| NOTICE OF ANNUAL MEETING | | | | | 1 | | |
| PROXY SUMMARY | | | | | 2 | | |
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| CORPORATE GOVERNANCE | | | | | 15 | | |
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| PROPOSAL 1 | | | | | 18 | | |
| PROPOSAL 1: ELECTION OF DIRECTORS | | | | | 18 | | |
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| OUR EXECUTIVE OFFICERS | | | | | 34 | | |
| COMPENSATION DISCUSSION AND ANALYSIS | | | | | 35 | | |
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| PROPOSAL 2 | | | | | 55 | | |
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| EXECUTIVE COMPENSATION TABLES | | | | | 56 | | |
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| PROPOSAL 3 | | | | | 69 | | |
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| AUDIT | | | | | 75 | | |
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| PROPOSAL 4 | | | | | 75 | | |
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| OTHER MATTERS | | | | | 84 | | |
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| NON-GAAP FINANCIAL MEASURES | | | | | 90 | | |
| | | | | A-1 | | |
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Date
Thursday May 9, 2024
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Time
11:00 a.m. (Eastern Time)
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Place
State Grill 21 West 33rd Street New York, New York 10118 AND via live webcast
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Record Date
The close of business on March 1, 2024
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AGENDA ITEM
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Board Recommendation
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Read More
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PROPOSAL 1 a proposal to elect the ten director nominees named in the proxy statement to serve on our board until the next annual meeting or until their successors are elected and qualify.
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FOR each director nominee
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Page 18
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PROPOSAL 2 a proposal to approve, on a non-binding, advisory basis, the compensation of our named executive officers (“NEOs”) as described in this proxy statement.
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FOR this proposal
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Page 55
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PROPOSAL 3 a proposal to approve the Empire State Realty Trust, Inc. Empire State Realty OP, L.P. 2024 Equity Incentive Plan (the “2024 Equity Plan”).
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FOR this proposal
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Page 69
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PROPOSAL 4 a proposal to ratify the selection of Ernst & Young LLP as our independent registered public accounting firm for the fiscal year ending December 31, 2024.
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FOR this proposal
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Page 75
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IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR THE VIRTUAL ANNUAL MEETING TO BE HELD ON MAY 9, 2024. THIS PROXY STATEMENT AND OUR ANNUAL REPORT ON FORM 10-K FOR THE YEAR ENDED DECEMBER 31, 2023 (“2023 ANNUAL REPORT”) TO SHAREHOLDERS ARE AVAILABLE AT WWW.PROXYVOTE.COM.
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2024 PROXY STATEMENT 1
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| 2 EMPIRE STATE REALTY TRUST | | | | |
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LEASE SPACE
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SELL OBSERVATORY TICKETS
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MANAGE OUR BALANCE SHEET
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ACHIEVE SUSTAINABILITY GOALS
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$739.6M
Total Revenue
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$84.4M
Net Income
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$0.93
Core FFO Per Share(1)
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2.6M
Observatory Visitors
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951,000
Rentable square feet
of signed new, renewal, and expansion leases |
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$448M
of properties acquired since 2021
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$54.4M
returned to shareholders through
dividends and share repurchases |
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Outperformed NYC-Based Office Peers on 3-year
Total Shareholder Return (TSR) by average 2,654 bps(2)
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6th Highest TSR
for internally managed REITs for 2023(3)
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NET INCOME (LOSS) /
CORE FUNDS FROM OPERATIONS (“CORE FFO”)(1) |
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OBSERVATORY
PERFORMANCE |
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2024 PROXY STATEMENT 3
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Signed a total of 951,000 rentable square feet of new, renewal, and expansion leases, including 72 leases totaling 862,029 rentable sq. ft. in Manhattan office portfolio
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ESRT’s Manhattan office leased percentage rate improved by 250 basis points (bps) year over year to 92.1% even though Manhattan’s market-wide office availability rate increased in 2023
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Percentage leased (including signed leases not commenced):
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Total Manhattan office portfolio: 92.1%
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Total commercial portfolio: 90.6%
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Total retail: 92.1%
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Total multifamily portfolio: 98.1%
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8 consecutive quarters of positive leased absorption in commercial portfolio
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10 consecutive quarters of positive mark-to-market lease spreads for Manhattan office
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FLEXIBILITY TO ALLOCATE CAPITAL FOR LONG TERM SHAREHOLDER VALUE; OPTIONALITY:
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Capital recycling
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Acquisition opportunities
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Share repurchases
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Commercial portfolio 100% owned
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AVAILABLE LIQUIDITY: $1.2 BILLION(1)
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Cash: $347M
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Undrawn credit facility: $850M
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Unencumbered office + retail properties: 77% of total sq. ft.
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NET DEBT / ADJ. EBITDA(1):
5.4x
(Peer Average(2): 8.9x)
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SECURED DEBT(3):
39%
(Peer Average(2): 60%)
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FLOATING RATE DEBT EXPOSURE:
0%
(Peer Average(2): 11%)
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Returned $476 million to shareholders through share repurchases and dividends from 2020 through 2023.
Between March 5, 2020 (the date the repurchase program began) and March 22, 2024, the company repurchased $294 million of shares at a weighted average price of $8.18 per share, representing approximately 12.1% of total shares outstanding as of March 5, 2020.
ESRT’s plan for long-term shareholder value creation includes continued balance sheet strength and flexibility, utilization of its net operating loss (“NOL”) carryforward balance to reduce taxable income and required distribution, and use of cash flow for new acquisitions and share repurchases.
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![]() (1)
2022 includes two repurchases with trade dates in December 2021 that settled in January 2022.
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| 4 EMPIRE STATE REALTY TRUST | | | | |
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RECOGNIZED LEADER
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Ranked as one of Newsweek’s 2024 Most Responsible Companies
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Validated emissions reduction targets consistent with 1.5°C climate scenario
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GRESB FIVE STAR RATED
![]() Ranked 1st of 115 Americas Listed Companies in 2023
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ENERGY STAR PARTNER OF THE YEAR SUSTAINED EXCELLENCE FOR 2023 AND 2024
![]() 100% of our NYC commercial office portfolio and 84% of the entire portfolio is ENERGY STAR certified
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100% OF PORTFOLIO IS WELL
HEALTH-SAFETY AND WELL EQUITY RATED AND ENROLLED IN WELL AT SCALE ![]() |
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Earned the BOMA NY Pinnacle Awards for ESB: EARTH AWARD
and the Grand Pinnacle Award ![]() ![]() |
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Better Buildings Practice and Project Awards
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FITWEL CHAMPION
86% OF NYC PROPERTIES
FITWEL CERTIFIED ![]() |
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TARGETS AND GOALS
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CARBON NEUTRAL(1)
Reduced Operational Emissions
43%
in entire commercial portfolio since 2009
56%
at Empire State Building since 2009
Purchase Wind-Powered Renewable Energy Credits
Offset 100% of electrical usage
Support Preservation of Biodiverse Preserved Forestry Project
Offset 100% of non-electric fossil fuel usage
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NET ZERO TARGETS(2)
2030
for Empire State Building
2035
for entire portfolio
We define Net Zero as 80% reduction of building operational emissions in partnership with a renewably sourced grid aligned with the New York State Climate Leadership and Community Protection Act (CLCPA) with strategic offsets of residual emissions through clean energy generation and accredited initiatives, net annual building emissions are equal to zero.
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PREPARED FOR FUTURE REGULATION
Local Law 97 compliant through 2029 based on current assumptions and calculations and a CLCPA compliant grid
Scope 1, Scope 2, and Scope 3 emissions (downstream leased assets for tenant submetered space) tracking, reporting, and disclosure for 100% of portfolio
Sustainability reporting in alignment with GRESB, TCFD, SASB, GRI, SBTi 1.5°C and prepared for ISSB transition in 2024
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INDUSTRY LEADERSHIP
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EMPIRE BUILDING PLAYBOOK
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| | | KEY CONTRIBUTOR TO LEADING ORGANIZATIONS | | |
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Real Estate Roundtable Sustainability Policy Advisory Committee
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NYC Sustainability Advisory Board
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Real Estate Board of New York (REBNY) Sustainability Committee
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Urban Green Board of Directors
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USGBC LEED Steering Committee
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WELL Living Lab/ Mayo Clinic
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NAREIT Real Estate Sustainability Committee
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ULI Tenant Energy Optimization Program
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ULI Think Tank Committee
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NYC Mayor’s Carbon Challenge
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NYC Building Decarbonization and Climate Finance Task Force
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2024 PROXY STATEMENT 5
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SOCIAL LEADERSHIP
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BLOOMBERG GENDER-EQUALITY
INDEX |
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GREAT PLACE TO WORK CERTIFIED
for 2023 and 2024 ![]() |
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UN GLOBAL COMPACT AND WOMEN’S EMPOWERMENT PRINCIPLES
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Selected for inclusion in 2022 and 2023 indices
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First commercial office REIT in the U.S. to join UN Global Compact as well
as commit to the Women’s Empowerment Principles |
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FOCUS ON GENDER AND ETHNIC DIVERSITY IN OUR WORKFORCE AND LEADERSHIP
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Gender(1)
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Ethnicity(1)
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Employee-led Inclusion Committee: Our employee-led Inclusion Committee has rolled out a number of initiatives, trainings and programs.
