on or about November 6, 2024 for information on how to vote through the Internet, by telephone or by mail. |
Notice of Annual Meeting of Stockholders
Meeting Information
Tuesday, December 17, 2024, 4:00 p.m. EST, with log-in at 3:45 p.m. EST. You may attend our annual meeting of stockholders in December 2024 (Annual Meeting) through the Internet by virtual web conference at www.virtualshareholdermeeting.com/unfi2024AM. The meeting will be a virtual-only meeting, consistent with recent years. We believe the virtual meeting allows greater access for stockholders to participate in the meeting, hear from Management and ask questions than an in-person meeting in one geographic location.
Items to Be Voted on
1. The election of ten nominees as Directors to serve until the next annual meeting of stockholders.
2. The ratification of the selection of KPMG LLP as our independent registered public accounting firm for the fiscal year ending August 2, 2025.
3. The approval, on an advisory basis, of our executive compensation.
4. The approval of the Fourth Amended and Restated 2020 Equity Incentive Plan.
5. Consideration of such other matters as may properly come before the meeting or any adjournments or postponements thereof.
Record Date
Only stockholders of record on our books at the close of business on Wednesday, October 23, 2024, will be entitled to vote at the Annual Meeting and any adjournments or postponements of the Annual Meeting.
Proxy Voting
Your vote is important. Whether or not you plan to attend the Annual Meeting, we encourage you to vote your shares through the Internet, by telephone or by completing, dating, signing and promptly returning your proxy card to us in the envelope provided. The proxy materials provide you with details on how to vote by these three methods. If you decide to attend the Annual Meeting through the Internet, you may revoke your proxy and cast your vote during the meeting.
Proxy Materials
This proxy statement is being furnished in connection with the solicitation of proxies by the Board of Directors of United Natural Foods, Inc. for use at the Annual Meeting. In accordance with rules approved by the Securities and Exchange Commission, we make proxy materials available to our stockholders over the Internet. On or about November 6, 2024, we mailed to all stockholders of record as of the close of business on October 23, 2024, a notice containing instructions on how to access our Annual Report to Stockholders, which contains our audited consolidated financial statements for the fiscal year ended August 3, 2024; our proxy statement; proxy card; and other items of interest to stockholders on the Internet website indicated in our notice, at www.proxyvote.com, as well as instructions on how to vote your shares of common stock in connection with the Annual Meeting. That notice also provided instructions on how you can request a paper copy of our proxy materials and Annual Report to Stockholders if you desire.
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| By Order of the Board of Directors, |
| Mahrukh Hussain, Esq. |
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| General Counsel and Corporate Secretary |
Table of Contents
Cautionary Note Regarding Forward Looking Statements
This proxy statement contains forward-looking statements within the meaning of the “safe harbor” provisions of the Private Securities Litigation Reform Act of 1995. Our actual results may differ from our expectations, estimates and projections, and consequently, you should not rely on these forward-looking statements as predictions of future events. Words such as “expect,” “estimate,” “project,” “budget,” “forecast,” “anticipate,” “intend,” “plan,” “may,” “will,” “could,” “should,” “believes,” “predicts,” “potential,” “might,” “continues,” and similar expressions are intended to identify such forward-looking statements. These forward-looking statements include, without limitation, our expectations with respect to our future performance and the drivers of that performance. These forward-looking statements involve significant risks and uncertainties that could cause actual results to differ materially from expected results. Most of these factors are outside our control and are difficult to predict. Factors that may cause such differences include, but are not limited to: our dependence on principal customers; the relatively low margins of our business, which are sensitive to inflationary and deflationary pressures and intense competition, including as a result of the continuing consolidation of retailers and the growth of consumer choices for grocery and consumable purchases; our ability to realize the anticipated benefits of our strategic initiatives; changes in relationships with our suppliers; our ability to operate, and rely on third parties to operate, reliable and secure technology systems; labor and other workforce shortages and challenges; the addition or loss of significant customers or material changes to our relationships with these customers; our ability to realize anticipated benefits of our strategic transactions; our ability to continue to grow sales, including of our higher margin natural and organic foods and non-food products; our ability to maintain sufficient volume in our wholesale distribution and services businesses to support our operating infrastructure; our ability to access additional capital; increases in healthcare, pension and other costs under our single employer benefit plan and multiemployer benefit plans; the potential for additional asset impairment charges; our sensitivity to general economic conditions including inflation, changes in disposable income levels and consumer purchasing habits; our ability to timely and successfully deploy our warehouse management system throughout our distribution centers and our transportation management system across the Company and to achieve efficiencies and cost savings from these efforts; the potential for disruptions in our supply chain or our distribution capabilities from circumstances beyond our control, including due to lack of long-term contracts, severe weather, labor shortages or work stoppages or otherwise; moderated supplier promotional activity, including decreased forward buying opportunities; union-organizing activities that could cause labor relations difficulties and increased costs; our ability to maintain food quality and safety; and volatility in fuel costs. More information about other potential factors that could affect our business and financial results is included under the captions “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” in our Annual Report on Form 10-K for the year ended August 3, 2024 (Annual Report) filed with the Securities and Exchange Commission (SEC).
Proxy Statement Summary
For the Annual Meeting of Stockholders, December 17, 2024
Voting Matters
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Proposal | | Board Recommendation | | Page |
Proposal 1—Election of Directors | | FOR | | |
Proposal 2—Ratification of Independent Auditor | | FOR | | |
Proposal 3—Say-on-Pay Resolution | | FOR | | |
Proposal 4—Approval of the Fourth Amended and Restated 2020 Equity Incentive Plan | | FOR | | |
Director Nominees
Our business and affairs are managed under the direction of the Board of Directors (the Board). The Board currently consists of eleven (11) Directors, ten (10) of whom are independent. Each Director serves a one-year term.
Denise Clark previously notified the Board that, for personal reasons, she will not stand for reelection at the Annual Meeting. Each Director, other than Ms. Clark, has been nominated for reelection. Effective as of the Annual Meeting, the size of the Board will be reduced to ten (10) Directors.
Information about our current Directors and the Committees on which they serve is set forth below.
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Name | | Director Since | | Audit | | Compensation | | Nominating and Governance |
Lynn S. Blake Independent | | Sept 2023 | | ü | | — | | ü |
Gloria R. Boyland Independent | | Jan 2021 | | — | | ü | | — |
Denise M. Clark Independent | | Feb 2013 | | — | | — | | CHAIR |
J. Alexander (Sandy) Miller Douglas Chief Executive Officer | | Aug 2021 | | — | | — | | — |
Daphne J. Dufresne Independent | | Oct 2016 | | — | | CHAIR | | — |
Michael S. Funk Independent | | Feb 1996 | | — | | — | | — |
James M. Loree Independent | | Sept 2023 | | ü | | — | | — |
Shamim Mohammad Independent | | Feb 2022 | | ü | | ü | | — |
James L. Muehlbauer Independent | | Apr 2019 | | CHAIR | | — | | — |
James C. Pappas Independent | | Sept 2023 | | — | | ü | | ü |
Jack Stahl Independent Chair | | Jun 2019 | | — | | — | | ü |
Year in Review
Our Strategic Priorities
UNFI is a leading distributor of grocery and non-food products and support services provider to retailers in the United States and Canada. We believe we are uniquely positioned to provide the broadest array of products and services to customers throughout North America. We are continually striving to better serve our stakeholders, including our customers, suppliers, associates and communities and to drive profitable growth and sustainable stockholder value creation. In fiscal 2025, we are focusing on a new strategy that is centered on adding value to our customers and suppliers through our expansive assortment of products, services, programs and insights that help them grow and compete. Our strategy capitalizes on our strengths, including our heritage in natural and organic products, as well as our growing, value-added digital and professional services portfolio. Simultaneously, we are working to improve free cash flow generation and reduce net leverage by optimizing controllable variables including:
◦ Intensified Network Optimization: Streamlining our distribution center footprint to create a more efficient supply chain with a lower level of fixed capital invested.
◦ Reduced Capital Intensity: Prioritizing capital investment needs and reducing the overall level of future spending while continuing to emphasize maintenance and targeted network enablement and technology enhancements. We also plan to lower overall working capital levels while driving higher customer satisfaction.
◦ Optimized Cost Structure: Reducing ongoing operating expenses and better aligning corporate resources to reflect our updated strategy and customer and supplier-facing work.
Better For All
In fiscal 2024, we continued to advance our Better for All agenda, which includes long-term goals meant to make the world, our communities and our people more sustainable and resilient. Several accomplishments from fiscal 2024 include:
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• Further enhanced our Better for All disclosure and released our fiscal 2023 Better for All report in December 2023 • Completed key initiatives in support of our science-based climate targets, including beginning work on a new roof-mounted solar array installation at our Riverside, California distribution center, our largest to date • Oversaw modifications to our policies and strategies addressing environmental, social and governmental concerns (ESG), including sustainability, corporate responsibility, corporate philanthropy and political contributions, overseen by the Nominating and Governance Committee of the Board, supported by our ESG Executive Committee • For the third year in a row, received a score of 100 on the Disability Equality Index • The UNFI Foundation, a 501(c)(3) organization, began implementing its five-year plan and awarded over $1.5 million in grants • Disclosed our EEO-1 report • Significantly grew associate volunteerism |
Board Refreshment and Executive Leadership Team Updates
In fiscal 2024, our Board continued its commitment to a robust evaluation process and refreshment, while Management continued to review and update our executive leadership team to increase operating efficiency, resulting in the following changes:
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• Appointed three new independent Directors to the Board with deep industry experience and skills tied to our strategic focus • Lowered our average Director tenure with the retirement of three longstanding members of the Board • Significantly reconstituted our standing Committees, providing fresh perspectives to the Committees’ oversight, including a top to bottom review of our executive compensation program • Combined the role of President and Chief Financial Officer as part of our work to streamline our organization; hired Matteo Tarditi in that role • Hired a new President and Chief Executive Officer, Retail |
Governance Highlights
In fiscal 2024, we continued our commitment to strong governance practices:
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• Continued our stockholder outreach program for fiscal 2024 reaching out to stockholders representing over 75% of our outstanding common stock • Expanded our Related Party Transactions policy to more clearly set forth the process for identifying and seeking approval of proposed related party transactions • Revised our Charitable Donations & Business Sponsorship policy to further strategic alignment with UNFI’s mission and values • Adopted a NYSE-mandated clawback policy and retained our broader recoupment policy |
Board Refreshment
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Assess | è | Identify | è | Evaluate and Recommend |
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• Review desired skills against our current strategy and Board composition • Consider our Director eligibility guidelines, including independence and diversity considerations • Create a Director candidate profile | | • Third-party recruiter identifies potential candidates • Any Director slate must include diverse candidates • Stockholders have ability to present candidates to our Board for consideration | | • Nominating and Governance Committee reviews skills, qualifications, diversity, independence and potential conflicts • Full Board is offered opportunity to meet with candidates • Nominating and Governance Committee recommends selected candidates to full Board |
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Results ê Five new independent Directors appointed since 2021 |
We are committed to actively refreshing our Board and Committees to maintain a range of tenures on the Board, which we believe promotes strong Board governance. We also proactively manage potential vacancies due to retirement. The Board engages a top tier third-party recruiter to identify and recommend a diverse pool of candidates that will complement the existing skill set and qualifications of our current Board, our strategic vision and our corporate values.
In September 2023, the Company entered into a cooperation agreement with JCP Investment Management, LLC and certain of its affiliates that added three new independent Directors to the Board. These new Directors have experience in investment management, business strategy, finance, digital innovation and technological transformation. In addition, three longstanding Directors retired from the Board in December 2023. Ms. Clark previously notified the Board that she would not be standing for reelection at the Annual Meeting, and at that time, our Board size will be reduced to ten members.
2024 Stockholder Outreach
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Reached out to holders of over 75% of our outstanding stock | | Seventh consecutive year of robust engagement | | Formal Engagement Policy |
We reached out to holders representing over 75%, and met with holders representing approximately 36%, of our outstanding common stock this year. In these meetings, we discussed significant Company updates, such as our Board- and management-led financial review; our corporate governance, including Board refreshment and Board oversight; our commitments to human capital management and diversity, equity and inclusion; our environmental and social programs and initiatives, including our third-party validated climate targets and progress on these goals; and our executive compensation program and equity plan. Investors were complimentary of our demonstrated responsiveness to stockholder feedback overall. We also generally sought investor feedback about our compensation program, our equity plan and how we can further enhance our good governance practices. Overall, the feedback we received was positive, and Management provided a summary of comments received to the Board for discussion.
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Responsive Actions to Feedback |
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Revised several components of Executive Compensation Program | | Enhanced disclosure | | Strengthened governance policies |
See “Corporate Governance—Stockholder Engagement” and “Executive Compensation—Compensation Discussion and Analysis—Say-on-Pay Vote, Investor Engagement and Responsive Action” for more discussion of actions we have taken in response to our conversations with stockholders.
Governance Highlights
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ü | Nine of ten Director nominees are independent; Mixed tenure with three Directors added in September 2023 | ü | Independent, non-executive Board Chair |
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ü | Active stockholder engagement - continue to receive positive feedback on our executive compensation program | ü | Nominating and Governance Committee oversight of environmental, social and governance concerns |
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ü | Robust Board refreshment process - five new Directors since 2021 | ü | Strong risk oversight at Board and Committee level, including regular review of Enterprise Risk Management (ERM) and cybersecurity program |
ü | Strong Executive Compensation Policies: • Fully independent Compensation Committee • Significant performance-based compensation, with long-term incentive compensation capped and aligned with predetermined financial metrics • Annual Say-on-Pay vote, with strong responsiveness to stockholder feedback reflected by high Say-on-Pay support • No excessive perquisites • No gross-ups of severance or change in control payments • Robust stock ownership guidelines • Broad recoupment policy in addition to NYSE-mandated executive clawback policy |
How to Vote: | | | | | | | | | | | |
Phone | Internet before meeting | Mail | During the meeting |
1-800-690-6903 | www.proxyvote.com | Vote Processing c/o Broadridge 51 Mercedes Way Edgewood, NY 11717 | www.virtualshareholdermeeting.com/unfi2024AM |
How to attend and ask questions at the meeting:
• Attend the Annual Meeting online, including to vote and/or submit questions at www.virtualshareholdermeeting.com/unfi2024AM
• The Annual Meeting will begin at approximately 4:00 p.m. EST (log-in at 3:45 p.m.) on Tuesday, December 17, 2024
• You may submit questions for the meeting in advance at www.proxyvote.com
• You may submit live questions during the meeting at www.virtualshareholdermeeting.com/unfi2024AM
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For more information about voting and attending the meeting, see “Information About the Meeting,” beginning on page 76. |
Corporate Governance
Governance Highlights
We are committed to best practices in corporate governance. Some of our key corporate governance programs are summarized below, with further information provided throughout this proxy statement.
Independent Oversight
• Independent Chair of the Board and annual review of optimal leadership structure with term guidelines for Board leadership
• Nine of our ten Director nominees are independent
• Regular executive sessions of independent Directors at Board and Committee meetings
• 100% independent Board Committees, with strong Committee mandates and term guidelines for Chairs
• Comprehensive Board oversight of strategy development and execution
• Active Board oversight of the Company’s compliance and risk management, including regular review of ERM
• Board and Committees may hire outside advisors independent of Management
• Board oversight of environmental, social and governance concerns, including sustainability, corporate responsibility, corporate philanthropy and political contributions policies, through the Nominating and Governance Committee
• Board oversight of human capital management through the Compensation Committee
Board Composition and Qualifications
• Regular Board refreshment and mixed tenure
• Diverse backgrounds, ages, experiences and qualifications, with a view to making changes as needed to continue to add value and meet our evolving strategic needs
• Diverse gender, race and ethnicity, with further commitment to Board diversity demonstrated through diverse slate requirement
• Annual Board and Committee self-evaluations, conducted by a third-party every two or three years
• Mandatory Director retirement age of 75
• Orientation program for new Directors and ongoing director education programs for all Directors
• Limitations on serving on other public company boards; no more than three additional public company boards or one additional public company board for the CEO and other executive officers
• Directors and executive officers must notify the Chair of the Nominating and Governance Committee and the CEO of potential appointments in advance for review by the Nominating and Governance Committee
Good Governance Practices
• Our annual, comprehensive review of governance policies led to the following updates in 2024:
◦ Expanded our Related Party Transactions policy to more clearly set forth the process for identifying and seeking approval of proposed related party transactions
◦ Revised our Charitable Donations & Business Sponsorship policy to further strategic alignment with UNFI’s mission and values
◦ Adopted a NYSE-mandated clawback policy and retained our broader recoupment policy
• Environmental, social and governance concerns overseen by the Nominating and Governance Committee, supported by our ESG Executive Committee:
• Human capital management
◦ Compensation Committee oversight of human capital management matters with a focus on associate well-being across a variety of measures
◦ Offer associates several benefit programs, including:
▪ Comprehensive health and welfare benefit programs
▪ No-cost wellness program
▪ Paid time off, including parental paid leave
▪ Employee assistance program
▪ 401(k) plan
▪ Employee education assistance program
◦ Include human capital management and diversity, equity and inclusion as key elements of our people first strategy
◦ Continued focus on associate engagement, empowerment and safety to allow for innovation and best-in-class solutions for our customers and suppliers
• Prohibition on hedging or pledging of Company stock by Directors and executive officers included in stock ownership guidelines and Insider Trading Policy (as defined below)
• Strong policies restricting trading by insiders, including discussion-based preclearance process
• Ongoing Board oversight of robust data and cybersecurity programs, including ERM and risks relating to cybersecurity, data privacy and information technology through Audit Committee oversight
Stockholder Rights
• Annual election of all Directors
• Majority vote and Director resignation policy for Directors in uncontested elections
• Proxy access right for stockholders provided in our Fifth Amended and Restated Bylaws (the Bylaws) (stockholders or group of up to 20 stockholders who have owned at least 3% of our outstanding common stock continuously for at least 3 years may submit Director nominees for inclusion in our proxy materials (up to the greater of two Directors or 20% of the Board)), subject to applicable and procedural requirements
• Stockholder right to call special meeting by stockholders owning at least 25% of our outstanding common stock
• One class of shares, with each share entitled to one vote
• No poison pill
We maintain a corporate governance section on our corporate UNFI website that includes key information about our corporate governance policies and our Code of Conduct. The corporate governance information can be found at www.unfi.com, by clicking on “Investors” at the top of our website, then “Governance.” Copies of our Corporate Governance Principles, our Code of Conduct, our Social and Environmental Policy and the charters for each of the Board’s Committees can be found on our website. During fiscal 2024, we reviewed our Corporate Governance Principles and each of our Committee charters in connection with our ongoing comprehensive review of our governance practices and updated our Compensation Committee charter. Information contained on our website is not incorporated by reference in this proxy statement or considered to be part of this document, and our internet address is included in this document as an inactive textual reference only.
Director Independence
Our Corporate Governance Principles require a majority of the members of the Board to be independent Directors as such term is defined in the New York Stock Exchange (NYSE) listing standards. For a Director to be considered independent, the Board must affirmatively determine, after the consideration of all relevant facts and circumstances, that the Director has no material relationship with the Company that, in the opinion of the Board, would interfere with the exercise of independent judgment by such individual in carrying out the responsibilities of a Director. During fiscal 2024, the Company sold goods and services in the ordinary course to a private company for which Mr. Funk serves on the board of directors. The Nominating and Governance Committee reviewed this relationship and determined it was not material and fell within the Company’s standards for independence.
The Board, upon the recommendation of the Nominating and Governance Committee, has determined that the following 10 of our 11 current Directors are independent: Lynn S. Blake, Gloria R. Boyland, Denise M. Clark, Daphne J. Dufresne, Michael S. Funk, James M. Loree, Shamim Mohammad, James L. Muehlbauer, James C. Pappas and Jack Stahl. Sandy Douglas is not independent because he is our CEO. Additionally, the Board previously determined that Eric Artz, Ann Torre Bates and Peter Roy, each of whom retired from the Board effective December 19, 2023, were independent during the time they served on the Board.
Our Corporate Governance Principles and the charter for each of the Board’s standing Committees—the Audit Committee, the Compensation Committee and the Nominating and Governance Committee—require all members of such Committees to be independent within the meaning of the NYSE listing standards and SEC rules. The charter of the Audit Committee requires each of its members to meet the definition of independence under Section 10A of the Securities Exchange Act of 1934, as amended (the Exchange Act), and SEC rules thereunder. The charter of the Compensation Committee requires each of its members to be a non-employee director within the meaning of Rule 16b-3 under the Exchange Act.
Independent Chair
The Independent Chair is elected annually by the independent Directors of the Board. In September 2024, the independent Directors appointed Mr. Stahl to serve as the Board’s Independent Chair for a fourth term. In accordance with our Corporate Governance Principles, the Board must elect an Independent Chair annually and will consider rotation of the Independent Chair every three to five years based on the best interests of the Company at that time. The Independent Chair is responsible for coordinating the activities of the other Directors and for performing such other duties and responsibilities as the Board may determine from time to time, which are set forth in our Corporate Governance Principles, and include but are not limited to:
• Providing leadership of the Board;
• Serving as principal liaison between the Directors and senior Management, particularly the CEO;
• Providing input to the Nominating and Governance Committee and the Board on Committee membership;
• Advising and assisting the Committee Chairs in fulfilling their leadership roles and responsibilities;
• Suggesting an appropriate schedule of Board meetings;
• Selecting Board meeting agenda topics and incorporating Board and CEO input on the agendas;
• Leading the annual CEO performance evaluation conducted by the independent Directors, providing any feedback to the Nominating and Governance Committee Chair and overseeing responsive actions to address the outcomes of such evaluations;
• Overseeing the CEO succession process in coordination with the Nominating and Governance Committee;
• Determining the retention of advisors and consultants who report directly to the Board;
• Chairing regular and special Board meetings and stockholder meetings; and
• Presiding over executive sessions at Board meetings.
A description of the duties of the Independent Chair is included in the Corporate Governance Principles, a copy of which can be found in the “Governance” section of our website at www.unfi.com. Information contained on our website is not incorporated by reference in this proxy statement or considered to be part of this document, and our internet address is included in this document as an inactive textual reference only.
Board Leadership Structure
Our Board is led by an Independent Chair, Mr. Stahl. The Board has determined that separate positions of CEO and Chair, with separate and delineated accountabilities, is currently the most appropriate leadership structure for the Company. The Board believes that this leadership structure results in strong engagement of the Board as a whole and provides robust, independent oversight of our management and affairs, resulting in good governance. We have received feedback from our stockholders that the separation of the Chair and CEO roles continues to be preferable.
Our Corporate Governance Principles do not require the Chair of the Board to be independent and do not specify whether the positions of Chair of the Board and the CEO must be separated. The Board will regularly consider the appropriate leadership structure for the Company at any given time and has determined that the Company and its stockholders are best served by the Board retaining discretion to determine whether the same individual should serve as both CEO and Chair, or whether the roles should be separated. The Board believes that it is important to retain the flexibility to make this determination at any point in time based on what it believes will provide the best leadership structure for the Company, in light of the prevailing facts and circumstances at such time.
Limitation on Service on Other Boards
Our Corporate Governance Principles permit our independent Directors to serve on a maximum of four (4) public company boards and the CEO and other executive officers to serve on a maximum of two (2) public company boards, in each case, including that of the Company. The Nominating and Governance Committee is tasked with reviewing the service of Directors and any executive officers on public company boards annually (or more frequently as needed, as new potential appointments are proposed) to assure that Directors and executive officers have sufficient time to devote to the Company.
Risk Oversight
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Full Board |
The Board has overall responsibility for risk oversight. The Board exercises its oversight responsibilities with respect to strategic, operational and competitive risks, as well as risks related to the succession planning of our CEO and other members of senior Management. The Board has delegated responsibility for the oversight of certain risks to its Committees. All Committees report to the full Board as appropriate, including when a matter rises to the level of a material or enterprise-level risk. Certain risks are overseen by the full Board directly, such as strategic, cyber, other operational and macro-environment risks. |
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Audit Committee | | Compensation Committee | | Nominating & Governance Committee |
• Outside of annual full Board review, receives Management’s ERM report and discusses with Management, the Company’s internal audit department and our independent auditor the significant financial risk exposures and the steps Management has taken to monitor, control and report such exposures • Discusses policies regarding risk assessment and risk management • Receives quarterly cybersecurity updates (full Board receives an annual direct update) | | • Responsible for developing and maintaining compensation policies and programs that are aligned with pay for performance, stockholder interests and the other elements of the Committee’s executive compensation philosophy • Tasked with mitigating any unnecessary and excessive risks in our compensation plans and programs that could threaten our long-term value • Oversees human capital management matters, including talent development and executive succession planning | | • Oversees our compliance programs, including those under our Chief Compliance Officer, who reports to our General Counsel, and our ESG programs • Responsible for reviewing and approving related party transactions under our Related Party Transaction Policy • Provides general oversight of general risk and compliance areas not falling under the Audit Committee or Compensation Committee |
Committees may address other risks on an ad hoc basis, as appropriate. We believe the division of risk management responsibilities described above is an effective approach for addressing the risks facing our Company, allowing the consideration of key risks to be allocated across Committees so that sufficient time, attention and expertise are directed to the respective risks the Company faces.
Anti-Hedging and Insider Trading Policies
Our stock ownership guidelines and our Policy Regarding Trading in Company Securities (Insider Trading Policy) include prohibitions against speculative trading activities in relation to Company securities. Senior employees (including executive officers) and Directors are strictly prohibited from entering into any transaction that would operate as a hedge against their stock ownership position or that would hedge against the financial effect of their building up stock ownership to reach the requirements set forth in our stock ownership guidelines. Under our Insider Trading Policy, Directors, certain employees (including executive officers) and other individuals with access to material non-public information about the Company are prohibited from engaging in transactions in Company securities during blackout periods (other than in accordance with a pre-approved Rule 10b5-1 trading plan), and such persons are required to preclear through discussion any transactions in Company securities with a member of our legal department who is trained in these conversations. Certain insiders who have been identified as regularly having access to material nonpublic information are restricted to trading during quarterly open window periods and may trade only after preclearance. Under our policy governing 10b5-1 trading plans, we permit all Directors and employees, including executive officers, to enter into 10b5-1 plans during an open window period when they are not in possession of material nonpublic information.
Committees of the Board of Directors
The Board currently has three standing committees: the Compensation Committee, the Audit Committee and the Nominating and Governance Committee. Upon recommendation of the Nominating and Governance Committee, the full Board appoints the members and the Chair of each Committee.
Compensation Committee
The Compensation Committee establishes or approves all policies and procedures related to our human resources function with respect to our executive officers, including employee compensation, incentive programs and the 401(k) Plan, and administers our stock incentive plans. Additionally, this Committee evaluates and establishes the respective compensation of our executive officers on an individual basis and recommends compensation of our CEO for approval by the Board. The Compensation Committee also reviews the compensation of certain other members of senior Management and recommends to the Board the compensation for our non-employee Directors. For a description of the role of the Compensation Committee, its consultants and Management in setting executive compensation, see “Executive Compensation—Compensation Discussion and Analysis—How We Make Decisions Regarding Executive Pay.” The Compensation Committee also approves our compensation discussion and analysis included in our annual proxy statement. The Compensation Committee oversees our leadership development and management succession planning (although the Nominating and Governance Committee oversees the CEO succession planning process), as well as our diversity initiatives. Additionally, the Compensation Committee oversees human capital management matters, including reviewing and overseeing key diversity, equity and inclusion initiatives and Human Resources policies and practices.
The agenda for meetings of the Compensation Committee is determined by its Chair with the assistance of our CEO, President and Chief Financial Officer (CFO), Chief Human Resources Officer (CHRO) and General Counsel and Corporate Secretary. Compensation Committee meetings are regularly attended by the CEO, CFO, CHRO and General Counsel and Corporate Secretary. At certain meetings during fiscal 2024, including each of its regular meetings, the Compensation Committee met in executive session. The Compensation Committee Chair reports the Committee’s recommendations on CEO executive compensation to the Board, which sets the CEO’s compensation, and reports its determinations on other executive compensation to the Board. Independent advisors and our finance, human resources, benefits and legal departments support the Compensation Committee in its duties and may be delegated authority to fulfill certain administrative duties regarding the compensation programs. The Compensation Committee has authority under its charter to retain, approve fees for (and, as may be necessary or advisable, change or terminate) a compensation consultant, legal counsel or other advisor as it deems necessary to assist in the fulfillment of its responsibilities. The Compensation Committee annually evaluates the independence of its consultants, assesses their performance and establishes annual scope of work and fees for the consultants pursuant to a pre-approval policy. The Compensation Committee has engaged Frederic W. Cook & Co. (FW Cook) as its compensation consultant.
The Compensation Committee’s charter is available on our website, www.unfi.com. Information contained on our website is not incorporated by reference in this proxy statement or considered to be part of this document, and our internet address is included in this document as an inactive textual reference only. The charter was most recently amended in February 2024. The Compensation Committee held four meetings during fiscal 2024. The current members of the Compensation Committee are Mses. Dufresne (Chair) and Boyland and Messrs. Mohammad and Pappas, each of whom is an independent director under SEC rules and NYSE listing standards applicable to compensation committee members.
Audit Committee
The Audit Committee is responsible for monitoring the integrity of our financial reporting process and systems of disclosure controls and internal control over financial reporting; monitoring the independence and performance of our independent registered public accounting firm; and overseeing our internal audit department. Among the Audit Committee’s duties are to review the results and scope of the audit and other services provided by our independent registered public accounting firm. The Audit Committee is also responsible for overseeing the finance and accounting matters regarding related party transactions under our Related Party Transaction Policy, certain compliance matters under our Code of Conduct and discussing risks related to cybersecurity, data privacy and information technology.
The Audit Committee’s charter is available on our website, www.unfi.com. Information contained on our website is not incorporated by reference in this proxy statement or considered to be part of this document, and our internet address is included in this document as an inactive textual reference only. The charter was most recently amended in March 2023. The Audit Committee held four meetings during fiscal 2024. The current members of the Audit Committee are Mr. Muehlbauer (Chair), Ms. Blake and Messrs. Loree and Mohammad, each of whom is an independent Director under SEC rules and the NYSE listing standards applicable to audit committee members. The Board has determined that all members of the Audit Committee are audit committee financial experts, as defined by the rules and regulations of the SEC.
Nominating and Governance Committee
The Nominating and Governance Committee is responsible for developing, reviewing and recommending to the Board for adoption our Corporate Governance Principles; identifying and nominating candidates for election to the Board; assessing and making recommendations to the Board regarding the size and composition of the Board; making recommendations to the Board regarding the size, composition, scope of authority, responsibilities and reporting obligations of each of the Board’s Committees; assisting the Board in facilitating performance reviews of the Board and its Committees and members; oversight
of our environmental, social and governance concerns; overseeing our CEO succession planning process; and other duties and responsibilities. The Nominating and Governance Committee is also responsible for reviewing and approving related party transactions under our Related Party Transaction Policy and oversees certain compliance matters under our Code of Conduct that are not related to finance or accounting (which are overseen by the Audit Committee), and provides oversight of general risk and compliance areas not falling under the Audit Committee or Compensation Committee. Additionally, the Nominating and Governance Committee oversees our political contributions, policies and commitments. Our Political Activities and Government Relations Policy, together with our Code of Conduct, provide for oversight of political contributions, including that any corporate contributions must be reviewed and approved in advance in writing by our Chief Corporate Affairs Officer and our General Counsel, be in compliance with applicable law and be properly disclosed.
For information regarding the director nomination process undertaken by the Nominating and Governance Committee, please refer to “Proposal 1—Election of Directors—Nomination of Directors.”
The Nominating and Governance Committee’s charter is available on our website, www.unfi.com. Information contained on our website is not incorporated by reference in this proxy statement or considered to be part of this document, and our internet address is included in this document as an inactive textual reference only. The charter was most recently amended in March 2023. The Nominating and Governance Committee held five meetings during fiscal 2024. The current members of the Nominating and Governance Committee are Mses. Clark (Chair) and Blake and Messrs. Pappas and Stahl, each of whom is an independent director under SEC rules and NYSE listing standards.
Board Meetings
During fiscal 2024, the Board met seven times and following each of the Board’s regularly scheduled quarterly meetings, the non-employee Directors met in executive session without the presence of Management. All Directors attended at least 75% of the aggregate number of meetings of the Board and of the Committees on which they served. We encourage each member of the Board to attend our annual meeting of stockholders. All of our current Directors attended our last annual meeting.
Stockholder Engagement
Stockholder engagement is an important and regular part of the Company’s strategy so that the Board and Management are aware of and respond to stockholder input on a broad spectrum of business and governance matters. Members of Management, including our General Counsel and Corporate Secretary, CHRO, Chief Corporate Affairs Officer, head of Investor Relations and head of our Sustainability and Impact team, as primary participants, have engaged in discussions with stockholders as part of our efforts to gain an understanding of stockholder views. This year, our CEO once again joined for a portion of several calls to discuss strategy topics. Directors are generally available to participate in our engagement meetings upon request from stockholders, and this year Mr. Stahl, our Independent Chair, joined two investor calls. For the seventh consecutive year, we reached out to a significant percentage of our stockholders (more than 75% in fiscal 2024), and we met with holders representing approximately 36% of our outstanding common stock. This feedback over the past seven years has proven to be very helpful to the Company in understanding our investors’ perspectives on various business and governance matters, and we intend to maintain ongoing discussions with a large number of investors each year. Additionally, members of our Sustainability and Impact team engaged in environmental and social-focused meetings with certain investors, upon request.
Topics of discussion included significant Company updates, such as our Board- and management-led financial review; our corporate governance, including Board refreshment and Board oversight; our commitments to human capital management and diversity, equity and inclusion; our environmental and social programs and initiatives, including our third-party validated climate targets and progress on these goals; and our executive compensation program and equity plan. Investors remained complimentary of the prior changes we made to our executive compensation program in response to stockholder feedback and our demonstrated responsiveness to stockholder feedback overall.
After our engagement discussions, Management provided the feedback received from our stockholders to the Board. Over the past several years, we have taken the following governance actions directly responsive to our stockholder conversations:
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WHAT WE HEARD | | WHAT WE DID |
Slim down skills matrix | → | We removed several skills from our skills matrix that we consider baseline skills for all Directors |
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Disclose EEO-1 Report | → | In addition to the diversity disclosures in our Better for All report, we disclosed our EEO-1 report in 2024 |
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Enhance responsible procurement programs | → | In fiscal 2023, we adopted a Deforestation Policy, issued an Animal Rights position statement and enhanced our Supplier and Vendor Code of Conduct |
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Include reputational harm as a recoupment trigger | → | We enhanced our recoupment policy to include misconduct and reputational harm and provide for forfeiture of incentive compensation in certain cases of misconduct resulting in financial harm and to require disclosure in certain circumstances |
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Disclose metrics of Board composition and individual diversity | → | We included Board composition metrics in our proxy statement disclosure and individual diversity metrics in our Director skills matrix |
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Separate role of CEO and Chair | → | We separated the role of CEO and Chair of the Board and appointed an Independent Chair |
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Enhance human capital management disclosure | → | Added disclosure in our proxy statement about programs offered to employees for recruiting, engagement and career development |
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Expand environmental and social impact disclosure | → | Expanded our environmental and social disclosure in our proxy statement and through our Better for All report |
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Continue Board evaluation and refreshment | → | Continuously evaluate our Board and refreshment efforts (added five new independent Directors since 2021) |
See “Executive Compensation—Compensation Discussion and Analysis—Say-on-Pay Vote, Investor Engagement and Responsive Action” for a discussion of actions we took in response to conversations regarding executive compensation.
Board Evaluation and Refreshment
Our Board regularly evaluates its performance and composition, assessing individual Director’s skills, qualifications and experience to align the overall Board composition to best meet the needs of the Company’s long-term business strategy. Each year, the Board undertakes a thorough Board and Committee evaluation process, using a comprehensive set of questionnaires requesting quantitative and qualitative input from our Directors. The Board uses a skills matrix to assess the contributions, background and experience of each Director with those sought-after skills. The Nominating and Governance Committee also considers any additional skills, qualifications and experience that may be needed to meet the evolving strategic needs of the Company. The Board engaged a third party to conduct the Board and Committee assessment in fiscal 2022, working with the Chair of the Nominating and Governance Committee. Given the recent significant Board refreshment, the Board determined not to use a third party to assess the Board and Committees this year to allow time for new Directors to become familiar with our annual Board and Committee practices. The Nominating and Governance Committee is committed to considering a facilitated, third-party assessment every two to three years.
The Nominating and Governance Committee considers prospective candidates and identifies appropriate individuals for the Board’s further consideration. The Nominating and Governance Committee also assesses the proper mix of skills and expertise for Directors serving on the Board’s Committees. The Board is highly skilled and qualified and committed to the Company’s success, as indicated by the high attendance rate and robust discussion and debate that occurs during each Board and Committee meeting.