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Mandated diversity in candidate pools for new hires.
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Mandated diversity for suppliers. Since 2021, our policy for construction vendors requires that bids must include at least one minority and women-owned business enterprise (MWBE) vendor or one out of four vendors when possible. In 2023, we became a member of Supplier Gateway to track and verify current suppliers as MWBE owners and discover new diverse vendors in the system.
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![]() (1) Data as of December 31, 2023
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INVESTMENT IN OUR PEOPLE
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Employee programs and benefits: Since 2022, we significantly increased our 401(k) match from $1,250 per year to 100% of contributions up to 5% of an employee’s salary and added employer funding to our employees’ health savings accounts (“HSAs”). Since 2021, we have enhanced parental leave, increased paid time off and created paid volunteer time off, and added flexible hours (where possible), financial wellness and healthy living programs, and a “VIP Program” that allows employees to attend celebrity events at the Empire State Building.
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Training and Education: Over 1,750 hours of enhanced training programs, including career development programs (e.g., feedback, true candor, active listening, reviews) and inclusion trainings; tuition and professional certification reimbursement.
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Employee Engagement Survey:
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ESRT 100% participation for corporate; 84% for union team members
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ESRT overall favorability 86% vs 82% benchmark for real estate industry participants in survey
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Communication: “Empire Academy” sessions for employees to get to know board members and senior leadership, CEO Q&A sessions, quarterly town hall meetings.
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Talent: Implementation of succession plans and developmental action plans to support employees with career growth, engage and retain our talent, and ensure overall health of organization’s talent plans.
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Community engagement and volunteerism: 1,200+ volunteer hours donated by employees in 2023 with 98% employee participation. ESRT offers both corporate-sponsored volunteer events, as well as a Volunteer Time Off Program, where employees receive paid day off of work to volunteer at an organization of their choice.
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| 6 EMPIRE STATE REALTY TRUST | | | | |
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GOVERNANCE BEST PRACTICES
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| | INDEPENDENT BOARD AND LEADERSHIP PRACTICES | | | | SHAREHOLDER RIGHTS | | |
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Majority independent directors (9 out of 10)
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6 new directors added since 2017, 5 of whom were diverse in gender and/or ethnicity
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Lead Independent Director elected annually with rights and responsibilities codified in Corporate Governance Guidelines
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All board committees composed of independent directors
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Comprehensive risk oversight practices
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Independent directors conduct regular executive sessions
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Robust annual board and committee self-assessment with third-party facilitator
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Nominating and Corporate Governance Committee approval of related party transactions
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Directors adhere to Minimum Stock Ownership Guidelines
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Frequent engagement with management, company employees, tenants and outside advisors to maintain robust oversight of company risk, strategy and challenges
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Board oversight of sustainability matters with specific committee responsibility outlined in committee charters
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Annual election of all directors (declassified board)
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Majority voting standard for directors, adopted in 2023 in response to shareholder feedback
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Annual say-on-pay voting
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Frequent and robust shareholder engagement efforts
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Any director who receives more “against” votes than “for” votes in an uncontested election must offer to resign
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Shareholder right to amend bylaws, adopted in 2019 in response to shareholder feedback
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Shareholder proxy access, adopted in 2018 in response to shareholder feedback
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No shareholder rights plan (i.e., no poison pill)
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Process for shareholders to communicate with board
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TRANSPARENT REPORTING
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WINNER BEST PROXY STATEMENT (SMALL CAP)
FINALIST BEST SHAREHOLDER ENGAGEMENT (SMALL TO MID CAP)
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Robust sustainability reporting through our annual Sustainability Report and our participation in GRESB, WELL Health-Safety, Fitwel and CDP Supply Chain
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Transparent public reporting of diversity at board, management and all employee levels
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2024 PROXY STATEMENT 7
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| | SAY-ON-PAY | | |
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Say-on-Pay Voting Results
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![]() The company made improvements to its executive compensation program following a low level of “Say-on-Pay” support in May 2020. Since then, the company completely overhauled its compensation structure, including:
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reduction of CEO pay magnitude (see page 13)
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introduction of a more rigorous and objective annual incentive bonus framework (see page 42)
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increased weighting of performance-based equity as a component of overall equity awards (increased from 50% to 55%) (see page 48)
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increased rigor in its performance-based equity targets (relative TSR metric targets outperformance) (see page 49)
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introduction of sustainability metrics into performance equity (see page 49)
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introduction of quantitative sustainability framework as 15% of annual incentive bonus award (see page 45)
ISS rates the company with a score of “1” (the best possible score) for “compensation” in its monthly ISS ESG score.
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| 8 EMPIRE STATE REALTY TRUST | | | | |
| | GOVERNANCE | | |
| | DIRECTOR DIVERSITY | | |
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The company also made a number of changes to its governance program as a direct result of shareholder feedback. During 2022-2023 governance outreach, shareholders expressed a desire to better understand how the board incorporates diversity into its board refreshment initiatives. The board then codified in the company’s Corporate Governance Guidelines “Rooney Rule” language — that it would seek to include candidates with a diversity of race, ethnicity and gender in each nominee candidate pool. In response to one specific shareholder request, the company also added a board diversity matrix to the proxy statement, in addition to the board composition pie charts already included (see page 17).
In the 2023 proxy season, the company initially received a Glass Lewis recommendation against the Chair of its Nominating and Corporate Governance Committee due to the level of gender diversity on its board. ESRT immediately responded with a supplemental proxy filing to advise that a female director had just left the board to join the Department of Energy in Washington, D.C., disclose the status of its ongoing board search and commit that the next director would be female. Glass Lewis changed its recommendation to “FOR” on the same day, and ESRT made direct outreach to its top institutional shareholders, resulting in a high level of support for the Chair at the 2023 annual meeting. Only two months later, the company appointed two female directors to its board (Christina Van Tassell and Hannah Yang) and that brought its gender diversity to 30%. Overall, ESRT has appointed 5 independent, diverse directors since 2017.
The board continues to review and consider the board diversity policies contained in shareholder and proxy advisory firm voting guidelines and well-regarded frameworks such as the Bloomberg Gender Equality Index (GEI) as part of its discussions on board refreshment at each quarterly meeting.
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| | AMENDMENTS TO BYLAWS | | |
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We received a shareholder request to adopt a majority voting standard for election of directors. Even though we already had a resignation policy in place that required any director who received a greater number of votes “against” his or her election than votes “for” such election to tender his or her offer of resignation, our board considered this shareholder request as well as peer practice and amended our bylaws on August 8, 2023 to change from a plurality voting standard to a majority voting standard for uncontested director elections. We maintained the resignation policy as well and codified such policy in our Corporate Governance Guidelines.
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| | DUAL CLASS STRUCTURE | | |
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We have received shareholder inquiries regarding our dual class structure and requests that we increase transparency around the rationale for the structure. In 2023, we added enhanced disclosure to our public filings, including our annual and quarterly reports, quarterly supplemental filings, and proxy statement.
Our dual class structure was established pre-IPO to allow investors to contribute their interests into the public company, maintain their voting rights, and reduce their adverse tax consequences by 98%. Our pre-IPO holders faced a choice either to (i) exchange their partnership interests for non-voting partnership units in our operating partnership and defer tax or (ii) exchange such interests for voting Class A shares, and face unfavorable tax consequences. These options made the transition to a public company undesirable to them.