Board Tenure
We aim to maintain a range of tenures on the Board, which we believe promotes strong Board governance. In fiscal 2024, we appointed three new Directors, and three of our longer-tenured Directors did not stand for reelection. One of our current Directors is not standing for reelection at the Annual Meeting, and our Board size will be reduced to ten Directors, further lowering our average Director tenure. The Board’s tenure and number of independent Directors following the Annual Meeting will be as follows:
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Average Director Tenure Will Be 6 Years |
Board Diversity
Our Board is diverse and has a broad range of experience. The Nominating and Governance Committee charter provides for the consideration of diversity, including gender, race, ethnicity, sexual orientation and veteran status, when considering candidates. As provided below, our Director skills matrix includes individual diversity metrics in response to a request by our stockholders. Our Corporate Governance Principles require the initial pool of Director candidates to be considered for any Director search to include qualified diverse candidates to further support our commitment to a diverse and qualified Board, and the Nominating and Governance Committee annually assesses its Director selection processes. The Board’s diversity following the Annual Meeting will be:
Cooperation Agreement
In September 2023, we entered into a cooperation agreement (the Cooperation Agreement) with JCP Investment Management, LLC and certain of its affiliates (collectively, JCP). In accordance with the Cooperation Agreement, effective as of September 28, 2023, the Board appointed Lynn S. Blake, James M. Loree and James C. Pappas to the Board. Mr. Pappas was recommended for nomination to the Board by JCP, and Ms. Blake and Mr. Loree were recommended by a third-party search firm. Each is a nominee for reelection as a Director at the Annual Meeting. Pursuant to the Cooperation Agreement, the Board appointed Mr. Pappas to each of the Nominating and Governance Committee and Compensation Committee in November 2023.
The Cooperation Agreement provides for certain Director replacement rights, pursuant to which the Company and JCP have agreed to cooperate in good faith to select a mutually acceptable replacement Director if Mr. Pappas is unable or unwilling to serve, resigns, is removed or ceases to serve as a Director for any reason. JCP has agreed to certain customary standstill restrictions and voting commitments and other covenants for the duration of the Cooperation Agreement. The Cooperation Agreement also contains customary mutual non-disparagement provisions. Pursuant to the terms of the Cooperation Agreement, the Company extended the Cooperation Period (as defined in the Cooperation Agreement) until the earlier of (a) 30 days prior to the notice deadline in the Bylaws for the nomination of non-proxy access Director candidates for election to the Board at the annual meeting held in fiscal 2026 (the 2026 Annual Meeting) and (b) 150 days prior to the first anniversary of the Annual Meeting by irrevocably offering to re-nominate Mr. Pappas at the Annual Meeting.
The foregoing description of the Cooperation Agreement does not purport to be complete and is qualified in its entirety by reference to the Cooperation Agreement, a copy of which is filed as Exhibit 10.1 to the Company’s Current Report on Form 8-K filed with the SEC on September 26, 2023.
Summary of Board Skills, Experiences and Qualifications
The chart below identifies the balance of skills and qualifications each Director nominee brings to the Board. The fact that a particular skill or qualification is not designated does not mean the Director does not possess any experience or knowledge in that particular area. Rather, the skills and qualifications noted below are considered by the Nominating & Governance Committee as part of the Board refreshment process. The Nominating & Governance Committee believes the combination of the skills and qualifications shown below demonstrates how our Board is well positioned to provide strategic advice and effective oversight to our management.
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Skills, Experiences and Qualifications | Director |
| Blake | Boyland | Douglas | Dufresne | Funk | Loree | Mohammad | Muehlbauer | Pappas | Stahl |
Service as an executive officer for another public company | ü | | ü | | | ü | ü | ü | ü | ü |
Experience in the Company’s industry or consumer products/retail | | | ü | ü | ü | ü | | ü | ü | ü |
Experience with stockholder engagement | ü | | ü | ü | ü | ü | | ü | ü | ü |
Information technology and cybersecurity experience | | ü | | | | ü | ü | ü | ü | |
Experience in leadership development | ü | | ü | ü | ü | ü | ü | ü | ü | ü |
Experience with mergers and acquisitions | | ü | ü | ü | ü | ü | ü | ü | ü | ü |
eCommerce experience | | | ü | | | ü | ü | | | |
Supply chain management experience | | ü | ü | | ü | ü | ü | ü | ü | ü |
Senior operations management/CEO | ü | | ü | | ü | ü | | | ü | ü |
Operating financial expertise (CFO) | | | | | | ü | | ü | ü | ü |
Large-scale transformation/innovation experience | ü | ü | ü | ü | ü | ü | ü | ü | ü | ü |
Diversity | Female | Female
Racially Diverse | | Female
Racially Diverse | | | Ethnically Diverse | | | |
Environmental, Social and Governance Practices
Creating a Better Future for Communities
As North America’s premier grocery wholesaler, we are creating a better future for our communities by improving access to quality food, empowering our associates to give back and protecting the planet we share. We use our scale to drive progress across the food industry, while focusing on sustainability initiatives that drive efficiency, cost savings and create sustainable value for our stakeholders. Now in the fourth year since unveiling our Better for All impact strategy, we continue to evaluate the impacts we have along our value chain, focusing on proactively engaging with the people making and moving the products we distribute.
We seek to lead by example on social and environmental issues of critical importance to society and strive to be a force for positive change in the food system. This commitment is described in our Social and Environmental Policy, which was updated in September 2020 and is available on our website, www.unfi.com. Information contained on our website is not incorporated by reference in this proxy statement or considered to be part of this document, and our internet address is included in this document as an inactive textual reference only. Our Nominating and Governance Committee has direct oversight of our policies and strategies addressing social and environmental matters, including sustainability, corporate social responsibility and political contributions, and is responsible for reporting to the Board on such matters at least annually. The ESG Executive Committee, an executive steering committee formed in 2020 to oversee implementation of our Better for All initiatives, provides executive sponsorship for our Better for All strategy and goals.
In December 2023, we published our 13th annual Better for All report, which offers a summary of our social, environmental and governance impacts during the fiscal year. The report demonstrates our enhanced focus on our six most pressing impact areas: safety, well-being, waste, climate, sourcing and community. The report may be found on our website by clicking on “Investors” at the top and then clicking on the “ESG” tab. The report highlights progress toward goals including waste reduction, supplier diversity, food donations, and food safety and references Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB) and Task Force on Climate Related Financial Disclosures (TCFD) frameworks. The GRI, SASB and TCFD tables are also available on our website. The Better for All report is not incorporated by reference into this proxy statement.
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We continue to make a focused effort to holistically integrate our Better for All strategy throughout the organization, as well as proactively engage our stakeholders, from our associates to our supply chain partners, on issues from climate to community development to associate well-being. |
We are on a mission to make the world a better place, not just for one, but for all. Our key highlights and achievements toward attaining our ambitious long-term goals include the following:
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Governance |
• Continued to provide regular updates to the Nominating and Governance Committee on environmental, social and governance strategy and initiatives. • Enhanced cross-functional collaboration around the Better for All strategy by adjusting our quarterly meeting structure, adding leadership to increase accountability and make our impact-related decision making more efficient. • Reviewed all existing supplier-focused Better for All policies and published a revised Supplier & Vendor Code of Conduct. |
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Upstream |
• Adopted responsible procurement policies, including a Deforestation Policy, and updated our Animal Welfare Position Statement. • Launched the UNFI Climate Action Partnership to encourage suppliers to set credible climate goals, building on UNFI’s Climate Action Hub, which offers suppliers a variety of tools and resources to innovate and scale climate solutions across the food system. • Developed a policy that guides our internal buyers through the selection and onboarding of a more diverse slate of innovative suppliers. |
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Operations |
• Began work on a new roof-mounted solar array installation at our Riverside, California distribution center, our largest to date. • For the third year in a row, received a score of 100 on the Disability Equality Index. • Our seven associate-led Belonging and Innovation Groups continued to cultivate a culture of innovation, learning and impact across the Company. |
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Downstream |
• Made significant strides toward our food waste reduction goal and deployed a Reverse Logistics Disposition Reporting system at all distribution centers to enhance inventory visibility and operational efficiency. • The UNFI Foundation, a 501(c)(3) organization, began implementing its five-year plan and awarded over $1.5 million in grants. • Significantly grew associate volunteerism. |
Human Capital Management
Creating a Better Future for Associates
Our associates are critical to supporting our values and achieving our strategic vision, and we are striving to be an employer of choice. We are focused on associate engagement, empowerment and safety to foster innovation and bring best-in-class solutions to our customers and suppliers in an ever-changing retail landscape, including new ways of work scheduling and productivity investments. Our Compensation Committee oversees human capital management matters with a focus on associate well-being across a variety of measures.
We discuss our dedication to human capital management, including disclosure of certain diversity metrics, in our 2023 Better for All report, which can be found on our website under the “Investors” tab on the “ESG” webpage. The Better for All report and its disclosures are not incorporated by reference into this proxy statement. More information regarding human capital management may be found in our recently filed Annual Report.
Diversity, Equity and Inclusion
In an effort to recruit, inspire and retain the most talented team at all levels that maximizes speed, agility, innovation, execution and performance from the boardroom to our distribution centers, we pledge to promote equity, celebrate diversity and support inclusion for all. Our Board of Directors is diverse in gender and ethnic background, as well as having a broad range of experience, with three out of ten Director nominees identifying as female, two members identifying as African American and one member identifying as Asian American. We recognize that innovation thrives and our business benefits when there is respect for diverse backgrounds and perspectives. Additionally, for the same reasons, we aim to foster a culture of belonging, equity and empathy through open dialogues, educational opportunities and by honoring the experiences and special events that speak to our associates’ many identities.
Over the last several years, we have been actively working to promote our pledge of creating an equitable, diverse and inclusive environment for all:
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• We built a Diversity, Equity and Inclusion (DEI) team and created a DEI strategy built on a foundation of research, best practices and leadership commitment. • Our Vice President of Diversity, Inclusion, Equity and Well-being oversees our DEI efforts, inclusive procurement initiatives and well-being programs. • Our diversity and well-being council and seven associate-led Belonging & Innovation Groups actively strive to create a workplace where all associates feel welcome and are motivated to reach their full potential. • We developed a multi-pronged approach to educate and engage associates that includes open discussions on various dimensions of diversity, a podcast, DEI and mental health awareness trainings on our associate platforms, targeted volunteerism and campaigns encouraging respect and empathy. • We implemented a policy to present a diverse candidate slate for all director and above roles. • We are a member of CEO Action for diversity and inclusion. • We reviewed and revised policies, including our tuition assistance and 401(k) benefits, through an economic equity lens (e.g., advancing tuition costs vs. a reimbursement plan). • We required anti-harassment training for all people leaders and offered training and discussion sessions designed to mitigate against unconscious bias. |
Developing Talent
Attracting and retaining talent is one of our top priorities. Our goal is to differentiate ourselves in the market by offering flexibility to associates in the way, when and how they work. To reduce turnover, we are focused on and committed to our associates, their experiences and their continued engagement. We are committed to the continued support and development of our associates and provide access to robust leadership development programming, role-based training and other career development opportunities at every stage of an associate’s tenure with us. To enhance the leadership capabilities of our people, we design and deliver optional programs to leaders across all departments to come together to learn and practice their management skills, as well as identify opportunities to lead more effectively. The Elevate program for director-level and above associates works to solidify our talent pipeline and promote the success of the organization’s future leaders. Our Learning & Development teams partner with key groups such as Sales, Operations, Transportation and Environmental Health & Safety to develop role-based training to drive greater productivity and safety. We also offer associates additional learning and career development opportunities that extend from skills-based training deployed electronically through our BetterU learning system, to mentorship programs and career development discussions and beyond.
Compensation and Benefits
Our compensation and benefits programs are designed to promote a culture of well-being and recognize our associates for their outstanding achievements and dedication to serving our customers and keeping them safe during even the most challenging of times. We are committed to offering market competitive pay programs that reward high levels of performance and behaviors that challenge convention and drive company success. Our short-term incentive programs model the Company’s financial goals and are intended to align our eligible associates’ rewards with our financial success. Long-term incentives, including restricted stock units and performance awards, are designed to attract and retain innovative leaders and align their financial interests with those of our stockholders and other stakeholders. As part of our commitment to recognize our associates’ “whole self” – health, finances and overall well-being – we offer the following benefits to eligible associates:
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• Comprehensive health and welfare benefit program providing a variety of medical, dental and vision options • Revamped employee education assistance program to provide for prepayment rather than reimbursement benefit and to no longer require that the program be related to the associate’s position at the Company • Voluntary benefits like long-term disability and optional life insurance • No-cost wellness program • Paid time off programs, including parental paid leave • Employee assistance program • Eligible associates are automatically enrolled in 401(k) plan |
Creating a Safe Environment
Safety is at the forefront of everything we do. We continue to focus on the safety of our associates, customers, communities and consumers with increased safety measures. We continue to be committed to continuous learning and improvement, and we believe in the power of learning from past experiences to enhance our safety system and performance, including through root cause incident analysis. We also continue to invest in our safety brand and pledge, Every Moment Matters, which is designed to foster a culture of caring and doing the right thing.
This past year, we focused on reducing lost time injuries (LTI), improving our root cause analysis process, implementing a comprehensive safety management software solution, completing internal and external audits and closing findings identified therein, creating more comprehensive reporting on key performance indicators and continuing to build upon our safety culture. In fiscal 2024, we were able to reduce our LTI rate by nearly 50%. We also began installation of a new video telematics solution to optimize fleet operations and improve driver safety, while continuing to reduce our preventable accident rates. Additionally, we increased our focus on how we deliver value to our customers and consumers, strengthening our food safety programs with the creation of our vision for a world class food safety management system.
Proposal 1—Election of Directors
Directors and Nominees for Director
The Board currently consists of eleven Directors, each of whose term will expire at the Annual Meeting. Ms. Clark previously informed the Board that she would not stand for reelection at the Annual Meeting. Ten Directors have been nominated for reelection. Following the Annual Meeting, the Board size will be reduced to ten.
Mses. Blake, Boyland and Dufresne and Messrs. Douglas, Funk, Loree, Mohammad, Muehlbauer, Pappas and Stahl have been nominated to stand for election as Directors at the Annual Meeting to hold office until the next annual meeting of stockholders and until their successors are duly elected and qualified. Each nominee has indicated his or her willingness to continue to serve if elected by our stockholders. If any nominee should be unable to serve, the person acting under the proxy may vote the proxy for a substitute nominee. We have no reason to believe any of the nominees will be unable to serve if elected.
We have included below information concerning the business experience and qualifications, and the age as of October 23, 2024, of each of our director nominees.
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The Board unanimously recommends that stockholders vote “FOR” each of the Director nominees. Proxies received by the Board will be voted “FOR” each of the Director nominees unless a contrary choice is specified in the proxy. |
Nominees for Election as Directors for a Term Expiring at the Next Annual Meeting
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Lynn S. Blake |
Age: 59 |
Board Member since September 2023 |
Audit Committee Member |
Nominating and Governance Committee Member |
Ms. Blake served in various positions of increasing responsibility at State Street Global Advisors (SSGA), the investment management division of State Street Corporation, a financial services company, from 1987, including most recently as Executive Vice President and Chief Investment Officer of Global Equity Beta Solutions, until she retired in 2021. She also led Corporate Governance and Asset Stewardship, ESG Research and ESG data management while at SSGA, with a particular focus during the last two years on transformation. Ms. Blake served as a member of the Sustainability Accounting Standards Board’s (SASB) investment advisory group from 2016 to 2021. She currently is a member of the board of directors of WisdomTree, Inc., a global exchange-traded product sponsor and asset manager, where she serves as chair of the audit committee and also serves on the compensation committee and the nominating and governance committee. Ms. Blake is National Association of Corporate Directors (NACD) Directorship Certified™ and has an NACD Certificate in Cyber Risk Oversight.
Skills and Qualifications: Ms. Blake has over thirty years of experience in the investment industry. Her deep financial and strategic expertise, as well as her institutional investor perspective, including her knowledge of environmental and social matters, bring valuable insight to our Board.
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Gloria R. Boyland |
Age: 64 |
Board Member since January 2021 |
Compensation Committee Member |
Ms. Boyland previously served on the Audit Committee and the Nominating and Governance Committee from 2021 to 2023. Ms. Boyland is a retired senior executive of the FedEx Corporation, where she served as Corporate Vice President, Operations and Service Support from 2016 to 2020. While at FedEx, Ms. Boyland led advanced operations technology initiatives, electro mobility, network and fleet automation, service quality and customer experience improvements and new service offerings for the company. Prior to her tenure at FedEx, Ms. Boyland held leadership positions in various functions at GE Capital Corporation (GE), including Six Sigma Quality, mergers and acquisitions and acquisition integration. She also practiced for eight years as a commercial transactions and investment attorney at GE. Ms. Boyland currently serves on the boards of directors of Vontier Corporation, an industrial manufacturing company, and Aurora Innovation, Inc., a self-driving vehicle technology company, and previously served as a member of the boards of directors of Chesapeake Energy Corporation and UMRF Ventures, Inc. She has also served as a trustee of the Memphis Brooks Museum of Art since 2020. In 2016, Ms. Boyland was appointed to the U.S. DOT Advisory Committee on Automation in Transportation. Prior to serving on its board, Ms. Boyland served as a strategic advisor to Aurora Technologies, LLC.
Skills and Qualifications: Ms. Boyland’s extensive experience leading operational transformation and customer service at global companies, coupled with her leading-edge, future-focused logistics and supply chain knowledge, make her a valuable member of our Board.
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J. Alexander Miller Douglas |
Age: 63 |
Board Member since August 2021 |
UNFI Chief Executive Officer |
Mr. Douglas has served as our Chief Executive Officer and a member of our Board since August 2021. He most recently served as the Chief Executive Officer of Staples, Inc. (Staples), an office retail company, from April 2018 to June 2021, which included leading that company’s business-to-business distribution platform. Prior to Staples, Mr. Douglas served as President of Coca-Cola North America, the flagship market of The Coca-Cola Company (Coca-Cola) and a $10 billion revenue business that includes finished goods, juice and foodservice businesses, until February 2018, overseeing all aspects of its consumer and business-to-business operations. During Mr. Douglas’s 30-year tenure at Coca-Cola, he also served as Global Chief Customer Officer and held a variety of positions across sales and marketing. Mr. Douglas began his career at The Procter & Gamble Company in sales and sales management positions. Since May 2020, Mr. Douglas has served as a member of the board of directors of Wawa Inc., a leading convenience retailer in the Eastern United States.
Skills and Qualifications: Mr. Douglas’s experience at large public companies, including his extensive experience leading consumer and business-to-business-to-consumer distribution operations and leadership development, brings valuable insight to the Board beyond the knowledge and insight he brings from being our Chief Executive Officer.
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Daphne J. Dufresne |
Age: 52 |
Board Member since October 2016 |
Chair of the Compensation Committee |
Ms. Dufresne previously served on the Nominating and Governance Committee from 2016 to 2021 and the Audit Committee from 2017 to 2018. Ms. Dufresne has been a Managing Partner of GenNx360 Capital Partners, a venture capital firm that specializes in acquisition, buyouts and turnaround of underperforming businesses, since January 2017. Ms. Dufresne was previously a Managing Director of RLJ Equity Partners, a private equity fund, from December 2005 to June 2016. Ms. Dufresne participated in building the RLJ investment team, raising capital to fund its operations and constructing a partnership with The Carlyle Group, a global private equity firm. Prior to that role, Ms. Dufresne was a Venture Partner during 2005 with Parish Capital Advisors, an investment fund for emerging and experienced institutional investors, and a Principal from 1999 to 2005 at Weston Presidio Capital, a private equity organization. She also served as Associate Director in 1997 in the Bank of Scotland’s Structured Finance Group. Ms. Dufresne previously served as a director of Condor Hospitality Trust, Inc. from June 2015 to September 2022.