To address this situation, we designed a structure whereby we gave each pre-IPO holder an option to receive one share of Class B common stock and 49 operating partnership units in exchange for every 50 operating partnership units they held in the predecessor entities. Each share of Class B common stock entitled the holder thereof to 50 votes, equivalent to their economic interest, on all matters on which Class A common stockholders are entitled to vote. Class B common stock cannot be separated from its related 49 operating partnership units, cannot be transferred to third parties (only to “qualified transferees”, i.e., family members, affiliates), and must be converted to Class A common stock with one vote for one share in order to sell.
We view this as a structure that is most fair to both the pre-IPO holders and the post-IPO holders.
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| | SUCCESSION PLANNING | | |
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During our 2023-2024 governance outreach, certain of our shareholders encouraged us to include succession planning disclosure in our proxy statement to help the investment community understand individuals identified as potential future leaders as well as the board’s involvement in CEO succession planning and succession planning for levels of management below the CEO.
In response, we have included new disclosure in this proxy statement. See page 30 for more information.
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| | LOCATION OF ANNUAL MEETING | | |
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In 2020 and 2021, we held virtual only annual shareholder meetings due to the pandemic. We continued this practice in 2022 as the virtual meeting format resulted in increased shareholder attendance and questions as compared to the in-person only format that we conducted prior to 2020.
Following our 2022 annual meeting, we received requests from certain longstanding shareholders that we resume in-person shareholder meetings. We held a hybrid meeting in 2023 in order to offer access to all shareholders, and we will hold a hybrid meeting in 2024 as well.
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2024 PROXY STATEMENT 9
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Name and Position
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Director Since
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Committee Membership
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AC
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FC
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CC
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NGC
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Anthony E. Malkin, 61
Chairman and Chief Executive Officer
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2013
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Thomas J. DeRosa, 66
Independent Director
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2013
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Steven J. Gilbert, 76
Lead Independent Director
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2013
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S. Michael Giliberto, 73
Independent Director
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2013
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Patricia S. Han, 52
Independent Director
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2019
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Grant H. Hill, 51
Independent Director
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2020
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R. Paige Hood, 65
Independent Director
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2020
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James D. Robinson IV, 61
Independent Director
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2015
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Christina Van Tassell, 53
Independent Director
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2023
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Hannah Yang, 51
Independent Director
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2023
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AC Audit Committee
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CC Compensation and Human Capital Committee
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Chair
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Member
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FC Finance Committee
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NGC Nominating and Corporate Governance Committee
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Audit Committee Financial Expert
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| 10 EMPIRE STATE REALTY TRUST | | | | |
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OUR 2023 NAMED EXECUTIVE OFFICERS (“NEOs”)
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2023 TARGET COMPENSATION MIX
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![]() ANTHONY E.
MALKIN Chairman and
Chief Executive Officer |
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![]() CHRISTINA
CHIU President
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![]() THOMAS P.
DURELS Executive Vice President,
Real Estate |
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BASE SALARY
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Our NEOs’ stable source of cash income is set at competitive levels and balances the risk-adjusted nature of our compensation program. See page 41 for more information.
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EQUITY
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45% Time-Based Equity
Long-term equity is granted in the form of long-term incentive units of partnership interest in our operating partnership (“LTIP units”) or shares of restricted Class A common stock (“Restricted Shares”) at the NEO’s election. All of our NEOs have chosen the LTIP unit option.
Time-based awards generally vest 25% per annum over four years, subject to continued employment.
See page 48 for more information.
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55% Performance-Based Equity
Performance-based awards are earned based on a combination of:
(i)
the company’s TSR performance over a three-year period relative to the FTSE Nareit US Office Index (“Nareit Index”);
(ii)
the company’s performance against three-year sustainability metrics; and
(iii)
the company’s performance against one-year corporate metrics with a three-year absolute TSR modifier.
Such awards, to the extent earned, vest 50% at the end of the three-year performance-period and 50% on the first anniversary of the end of such period, subject to continued employment. See page 48 for more information.
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2024 PROXY STATEMENT 11
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In light of overachievement on corporate and sustainability metrics, as well as each NEO’s individual contributions and the company’s outstanding overall 2023 performance, the committee determined to award the maximum bonus amount to each NEO.
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2023 Annual
Incentive Bonus Outcomes |
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150%
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Metric
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Target
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Actual Result
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Outcome
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Core FFO per Share | | |
$0.85
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$0.93
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Exceeded
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Same-Store Cash NOI Growth (excluding Observatory) | | |
(6.0)%
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2.2%
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Exceeded
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Leasing and Occupancy | | |
Combination of metrics
on page 44 |
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Exceeded
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G&A Expense as a Percentage of Revenues | | |
8.7%
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8.6%
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Exceeded
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Sustainability Goals | | |
18/22
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22/22
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Exceeded
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MALKIN
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CHIU
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DURELS
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Established and met aggressive company goals for leasing, Observatory performance, financing, tax-efficient 1031 transactions
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Sustainability leadership has been critical to company’s success — larger, better credit tenants, qualified for government incentives and grants
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Unprecedented social media and brand awareness
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Drove leadership succession of Christina Chiu to President and Stephen V. Horn to CFO
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Secured early credit facility recast
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Strong balance sheet
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No floating rate debt exposure
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Lower leverage than peers
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1031 transactions to recycle out of suburban office into NYC multifamily/retail and avoid tax leakage and maintain clean, straightforward capital structure
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Enhanced investor perception of ESRT strategy
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Developed Stephen V. Horn to CFO and elevated responsibilities of CFO team
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Lead team to Same-Store Cash NOI Growth outperformance and +250 bps leased percentage year-over-year
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Discipline on property operating costs resulted in savings and below budget operating expenses
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Successful execution of capital improvement projects — amenity spaces, tenant build outs, integrated sustainability work in building systems
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Led successful dispositions and transitions to newly acquired assets
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After four consecutive years of 0% payout on our three-year performance-based equity awards, we achieved a modest payout on the 2020-2022 equity awards at 24.7% and above target payout on the 2021-2023 equity awards at 78.7%, in light of our outperformance against our office peers.
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78.7%
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2021-2023
Performance- Based LTIP Units EARNED |
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| 12 EMPIRE STATE REALTY TRUST | | | | |
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CORE FFO BEAT(1)
Beat of $0.93 vs. guidance of $0.85 – 0.87
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LEASING OUTPERFORMANCE
ESRT Manhattan office leased percentage rate +250 bps year-over-year vs. Manhattan market-wide office availability rate increased in 2023
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OBSERVATORY OUTPERFORMANCE
Tripadvisor’s #1 attraction in the U.S. for 2022 and 2023(2)
$94M NOI in 2023 vs. $95 million NOI in 2019 with only 73% of 2019 admissions
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SAME-STORE CASH NOI GROWTH BEAT(1)
Beat of +2.2% vs. guidance (2.0)% – (4.0)%
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STRONG & FLEXIBLE BALANCE SHEET(3)
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Lowest leverage among peers
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$1.2 billion liquidity(6)
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$476 million returned to shareholders through share repurchase and dividends since 2020
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$448 million of properties acquired in NYC since 2021
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ESRT
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Peers(4)
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Net Debt/ Adj. EBITDA(1)
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5.4x
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8.9x
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Secured Debt(5)
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39%
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60%
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Floating Rate Debt
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0%
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11%
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SUSTAINABILITY LEADERSHIP
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Environmental
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Social
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◗
One of Newsweek’s 2024 Most Responsible Companies
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GRESB 5 Star rating and ranked 1st of 115 Americas’ Listed Companies
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BOMA NY Pinnacle Awards for Empire State Building: Earth Building of the Year and the Grand Pinnacle Award
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2023 ENERGY STAR Partner of the Year Sustained Excellence
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2023 and 2024 Great Place to Work certified
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2022 and 2023 Bloomberg GEI member
Governance
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Won “Best Proxy Statement (small cap)” and
◗
Final nominee for “Best Shareholder Engagement (small to mid cap)” in Governance Intelligence’s 2023 Corporate Governance Awards
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TSR OUTPERFORMANCE
2021-2023 TSR Cumulative Return +2,654 bps vs. NYC Peers(4) +3,574 bps vs. All Peers(7) |
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2024 PROXY STATEMENT 13
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| 14 EMPIRE STATE REALTY TRUST | | | | |
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Diversity with respect to race, ethnicity, gender, education and experience
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◗
The board codified in our Corporate Governance Guidelines that it would seek to include candidates with a diversity of race, ethnicity and gender in each board nominee candidate pool.