Skills and Qualifications: Ms. Dufresne’s professional experience, including her role as an equity investor for over 25 years, brings valuable knowledge and insight to our Board. Ms. Dufresne is very familiar with conducting due diligence, negotiating purchase and sale agreements and leading the Board during these processes. She also possesses experience in owning and managing enterprises like our Company and is familiar with corporate finance, strategic business planning activity and general issues that are important to stockholders.
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Michael S. Funk |
Age: 70 |
Board Member since February 1996 |
Mr. Funk served as Chair of the Board from January 2003 to December 2003 and again from September 2008 to December 2016. Mr. Funk served as our President and Chief Executive Officer from October 2005 to September 2008. Mr. Funk also served as Vice Chair of the Board from February 1996 until December 2002, as our Chief Executive Officer from December 1999 until December 2002 and as our President from October 1996 until December 1999. Until January 1, 2019, Mr. Funk served as an executive advisor to the Company. From its inception in July 1976 until April 2001, Mr. Funk served as President of Mountain People’s Warehouse, Inc., now known as United Natural Foods West, Inc., one of the Company’s wholly owned subsidiaries. Mr. Funk has served on the board of Amy’s Kitchen since April 2023.
Skills and Qualifications: Mr. Funk’s extensive knowledge of our industry through his past service as our Chief Executive Officer brings to the Board valuable insight and a strong understanding of the natural and organic products distribution business. His deep institutional knowledge of our business and industry is valuable to the Board.
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James M. Loree |
Age: 66 |
Board Member since September 2023 |
Audit Committee Member |
Mr. Loree has served as Chief Executive Officer of Serta Simmons Bedding (Serta) since July 2024 and a member of the board of directors of Serta since July 2023. Prior to Serta, Mr. Loree served as President and CEO of Stanley Black & Decker, Inc. (Stanley Black & Decker), a leading industrial and consumer products company, from 2016 to 2022. Mr. Loree served as President and COO of the company from 2013 to 2016; COO from 2009 to 2013; EVP and CFO from 2002 to 2009; and VP and CFO from 1999 to 2002. Prior to joining Stanley Black & Decker, Mr. Loree held positions of increasing responsibility in financial and operating management in business, corporate, and financial services at General Electric Company from 1980 to 1999. Mr. Loree served as a director of Stanley Black & Decker from 2016 to 2022 and Harsco Corporation from 2010 to 2016. He was chair of Harsco’s audit committee from 2012 to 2016. Mr. Loree currently serves on the board of Whirlpool Corporation, where he is a member of the audit committee and finance committee.
Skills and Qualifications: Mr. Loree is a seasoned transformational leader with more than four decades of experience across two global diversified industrial and consumer products businesses. His extensive experience in finance, operations, supply chain and logistics, risk management, sustainable business practices and corporate governance, as well as broad expertise across the consumer sector, are a valuable addition to our Board.
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Shamim Mohammad |
Age: 55 |
Board Member since February 2022 |
Audit Committee Member |
Compensation Committee Member |
Mr. Mohammad currently serves as Executive Vice President and Chief Information and Technology Officer at CarMax Inc. (CarMax), the largest used car retailer in the United States, third largest wholesaler of used cars in the United States and a leading auto finance company, a position he has held since April 2021. Prior to then, he held various senior technology roles of increasing responsibility at CarMax since 2012. Prior to joining CarMax, Mr. Mohammad held information technology leadership roles at BJ’s Wholesale Club Inc., Blockbuster, Inc. and TravelClick, Inc. In 2020, MIT Sloan selected Mr. Mohammad as the recipient of the CIO Leadership Award, which recognizes CIOs who lead their organizations to deliver exemplary levels of business value through the innovative use of technology. Mr. Mohammad is a registered CPA and is National Association of Corporate Directors (NACD) Directorship Certified™.
Skills and Qualifications: Mr. Mohammad’s experience overseeing the strategic use of technology at various companies throughout his career and his role in leading CarMax through a massive digital transformation in all areas of its business bring valuable insight to our Board as we navigate our own strategic initiatives. He has strong financial oversight experience and brings with him a wealth of financial expertise. Mr. Mohammad’s proven track record in strategic leadership, development of forward-thinking technology solutions and business transformation make him a valuable member of our Board.
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James L. Muehlbauer |
Age: 63 |
Board Member since April 2019 |
Chair of the Audit Committee |
Mr. Muehlbauer previously served as a member of the Nominating and Governance Committee from 2019 to 2020 and the Compensation Committee from 2020 to 2023. Mr. Muehlbauer is a retired former executive officer of The Valspar Corporation, an American manufacturer of paint and coatings, where he served as the Executive Vice President, Chief Financial and Administrative Officer from 2013 to 2017. Prior to that role, Mr. Muehlbauer served as Executive Vice President and Chief Financial Officer of Best Buy Co., Inc. from 2007 to 2013.
Skills and Qualifications: Mr. Muehlbauer’s extensive finance, commercial and leadership experience with complex, multinational organizations provides him with background and experience in strategic planning, financial oversight, and large-scale business transformations. Mr. Muehlbauer’s knowledge and experience in broad strategic transitions and large-scale integration efforts are a valuable addition to our Board.
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James C. Pappas |
Age: 43 |
Board Member since September 2023 |
Nominating & Governance Committee Member |
Compensation Committee Member |
Mr. Pappas founded JCP Investment Management in Houston in June 2009 and is the Managing Member and owner of the firm. From 2007 until 2009, he was a private investor, in addition to consulting with several businesses. From 2005 until 2007, he worked in the Investment Banking/Leveraged Finance Division of Goldman Sachs, where he advised private equity groups and corporations on appropriate leveraged buyout, recapitalization and refinancing alternatives. Prior to that, he was an investment banker at Banc of America Securities, where he focused on consumer and retail investment banking. He has been the chairman of the board of directors of Innovative Food Holdings, Inc., a direct-to-chef and restaurant specialty food platform, since 2023 and a director since 2020. Mr. Pappas is also a director of Tandy Leather Factory, Inc., a specialty retailer and wholesale distributor of leather and leather related products, a position he has held since 2016. Mr. Pappas previously served on the boards of several public companies, including food-related businesses such as Jamba, Inc., The Pantry, Inc., and Morgan’s Foods, Inc. He currently also serves as Secretary for the Endowment Advisory Board of the Annunciation Greek Orthodox Church in Houston and on the Methodist Hospital Gastro Division’s Advisory Board in Houston.
Skills and Qualifications: Mr. Pappas’s thorough understanding of restaurant and food businesses, in addition to his expertise in corporate finance and experience on several public company boards, make him a valuable addition to our Board.
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Jack Stahl |
Age: 71 |
Board Member since June 2019 |
Independent Chair |
Nominating and Governance Committee Member |
Mr. Stahl previously served as a member of the Compensation Committee from 2019 to 2020, Chair of the Compensation Committee from 2020 to 2021 and a member of the Audit Committee from 2021 to 2023. Mr. Stahl has served as a member of the board of Catalent, Inc., a contract manufacturing and development company for drugs, biologics and consumer health products, since August 2014, and as its lead director since August 2023. Mr. Stahl served as President and Chief Executive Officer of Revlon Inc. (Revlon), a multinational cosmetics, skin care, fragrance and personal care company, from 2002 until his retirement in 2006. Prior to joining Revlon, Mr. Stahl served as President and Chief Operating Officer of The Coca-Cola Company (Coca-Cola) from 2000 to 2001 after previously serving in various management positions of increasing responsibility, including Chief Financial Officer, during a tenure with Coca-Cola which began in 1979. Today, Mr. Stahl also serves on the U.S. board of advisors of CVC Capital, a private equity firm. Additionally, he formerly served on the boards of Advantage Solutions LLC, Schering Plough Corporation, Dr Pepper Snapple Group, Saks, Inc., Coty Inc. and Ahold Delhaize, and was chairman of the board of managers of New Avon LLC.
Skills and Qualifications: Mr. Stahl has extensive leadership and significant board experience. Mr. Stahl has a long-term record of profit and value driving performance in both stable and turnaround operating environments and significant experience with complex, large and dynamic organizations. At Coca-Cola and Revlon, he gained significant skills and general management experience in building brands, maximizing customer relationships and reducing costs, which bring valuable insight to the Board.
Majority Vote Standard for Election of Directors
Our Bylaws provide for a majority voting standard for the election of Directors in an uncontested election. If the number of nominees exceeds the number of Directors to be elected in an election (a contested election), Directors will be elected by a plurality standard. When the number of nominees does not exceed the number of Directors to be elected (an uncontested election), however, as is the case for this Annual Meeting, our Bylaws require each of the Directors to be elected by a majority of the votes cast (that is, the number of shares voted “for” a Director must exceed the number of shares voted “against” that Director). If a nominee who is serving as a Director is not elected at the Annual Meeting, under Delaware law the Director would continue to serve on the Board as a “holdover director.” However, under our Bylaws, any Director who fails to be elected must offer to tender his or her resignation to the Board. The Nominating and Governance Committee would then make a recommendation to the Board whether to accept or reject the resignation, or whether other action should be taken. The Board will act on the Nominating and Governance Committee’s recommendation and publicly disclose its decision and the rationale behind it within 90 days from the date the election results are certified. The Director who offers to tender his or her resignation will not participate in the Board’s decision or the Nominating and Governance Committee’s deliberations (if the Director is a member of that Committee). All nominees for election as Directors at the Annual Meeting are currently serving on the Board.
Nomination of Directors
The Nominating and Governance Committee reviews the qualifications of every person recommended as a nominee to the Board, including potential nominees recommended by our third-party recruiting firm, to determine whether the recommended nominees are qualified to serve on the Board. The Nominating and Governance Committee has adopted standards by which it identifies nominees and determines if nominees are qualified to serve on the Board. Additionally, our Corporate Governance Principles expressly state that any initial list of candidates for a new Director appointment shall include qualified diverse candidates. The Nominating and Governance Committee evaluates recommended nominees in accordance with the following criteria:
• Personal Characteristics. The Nominating and Governance Committee considers the personal characteristics of each nominee, including the nominee’s integrity, accountability, ability to make informed judgments, financial literacy, professionalism and willingness to meaningfully contribute to the Board (including by possessing the
ability to communicate persuasively and address difficult issues). In addition, the Nominating and Governance Committee evaluates whether the nominee’s previous experience reflects a willingness to establish and meet high standards of performance, both for him or herself and for others.
• Core Competencies. The Nominating and Governance Committee considers whether the nominee’s knowledge and experience would contribute to the Board possessing certain core competencies. The Nominating and Governance Committee believes that the Board, as a whole, should possess competencies in accounting and finance, business judgment, management best practices, senior leadership, crisis response, industry knowledge, strategy and vision, and broad-scale transformation, and it periodically reassesses the specific skill sets that are needed by the Board.
• Board Independence. The Nominating and Governance Committee considers whether the nominee would qualify as “independent” under SEC rules and the NYSE listing standards, as well as any other relationships or circumstances that could affect actual or perceived independence.
• Director Commitment. The Nominating and Governance Committee expects that each of our Directors will prepare for and actively participate in meetings of the Board and its Committees, provide advice and counsel to our Management, develop a broad knowledge of our business and industry and, with respect to an incumbent Director, substantially maintain the expertise that led the Nominating and Governance Committee to initially select the Director as a nominee. The Nominating and Governance Committee evaluates each nominee on his or her ability to provide this level of commitment if elected to the Board.
• Additional Considerations. Each nominee also is evaluated based on the overall needs of the Board and the diversity of experience he or she can bring to the Board, whether in terms of specialized knowledge, skills or expertise. Our Nominating and Governance Committee charter provides for the consideration of gender, race, ethnicity and sexual orientation when considering Board candidates, and the Committee is committed to maintaining a diverse Board. The Nominating and Governance Committee strives to nominate Directors with a variety of complementary skills so that, as a group, the Board will possess the appropriate talent, skills and expertise to oversee our businesses and add value to strategic plans and initiatives.
Following this evaluation, the Nominating and Governance Committee will ultimately make recommendations for membership on the Board and review such recommendations with the Board, which will decide whether to appoint the candidate to the Board.
Stockholder Director Recommendations and Proxy Access
Stockholder Director Recommendations
The Nominating and Governance Committee evaluates nominees recommended by stockholders on the same basis as nominees recommended by any other sources, including determining whether the candidate is qualified to serve on the Board based on the qualitative standards described above. To have a nominee considered by the Nominating and Governance Committee, a stockholder must follow the procedures in our Bylaws related to Director nominations described under “Other Matters—Stockholder Proposals for the Next Annual Meeting of Stockholders.” Written notice must be delivered or sent by first class U.S. mail addressed to Corporate Secretary, United Natural Foods, Inc., 313 Iron Horse Way, Providence, Rhode Island 02908.
Proxy Access
We have also adopted a proxy access provision in our Bylaws that permits a stockholder, or a group of up to 20 stockholders, owning, continuously for at least three years, shares of our stock representing an aggregate of at least 3% of the voting power entitled to vote in the election of Directors, to nominate and include in our proxy materials Director nominees, provided that the stockholder(s), the nominee(s) and the notice satisfy the requirements in our Bylaws. The number of potential proxy access nominees nominated by all eligible stockholders shall not exceed the greater of (A) two or (B) 20% of the Directors then in office. Under our Bylaws, to be timely, notice of proxy access Director nominations must be received by our Corporate Secretary at the address specified above no earlier than 150 days and no later than 120 days prior to the first anniversary of the date the Company mailed its proxy statement for the preceding year’s annual meeting; provided, however, that if (A) the annual meeting is not within 30 days before or after the anniversary date of the preceding year’s annual meeting, or (B) no annual meeting was held during the preceding year, to be timely the stockholder notice must be received no later than 120 days prior to such annual meeting or, if later, the tenth day after the day on which notice of the date of the meeting was mailed or public disclosure of the date of the annual meeting is first made, whichever occurs first.
Communication with the Board of Directors
Anyone who would like to communicate with, or otherwise make his or her concerns known directly to, the Board may do so. All communications should be in written form and directed to our Corporate Secretary, United Natural Foods, Inc.,
313 Iron Horse Way, Providence, Rhode Island 02908, who will forward such communications to the appropriate party. All correspondence will be compiled and summarized by the Corporate Secretary and periodically submitted to the Board, individual Directors or Management, as appropriate. The Corporate Secretary may also forward certain correspondence elsewhere within the Company for review by a subject matter expert and for a response, as appropriate.
Director Compensation
The Board and the Compensation Committee review and determine compensation for our non-employee Directors, based in part on a review of the annual Director Compensation Survey prepared by the National Association of Corporate Directors and other reputable sources, as well as with the input from the Compensation Committee’s independent consultant, based on benchmarking of comparable peer company director compensation. The Compensation Committee and the Board believe that we should fairly compensate non-employee Directors for work required in a company of our size and scope and that our compensation program for non-employee Directors should be designed to drive long-term value creation for our stockholders. Our non-employee Director stock ownership guidelines, which are discussed in greater detail below, require our Directors to hold a substantial amount of our stock during their tenure as Directors, thereby directly aligning the interests of our non-employee Directors with those of our stockholders. Mr. Douglas, our CEO, does not receive separate compensation for service on our Board.
Non-Employee Director Compensation
The components of our non-employee Director compensation are annual cash retainers and awards of time-based restricted stock units (RSUs), which vest one year from the date of grant of the award. Each non-employee Director is also reimbursed for direct expenses (e.g. travel, hotel and meals) incurred in connection with his or her attendance at Board and Committee meetings. The Compensation Committee reviewed non-employee Director compensation in fiscal 2024 and did not make any changes. For fiscal 2024, non-employee director compensation consisted of the following:
• Annual cash retainer of:
◦ $105,000 for serving as a Director;
◦ $125,000 for serving as Independent Chair;
◦ $30,000 for serving as the Chair of the Audit Committee;
◦ $20,000 for serving as Chair of the Compensation Committee; and
◦ $20,000 for serving as Chair of the Nominating and Governance Committee.
• Annual equity grant of RSUs having a value, based on the stock price on the date of grant, of $170,000 for serving as a Director.
Director Compensation Table—Fiscal 2024
The following table summarizes compensation provided to each individual who served as a non-employee Director during fiscal 2024.
Director Compensation | | | | | | | | | | | | | | | | | | | | | | | | | | |
Name | | Fees Earned or Paid in Cash ($)(1) | | Stock Awards ($)(2) | | All Other Compensation ($)(3) | | Total ($) |
Eric F. Artz(4) | | 22,826 | | | 34,459 | | | 10,000 | | | 67,285 | |
Ann Torre Bates(4)(5) | | 22,092 | | | 34,459 | | | 10,000 | | | 66,551 | |
Lynn S. Blake(6) | | 105,856 | | | 209,117 | | | — | | | 314,973 | |
Gloria R. Boyland | | 105,000 | | | 170,000 | | | — | | | 275,000 | |
Denise M. Clark | | 125,000 | | | 170,000 | | | — | | | 295,000 | |
Daphne J. Dufresne | | 125,000 | | | 170,000 | | | — | | | 295,000 | |
Michael S. Funk | | 105,000 | | | 170,000 | | | — | | | 275,000 | |
James M. Loree(6) | | 105,856 | | | 209,117 | | | | | 314,973 | |
Shamim Mohammad | | 105,000 | | | 170,000 | | | — | | | 275,000 | |
James L. Muehlbauer | | 135,734 | | | 170,000 | | | — | | | 305,734 | |
James C. Pappas(6) | | 105,856 | | | 209,117 | | | — | | | 314,973 | |
Peter A. Roy(4) | | 22,826 | | | 34,459 | | | 10,000 | | | 67,285 | |
Jack Stahl | | 230,000 | | | 170,000 | | | — | | | 400,000 | |
(1) This column shows the amount of cash compensation earned in fiscal 2024 for service on the Board, its Committees and as Independent Chair.
(2) The amounts contained in this column represent the grant date fair value for the RSUs granted in fiscal 2024 calculated in accordance with Financial Accounting Standards Board Accounting Standards Codification 718, Stock Compensation (ASC 718). The grant date fair value for RSUs is calculated based on the closing price of our common stock on the NYSE on the date of grant. As of August 3, 2024, each non-employee Director held 10,480 unvested RSUs, other than Ms. Blake and Messrs. Loree and Pappas, who each held 12,892 unvested RSUs.
(3) The amounts shown reflect donations made by the Company in honor of each of Messrs. Artz and Roy and Ms. Bates to charitable organizations of their choice in connection with their retirement from the Board.
(4) Messrs. Artz and Roy and Ms. Bates received prorated payments for their service on the Board until December 19, 2023.
(5) Ms. Bates received a prorated amount for her role as Chair of the Audit Committee until September 21, 2023.
(6) Ms. Blake and Messrs. Loree and Pappas received prorated payments for their service on the Board beginning on September 28, 2023.
Stock Ownership Guidelines
All non-employee Directors are required to hold shares of our stock in an amount that is determined in accordance with the requirements of our stock ownership guidelines. The guidelines provide that each of our non-employee Directors must acquire and hold shares of our common stock valued at five times the annual cash retainer, not including supplemental retainers for Committee leadership. Our stock ownership guidelines require that each new non-employee Director is expected to comply with the policy by the end of the fifth year after he or she becomes a member of the Board and remain in compliance thereafter. Compliance with the guidelines is tested once per year for as long as the Director serves on the Board. Vested and unvested restricted stock and RSUs are included, and vested stock options and stock appreciation rights are excluded, in calculating compliance. Pursuant to our stock ownership guidelines and Insider Trading Policy, Directors are not allowed to hedge their interests in the stock held. Given the sustained decline in our stock price at the level specified in our stock ownership guidelines for 18 months, the five-year accumulation period was reset for our Directors as of August 1, 2020, in accordance with the terms of the guidelines, and they will be required to accumulate shares to reach the required ownership level by the end of that accumulation period. As of August 3, 2024, each of our Directors was in compliance or on track to meet their target ownership within their five-year accumulation period.
Certain Relationships and Related Transactions
Review and Approval of Related Party Transactions
Pursuant to our Related Party Transaction Policy, the Nominating and Governance Committee reviews all transactions in which the Company or any of its subsidiaries is a participant if a “related party” will have a direct or indirect material interest and the amount involved or expected to be involved in any fiscal year exceeds $120,000. The transaction will not be approved unless, after a consideration of all relevant circumstances, the Nominating and Governance Committee determines that the transaction is in the best interests of the Company. The Nominating and Governance Committee reports any transaction that has been approved to the Audit Committee and the full Board. For purposes of this policy, “related parties” include our Directors, nominees for Director, executive officers, greater than 5% beneficial owners, any of their immediate family members (as defined in the policy, which includes additional family members beyond the SEC’s related person disclosure rules) or any entity in which they have a material interest. Among the factors that must be considered in making the determination of whether the transaction is appropriate are: the nature of the related party’s interest in the transaction; the material terms of the transaction, including whether the terms of the transaction are fair to the Company and on the same basis as would apply if the transaction did not involve a related party; the significance of the transaction to the related party and the Company; whether the transaction would impair the judgment of a Director or executive officer to act in the best interests of the Company; compliance with applicable law; and any other factors deemed appropriate by the Nominating and Governance Committee. As required under SEC regulations, transactions involving amounts in excess of $120,000 in which we are a participant and as to which a related person has a direct or indirect material interest, if any, would be disclosed in this proxy statement.
Each of our executive officers, Directors and Director nominees is required to complete and deliver to us an annual questionnaire that includes, among other things, a request for information relating to any transactions in which (i) any executive officer, Director, Director nominee, beneficial owner or any of their respective immediate family members or affiliates, on the one hand, and (ii) the Company or any of its subsidiaries, on the other hand, participates. We review the responses to these questionnaires as part of our process for determining whether disclosure is required to be made under the SEC’s related person disclosure rules. Based on such responses, there are no related person transactions to report.
Executive Officers of the Company
Our executive officers are elected on an annual basis and serve at the discretion of our Board. Our executive officers and their ages as of October 23, 2024 are listed below:
| | | | | | | | | | | | | | |
Name | | Age | | Position |
J. Alexander (Sandy) Miller Douglas | | 63 | | Chief Executive Officer |
Matteo Tarditi | | 51 | | President and Chief Financial Officer |
Danielle Benedict | | 52 | | Chief Human Resources Officer |
Matthew Echols | | 52 | | Chief Corporate Affairs Officer |
Mahrukh Hussain | | 52 | | General Counsel and Corporate Secretary |
Louis Martin | | 54 | | President, Wholesale |
Andre Persaud | | 56 | | President and Chief Executive Officer, Retail |
| | | | |
We have included below information concerning the business experience and qualifications of each of our executive officers, except Mr. Douglas whose business experience and qualifications are described above in the section “Proposal 1—Election of Directors.”
Matteo Tarditi has served as our President and Chief Financial Officer since April 2024. Prior to joining UNFI, Mr. Tarditi spent 26 years at GE, serving as CFO for seven business units, including Renewable Energy and Energy Connections, as well as large divisions of the Power, Oil & Gas, Aerospace and Healthcare businesses. His deep financial expertise and knowledge of these businesses enabled him to successfully drive operational excellence, efficiency and increased productivity in complex transformations and M&A integrations. A certified Lean Six Sigma Black Belt, he also led the development and implementation of processes that have increased forecast accuracy, accountability, and continuous improvement. Mr. Tarditi holds a Master of Science degree in Finance and Business Administration from Universita Bocconi in Milan, Italy.
Danielle Benedict was appointed as our Chief Human Resource Officer in September 2017. Ms. Benedict previously served as our Senior Vice President, Human Resources from May 2016 to September 2017 and as our National Vice President, Human Resources from August 2014 to May 2016 and Director, Compensation & Benefits from April 2013 to August 2014. Prior to joining us, Ms. Benedict was Vice President, Human Resources & Leadership Development at Clean Harbors Environmental Services from 2007 to 2013. She began her career with Dunkin Brands, Inc. in 1999. Since September 2022, Ms. Benedict serves on the board of The Food Project, a non-profit organization. Ms. Benedict holds a bachelor’s degree in management from Emmanuel College.
Matthew Echols has served as our Chief Corporate Affairs Officer since March 2022. Prior to joining us, Mr. Echols served as Global Vice President for Public Affairs, Communications and Sustainability at The Coca-Cola Company. Mr. Echols held several positions during his 24 years at Coca-Cola including Senior Vice President of Public Affairs, Communications and Sustainability for North America from 2015 to 2019, and from 2019 to 2021, a similar role in Asia Pacific based in Singapore. Before joining Coca-Cola, Mr. Echols worked on Capitol Hill for several members of the U.S. Congress. He holds a master’s degree in marketing communications from Johns Hopkins University’s Carey Business School, where he currently serves on the Dean’s Advisory Board, and a bachelor’s degree from the University of West Georgia.
Mahrukh Hussain has served as our General Counsel and Corporate Secretary since May 2022. Prior to joining us, Ms. Hussain served as Senior Vice President, Chief Commercial and Privacy Officer for McDonald’s Corporation since January 2022. During her tenure with McDonald’s, Ms. Hussain held a range of legal positions with increasing responsibility. She served as Corporate Vice President, Associate General Counsel and Assistant Secretary from April 2021 to January 2022 and the Interim Global General Counsel and Corporate Secretary from October 2020 until April 2021. From July 2013 through October 2020, Ms. Hussain served as McDonald’s U.S. General Counsel; from May 2011 through May 2013 she served as the Europe General Counsel; from February 2009 through May 2011 she served as the Central Division General Counsel; and from December 2000 through February 2009 she served as Managing Counsel/Senior Counsel/Counsel U.S. Real Estate Practice Groups. Prior to working with McDonald’s, she was an associate at the law firm of Schwartz, Cooper, Greenberger, and Krauss and served one year as a judicial clerk for Justice Rita Garman. Ms. Hussain holds a bachelor’s degree in political science from the University of Chicago and a J.D. from the University of Illinois at Urbana-Champaign.
Louis Martin was appointed as our President of Wholesale in March 2023. Prior to that, he served as our Chief Strategy and Transformation Officer since March 2022. Prior to joining us, Mr. Martin served as President of the Global Walmart Customer Team at The Coca-Cola Company since April 2016. Mr. Martin held several positions during his 15 years at Coca-Cola including Senior Vice President of System Evolution for Coca-Cola North America. Prior to working with Coca-Cola, Mr. Martin was with McKinsey & Company and previously with E.D. & F. Man, a British Sugar Trade House. He holds
a bachelor’s degree in English from Princeton University and an MBA in finance and management from the Stern School of Business at New York University.
Andre Persaud has served as our President and Chief Executive Officer of Retail since November 2023. Prior to joining UNFI, Mr. Persaud served as senior advisor with Alvarez and Marsal Consumer and Retail Group, working in an executive-level capacity with a respective client from April 2023. He also served as a board and strategic advisor to Pharmacity, one of Vietnam’s largest pharmacy chains, from April 2023 to October 2023. Previously, Mr. Persaud was the Chief Retail Officer of Rite Aid Corporation, a drugstore chain, from May 2021 to March 2023 and Executive Vice President, Retail from February 2020 to April 2021. Rite Aid Corporation filed for Chapter 11 bankruptcy in October 2023. Prior to that role, Mr. Persaud was Executive Consultant at Wakefern Foods, Executive Vice President, Retail at Shopko Stores, Senior Vice President of Store Operations at Burlington, and Senior Vice President at Loblaw Companies. He is a member of the board of the National Association of Chain Drug Stores. He earned bachelor’s and master’s degrees from State University of New York at Buffalo.
Executive Compensation
Compensation Discussion and Analysis
Overview
In this section, we describe the principles, policies and practices that form the basis for our executive compensation program and how they were applied to our Named Executive Officers (NEOs) in fiscal 2024, as well as any changes we have made for fiscal 2025. For purposes of this Compensation Discussion and Analysis, the following individuals were our NEOs for fiscal 2024:
• Chief Executive Officer (J. Alexander (Sandy) Miller Douglas);
• President and Chief Financial Officer (Matteo Tarditi);
• Chief Human Resources Officer (Danielle Benedict);
• President, Wholesale (Louis Martin);
• President and Chief Executive Officer, Retail (Andre Persaud);
• Former Chief Operating Officer (Erin Horvath); and
• Former Chief Financial Officer (John W. Howard)
Our compensation policies and programs are designed to support the achievement of our strategic business plans by motivating, retaining and attracting exceptional talent to develop and execute our key objectives. Our ability to compete effectively in the marketplace depends on the knowledge, capabilities and integrity of our leaders. Our compensation programs help create a high-performance, outcome-driven and principled culture by holding leaders accountable for delivering results, developing our employees and exemplifying our core values. In addition, we believe our compensation policies and programs for leaders and employees are appropriately balanced and incentivize the achievement of short- and long-term results, and therefore drive behavior that is aligned with our overall objectives of delivering long-term growth and stockholder value for the Company.
In fiscal 2022, we adopted many changes to our executive compensation policies to reflect best practices and in response to stockholder input. Therefore, no major changes were made for fiscal 2023 or 2024. We proactively sought the views of our stockholders through our annual stockholder engagement program and responded to stockholder feedback. As further described below, we continue to value and respond to the preferred practices expressed by our stockholders on executive compensation, including the feedback received through our stockholder engagement program.
Business and Performance Highlights
UNFI is a leading distributor of grocery and non-food products and support services provider to retailers in the United States and Canada. We believe we are uniquely positioned to provide the broadest array of products, services and insights to customers and suppliers throughout North America. We are a coast-to-coast distributor with customers in all 50 states as well as all ten provinces in Canada, making us a desirable partner for retailers and suppliers. We believe our total product assortment and service offerings are unmatched by our wholesale competitors. We plan to continue to pursue new business opportunities with independent retailers that operate diverse formats, regional and national chains, as well as international customers with wide-ranging needs.
During fiscal 2024, we continued to implement near-term initiatives to help improve profitability and strengthen our foundation while we finalized and began implementing our new strategy and business plan. We are focused on becoming a more effective and efficient business partner to our customers, which we believe will position us for long-term profitable growth. We have undertaken a new strategy and multiyear financial objectives that began in fiscal 2025 and are designed to make us more efficient while improving free cash flow generation and reducing net leverage. We expect to continue to use available capital to re-invest in our business and are committed to improving our free cash flow and financial leverage while reducing outstanding debt. We added several new leaders and realigned certain responsibilities to streamline decision making and reduce layers. We also continue to focus on being good stewards of the planet and issued our 13th Better for All report highlighting our environmental and social accomplishments for fiscal 2023.
Key Business Highlights from Fiscal 2024
| | |
• Overall, performed near or at our expectations for fiscal 2024. • Net sales of approximately $31 billion. • Adjusted earnings before interest, taxes, depreciation and amortization (adjusted EBITDA) of $518 million; slightly above plan. (See Annex B for reconciliation of adjusted EBITDA to the most comparable GAAP metric). • Generated four consecutive quarters of sequentially increasing adjusted EBITDA in both dollar and rate terms. • Onboarded new executive officers and realigned other roles to streamline decision making and expand spans of control to support execution of our long-term strategy. |
(1) Fiscal 2024 was a 53 week year; sales includes $582M from the extra week.
(2) Fiscal 2024 was a 53 week year; Adj EBITDA includes $10M from the extra week.
Key Compensation Highlights from Fiscal 2024
Below are specific pay highlights that are explained in more detail throughout the Compensation Discussion and Analysis. | | | | | | | | | | | | | | |
• Over 92% support from our stockholders for our Say-on-Pay vote in December 2023. • No significant design changes to the short- and long-term incentive plans in fiscal 2024, consistent with positive feedback received from our stockholder engagement sessions. • Significantly reconstituted Compensation Committee conducted a top to bottom review of our compensation program. • Reinforced pay for performance philosophy and an emphasis on profitable growth, with near target performance and short-term incentive payouts at ~94% for fiscal 2024. • Fiscal 2022-2024 performance share units paid out at 45%, reflecting strong pay for performance alignment; only one of two metrics achieved payout against robust targets and the relative TSR modifier resulted in a 10% payout reduction. • No pay increases for executives (merit, bonus or long-term incentive) for fiscal 2024, other than due to promotion. • Peer group remains unchanged, with a robust sample of 18 companies that the Compensation Committee believes adds statistical reliability and reduced volatility year-to-year when benchmarking executive pay. • Pay mix continues to be weighted heavily in at-risk pay (86% CEO and 75% NEOs). • No discretionary adjustments to recently separated executives; payouts based on terms of agreements. |
Say-on-Pay Vote, Investor Engagement and Responsive Action
Our annual Say-on-Pay vote is one opportunity to understand stockholder perspectives regarding our executive compensation program. At our annual meeting of stockholders in December 2023, we submitted a proposal to our stockholders to approve, on an advisory basis, our executive compensation for our NEOs. 92.7% of our stockholders voted for that proposal, which we believe reflects the strength of our program and our responsiveness in recent years to the feedback we heard through engagement.
| | | | | |
| |
92.7% Voted in Favor of our Executive Compensation Program at our December 2023 Annual Meeting of Stockholders |
|
In fiscal 2024, we conducted our seventh annual stockholder outreach program, and we offered engagement to holders of over 75% of our outstanding common stock and met with investors holding approximately 36% of our outstanding common stock over the summer of 2024. In addition to discussing our Say-on-Pay results and our executive compensation program generally, we shared relevant information and solicited feedback from our stockholders on our corporate governance practices, including our near-term business priorities, our Board- and management-led financial review, our updated leadership team and our robust Better for All campaign. See “Corporate Governance—Stockholder Engagement” for discussions of governance actions we took in response to these conversations.
In response to stockholder feedback, we made several changes to our executive compensation programs in recent years. Overall, the investors we met with during fiscal 2024 viewed the changes to our compensation and governance programs and practices positively, which we believe is reflected in our 92.7% favorable Say-on-Pay vote results at our last annual meeting. We believe this result was driven by our demonstrated responsiveness to stockholder feedback on our program and practices, which includes the following changes:
| | | | | | | | |
WHAT WE HEARD | | WHAT WE DID |
Preference for performance-based, at-risk compensation | → | Beginning in fiscal 2022, equity grants are more heavily weighted to performance at 60% performance-based restricted stock units (PSUs) and 40% time-based restricted stock units (RSUs) (compared to 50%/50% in prior years). |
| | |
Add second metric to short-term incentive (STI) plan aligned to strategic priorities | → | Added Net Sales metric to the STI plan for fiscal 2024, which, balanced with the existing adjusted EBITDA metric, aligned with our strategy to grow sales profitably and maintain a robust and diverse customer base, which supported our growth with suppliers. |
| | |
Continue to align long-term incentive (LTI) plan metrics with strategic priorities | → | Removed the Leverage metric in fiscal 2022 given significant progress on this metric in recent years and long-term nature of the target, reweighted adjusted EPS growth and adjusted return on invested capital (ROIC) metrics. |
| | |
Consideration of the dilutive impact of equity awards | → | We are mindful of the effect of benchmark-level grants and our comparatively low number of outstanding shares on the dilutive impact of our equity awards. See Proposal 4 for more information on actions we have taken to address dilution. |
→ | We have maintained disciplined grant practices reflective of market practices. See “Executive Compensation Tables—Securities Authorized for Issuance under our Equity Compensation Plans” for more information. |
→ | In September 2022, our Board approved a share buyback program which provides an opportunity to help offset dilution; Approximately 1.9 million shares repurchased to date. |
| | |
| | | | | | | | |
WHAT WE HEARD | | WHAT WE DID |
Disfavor special severance arrangements with departing executive officers | → | We have severance agreements with limited terms (three years) and other policies and programs that specify the benefits payable to executive officers upon a separation of employment, which have been fully disclosed to our stockholders. |
→ | No discretionary payments to recently departed officers. |
Other Actions Responsive to Stockholder Feedback in Recent Years
We regularly review our compensation program to align with best practices and to confirm that our program supports our pay for performance philosophy. We have a history of listening and responding to feedback from our stockholders, and we intend to continue our stockholder outreach activities to understand investor perspectives and incorporate that direct input into our program. Below are some of the other enhancements to our compensation program we have implemented in recent years in response to perspectives shared with us by our stockholders:
| | | | | | | | | | | | | | |
• Strengthened our recoupment policy to permit the Board to require forfeiture of time- and performance-based incentive compensation (cash and equity) in the event of certain misconduct causing reputational harm, and to provide for reporting of any required recoupment or forfeiture thereunder in certain circumstances, in addition to adopting the NYSE-mandated executive clawback policy in fiscal 2024; |
• Tied all payouts under the STI plan to pre-established financial goals that are aligned with strategic initiatives – for fiscal 2024, applicable metrics were adjusted EBITDA and Net Sales to support a balanced approach of growing both top and bottom line results. In fiscal 2025, we made further changes to align with our new multiyear strategy. See Components of Our Executive Compensation for Fiscal 2025 below; |
• Revised STI payout levels at threshold and maximum to 50% and 150%, respectively (previously 200% maximum), for annual cash incentive plan; |
• Aligned LTI awards to market by extending to a three-year cliff-vesting for PSUs, and a three-year ratable annual vesting for time-based RSUs; |
• Implemented a new stock plan in 2020 that includes payment of dividends only upon vesting, one-year minimum vesting period and better defined death, disability and retirement treatment to create a uniform approach for equity participants; |
• Aligned pay programs competitively, both internally and externally with the market; |
• Incorporated use of tally sheets (showing all forms of compensation for each officer) and measurements of internal pay equity; |
• Aligned metrics in the LTI program to key strategic priorities; for grants in fiscal 2024, the metrics included adjusted EPS and adjusted ROIC, which we considered important drivers of the Company’s success and aligned with our strategy in place at that time; |
• Enhanced disclosures of compensation program and pay for performance objectives, including the “why” for each component of compensation; |
• Reduced payment multiples in change in control and severance agreements, limited the number of executives covered and limited agreements to established terms; and |
• Equity award agreements for all participants, including executives, provide for the continuous vesting of awards in retirement, to keep them focused on long-term performance through retirement date and limit the need for discretion. |
Executive Compensation Program Philosophy
| | | | | | | | | | | |
Our executive compensation program is designed to:
| | ü | Attract and retain individuals with the skills to develop and execute our strategy and advance the culture necessary for us to achieve long-term growth; |
| ü | Maintain a strong pay for performance work environment; |
| ü | Motivate our executives and align their interests with those of our stockholders by delivering more at-risk pay for senior executives; |
| ü | Reward our executives fairly over time for performance that enhances stockholder value; |
| ü | Emphasize consistent and sustainable top- and bottom-line growth; and |
| ü | Avoid incentives encouraging excessive risk taking. |
Our executive compensation program is also designed to reinforce a sense of ownership in the Company and overall entrepreneurial spirit. The program links rewards, including both short- and long-term awards, as well as cash and non-cash awards, to measurable corporate performance metrics established by the Compensation Committee designed to incentivize actions to execute and achieve the objectives of our long-term strategy.