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We have appointed five independent, diverse directors since 2017, including two in 2023.
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The company will consider the opportunity to enhance the diversity of the board with any new director appointment.
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The board evaluates the effectiveness of its director diversity efforts through its annual self-evaluation process and on an ongoing basis through its director candidate search processes led by the Nominating and Corporate Governance Committee.
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Independence and no conflicts of interest
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Our Corporate Governance Guidelines provide that a majority of the directors on our board must be independent as required by the listing standards of the NYSE.
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Our board has adopted director qualification standards which assist our board in making determinations with respect to the independence of directors.
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Our board considers other positions a director or a director candidate has held or holds (including other board memberships) and any potential conflicts of interest to ensure the continued independence of the board and its committees.
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There is no family relationship among any of our directors, executive officers and key employees.
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The board undertakes an annual review of the independence of all non-employee directors and makes an affirmative determination that each independent director has no material relationship with the company (either directly or as a partner, shareholder or officer of an organization that has a relationship with the company).
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Attention and Focus by each director in light of other obligations
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Directors must be willing to devote sufficient time and effort to carry out their duties and responsibilities effectively and should be committed to serve on our board for an extended period of time.
◗
Our Corporate Governance Guidelines provide that directors are limited to serve on no more than three other public company boards (one if the director is a CEO or equivalent position). The board may grant an exception where the board has made an affirmative determination that doing so would not impair the quality of the director’s service to the board. A director appointed to the Audit Committee may not serve on more than two additional audit committees for public companies, unless the board has made an affirmative determination that such director is able to effectively undertake the responsibilities of serving on the Audit Committee in addition to his or her positions on other such audit committees.
◗
The Nominating and Corporate Governance Committee considers the position of our directors on other public company boards and their other professional commitments to confirm availability and capacity for service on our board.
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The Nominating and Corporate Governance Committee ensures that any potential nominee is not an employee or agent of, and does not serve on the board of directors or similar managing body of, any of our competitors.
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The Nominating and Corporate Governance Committee determines whether the potential nominee has a material interest in any transaction to which we are a party.
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Balance of Tenures between knowledge of the company and fresh perspectives
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◗
Per our Corporate Governance Guidelines, we seek a balance of (i) new perspectives and refreshed composition and (ii) long-tenured experience and continuity. We recognize that a director’s term should not extend beyond such director’s ability to contribute and such director’s commitment to the board, as evidenced by board and committee meeting attendance and participation.
◗
Since 2017, we have rotated in six new directors and rotated out three directors.
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2024 PROXY STATEMENT 15
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IDENTIFICATION OF CANDIDATES
Nominating and Corporate Governance Committee
At each quarterly meeting, the committee reviews the board’s current composition and considers whether it would be in the best interests of the company to bring on a new director who may add experience and skillsets that would complement the company’s long-term strategy. The committee develops criteria for any search process, including any specific desired skills, experiences, characteristics or qualifications, and typically engages a search firm to assist in the search.
Internal Recommendations
The committee may solicit recommendations for director nominees from non-management directors, executive officers or any other source it deems appropriate.
Shareholder Recommendations
The committee will also consider properly submitted shareholder recommendations for candidates. Any shareholder recommendation should include the nominee’s name and qualifications for board membership. The recommending shareholder should also submit evidence of the shareholder’s ownership of our shares, including the number of shares owned and the length of time of ownership. See page 88 for more information.
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NOMINATING AND CORPORATE GOVERNANCE COMMITTEE CONSIDERATION OF CANDIDATES
The Nominating and Corporate Governance Committee discusses, assesses and interviews candidates identified by any of the above sources and considers whether, among other things, such candidates’ backgrounds and experiences fulfill the “Director Qualifications” as outlined on page 15 and would align with the company’s long-term strategy, enhance the board’s diversity and preserve the dynamic and effective culture that it believes exists in the board’s current composition.
Prior to a vote as to whether a potential nominee is recommended to our board, each member of the committee is provided reasonable access to such potential nominee. Such access includes an opportunity to interview such potential nominee and to submit questions to such potential nominee. In addition, each potential nominee must provide the Nominating and Corporate Governance Committee with a written detailed biography and must identify the committees of our board on which the potential nominee would be willing to serve. The committee then makes recommendations to the board to consider such candidates.
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| |||
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BOARD EVALUATION, APPOINTMENT, NOMINATION
Once the Nominating and Corporate Governance Committee has identified candidates and has recommended such candidates to the board, the board then evaluates such candidates. The board’s evaluation includes, as it deems necessary, additional interviews and discussion as well as an analysis of such director’s independence. The board recommends nominees for a shareholder vote at the next annual meeting.
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ANNUAL SHAREHOLDER VOTE TO ELECT DIRECTORS
We amended our bylaws on August 8, 2023 to change from a plurality voting standard to a majority voting standard for uncontested director elections, with a plurality voting standard carveout for contested director elections. All directors are elected annually.
Our board has adopted a resignation policy regarding the election of directors in uncontested elections. Pursuant to such policy, in an uncontested election of directors, each incumbent nominee who receives a greater number of votes of “against” than votes “for” his or her election will, within two weeks following certification of the shareholder vote with respect to such election, submit a written resignation offer to our board for consideration by our Nominating and Corporate Governance Committee. Our Nominating and Corporate Governance Committee will consider the resignation offer and, within 60 days following receipt of the certified voting results pertaining to the election, make a recommendation to our board concerning the acceptance or rejection of the resignation offer. Our board will take formal action on the recommendation no later than 90 days following receipt of the certified voting results pertaining to the election. We will publicly disclose, in a Current Report on Form 8-K or periodic report filed with the Securities and Exchange Commission (the “SEC”), the decision of our board, including an explanation of the process by which the decision was made and, if applicable, its reason(s) for rejecting the tendered resignation.
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ANNUAL BOARD SELF-EVALUATION
The Nominating and Corporate Governance Committee also takes the results of the board’s annual self-evaluation into account when considering board candidates and composition. See page 30 for more information.
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| 16 EMPIRE STATE REALTY TRUST | | | | |
Knowledge, Skills & Experience
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DeRosa
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Gilbert
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Giliberto
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Han
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Hill
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Hood
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Malkin
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Robinson
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Van Tassell
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Yang
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Real Estate Experience
experience in the real estate industry, including experience with acquisition, financing and operation of commercial property |
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Investment Experience
relevant investment, strategic and deal structuring experience |
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Target Tenant Industry Experience
knowledge and experience with the top industries that make up the majority of our tenant base (technology, media and advertising; finance, insurance, real estate; consumer goods; professional services; legal services) |
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Executive Leadership
leadership role as company CEO, President or other key executive position |
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Accounting Experience/Financial Literacy
financial or accounting experience and an understanding of financial reporting, internal controls and compliance requirements for public companies |
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Digital Media and Commerce
experience in digital media and commerce
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Cybersecurity and Technology
experience with cybersecurity issues and the technology industry |
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Human Capital Management
experience leading an organization, including setting company culture and attracting, motivating, developing and retaining talent |
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Energy and Environmental Sustainability
experience in the management and oversight of energy, environmental and climate-related risk |
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Risk Management Experience
experience in identifying, managing and mitigating enterprise risks, including strategic, regulatory, operational and financial risks |
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Public Company Board Experience
Experience as a board member of another publicly-traded company |
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Demographics
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Race/Ethnicity
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African American
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Asian American
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White/Caucasian
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Gender
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Female
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Male
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Tenure | | | 10.5 | | | | 10.5 | | | | 10.5 | | | | 4.6 | | | | 3.3 | | | | 3.7 | | | | 10.5 | | | | 9.2 | | | | 0.8 | | | | 0.8 | |
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2024 PROXY STATEMENT 17
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OUR BOARD UNANIMOUSLY RECOMMENDS A VOTE “FOR” EACH DIRECTOR NOMINEE.
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Anthony E. Malkin
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Biography
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Skills
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![]() Chairman and Chief Executive Officer
Age: 61
Director since:
2013 Other Current Public
Company Directorships: APi Group Corporation |
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Anthony E. Malkin is our Chairman and Chief Executive Officer. He joined our predecessor entities in 1989. Mr. Malkin has been a leader in existing building energy efficiency retrofits through coordinating the team of Clinton Climate Initiative, Johnson Controls, JLL, and Rocky Mountain Institute in a groundbreaking project at the Empire State Building. Mr. Malkin led the development of standards for energy efficient office tenant installations which is now known as the Tenant Energy Optimization Program at the Urban Land Institute. Mr. Malkin is a board member of APi Group Corporation (NYSE: APG), the Real Estate Roundtable and Chair of its Sustainability Policy Advisory Committee, a member of the Urban Land Institute, member of the Board of Governors of the Real Estate Board of New York and a member of the Partnership for New York City’s Innovation Council. Mr. Malkin received a bachelor’s degree cum laude from Harvard College.
Mr. Malkin was selected to serve as a member of our board based on his real estate expertise through several industry cycles, history with, and knowledge of, the company and his performance and achievements in his capacity as Chairman and Chief Executive Officer of the company.
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Real Estate Experience
Expertise through several industry cycles, successful tenure as CEO of ESRT since its IPO in October 2013 and his many years with our predecessor |
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Investment Experience
Valuable experience leading the company and its predecessor entity’s investment strategy through several industry cycles |
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Target Tenant Industry Experience
Vast experience in the private and public equity across the broad range of companies which comprise our tenant base |
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Executive Leadership
Chairman and Chief Executive Officer, Empire State Realty Trust, Inc. |
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Accounting Experience/Financial Literacy
Expertise in public company financial reporting gained as CEO of ESRT |
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Human Capital Management Experience
Experience building a strong culture and talent base as CEO of a publicly-traded company with ~700 employees |
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Energy and Environmental Sustainability Experience
A pioneer in energy and environmental sustainability efforts in the real estate industry |
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Risk Management Experience
Expertise gained as CEO of ESRT, particularly while bringing the company public in 2013 |
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Public Company Board Experience
APi Group Corporation (NYSE: APG) since 2019 |
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| 18 EMPIRE STATE REALTY TRUST | | | | |
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Thomas J. DeRosa
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Biography
|
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Skills
|
| |||
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![]() Independent
Age: 66
Director since:
2013 Committee Membership:
Compensation and Human Capital (Chair); Audit; and Nominating and Corporate Governance
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Thomas J. DeRosa is the former Chairman and Chief Executive Officer of Welltower Inc. (NYSE: WELL). Welltower is an owner, manager, and developer of health care real estate and infrastructure, structured as a REIT. Previously, he served as the Vice Chairman and Chief Financial Officer of the Rouse Company, a leading owner, operator and developer of commercial real estate and master planned residential communities, from September 2002 until November 2004 when it was merged with General Growth Properties, Inc. (NYSE: GGP). Prior to joining the Rouse Company, Mr. DeRosa spent over 20 years in investment banking. From 1992 to September 2002, Mr. DeRosa held various positions at Deutsche Bank AG (NYSE: DB), including Global Co-Head of the Health Care Investment Banking Group, and at Alex Brown & Sons, including Managing Director of the Real Estate Investment Banking Group. Mr. DeRosa also served as a member of the board of directors of Dover Corporation (NYSE: DOV), a manufacturer and service provider for a broad range of specialized products and components, from 2007 to 2010.
Mr. DeRosa is a member of the Global Advisory Board of Value Retail PLC, a U.K.-based owner, operator and developer of luxury outlet shopping villages in Europe and Asia. Mr. DeRosa served on the board of directors of Georgetown University from 2007 to 2013 and the board of overseers of the Columbia University School of Business from 2018 to 2020. Mr. DeRosa received a bachelor’s degree from Georgetown University and a master’s degree from Columbia University.
Mr. DeRosa was selected to serve as a member of our board because of his extensive experience as a senior executive and director of public, NYSE-listed companies, including REITs.
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Real Estate Experience
Expertise gained from executive roles in the real estate industry as CEO of Welltower, CFO of Rouse Company and Managing Director of the Real Estate Investment Banking Group at Alex Brown & Sons |
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Investment Experience
Valuable experience gained through 20 years spent in investment banking, investing in and managing companies |
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Target Tenant Industry Experience
Vast experience in the real estate industry, which sector (finance, insurance, real estate) comprises 20% of our tenant base |
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Executive Leadership
Former Chairman and Chief Executive Officer, Welltower, Inc. |
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Accounting Experience/Financial Literacy
Expertise in accounting standards and interpreting financial statements gained from time spent as Vice Chairman and CFO of Rouse Company |
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Cybersecurity and Technology
Experience gained through his role as CEO of Welltower through oversight of cyber risk and implementation of technology platforms |
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Human Capital Management Experience
Experience building a strong culture and talent base while CEO at Welltower |
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Risk Management Experience
Expertise in financial risk management from his CEO and CFO roles for Welltower and Rouse Company |
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Public Company Board Experience
Former Chairman of the Board, Welltower, Inc. (NYSE: WELL) from 2014-2020 Former board member, Dover Corporation (NYSE: DOV) from 2007-2010 |
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2024 PROXY STATEMENT 19
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Steven J. Gilbert
|
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Biography
|
| |
Skills
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| |||
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![]() Lead Independent Director
Age: 76
Director since:
2013
Committee Membership:
Compensation and Human Capital; Finance; and Nominating and Corporate Governance
Other Current Public
Company Directorships: MBIA, Inc. TRI Pointe Homes, Inc. The Fairholme Funds (a mutual fund) |
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Steven J. Gilbert, our Lead Independent Director, has extensive experience in corporate governance and has served on the boards of eight public companies. Mr. Gilbert has experience in activism, defense, bankruptcy and restructuring, including from his tenure as founder, CEO and CIO of Soros Capital and as the Investment Advisor to the Quantum Industrial Funds, Ltd. He is also the founder of Chemical Venture Partners and Gilbert Global Equity Partners, and has acquired, merged and sold in excess of 135 companies. Mr. Gilbert additionally has been part of the transformation of many boards to current DEI and ESG standards and has served on the boards of companies focused on sustainable development (SDCL EDGE) and electric vehicles (SUN Mobility).
Mr. Gilbert brings a unique vantage point to our board with his background in legal, writing and film production and international relations. Mr. Gilbert began his career as a lawyer and practiced at Goodwin Proctor and also served as a Senior Tutor at Winthrop House and a teaching assistant for Constitutional Law at Harvard. Thereafter, he attended Harvard Business School and transitioned his career to Morgan Stanley & Co. in corporate finance. In addition to growing his finance career, Mr. Gilbert was the principal owner, Chairman and CEO of Lions Gate Films, Inc., a producer and post-production creator of motion picture and television content, and is a writer and member of The Writer’s Guild of America, East. Mr. Gilbert is also a member of the Council on Foreign Relations, and the Board of Governors of the Lauder Institute of Management and International Studies at the Wharton School, where he was formerly a Trustee. Mr. Gilbert additionally served on the Board of Trustees of NYU-Langone Hospital for over 20 years and was instrumental in the expansion of the Neo-Natal Intensive Care unit and the passage of the Abandoned Infant Protection Act in New York.
Mr. Gilbert currently is Chairman of the board of directors of TriPointe Homes, Inc. (NYSE: TPH), a single-family home builder, since 2013, Chairman of the board of directors of MBIA, Inc. (NYSE: MBI), a provider of specialized financial services, since 2011, Lead Independent Director of Oaktree Capital Group (NYSE: OAK), a global alternative investment manager, since 2016, and is a director of The Fairholme Funds (Nasdaq: FAIRX), a mutual fund, since 2014. Within the past five years, Mr. Gilbert has also served as a director of SDCL EDGE Acquisition Corp., a sustainable development acquisition corporation, as a director of Waterpik, Inc., a manufacturer of personal and oral healthcare products, and as a director of CPM Holdings, Inc., an equipment and animal feed manufacturer, as well as a director of several privately held companies.
Mr. Gilbert received a bachelor’s degree in economics from the Wharton School at the University of Pennsylvania, a law degree from the Harvard Law School, and an M.B.A. from the Harvard Business School.
Mr. Gilbert was selected to serve as a member of our board based on his extensive experience as a director of public, NYSE-listed companies.