The program measures achievement of corporate financial goals. These goals support our short- and long-term business strategies and are aligned with the interests of our stockholders. By aligning all executives to corporate financial goals, we encourage a shared focus and collaborative work toward strong, long-term operating performance. In addition, our executive compensation program is designed to balance our growth strategies with a managed approach to risk tolerance. Our compensation programs provide assurances of stability and a focus on the long term, upon a solid foundation that requires personal accountability, integrity and compliance.
Executive Compensation Program Highlights
Our executive compensation program is designed to align our executive compensation with long-term stockholder interests and incorporates the following best practices:
| | | | | |
| WHAT WE DO |
ü | Our NEO pay is aligned with financial performance, with variable, performance-based pay constituting 71% - 86% of NEO compensation at target in fiscal 2024. |
ü | We grant incentive compensation based on rigorous performance conditions and peer group comparisons. |
ü | Performance-based incentive awards are tied 100% to pre-established financial metrics; any adjustments to performance targets and conditions impacting payouts are considered by the Compensation Committee in accordance with pre-established guidelines. |
ü | Our Compensation Committee engages an independent compensation consultant to advise on our compensation program. |
ü | Our change in control severance benefits are double-trigger and provide for market multiples of 2 to 2.5 (CEO only) and cover only executive officers and small groups of officers under pre-existing agreements. |
ü | Severance agreements for executives other than CEO are limited to 1x multiple of base and bonus and to three-year terms and cover only executive officers and a small group of officers under pre-existing agreements in exchange for restrictive covenants. |
ü | In addition to the NYSE-mandated executive clawback policy, we have a policy for recoupment of performance-based compensation applicable to our executive officers and other senior officers, which we recently enhanced to permit the Board to require forfeiture of both performance-based and time-based incentive compensation in the event of misconduct causing reputational harm. |
ü | We have robust stock ownership guidelines for NEOs and certain other officers. |
ü | Equity awards continue to vest through qualifying retirement, with proration of awards granted in year of retirement to match service period. |
ü | We require employment and post-employment covenants (including non-compete, non-solicitation and assignment of intellectual property) for executive officers and all equity and bonus participants, unless prohibited by law. |
| | | | | |
| WHAT WE DON’T DO |
û | No employment agreements with any executive officers (including CEO). |
û | No uncapped incentive opportunities. |
û | No change in control agreements are expected to be extended beyond key executive officers and the existing group. |
û | No severance agreements are expected to be extended beyond existing group and are time-bound. |
û | No tax gross-ups of severance or change in control payments. |
û | No hedging or short sales of our stock and no pledging by certain employees, including executive officers. |
û | No excessive perquisites. |
û | No supplemental retirement benefits. |
û | No guaranteed bonuses. |
û | No incentives that motivate excessive risk-taking. |
How We Make Decisions Regarding Executive Pay
The Compensation Committee, Management and the Compensation Committee’s independent compensation consultant, FW Cook, each play a role in designing our executive compensation program and determining performance levels and associated payouts. We also look at market data and take into consideration stockholder views about executive compensation expressed in our stockholder engagement process, as described above.
Role of the Compensation Committee
The Compensation Committee is responsible for establishing, implementing and monitoring our executive compensation program and its adherence to our compensation philosophy. The Compensation Committee approves the performance thresholds and the financial and strategic performance metrics applicable to executive officers under our annual cash incentive plan as described in “Components of Our Executive Compensation Program for Fiscal 2024—Performance-
Based Annual Cash Incentive Compensation” and sets performance metrics applicable to the performance-based component of our long-term equity incentive plan as described in “Components of Our Executive Compensation Program for Fiscal 2024—Long-Term Equity-Based Incentive Program.” The Compensation Committee is responsible for approving our employment policies and agreements impacting executive officers. The Compensation Committee also evaluates actual performance against the established goals and determines appropriate levels of compensation for our executive officers. The Compensation Committee makes all decisions with respect to, and approves, compensation for our executive officers, including base salary, annual cash incentive, long-term equity incentive and benefits, except that the compensation of our CEO is further reviewed and approved by the independent members of our Board.
As part of the compensation approval process for our executive officers, the Compensation Committee considers the views and recommendations of Management, particularly our CEO. For our CEO, we have established an annual performance evaluation process, which includes a self-assessment by the CEO and a formal performance assessment by the full Board consisting of both quantitative and qualitative assessments, which is reviewed by the Nominating and Governance Committee, and considered by the Compensation Committee and the Board in setting the CEO’s annual compensation. In setting the nature, type and level of compensation for all of our executive officers, the Compensation Committee considers the recommendation of its independent compensation consultant as described in greater detail below.
Role of Management
Our CEO and CHRO provide the Compensation Committee with an assessment of our corporate performance, market pay practices and the performance of our executive officers and make recommendations for the compensation of our other executive officers based on this assessment, including recommendations for pay mix and the nature of performance metrics that best support our business objectives. Additionally, our CEO, CHRO and CFO discuss with the Compensation Committee Management’s internal projections with respect to a variety of performance metrics and operational goals for future fiscal years on which performance-based compensation will be based. The General Counsel and Corporate Secretary advises on the foregoing matters and provides guidance on governance principles and practices, investor perspectives and regulatory trends and analyses in the context of executive compensation determinations.
No executive officer makes any decision on any element of his or her own compensation, and our CEO does not participate in deliberations regarding his compensation, which is recommended by the Compensation Committee to the full Board and considered and determined by the independent members of the Board in conjunction with the CEO’s performance evaluation in executive session.
Role of Independent Compensation Consultant
The Compensation Committee selected and directly retained FW Cook to provide independent, third-party advice and expertise on all aspects of executive compensation and related corporate governance matters, including input on our executive compensation program for fiscal 2024. FW Cook provided guidance related to our incentive plan design, reviewed our Compensation Discussion and Analysis and associated disclosures and summarized and provided perspectives on market developments related to executive compensation, including regulatory requirements and related disclosures. FW Cook only provides services to the Compensation Committee. It does not provide any services to Management. The Compensation Committee assessed the independence of FW Cook pursuant to SEC and NYSE rules, as described below, and concluded that no conflict of interest exists that would prevent FW Cook from serving as an independent consultant to the Compensation Committee.
As mentioned above, the Compensation Committee analyzed whether the work of FW Cook as its compensation consultant raises any conflict of interest, taking into consideration the following factors: (i) FW Cook does not provide any other services to the Company; (ii) the amount of fees the Company paid to FW Cook represents less than 1% of FW Cook’s total revenues; (iii) FW Cook maintains policies and procedures designed to prevent conflicts of interest; (iv) FW Cook does not have any business or personal relationship with any executive officer of the Company; (v) neither FW Cook nor any member of its consulting team for UNFI directly owns any stock of the Company; and (vi) FW Cook’s consulting team for UNFI does not have any known business or personal relationship with any member of the Compensation Committee. The Compensation Committee determined, based on its analysis of the above factors, that the work of FW Cook and the individual compensation advisors employed by FW Cook as compensation consultant to the Compensation Committee does not create any conflict of interest. The Compensation Committee will continue to monitor the independence of its compensation consultant on an annual basis. The Compensation Committee also annually evaluates the independence, performance, scope of work and fees, and other key elements of this relationship under a pre-approval policy pursuant to which fees are ultimately approved. In the future, the Compensation Committee may retain other similar consultants.
Compensation Risk Assessment
Our Compensation Committee charter requires the Compensation Committee to assess, on an annual basis, whether the Company’s compensation policies and practices encourage the Company’s executive officers or other key employees to take unnecessary and excessive risks that could threaten the value of the Company. The Compensation Committee believes that our compensation policies do not encourage the taking of unnecessary and excessive risks. Our compensation and governance practices are designed to align the interests of our executive officers with the interests of stockholders and the achievement of the Company’s strategic objectives. For example:
• A substantial portion of our executive officers’ compensation is “at-risk,” including compensation paid in the form of common stock;
• Total executive officer compensation is substantially weighted to long-term equity, 60% of which is performance-based and tied to long-term, strategic performance targets;
• The short-term bonus program has established two performance metrics (adjusted EBITDA and Net Sales for fiscal 2024), which reduces risk and supports our long-term strategy with a focus on bottom- and top-line growth;
• We set a maximum level of compensation; there is no uncapped compensation for our executive officers in any element of executive compensation;
• Our executive officers are required to maintain certain levels of stock ownership, which are tested each year based on the then-current price of our common stock;
• Our executive officers are prohibited from hedging and pledging shares of Company common stock;
• The Compensation Committee periodically reviews and oversees key DEI initiatives and Human Resources policies and practices, including those related to overall business performance and the relationship of such performance to executive officer compensation, including as relating to recruiting, learning and talent development programs; and
• All performance-based compensation is subject to our robust recoupment policy, in addition to our NYSE-mandated executive clawback policy. In the event of a restatement of the Company’s financial statements or a material inaccuracy in the performance metrics used to measure performance-based compensation, such performance-based compensation is subject to recoupment. Additionally, both time-based and performance-based incentive compensation may be forfeited in the case of misconduct in violation of law or Company policy, including through failure of an executive officer’s oversight responsibilities, that results in material financial or reputational harm to the Company.
Competitive Marketplace Assessment
In making compensation decisions, the Compensation Committee periodically, generally once annually in September, reviews all elements of total compensation for our executive officers compared to those in similar positions with substantially similar responsibilities at “peer” organizations, i.e., those organizations with similar characteristics to our Company generally (Comparator Group). However, the breadth and depth of our executives’ responsibilities are not always fully comparable to peers. Due to the nature of our business, there are ongoing challenges in developing an appropriate mix of companies to include in our Comparator Group, including that few of our direct peers are publicly traded, the complex nature of our business, in particular as it relates to our margin profile, and the structure of our Management team and their responsibilities. In developing our Comparator Group, we consider companies with the following characteristics, including those we would consider recruiting talent from:
• Size and scale of operations (e.g., revenues, market capitalization, EBITDA margin);
• Companies in wholesale/distribution industry;
• Various business characteristics (e.g., U.S. securities exchange listings, high volume/low margin); and
• Other characteristics (e.g., M&A activity, proxy advisory peers, peers of peers, reverse peers).
In setting compensation for our NEOs for fiscal 2024, the Compensation Committee also considered Willis Towers Watson Retail/Wholesale survey data for companies in the retail/wholesale distribution sector with revenues comparable to ours, in addition to the companies in the table below, that constitute our Comparator Group. The Compensation Committee believes this group of companies, together with consideration of the industry survey data referenced above, provides a meaningful perspective of current pay practices and levels, as well as overall compensation trends.
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Food- and Distribution-Related Companies of Comparable Size |
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Company | GICS Sub-Industry | Revenue ($ in millions) | Market Value ($ in millions) |
Arrow Electronics | Technology Distributors | 29,673 | 6,827 |
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Food- and Distribution-Related Companies of Comparable Size |
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Company | GICS Sub-Industry | Revenue ($ in millions) | Market Value ($ in millions) |
Avnet | Technology Distributors | 23,757 | 4,739 |
BJ's Wholesale Club | Consumer Staples Merchandise Retail | 20,164 | 11,652 |
C.H. Robinson Worldwide | Air Freight and Logistics | 17,459 | 11,968 |
CDW | Technology Distributors | 20,943 | 28,530 |
Genuine Parts | Distributors | 23,157 | 19,989 |
Henry Schein | Health Care Distributors | 12,487 | 9,320 |
Insight Enterprises | Technology Distributors | 9,043 | 6,444 |
Owens & Minor | Health Care Distributors | 10,532 | 1,256 |
Performance Food Group | Food Distributors | 54,681 | 10,630 |
Pilgrim's Pride | Packaged Foods and Meats | 17,810 | 10,009 |
Rite Aid* | Drug Retail | 23,475 | — |
SpartanNash | Food Distributors | 9,546 | 709 |
Sysco | Food Distributors | 78,844 | 37,280 |
TD SYNNEX | Technology Distributors | 56,291 | 10,012 |
The Andersons | Food Distributors | 12,362 | 1,799 |
US Foods | Food Distributors | 36,700 | 13,336 |
WESCO International | Trading Companies and Distributors | 21,948 | 7,804 |
Summary Statistics (n=18) | | | |
75th Percentile | | 28,194 | 11,968 |
Median | | 21,445 | 10,009 |
25th Percentile | | 13,730 | 6,444 |
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United Natural Foods, Inc. | Food Distributors | 30,980 | 877 |
Percentile Rank | | 78P | 2P |
Source: S&P Capital IQ. Peer Total Revenue = trailing 12 months; Market Value as of August 1, 2024. *In October 2023, Rite Aid filed for Chapter 11 bankruptcy; was subsequently delisted from the New York Stock Exchange. |
Market data is only one factor that the Compensation Committee considers when making determinations regarding executive compensation. Other factors considered include individual performance, internal pay equity, scope of responsibilities, tenure, criticality of the position and executive retention concerns and the need to recruit new officers. The Compensation Committee does not target a specific positioning versus the market for each role and takes into account all the above factors in determining the competitiveness of our compensation.
Components of Our Executive Compensation Program for Fiscal 2024
Our executive compensation philosophy is reflected in the principal elements of our executive compensation program. The three key components of our executive compensation program in fiscal 2024 and how each component supports our compensation philosophy and shareholder value creation are set forth in the table below.
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Incentive / Component: | Fixed | Performance-Based / At-Risk |
Near/Short-Term Incentive | Long-Term Equity-Based Incentive (3-year vesting) |
Salary | Annual Bonus | Performance Share Units (PSUs) | Restricted Share Units (RSUs) |
Link to Compensation Philosophy & Shareholder Value: | Provides a competitive level of compensation aligned with roles, responsibilities and individual performance to attract and retain top talent. | At-risk, variable pay to motivate our executives to achieve short-term (annual) business objectives within appropriate risk parameters. | At-risk, variable pay that motivates our executives to focus on multi-year operational performance and increasing stockholder value that includes a 3-year relative TSR modifier. PSU awards provide a significant stake in the long-term financial success of UNFI that is aligned with shareholder interests and also acts as a long-term retention tool. | Competitive pay that assists in attracting and retaining top talent. |
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UNFI offers a 401(k), benefit plans that are generally available to all employees and minimal perquisites that provide competitive benefits and aid in attracting and retaining top talent.
Pay Mix
When setting or recommending target total compensation for fiscal 2024 for the NEOs, the Compensation Committee determined that total target compensation should be weighted toward variable, at-risk pay, and a significant percentage should consist of equity-based compensation. We believe this approach appropriately aligns executive compensation with financial results and provides a balance between managing risk and incentivizing our Management team to create short- and long-term stockholder value by achieving pre-established financial performance objectives directly tied to achievement of our strategic priorities. The Compensation Committee determined that a separate pay structure for our CEO is necessary to deliver competitive pay while even more heavily weighting at-risk incentives within the design. The charts below illustrate the mix of pay elements for fiscal 2024 at target for our CEO (86% at-risk pay) and the average for our other NEOs, excluding Mr. Howard and Ms. Horvath, who were not serving as executive officers at the end of fiscal 2024 (75% at-risk pay).
Base Salary
As described above, for fiscal 2024, the Compensation Committee considered data from the Willis Towers Watson Retail/Wholesale survey as well as proxy statement data from the Comparator Group. Base salaries were generally targeted at the median of these data sources taking into account other factors mentioned above. Given the financial performance in fiscal 2023, the Committee determined there would be no merit increases for fiscal 2024. Mr. Douglas’s salary was set in fiscal 2022 upon his hiring and was aligned with market midpoint for the Comparator Group. There has been no salary increase for Mr. Douglas in fiscal 2023 or 2024. Mr. Martin and Ms. Horvath received a 13% increase in October 2023 upon the departure of the Company’s former President and the re-allocation of his duties.
Set forth below are the fiscal 2023 and fiscal 2024 base salaries for the NEOs and the percentage change between periods.
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Named Executive Officer | | Fiscal 2023 Base Salary(1) | | Fiscal 2024 Base Salary (2) | | Percentage Change |
Sandy Douglas | | $ | 1,050,000 | | | $ | 1,050,000 | | | — | % |
Matteo Tarditi(3) | | $ | — | | | $ | 800,000 | | | — | % |
Danielle Benedict | | $ | 538,745 | | | $ | 538,745 | | | — | % |
Louis Martin(4) | | $ | 600,000 | | | $ | 675,000 | | | 13 | % |
Andre Persaud(5) | | $ | — | | | $ | 545,000 | | | — | % |
Erin Horvath(4) | | $ | 600,000 | | | $ | 675,000 | | | 13 | % |
John W. Howard | | $ | 722,250 | | | $ | 722,250 | | | — | % |
(1) Reflects annual rate at the end of fiscal 2023.
(2) Reflects annual rate at the end of fiscal 2024.
(3) Reflects Mr. Tarditi’s annual rate upon his hire on April 15, 2024.
(4) Reflects changes made by the Compensation Committee with the departure of the Company’s former President, and the allocation of his duties.
(5) Reflects Mr. Persaud’s annual rate upon his hire on November 6, 2023.
Performance-Based Compensation Metrics
The Compensation Committee is responsible for setting the minimum, target and maximum or “stretch” performance levels (objectives that must be achieved) and related payout levels from $0 to maximum payout for our performance-based
compensation discussed below. Receipt of this compensation is contingent upon satisfaction of corporate-wide metrics established by the Compensation Committee at the beginning of the performance period.
The Compensation Committee retains the ability to adjust targets in certain circumstances, including in the event that unbudgeted or unforeseen events would impact a metric, such that it is not reflective of actual underlying operating performance that it was designed to assess. In making any such adjustment, consistent with established guidelines that allow for consistency in consideration from year to year, the Compensation Committee reviews, among other things, the original target and the budget upon which the target was based, whether the events giving rise to a potential adjustment had occurred or were contemplated at the time the performance targets were established, whether these factors were related to our core operating performance and the impact of any change in accounting or financial policy or methodology. After consideration of these factors, the Compensation Committee may determine to make adjustments to metrics or payouts where, absent such adjustment, the payout would not, in the Compensation Committee’s determination, be reflective of the level of operating performance driven by the executive officers. There were no discretionary adjustments made to payouts in fiscal 2024.
Performance-Based Annual Cash Incentive Compensation
Performance Metrics. The fiscal 2024 annual cash incentive compensation design remained unchanged from the prior year. The Compensation Committee selected adjusted EBITDA, a key metric tied to our long-term business performance, as well as Net Sales, to drive top-line growth in support of our long-term strategy. We believe using adjusted EBITDA and Net Sales as performance metrics for our fiscal 2024 plan was aligned with our strategy and designed to focus our executive officers on profitable growth in core operational performance and rewarded all officers for achievement of this important driver of overall financial performance while also growing market share through scale and customer satisfaction. Our Net Sales metric was also included as it reflects a strong and diverse customer base, which is attractive to suppliers when they are deciding on distribution partners. However, to further emphasize profitability, adjusted EBITDA must meet minimum threshold performance before any payouts with respect to any other metric could occur. For information on how we calculate adjusted EBITDA, a non-GAAP metric, and a reconciliation of adjusted EBITDA to net income, see Annex B.
Performance-Based Annual Cash Incentive Targets (Potential Payouts). For our NEOs, the annual cash award targets, or potential payouts, for fiscal 2024 at threshold, target and stretch Company-wide performance levels were set as percentages of base salary earned, and prorated if applicable to changes in base salary over the fiscal year, as follows:
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| Applicable Targets as % of Fiscal 2024 Salary |
Named Executive Officer | Threshold (50% Achievement) | Target (100% Achievement) | Stretch (150% Achievement) |
Sandy Douglas | 75.0 | % | 150.0 | % | 225.0 | % |
Matteo Tarditi | 50.0 | % | 100.0 | % | 150.0 | % |
Danielle Benedict | 42.5 | % | 85.0 | % | 127.5 | % |
Louis Martin | 50.0 | % | 100.0 | % | 150.0 | % |
Andre Persaud | 42.5 | % | 85.0 | % | 127.5 | % |
Erin Horvath | 50.0 | % | 100.0 | % | 150.0 | % |
John W. Howard | 50.0 | % | 100.0 | % | 150.0 | % |
For example, if the Company achieved its performance at the threshold level, Mr. Douglas’s cash incentive would be an amount equal to 75% of his base salary; at target level, he would receive a cash incentive in an amount equal to 150% of his base salary; and at the stretch level he would receive an award equal to 225% of his base salary. The actual payout depends, however, on whether the Company met the threshold performance level for adjusted EBITDA. If performance were below the threshold level, there would be no payout.
Performance Target. In setting the performance targets for fiscal 2024, the Compensation Committee reviewed historical levels of performance, expected initiatives in connection with ongoing transformation, capital expenditures and productivity initiatives, a desire to support our growth and long-term operating results, the competitive environment and ongoing uncertainty in the macro-environment. In establishing the intended degree of difficulty of the payout level for adjusted EBITDA, the Compensation Committee set the performance targets at levels that required successful implementation of corporate operating objectives for meaningful payouts to occur. The Compensation Committee believed that the initial targets related to “threshold” performance were achievable in light of budgeted expectations, but the payouts for “target” performance and “stretch” performance each required execution of significant operational and efficiency improvement initiatives, after taking into account the factors noted above.
Determination of Performance-Based Annual Cash Incentive Plan Payouts. Annual cash incentive plan goals for NEOs for fiscal 2024 were set by the Compensation Committee at the following amounts for Messrs. Douglas, Howard, Tarditi and Martin and Mses. Benedict and Horvath:
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Performance Metric (in millions) | Weight | | Threshold | | Target | | Stretch | | Threshold Payout | | Target Payout | | Stretch Payout |
Adjusted EBITDA | 75 | % | | $ | 438.6 | | | $ | 516 | | | $ | 593.4 | | | 50 | % | | 100 | % | | 150 | % |
Net Sales | 25 | % | | $ | 30,418 | | | $ | 31,685 | | | $ | 32,953 | | | 50 | % | | 100 | % | | 150 | % |
For Mr. Persaud, his annual cash incentive included total Company adjusted EBITDA and Net Sales plus Retail Adjusted EBITDA and Retail Net Sales to drive performance in his specific business unit metrics:
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Performance Metric (in millions) | Weight | | Threshold | | Target | | Stretch | | Threshold Payout | | Target Payout | | Stretch Payout |
Adjusted EBITDA | 50 | % | | $ | 438.6 | | | $ | 516 | | | $ | 593.4 | | | 50 | % | | 100 | % | | 150 | % |
Net Sales | 15 | % | | $ | 30,418 | | | $ | 31,685 | | | $ | 32,953 | | | 50 | % | | 100 | % | | 150 | % |
Retail Adjusted EBITDA | 25 | % | | $ | 65.5 | | | $ | 77 | | | $ | 88.6 | | | 50 | % | | 100 | % | | 150 | % |
Retail Net Sales | 10 | % | | $ | 2,514 | | | $ | 2,618.7 | | | $ | 2,723.4 | | | 50 | % | | 100 | % | | 150 | % |
In September 2024, the Compensation Committee reviewed with Management our financial results for fiscal 2024. The Compensation Committee determined the level of achievement against each of the metrics as set forth below.
For Messrs. Douglas, Howard, Tarditi and Martin and Mses. Benedict and Horvath, final payout of 93.9% was based on the following metrics:
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Performance Metric (in millions) | Weight | Target | | Actual | | Performance as a Percentage of Target | | Weighted Payout |
Adjusted EBITDA | 75 | % | $ | 516 | | | $ | 517.9 | | (1) | 100.4 | % | | 75.9 | % |
Net Sales | 25 | % | $ | 31,685 | | | $ | 30,980 | | | 97.8 | % | | 18.0 | % |
(1) See Annex B for a reconciliation to the most comparable GAAP metric.
Similarly for Mr. Persaud, total UNFI adjusted EBITDA and Net Sales metrics were in payout range, but Retail adjusted EBITDA and Net Sales were below threshold, resulting in a final bonus payout of 61.4% based on the following metrics:
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Performance Metric (in millions) | Weight | Target | | Actual | | Performance as a Percentage of Target | | Weighted Payout |
Adjusted EBITDA | 50 | % | $ | 516 | | | $ | 517.9 | | (1) | 100.4 | % | | 50.6 | % |
Net Sales | 15 | % | $ | 31,685 | | | $ | 30,980 | | | 97.8 | % | | 10.8 | % |
Retail Adjusted EBITDA | 25 | % | $ | 77 | | | $ | 8.0 | | | 10.3 | % | | — | % |
Retail Net Sales | 10 | % | $ | 2,619 | | | $ | 2,436 | | | 93.0 | % | | — | % |
(1) See Annex B for a reconciliation to the most comparable GAAP metric.
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| | Performance-Based Annual Incentive |
Named Executive Officer | | Target | | Actual |
Sandy Douglas | | $ | 1,605,289 | | | $ | 1,508,072 | |
Matteo Tarditi(1) | | $ | 246,154 | | | $ | 231,247 | |
Danielle Benedict | | $ | 466,740 | | | $ | 438,474 | |
Louis Martin | | $ | 672,115 | | | $ | 631,412 | |
Andre Persaud(1) | | $ | 347,438 | | | $ | 213,417 | |
Erin Horvath(1) | | $ | 581,250 | | | $ | 546,050 | |
John W. Howard(1) | | $ | 611,135 | | | $ | 574,124 | |
(1) Messrs. Tarditi, Persaud and Howard and Ms. Horvath’s targets were prorated for their time worked during the fiscal year.
Long-Term Equity-Based Incentive Program
2024 Grant of Time- and Performance-Based Vesting Restricted Stock Units. Our long-term, equity-based incentive program in fiscal 2024 for our NEOs remained unchanged from fiscal 2023 and consisted of RSUs and PSUs. Approximately 40% of the aggregate grant date fair value of these units awarded to NEOs represented RSUs that vest ratably over three years and 60% were PSUs that may cliff-vest at the end of a three-year performance period, subject to meeting predetermined financial targets, and have a maximum payout opportunity of 200% before the potential 10% relative TSR modifier, explained below.
The Compensation Committee believes a mix of time- and performance-based vesting restricted stock units provides our NEOs with an incentive to improve our stock price performance and a direct alignment with stockholders’ interests, as well as a continuing stake in our long-term success.
In fiscal 2024, the Compensation Committee determined the target grant date fair value of equity awards for our compensation program was to be a fixed value that will be benchmarked annually and used as a lever to align our executives’ overall target direct compensation and/or reward executives for outstanding performance. For our NEOs, the fiscal 2024 target grant values were:
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Named Executive Officer | Target Annual LTI $ |
Sandy Douglas | $5,000,000 |
Matteo Tarditi(1) | $1,871,585 |
Danielle Benedict | $850,000 |
Louis Martin | $1,300,000 |
Andre Persaud(2) | $1,500,000 |
Erin Horvath | $1,300,000 |
John W. Howard | $1,800,000 |
(1) Mr. Tarditi’s annual grant of $2,000,000 was prorated for time worked in the fiscal 2024 grant cycle and includes a one-time inducement RSU valued at $500,000 that vests ratably over three years.
(2) Mr. Persaud’s grant of $1,500,000 includes a one-time inducement RSU valued at $650,000 that vests ratably over three years.
These grants were made in December 2023 following approval by the Compensation Committee.
Performance Metrics for Performance Units. PSUs granted in fiscal 2024 (December 2023) are subject to two metrics that the Compensation Committee viewed as critical to our long-term strategy. The performance criteria and weighting of these PSUs are as follows: fiscal 2024-2026 adjusted EPS, weighted at 75%, and fiscal 2026 adjusted ROIC, weighted at 25%, each as described below.
Adjusted EPS. At the end of three years, adjusted EPS is based on the average achievement against the three-year performance goals. Adjusted EPS targets are set at the time of grant for each three-year cycle as a targeted value. Each year is measured separately and given a payout percentage for that year. At the end of the three years, the average of the three year payouts is used for this metric. The Compensation Committee believes that including an adjusted EPS metric aligns our executives’ interests with both our strategic objectives and long-term stockholder interests.
Fiscal 2026 Adjusted ROIC. The Compensation Committee believed this metric, which was set at the grant date, drives long-term value by emphasizing prudent investments and effective capital management over the full three-year performance period. Please see Annex B for a definition of this metric.
In addition to the performance criteria tied to the two financial metrics described above, the Compensation Committee approved a feature of the grants pursuant to which the number of units that will vest will be adjusted upward or downward by up to 10% depending on how our common stock price performs relative to the S&P Mid Cap 400 Index (Relative TSR) over the three-year performance period ending on the close of fiscal 2026. The number of units that would vest is adjusted up or down proportionately by 10% based on the number of basis points difference between our performance and the performance of the S&P Mid Cap 400 index.
The Compensation Committee believes this design focuses our Management team on improving core operational performance and long-term value creation. Targets were based on long-term projections for all three fiscal years, taking into account investments in growth opportunities and ongoing uncertainty in the macro-environment. The applicable NEOs are eligible to earn between 0% and 200% of their targeted award, depending on our performance during the relevant measurement period. Each metric must meet a minimum threshold level of performance for any payout to occur with respect to that metric (shown below). The table below does not include the actual forward targets. We generally do not disclose forward-looking goals for our LTI plan because we do not consistently provide long-range guidance on all metrics as it is competitively sensitive information. We disclose performance goals for our incentive programs in full after completion of the performance period.
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Performance Metric | | Weight | | Threshold | | Target | | Stretch | | Threshold Payout(1) | | Target Payout(1) | | Stretch Payout(1) |
Fiscal 2024-2026 Adjusted EPS(2) | | 75 | % | | 55 | % | | 100 | % | | 145 | % | | 50 | % | | 100 | % | | 200 | % |
Fiscal 2026 Adjusted ROIC | | 25 | % | | 90 | % | | 100 | % | | 110 | % | | 50 | % | | 100 | % | | 200 | % |
(1) Aggregate payout subject to +/-10% adjustment based on Relative TSR performance.
(2) Adjusted EPS Threshold and Stretch range is shown as 3-year average; fiscal 2024 varies slightly from fiscal 2025 & 2026
Prior Long-Term Equity-Based Incentive Program, Results and Payouts
Fiscal 2022-2024. The PSUs granted in fiscal 2022 (October 2022) had two weighted metrics: fiscal 2022-2024 adjusted EPS growth (75%) and fiscal 2024 adjusted ROIC (25%). The applicable NEOs were eligible to earn between 50% and 200% of their targeted award, depending on our performance during the relevant measurement period across the threshold, target and maximum levels below. Adjusted ROIC is a non-GAAP metric. A reconciliation to the nearest GAAP metric is provided in Annex B.
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Performance Metric | Weight | | Threshold | | Target | | Stretch | | Threshold Payout | | Target Payout | | Stretch Payout |
Fiscal 2022-2024 Adjusted EPS Growth | 75% | | 4.2% 9.8% 14.0% | | F22 6% F23 14% F24 20% | | 7.8% 18.2% 26% | | 50% | | 100% | | 200% |
Fiscal 2024 Adjusted ROIC | 25% | | 10.23% | | 11.37% | | 12.50% | | 50% | | 100% | | 200% |
In addition to the performance criteria tied to adjusted EPS growth and adjusted ROIC, the grants included a provision for adjustment of the number of units that would vest upward or downward by up to 10% depending on the Relative TSR over the three-year performance period. The number of units that will vest is adjusted up or down proportionally by up to 10% based on the number of basis points difference between our performance and the performance of the S&P Mid Cap 400 Index.
In September 2024, the Compensation Committee reviewed performance against the three-year performance period ending in fiscal 2023. Based on the following performance against target, final weighted payout was 50%, before the Relative TSR modifier.
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Performance Metric | Weight | Target | | Actual | | Performance as a Percentage of Target | | Weighted Payout |
Fiscal 2022-2024 Adjusted EPS Growth | 75% | F22 6% F23 14% F24 20% | | F22 16% F23 (54)% F24 (94)% | | 259% (385)% (469)% | | 50.0% |
Fiscal 2024 Adjusted ROIC | 25% | 11.37% | | 3.00% | | 26% | | —% |
The number of earned PSUs was then adjusted downward by 10% as a result of application of the adjustment for the Relative TSR, which was -6,496 basis points, for a final payout of 45%. Messrs. Tarditi, Persaud and Ms. Horvath were not employees at the time of grant and therefore did not receive these PSUs. The table below shows the number of shares earned compared to target.
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Named Executive Officer | Shares at Target | Final PSU Payout % After -10% TSR Modifier | Final Shares After -10% TSR Modifier |
Sandy Douglas(1) | 76,490 | 45.0% | 34,420 |
Matteo Tarditi | n/a | n/a | n/a |
Danielle Benedict | 11,019 | 45.0% | 4,958 |
Louis Martin | 6,877 | 45.0% | 3,094 |
Andre Persaud | n/a | n/a | n/a |
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Named Executive Officer | Shares at Target | Final PSU Payout % After -10% TSR Modifier | Final Shares After -10% TSR Modifier |
Erin Horvath | n/a | n/a | n/a |
John W. Howard(2) | 18,313 | 45.0% | 8,240 |
(1) Includes 25,929 shares at target and 11,668 shares at vest for his inducement PSU award that was in addition to his annual grant upon hire.
(2) Target shares have been prorated based on his separation date and time worked in the 3-year performance period.
The payouts under these PSUs reflect our executive compensation program’s pay for performance structure. Despite exceeding the adjusted EPS maximum growth target in fiscal 2022, the Company did not meet the predetermined threshold adjusted EPS growth performance in fiscal 2023 or 2024, which demonstrates that consistent financial performance over the performance period is required to achieve the robust targets set by the Compensation Committee. The adjusted ROIC metric did not meet threshold performance expectations resulting in zero (0%) payout for that metric.
Other Compensation and Benefits
The NEOs are eligible for the same level and type of benefits that we make available to other employees, including our 401(k) plan, health care plan, life insurance plans, other welfare benefit programs and equity treatment upon retirement or a separation from service event. We do not have any defined benefit pension plans available to our NEOs.
Additional Benefits. We provide certain NEOs with additional benefits that we believe are reasonable and consistent with our overall executive compensation program. The costs of these benefits constitute only a small portion of each NEO’s total compensation and have included items such as relocation benefits and tax preparation fees. We offer perquisites and other benefits that we believe to be competitive with benefits offered by companies with whom we compete for talent for purposes of recruitment and retention.
Retirement. To recognize significant years of service to the Company and to incentivize employees who might consider retiring to remain focused on the long-term best interests of the Company regardless of their personal retirement plans, which could otherwise create bias toward short-term performance, the Compensation Committee has established a retirement policy that provides that time-based RSUs will continue to vest during retirement on the same terms as they would if the executive had not retired, but without the requirement that they remain employed. PSUs will be treated similarly on retirement, but subject to actual performance at the time when achievement of performance objectives are measured. In addition, an executive’s equity awards granted in the year of retirement will be prorated to reflect the service period prior to the date of retirement. Qualified retirement is defined as retirement by an employee who has reached age 59 or older and who has achieved at least 10 years of service to the Company. This policy applies to all participants, provided that, as described below, our CEO will be eligible for retirement treatment upon achievement of six years of service to the Company.
Components of Our Executive Compensation Program for Fiscal 2025
Given there were no pay increases to base salary, bonus targets or LTI grant values in fiscal 2024, the Compensation Committee determined that there should be modest merit increases for certain executive officers in fiscal 2025 based on its annual review in September 2024. The Committee made the following changes to base salary for NEOs, effective November 10, 2024.
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Named Executive Officer | | Fiscal 2024 Base Salary (1) | | Fiscal 2025 Base Salary (2) | | Percentage Change |
Sandy Douglas | | $ | 1,050,000 | | | $ | 1,050,000 | | | — | % |
Matteo Tarditi(3) | | $ | 800,000 | | | $ | 800,000 | | | — | % |
Danielle Benedict | | $ | 538,745 | | | $ | 571,070 | | | 6 | % |
Louis Martin | | $ | 675,000 | | | $ | 702,000 | | | 4 | % |
Andre Persaud(3) | | $ | 545,000 | | | $ | 545,000 | | | — | % |
(1) Reflects annual rate at the end of fiscal 2024.
(2) Reflects expected annual rate for the remainder of fiscal 2025.
(3) Based on their hire date, Messrs. Tarditi and Persaud were not eligible for merit increases.