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Real Estate Experience
Valuable experience with operation of real property serving as Chairman of the Board of TRI Pointe Homes, Inc., a leading home builder across the U.S. |
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Investment Experience
Extensive background in private equity investing and investment banking spanning his 50-year career |
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Target Tenant Industry Experience
Diverse experience across several industries within our tenant base including private equity with Global Equity Partners and MidOcean Capital Partners, hedge funds at Birch Grove Capital, specialized financial services with MBIA, real estate with TRI Pointe Homes and consumer goods at Waterpik |
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Executive Leadership
Chairman of the Board, Gilbert Global Equity Partners, L.P. |
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Accounting Experience/Financial Literacy
Expertise in accounting and financial reporting for a public company gained from his service as chairman of audit committees where he is qualified as an “Audit Committee Financial Expert” |
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Human Capital Management Experience
Insight into attracting and developing talent gained through management of numerous companies throughout his career |
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Risk Management Experience
Expertise in financial risk management from his many directorships for NYSE-listed companies such as TriPointe Homes, Inc., MBIA, Inc. and OakTree Capital Group LLC |
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Public Company Board Experience
TRI Pointe Homes, Inc. (NYSE TPH) since 2013 MBIA, Inc. (NYSE: MBI) since 2011
OakTree Capital Group LLC since 2016 (company went private in 2019)
The Fairholme Funds (NASDAQ: FAIRX) (a mutual fund) since 2014
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| 20 EMPIRE STATE REALTY TRUST | | | | |
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S. Michael Giliberto
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Biography
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Skills
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Age: 73
Director since:
2013
Committee Membership:
Audit (Chair); Finance; and Nominating and Corporate Governance |
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S. Michael Giliberto currently consults with investment management firms and produces the Giliberto-Levy Index, which measures the investment performance of private-market real estate debt instruments. He has consulted for several major real estate investment management firms and serves on the Real Estate Advisory Committee for the New York State Common Retirement Fund. He previously served as Director of Portfolio Strategy and Senior Portfolio Manager at J.P. Morgan Asset Management from 2002 to 2010, and before that, he served as the head of Real Estate Research at J.P. Morgan Investment Management from 1996 to 2002. Prior to joining J.P. Morgan, Mr. Giliberto worked at Lehman Brothers, Inc. in the Fixed-Income Research department from 1993 to 1996 and at Salomon Brothers Inc. in the Real Estate Research department from 1989 to 1992. Before his career in the financial services industry, Mr. Giliberto was a professor in the Real Estate and Urban Land Economics Department at Southern Methodist University in Dallas, Texas. Mr. Giliberto has authored multiple publications about real estate investment performance, asset allocation and capital markets, and he was an adjunct professor at Columbia University’s Graduate School of Business from 2007 to 2023. In the past, he has served on the Real Estate Information Standards Board, and the board of directors of the Pension Real Estate Association, where he served as Treasurer and Chairman and was awarded the 1996 Graaskamp Award for research excellence. Mr. Giliberto received a bachelor’s degree from Harvard College, a master’s degree in business economics from the University of Hartford, and a Ph.D. in finance from the University of Washington.
Mr. Giliberto was selected to serve as a member of our board based on his extensive experience in real estate investment and finance through several industry cycles.
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Real Estate Experience
Substantial industry expertise through several industry cycles and influence as evidenced by his commercial mortgage performance index and decades of leadership positions with top financial institutions like J.P. Morgan |
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Investment Experience
A wealth of experience in the investment space gained from his time at J.P. Morgan Asset Management and as a consultant for several major real estate investment management firms |
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Target Tenant Industry Experience
Vast experience in the finance and real estate industries, which sector (finance, insurance, real estate) comprises 20% of our tenant base |
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Executive Leadership
Former Director of Portfolio Strategy and Senior Portfolio Manager, J.P. Morgan Investment Management |
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Accounting Experience/Financial Literacy
Expertise in understanding and evaluating financial disclosures of companies gained from years with J.P. Morgan and experience as a REIT industry analyst |
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Cybersecurity and Technology
Experience gained through dedicated trainings on cybersecurity and technology risks |
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Risk Management Experience
Expertise in risk management gained from a career assessing commercial mortgage loans and real estate investments |
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Patricia S. Han
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Biography
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Skills
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Age: 52
Director since:
2019
Committee Membership:
Compensation and Human Capital; Finance; and Nominating and Corporate Governance Other Current Public Company Directorships:
Latch, Inc. |
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Patricia S. Han has extensive experience in technology, digital media and ecommerce. Most recently, she served as Chief Executive Officer of MyFitnessPal, a global health and wellness digital brand. During the past five years, she also served as Chief Product Officer of Care.com, the online care marketplace, and as the Chief Executive Officer at IAC’s Daily Burn, Inc., a fitness streaming platform. Prior to Daily Burn from 2013 to 2017, she served as Chief Product Officer at IAC’s Dotdash (currently Dotdash Meredith), one of the largest content publishers on the Internet, as Senior Vice President of Product Management at WebMD LLC (2012 to 2013), among the most trusted health brands on the web, and in senior roles at DailyCandy, LLC (2009 to 2012), a pioneer in e-mail lifestyle newsletters. Her professional experience also includes serving in senior roles at a variety of pioneering technology start-ups including Vindigo, Inc. (2000 to 2006), Rave Wireless Inc. (2006 to 2007), and Juno Online Services (1998 to 2000). Ms. Han currently sits on the board of directors of Latch, Inc. (Nasdaq: LTCH) and Hudson Lab School, and she previously served as a member of the board of directors of Gohenry and Nutrisystem, Inc. (Nasdaq: NTRI). She earned her Bachelor of Arts in 1993 from Cornell University.
Ms. Han was selected to serve as a member of our board based on her vast experience with technology platforms and digital branding and commerce.
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Target Tenant Industry Experience
Vast knowledge in the technology industry gained through leadership roles at MyFitnessPal, Care.com, Daily Burn, Inc., Dotdash and WebMD, among others, which segment (technology, media and advertising) comprises 21% of our tenant base |
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Executive Leadership
Former Chief Executive Officer of MyFitnessPal Former Chief Product Officer of Care.com Former Chief Executive Officer of Daily Burn, Inc. |
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Digital Media and Commerce
Expertise in the digital media and commerce space having held several leadership roles across the industry, including as CEO of MyFitnessPal |
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Cybersecurity and Technology
Experience gained through her leadership roles with numerous technology platforms and the unique issues involved in managing such platforms |
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Human Capital Management Experience
Successfully established company culture and managed senior talent as CEO of MyFitnessPal and Daily Burn, Inc. |
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Public Company Board Experience
Director of Latch, Inc. (Nasdaq: LTCH) since 2021 Director of Nutrisystem, Inc. (Nasdaq: NTRI) from 2018 to 2019 |
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2024 PROXY STATEMENT 21
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R. Paige Hood
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Biography
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Skills
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Age: 65
Director since:
2020
Committee Membership:
Audit; Finance (Chair); and Nominating and Corporate Governance |
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R. Paige Hood has over 32 years of experience in the real estate finance industry spanning national and international portfolios and a wide variety of property types and sectors. He spent the last 31 years of his career with PGIM Real Estate Finance, an asset management subsidiary of Prudential Financial, Inc., where he most recently served as Chief Investment Officer from 2016 to 2019. Prior to this position, he served as General Account Portfolio Manager for 13 years, during which time he grew PGIM Real Estate Finance’s portfolio from a $16 billion domestic portfolio to over a $50 billion international portfolio. Mr. Hood earned a Top 100 Scholarship to, and his Bachelor of Science in Finance and his M.B.A. from, Louisiana State University, Baton Rouge.
Mr. Hood was selected to serve as a member of our board on his extensive experience in real estate finance through several industry cycles.
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Real Estate Experience
Over 30 years of real estate finance industry experience through several industry cycles with PGIM Real Estate Finance |
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Investment Experience
Valuable experience gained while Chief Investment Officer at PGIM Real Estate Finance |
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Target Tenant Industry Experience
Intensive real estate expertise gained during his more than three decades with PGIM Real Estate Finance |
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Executive Leadership
Former Chief Investment Officer, PGIM Real Estate Finance |
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Accounting Experience/Financial Literacy
Vast accounting and financial literacy experience garnered while with PGIM Real Estate Finance |
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Human Capital Management Experience
Experience in large company leadership as a former senior executive of PGIM Real Estate Finance |
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Risk Management Experience
Perspective on risk management challenges gained from his role as Chief Investment Officer at PGIM Real Estate Finance, a publicly-traded company |
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| 22 EMPIRE STATE REALTY TRUST | | | | |
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James D. Robinson IV
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Biography
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Skills
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Age: 61
Director since:
2015
Committee Membership:
Nominating and Corporate Governance (Chair) |
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James D. Robinson IV is currently a Founder and Managing Partner at RRE Ventures. He has been active within the technology community for over 30 years and has led investments in and served on the boards of more than 45 technology companies. He is a director of Abra, Netsertive, Noom and TheSkimm. Mr. Robinson is a board observer at HYPR and Bitpay. Mr. Robinson has been recognized on the Forbes Midas List of Top 100 VC’s, as well as Institutional Investors’ Top Fintech Investors. Previously, he worked at H&Q Venture Capital and J.P. Morgan & Co.
Mr. Robinson holds a master’s degree from Harvard and a joint bachelor’s degree in Computer Science & Business Administration from Antioch College. He is a director of the Partnership for New York City Investment Fund.
Mr. Robinson was selected to serve as a member of our board based on his more than 30 years of management and board experience in the technology industry.
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Investment Experience
Strong investment background as Founder and Managing Partner of RRE Ventures |
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Target Tenant Industry Experience
Extensive experience working with many startups and enterprises in the technology and finance industries |
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Executive Leadership
Founder and Managing Partner, RRE Ventures |
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Digital Media and Commerce
Experience gained through investing in and managing numerous digital platforms |
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Cybersecurity and Technology
Broad experience in the technology sector having served on the boards of more than 40 technology companies throughout his career |
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Human Capital Management Experience
Perspective gained from building a strong talent base at RRE Ventures over its 25-year history |
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Risk Management Experience
Expertise in risk management gained from investing and assessing technology companies and taking several of those companies public |
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Public Company Board Experience
Olo Inc. (NYSE: OLO) from 2008 to 2022 |
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Christina Van Tassell
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Biography
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Skills
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![]() Independent
Age: 53
Director since:
2023
Committee Membership:
Audit; and Nominating and Corporate Governance |
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Christina Van Tassell is currently Executive Vice President & Chief Financial Officer of John Wiley & Sons, Inc. (NYSE: WLY), a global knowledge company and leader in research, publishing and knowledge solutions, since 2021. Previously, she held positions as Chief Financial Officer with Dow Jones & Company, Inc., owner of the Wall Street Journal, Barron’s, and Factiva, from 2017 to 2021, Xaxis, a global advertising technology company owned by WPP Plc, from 2013 to 2017, and Centurion Holdings LLC, an investment and advisory company, from 2004 to 2013. She began her career at PricewaterhouseCoopers, where she held senior roles in global capital markets, M&A, and other corporate finance functions during her 12-year tenure.
Ms. Van Tassell recently served on the board of the News Literacy Project, a national educational nonprofit that empowers educators to teach students the skills they need to become smart consumers of news and engaged participants in civic life. Ms. Van Tassell previously served on the board of Unruly, a leading provider of video advertising technology.
Ms. Van Tassell holds M.B.A.s from Columbia University and London Business School and a Bachelor of Arts degree in accounting and business administration from Muhlenberg College.
Ms. Van Tassell was selected to serve as a member of our Board of Directors based on her leadership and expertise in public company corporate and financial functions as well as digital media.
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Investment Experience
Extensive expertise gained as Chief Financial Officer at Centurion Holdings LLC, an investment and advisory company |
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Target Tenant Industry Experience
Valuable insight into the financial industry, publishing industry and advertising industry |
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Executive Leadership
Executive Vice President & Chief Financial Officer at John Wiley & Sons, Inc., and former Chief Financial Officer at Dow Jones & Company, Inc., Xaxis and Centurion Holdings LLC |
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Accounting Experience/Financial Literacy
Strong expertise gained from 12-year tenure at PricewaterhouseCoopers in global capital markets and M&A |
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Digital Media and Commerce
Broad experience as Chief Financial Officer at a global advertising technology company and a publishing firm that owns businesses, such as Wall Street Journal, with online platforms |
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Cybersecurity and Technology
Insight gained from executive experience at a company that delivers technological solutions |
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Human Capital Management Experience
Deep involvement with executive oversight and management of talents at large companies |
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Risk Management Experience
Vast experience in risk management from serving as Chief Financial Officer for several companies |
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2024 PROXY STATEMENT 23
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Hannah Yang
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Biography
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Skills
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Age: 51
Director since:
2023
Committee Membership:
Finance; and Nominating and Corporate Governance |
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Hannah Y. Yang is currently Chief Growth and Customer Officer of The New York Times Company, and in such role she co-leads the cross-functional organization consisting of product development, engineering, data, design, marketing, research and sales to drive The Times’s subscription growth globally. Prior to her current role, she held a variety of leadership positions with The Times since 2010, and served in sales development and strategic planning roles with the New England Media Group (which included The Boston Globe and Boston.com) from 2003 to 2007. She began her career as a corporate attorney at the law firm Simpson Thacher & Bartlett and a management consultant at Katzenbach Partners LLC (now a part of Strategy&).
Ms. Yang serves on the board of the Alliance for Young Artists & Writers, a nonprofit that supports creative teens, and on the board of The New York Times Neediest Cases Fund, a nonprofit organization that supports people in dire financial circumstances.
Ms. Yang graduated magna cum laude from Harvard College with a Bachelor of Arts degree in social studies and has a Doctor of Law degree from Harvard Law School. She is a graduate of Juilliard’s Pre-College Division, where she studied classical piano.
Ms. Yang was selected to serve as a member of our Board of Directors based on her executive leadership skills and deep expertise in media and digital transformation.
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Target Tenant Industry Experience
Vast experience in media through The New York Times Company and the New England Media Group |
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Executive Leadership
Chief Growth and Customer Officer of The New York Times Company |
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Digital Media and Commerce
Deep expertise in media and digital transformation gained through co-leading product development, engineering, data, design, marketing, research and sales |
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Cybersecurity and Technology
Perspective gained at companies with digital platforms requiring close attention to data and cybersecurity |
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Human Capital Management Experience
Valuable experience with talent development and management from co-leading a cross-functional organization |
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PETER L. MALKIN
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AGE: 90
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Peter L. Malkin is our Chairman Emeritus. Peter L. Malkin joined his father-in-law and Malkin Holdings LLC’s co-founder, Lawrence A. Wien, as a principal of Malkin Holdings LLC in 1958, and was responsible for the syndication and supervision of property acquisitions and operations of Malkin Holdings LLC. Peter L. Malkin is the founding chairman and a director of the Grand Central Partnership, The 34th Street Partnership and The Fashion Center Business Improvement District, each of which is a not-for-profit organization that provides supplemental public safety, sanitation and capital improvement services to a designated area in midtown Manhattan. Peter L. Malkin is also Co-Chairman of the Emeritus Council of Directors of Lincoln Center for the Performing Arts, Inc. (having been the longest serving board member of that institution), Founding Chairman and currently Chairman Emeritus of the Dean’s Council of the Harvard Kennedy School, Co-Chair Emeritus of The Real Estate Council of the Metropolitan Museum of New York, founding Co-Chair with Paul Newman and Co-Chair Emeritus of Chief Executives for Corporate Purpose, a member of the Global Wealth Management Advisory Committee of Bank of America, a member of the Advisory Committee of the Greenwich Japanese School, a partner in the New York City Partnership and a director of the Realty Foundation of New York. Peter L. Malkin received a bachelor’s degree summa cum laude, Phi Beta Kappa, from Harvard College and a law degree magna cum laude from Harvard Law School.
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| 24 EMPIRE STATE REALTY TRUST | | | | |
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MAJORITY INDEPENDENT BOARD
Our board has determined that each of our directors, other than Anthony E. Malkin, has no material relationship with us (either directly or as a partner, shareholder, director or officer of an organization that has a relationship with us) and is “independent” as defined in the NYSE listing standards and our director independence standards. No director participated in the final determination of his or her own independence.
Our board has also determined that each member of its four standing committees is independent as defined under NYSE rules and, where applicable, also satisfies the committee-specific requirements set forth on page 28.
The independent members of our board meet in executive session during each regularly scheduled meeting of our board without the presence of any persons who are part of our management. The executive sessions are chaired by our Lead Independent Director.
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LEAD INDEPENDENT DIRECTOR
Our board understands there is no single, generally accepted approach to providing board leadership and does not have a fixed policy regarding the separation of the roles of CEO and Chairman of our board. Given the dynamic and competitive environment in which we operate, our board believes that the appropriate leadership may vary as circumstances warrant.