The Committee discussed Mr. Douglas’s pay and the fact that he has not had any change to his base salary or annual incentive plan the past two years and that his total target compensation was below market median of his peers. The Committee determined an increase to his long-term incentive awards was most appropriate (increased from $5,000,000 to $6,375,000 annually) and made no changes to his salary or bonus structure. Ms. Benedict will receive an increase from $850,000 to $1,000,000 annually for her long-term incentive award, to better align her total target compensation to market. There were no changes to NEOs annual cash incentive targets in fiscal 2025.
Consistent with the Compensation Committee’s history of incorporating investor feedback and updating our compensation program to maintain alignment with strategy, the Committee approved the following changes for the fiscal 2025 compensation design:
| | | | | | | | | | | | | | |
• Added Free Cash Flow Metric. Replaced Net sales in the short-term incentive plan and ROIC in the long-term incentive plan with Free Cash Flow. ◦ Free Cash Flow is defined as net cash provided by operating activities less payments for capital expenditures. ◦ This metric is a key focus area that supports our long-term strategy to pay down debt. ◦ The Compensation Committee believes that including short- and long-term Free Cash Flow goals incentivizes urgency in action while also providing a long-term, sustainable focus. • Moved to Three-Year Cumulative Target for Adjusted EPS. The adjusted EPS target for PSU awards is a three-year cumulative target instead of three predetermined annual targets, which is in response to investor feedback that the cumulative target is preferred. • Capped the Potential Impact of Relative TSR Modifier. Maximum PSU payout of 200% after relative TSR modifier is applied (versus 220% previously in the event of maximum relative TSR modifier). |
Severance and Change in Control Agreements
As of August 3, 2024, we were a party to severance agreements and change in control agreements with each of Messrs. Douglas, Tarditi, Martin and Persaud and Ms. Benedict. The capitalized terms “Cause,” “Good Reason” and “Change in Control” in this section are used as defined in those agreements. The Compensation Committee believes that the protections afforded in these severance and change in control agreements are reasonable and are an important element in retaining our executive officers. Each of the severance agreements includes restrictive covenant provisions, which, except as prohibited by law, apply during the employment period and continue for a one-year period following termination of employment for any reason. Our severance agreements with our current NEOs expire on the third anniversary of the applicable effective date, subject to extension by mutual agreement of the Company and the individual executive officer, with expiration dates between 2025 and 2027.
The change in control agreements also include restrictive covenant provisions, which apply during the employment period and continue for a one-year (intellectual property assignment) or two-year (non-solicitation and non-competition) period following a termination of employment that occurs in contemplation of or within two years after a Change in Control. The severance and change in control agreements also contain confidentiality provisions that are not subject to a term. None of our executives is a party to an agreement providing for “gross-up” payments for excise taxes imposed upon termination following a Change in Control. Any benefits to be paid upon a Change in Control under the change in control agreements are “double trigger,” which requires both a Change in Control and a termination of the executive’s employment in contemplation of or within two years of the date of the Change in Control, either by us for a reason other than Cause, death or disability or by the executive for Good Reason.
The key benefits provided for in these agreements are summarized below:
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Executive | Benefit or Payment (1) | Severance (2) | Change in Control (2) |
CEO | Base Multiple | 2X, continued pay | 2.5X, lump sum |
Bonus Multiple | 2X target $, lump sum | 2.5X target $, lump sum |
Prorated Bonus | Yes, prorated and based on actual performance | Yes, prorated and based on actual performance |
Medical Benefits | $70,000 lump sum | $87,500 lump sum |
Other Executives | Base Multiple | 1X, continued pay | 2X, lump sum |
Bonus Multiple | 1X target $, lump sum | 2X target $, lump sum |
Prorated Bonus | Yes, prorated and based on actual performance | Yes, prorated and based on actual performance |
Medical Benefits | $35,000 lump sum | $105,000 lump sum payment |
(1) The provision of any such benefits will be subject to any restrictions under applicable law, including under Section 409A of the Internal Revenue Code of 1986, as amended from time to time (Code).
(2) The treatment of equity awards upon separation is governed by the terms of the 2020 Equity Incentive Plan, as may be amended and restated from time to time (the 2020 Equity Incentive Plan) and respective award agreements. Mr. Persaud’s fiscal 2024 and inducement awards provide for vesting of those shares upon a double trigger event consisting of Separation From Service without Cause after consummation of a sale, transfer or other disposition of all or substantially all of the business under the Company’s Cub Foods banner.
In establishing the multiples of base salary and bonus that a terminated executive would be entitled to receive following termination without Cause or for Good Reason following a Change in Control, the Compensation Committee considered the need to be able to competitively recruit and retain talented executive officers who often times seek protection
against the possibility that they might be terminated without Cause or be forced to resign for Good Reason following a Change in Control, while taking into account the views of our stockholders on appropriate multiples.
Other Programs, Policies and Considerations
Executive Clawback Policy
The Company has adopted a clawback policy pursuant to which the Company must seek to recover incentive-based compensation from senior executives in the event the Company is required to prepare an accounting restatement due to material noncompliance of the Company with any financial reporting requirement under the securities laws (the Executive Clawback Policy). The Executive Clawback Policy complies with, and will be interpreted and administered in a manner consistent with, all applicable laws and regulations, including without limitation, Section 303A.14 of the NYSE Listed Company Manual and Rule 10D-1 of the Exchange Act.
Recoupment Policy
In addition to our Executive Clawback Policy, we have in place a recoupment policy applicable to our executive officers, including our NEOs, other principal officers and certain key employees or former employees designated by the Board or our CEO. Under the policy, if the Company’s financial statements are required to be restated for any reason, except when due to a change in accounting policy that has a retroactive effect, the Board will review all performance-based compensation awarded or earned for all periods materially affected by such restatement. In addition, the Board will review all performance-based compensation awarded or earned that is based on performance metrics that appear to be materially inaccurate or affected in any way by fraud, regardless of whether a restatement of the Company’s financial statements is required.
The policy provides that the Board may, to the extent permitted by applicable law, seek the following actions with respect to compensation:
• After conducting the review described above, the Board may seek recoupment from the persons covered by the policy for the extent of such performance-based compensation as it deems appropriate if it determines that:
◦ the payment of such performance-based compensation was predicated upon the achievement of certain financial statement results that were subsequently corrected, or upon material inaccuracy or fraud, and a lower incentive payment or award would have been made based upon the restated financial results or corrected performance metrics; or
◦ a person covered by the policy has engaged in conduct that will cause damage to the Company or is inimical or in any manner contrary to the best interests of the Company, and if the conduct resulted in a material inaccuracy in the Company’s financial statements or performance metrics which affects such person’s compensation.
• The Board may also require forfeiture of incentive compensation, including annual incentive compensation, LTI performance awards, stock options, stock appreciation rights, restricted stock units (including performance-based and time-based), dividend equivalent rights and any other similar awards the Board deems to be “incentive based,” in the case of misconduct in violation of law or Company policy, including through failure of an executive’s oversight responsibilities, that results in material financial or reputational harm to the Company.
• In the event the Board seeks recoupment or forfeiture pursuant to the recoupment policy, the Company must disclose such recoupment or forfeiture, provided that, among other things, the related facts and circumstances giving rise to the recovery have been publicly disclosed.
Stock Ownership Guidelines
The Compensation Committee believes stock ownership guidelines are a key vehicle for aligning the interests of Management and our stockholders. A meaningful ownership stake by our officers demonstrates to our stockholders a strong commitment to our success. Accordingly, the Board has adopted stock ownership guidelines that require our officers to hold shares of our common stock having an aggregate market value from time to time which equals or exceeds the below multiples:
| | | | | |
Associates Subject to Guidelines | Multiple of Base Salary |
Chief Executive Officer (CEO) | 6X |
Other Executive Officers | 3X |
Each covered officer is expected to comply with the policy by the fifth year after he or she became subject to the guidelines and remain in compliance thereafter. Compliance with the guidelines is tested once per year for as long as the officer is employed by the Company. When calculating whether a covered officer owns a sufficient number of shares under these guidelines, vested and unvested restricted stock and RSUs are included, while unvested PSUs are not included. Covered officers
are not allowed to hedge their interests in the stock held pursuant to the guidelines. Our guidelines provide that, once in compliance, a covered officer shall be deemed to remain in compliance despite a subsequent reduction in stock price that may otherwise cause non-compliance. Given the sustained decline in our stock price at the level specified in our stock ownership guidelines for 18 months, the five-year accumulation period was reset as of the end of fiscal 2020. As of August 3, 2024, each of our executive officers was in compliance or on track to meet their target ownership within their five-year accumulation period.
Hedging and Insider Trading Policy
Our Insider Trading Policy prohibits our Directors and certain employees, including executive officers, from engaging in certain speculative transactions in our equity securities, including short sales, hedging transactions and pledging our stock as security.
Tax Deductibility of Compensation
When it reviews compensation matters, the Compensation Committee considers, among other matters, the anticipated tax and accounting treatment of payments and benefits with respect to us and, when relevant, to the executive. Section 162(m) of the Code imposes an annual deduction limit of $1 million on the amount of compensation paid to each of the Chief Executive Officer and certain other NEOs. The Compensation Committee has approved, and may continue to approve, compensation that exceeds the $1 million limitation and is non-deductible. While accounting and tax treatment are relevant issues to consider, the Compensation Committee believes that stockholder interests are best served by not restricting flexibility in designing compensation programs, even though such programs may result in non-deductible compensation expenses for tax purposes.
Report of the Compensation Committee
We have reviewed and discussed the foregoing Compensation Discussion and Analysis with Management. Based on our review and discussion with Management, we have recommended to the Board that the Compensation Discussion and Analysis be included in this proxy statement and the Company’s Annual Report on Form 10-K for the fiscal year ended August 3, 2024.
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| | Daphne J. Dufresne, Chair |
| | Gloria R. Boyland |
| | Shamim Mohammad |
| | James C. Pappas |
Executive Compensation Tables
Summary Compensation Table—Fiscal Years 2022-2024
The following table sets forth for each NEO for each fiscal year indicated: (i) the dollar value of base salary, sign-on bonuses and non-equity incentive compensation earned; (ii) the aggregate grant date fair value related to all equity-based awards made to the NEO; (iii) all other compensation; and (iv) the dollar value of total compensation.
Summary Compensation Table
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Name and Principal Position | Year | Salary(1) | Bonus | | Stock Awards(2) | Option Awards | Non-Equity Incentive Plan Compensation(3) | All Other Compensation | | Total |
Sandy Douglas | 2024 | $1,070,192 | — | | | $5,029,570 | — | | 1,508,072 | | $11,500 | (4) | $7,619,334 |
Chief Executive Officer | 2023 | $1,050,000 | — | | | $5,135,192 | — | | — | | $16,250 | | $6,201,442 |
2022 | $1,029,808 | — | | | $5,899,913 | — | | $1,784,744 | $7,827 | | $8,722,292 |
Matteo Tarditi (5) | 2024 | 246,154 | | 250,000 | | (6) | 1,879,945 | | — | | 231,247 | | — | | | 2,607,346 | |
President & Chief Financial Officer | 2023 | — | | — | | | — | | — | | — | | — | | | — | |
2022 | — | | — | | | — | | — | | — | | — | | | — | |
Danielle Benedict (5) | 2024 | 549,105 | | — | | | 855,007 | | | 438,474 | | 12,500 | | (7) | 1,855,086 | |
Chief Human Resource Officer | 2023 | 529,934 | | — | | | 872,949 | | — | | — | | 16,250 | | | 1,419,133 | |
2022 | — | | — | | | — | | — | | — | | — | | | — | |
Louis Martin (5) | 2024 | 672,115 | | — | | | 1,307,678 | | — | | 631,412 | | 11,088 | | (8) | 2,622,293 | |
President, Wholesale | 2023 | 548,077 | | — | | | 1,026,981 | | — | | — | | 22,774 | | | 1,597,832 | |
2022 | — | | — | | | — | | — | | — | | — | | | — | |
Andre Persaud (5) | 2024 | 408,750 | | 50,000 | | (9) | 1,505,002 | | — | | 213,417 | | 3,773 | | (10) | 2,180,933 | |
President & Chief Executive Officer, Retail | 2023 | — | | — | | | — | | — | | — | | — | | | — | |
2022 | — | | — | | | — | | — | | — | | — | | | — | |
Erin Horvath (5) | 2024 | 581,250 | | — | | | 1,307,678 | | — | | 546,050 | | 797,462 | | (11) | 3,232,440 | |
Former Chief Operating Officer | 2023 | — | | — | | | — | | — | | — | | — | | | — | |
2022 | — | | — | | | — | | — | | — | | — | | | — | |
John Howard | 2024 | 611,135 | | — | | | 1,810,636 | | — | | 574,124 | | 850,170 | | (12) | 3,846,065 | |
Former Chief Financial Officer | 2023 | 710,438 | | — | | | 1,848,659 | | — | | — | | 13,750 | | | 2,572,847 | |
2022 | 662,500 | | — | | | 1,499,935 | | — | | 765,446 | | 10,250 | | | 2,938,131 | |
(1) Fiscal 2024 was a 53-week year, as such, the amounts shown include an additional week of pay compared to the annual amounts disclosed above in “Executive Compensation—Compensation Discussion and Analysis—Components of Our Executive Compensation Program for Fiscal 2024—Base Salary.”
(2) Amounts shown represent the grant date fair value of awards of RSUs and PSUs at the target level as computed under ASC 718 granted during the fiscal year indicated. For PSUs, grant date fair value is calculated based on the probable outcome of the performance result (i.e., target level of performance) for each of the performance periods, excluding the effect of estimated forfeitures. These amounts do not necessarily reflect the actual amounts that were paid to, or may be realized by, the NEO for any of the fiscal years reflected. Refer to footnotes 1 and 13 to the consolidated financial statements in our Annual Report on Form 10-K for the year ended August 3, 2024 for a discussion of the relevant assumptions used to determine the grant date fair value of these awards. The grant date fair value of PSUs awarded to Mr. Douglas in fiscal 2024, assuming stretch, or maximum level performance, was $6,665,071. The grant date fair value of PSUs awarded to Mr. Tarditi in fiscal 2024, assuming stretch, or maximum level performance, was $1,828,909. The grant date fair value of PSUs awarded to Ms. Benedict in fiscal 2024, assuming stretch, or maximum level performance, was $1,133,037. The grant date fair value of PSUs awarded to Mr. Martin in fiscal 2024, assuming stretch, or maximum level performance, was $1,732,889. The grant date fair value of PSUs awarded to Mr. Persaud in fiscal 2024, assuming stretch, or maximum level performance, was $1,133,037. The grant date fair value of PSUs awarded to Ms. Horvath in fiscal 2024, assuming stretch, or maximum level performance, was $1,732,889. The grant date fair value of PSUs awarded to Mr. Howard in fiscal 2024, assuming stretch, or maximum level performance, was $2,399,408.
(3) Amounts shown for fiscal 2024 reflect payments made in fiscal 2025 under our annual cash incentive plan related to fiscal 2024 performance. Amounts shown for fiscal 2023 and 2022 reflect payments under our annual cash incentive plan for those fiscal years. For a discussion regarding the annual cash incentive plan, see “Executive Compensation—Compensation Discussion and Analysis—Components of Our Executive Compensation Program for Fiscal 2024—Performance-Based Annual Cash Incentive Compensation.”
(4) Represents our contributions to a 401(k) account for Mr. Douglas in the amount of $11,500.
(5) Messrs. Tarditi and Persaud and Ms. Horvath were not NEOs in fiscal 2023 or fiscal 2022. Ms. Benedict and Mr. Martin were not NEOs in fiscal 2022. Accordingly, compensation information for those years is not provided.
(6) Represents a cash sign-on bonus upon hire for Mr. Tarditi in the amount of $250,000.
(7) Represents our contributions to a 401(k) account and tax planning reimbursement for Ms. Benedict in the amount of $11,500 and $1,000, respectively.
(8) Represents our contributions to a 401(k) account and tax planning reimbursement for Mr. Martin in the amount of $9,138 and $1,950, respectively.
(9) Represents a cash sign-on bonus upon hire for Mr. Persaud in the amount of $50,000.
(10) Represents our contributions to a 401(k) account for Mr. Persaud in the amount of $3,773.
(11) Represents Ms. Horvath’s 1x base salary multiple paid bi-weekly through the end of fiscal 2024 ($77,885), a lump sum payment equal to 1x her target bonus opportunity ($675,000), and a COBRA payment ($35,000), all per her Severance Agreement, plus our contributions to a 401(k) account ($9,577).
(12) Represents Mr. Howard’s 1x base salary multiple paid bi-weekly through the end of fiscal 2024 ($83,337), a lump sum payment equal to 1x his target bonus opportunity ($722,250), and a COBRA payment ($35,000), all per his Severance Agreement, plus our contributions to a 401(k) account ($9,584).
Grants of Plan-Based Awards in Fiscal 2024
The following table reflects the fiscal 2024 plan-based awards approved by the Compensation Committee on November 2, 2023, and having a grant date of December 21, 2023:
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| | Estimated Future Payouts Under Non-Equity Incentive Plan Awards(1) | Estimated Future Payouts Under Equity Incentive Plan Awards(2) | All Other Stock Awards (#)(3) | All Other Option Awards (#) | Exercise Price of Option Awards ($/sh) | Grant Date Fair Value of Stock and Option Awards ($)(4) |
Name | Grant Date | Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) |
Sandy Douglas | 12/21/2023 | — | | — | | — | | 92,478 | | 184,956 | | 406,903 | | — | | — | | — | | 3,029,579 | |
12/21/2023 | — | | — | | — | | — | | — | | — | | 123,304 | | — | | — | | 1,999,991 | |
N/A | 802,644 | | 1,605,289 | | 2,407,933 | | — | | — | | — | | — | | — | | — | | — | |
Matteo Tarditi | 6/7/2024 | — | | — | | — | | 27,972 | | 55,944 | | 123,076 | | — | | — | | — | | 831,328 | |
6/7/2024 | — | | — | | — | | — | | — | | — | | 37,296 | | — | | — | | 548,624 | |
6/7/2024 | — | | — | | — | | — | | — | | — | | 33,990 | | — | | — | | 499,993 | |
N/A | 123,077 | | 246,154 | | 369,231 | | — | | — | | — | | — | | — | | — | | |
Danielle Benedict | 12/21/2023 | — | | — | | — | | 15,721 | | 31,442 | | 69,172 | | — | | — | | — | | 515,020 | |
12/21/2023 | — | | — | | — | | — | | — | | — | | 20,961 | | — | | — | | 339,987 | |
N/A | 233,370 | | 466,740 | | 700,109 | | — | | — | | — | | — | | — | | — | | — | |
Louis Martin | 12/21/2023 | — | | — | | — | | 24,044 | | 48,088 | | 105,793 | | — | | — | | — | | 787,681 | |
12/21/2023 | — | | — | | — | | — | | — | | — | | 32,059 | | — | | — | | 519,997 | |
N/A | 336,058 | | 672,115 | | 1,008,173 | | — | | — | | — | | — | | — | | — | | — | |
Andre Persaud | 12/21/2023 | — | | — | | — | | 15,721 | | 31,442 | | 69,172 | | — | | — | | — | | |