The board believes that it is in our company’s best interests to have Anthony E. Malkin serve as Chairman of our board and CEO because the combination of these roles in him provides effective leadership, taps his depth of knowledge about the real estate industry and the history of our company and assets, and provides the clear focus needed to execute our business strategies and objectives. Our board believes the company is in a better position to implement its near- and long- term strategies if the Chairman is also the person directly responsible for the operations executing those strategies.
Given the combined Chairman and CEO role, our board has appointed Steven J. Gilbert as Lead Independent Director.
In accordance with our Corporate Governance Guidelines, our Lead Independent Director is elected annually by a majority of the independent directors. The Lead Independent Director:
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is the principal liaison between our Chairman and CEO and our independent directors;
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presides at any meetings at which our Chairman and CEO is not present (including regular executive sessions of independent directors);
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takes a leadership role in identifying issues for our board to consider and reviews and comments on each board agenda;
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takes the primary role in providing feedback to our Chairman and CEO with respect to any issues or discussions which may occur in executive sessions that are conducted without the presence of the management team;
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resolves any conflict among directors or between directors and management;
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independently reviews risk oversight matters with our Chairman and CEO and determines appropriate planning and actions; and
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consults with and provides counsel to our Chairman and CEO as needed or requested.
The duties of the Lead Independent Director are codified in our Corporate Governance Guidelines, described on page 31.
Additionally, our Lead Independent Director engages directly with shareholders:
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by joining meetings with shareholders, when requested, during our governance outreach; and
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by reviewing shareholder correspondence directed to our board and providing input on responses to such correspondence.
The independent directors believe the Lead Independent Director role is a highly effective conduit between our board and management and provides the vision and leadership to execute on our strategy and create shareholder value without the need for an independent chair. Our board convenes regularly scheduled executive sessions of the independent directors in order to ensure the independent directors can speak candidly and openly without the presence of management.
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2024 PROXY STATEMENT 25
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OUR STRATEGY
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Lease space
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Sell Observatory
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Manage our
balance sheet |
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Achieve sustainability
goals |
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Our board actively participates with management in the development, evaluation and refinement of our business strategy to help ensure that our strategic priorities are thoughtfully constructed and well-articulated to all constituents.
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The board receives updates from management, including on acquisition and redevelopment opportunities, proactive management of our portfolio revenue and expenses and tenant relationships, Observatory performance, sustainability initiatives, changes in market conditions and external opportunities and challenges.
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The board assists our management to refine its business strategy and react to particular opportunities or challenges that arise. While management is charged with the definition and execution of strategy on a daily basis, the board monitors and evaluates performance through regular updates and active dialogue with our management team. Aspects of our business strategy are discussed at every meeting, and key elements of our strategy are embedded in the work performed by the committees of the board. Our board believes that, through these ongoing efforts, they are able to focus on our performance over the short, intermediate and long-term to secure long-term growth of the business for our shareholders.
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Governing Body
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Sustainability-related Responsibilities
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2023 Sustainability-related Discussions
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BOARD | | |
While the Nominating and Corporate Governance Committee makes recommendations with respect to sustainability matters, the board has ultimate decision-making authority. Sustainability matters that arise from other committees are also referred to the full board as appropriate.
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Matters referred by committees per discussions noted below. Our entire board is on the Nominating and Corporate Governance Committee and receives the presentation noted below from our SVP, Director of Energy, Sustainability and ESG and Chief People Officer on topics such as sustainability certifications and ratings, employee engagement, community outreach and our sustainability report.
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AUDIT COMMITTEE | | |
As part of its oversight of the company’s enterprise risk management (“ERM”) program, the committee reviews and discusses the company’s risks and mitigants related to sustainability, including environmental risks such as climate-related risks and human and labor right risks.
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Regular discussions regarding Sustainability risks with internal audit consultant, such as review of risk and mitigation strategies to address emissions disclosure and reporting, Local Law 97, physical and transitional climate-related risks. Business continuity tabletop exercise on cybersecurity risks.
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COMPENSATION AND HUMAN CAPITAL COMMITTEE
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The committee is responsible for overseeing the company’s strategies and policies related to human capital management, including with respect to matters such as DEI, workplace environment and culture, pay equity, and talent attraction and retention.
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Regular discussions regarding compensation and benefits. Regular discussions on human capital management, talent attraction and retention in joint session with Nominating and Corporate Governance Committee.
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FINANCE COMMITTEE
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The committee considers sustainability opportunities and strategy in reviewing and analyzing significant transactions and financings.
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Regular discussions regarding review of economic implications of environmental risk and potential for enhancements to energy efficiency and indoor environmental quality within portfolio and in acquisition targets.
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NOMINATING AND CORPORATE GOVERNANCE COMMITTEE
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The committee is responsible for considering social responsibility, environmental and sustainability matters, and making recommendations to the board regarding such matters.
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Presentations by SVP, Director of Energy, Sustainability and ESG and Chief People Officer on topics such as sustainability certifications and ratings, human capital management, talent attraction and retention, employee engagement, community outreach and our sustainability report.
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| 26 EMPIRE STATE REALTY TRUST | | | | |
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OBJECTIVE
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HOW WE GET THERE
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Maintain an effective risk oversight process to enable the board to monitor, evaluate and take action with respect to the company’s most important short-term, medium-term and long-term business risks.
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Management reporting of key enterprise risks to the board and its committees on a regular basis and distribution of oversight among the board and its committees to ensure appropriate time and attention is devoted to each risk.
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BOARD OVERSIGHT
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MANAGEMENT OVERSIGHT
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The board plays an active role in overseeing management’s processes and controls to address the company’s risks. The committees of the board assist the full board in such risk oversight on the specific matters within the purview of each committee as outlined below. The board believes that its role in the oversight of the company’s risks complements our current board leadership structure, with a strong lead independent director, as well as our committee structure, as it allows our four standing board committees to play an active role in the oversight of the actions of management in identifying risks and implementing effective risk management policies and controls.
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Our management team is responsible for the day-to-day management of enterprise risks, including through the management of the company’s ERM program. Our Chief Accounting Officer is primarily responsible for our ERM program, with the assistance of an independent consultant, and our Compliance Officer reviews and advises on day-to-day risks. Management actively identifies, monitors and implements mitigation strategies with respect to such risks.
As part of the ERM program and committee oversight responsibilities under the committee charters, management provides regular updates to the board and relevant committees. The below provides key examples of management oversight but is not intended to be an exhaustive list.
Financial Reporting Risks
Our Disclosure Committee, comprised of certain executives and senior employees involved in the financial reporting process, meets at least quarterly and additionally as often as circumstances dictate to ensure the accuracy, completeness and timeliness of our disclosure statements, and to evaluate the effectiveness of the design and operation of our disclosure controls and procedures. Their purpose is to bring employees from our core business lines together with employees involved in the preparation of our financial statements to consider the information required to be disclosed to the company’s shareholders, the SEC and the investment community. Our Disclosure Committee reports to our CEO, President, CFO & CAO, and its findings are shared with the Audit Committee.
Cybersecurity Risks
Our Chief Technology Officer presents a cybersecurity update at each quarterly Audit Committee meeting, and cybersecurity is an area reviewed by internal audit testing.
Sustainability Risks
Our Sustainability Committee, led by the SVP, Director of Energy, Sustainability and ESG, addresses key sustainability risks including, but not limited to:
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Physical environmental risks, such as the environmental impact of our buildings in terms of energy consumption and emissions, the potential impact of extreme weather or natural disasters, indoor environmental quality concerns and climate-related risks;
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Regulatory risks related to changing environmental regulations such as Local Law 97 and NYC’s Climate Mobilization Act; and
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Social risks, including DEI, employee health and wellness and talent attraction and retention.
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Audit Committee
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Financial risks
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Cybersecurity risks
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Regulatory and litigation risks
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Oversight of the ERM program
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Oversight of the company’s Whistleblower Policy
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Compensation and Human Capital Committee
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Human capital management risks, including talent attraction and retention of executive officers
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Risks relating to executive compensation arrangements
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Finance Committee
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Risks relating to significant transactions and financings
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Risks relating to our capital structure and strategies
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Nominating and Corporate Governance Committee
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Oversight of reputational and corporate governance risks, including potential conflicts of interest, director independence and sustainability matters
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Human capital management risks, including DEI, culture, pay equity, talent attraction and retention
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Executive succession planning
Further, the board has engaged an independent consultant to supplement management’s activities on enterprise risk assessment, which rotates through each area of our activities and reports on a quarterly basis to the Audit Committee. The consultant, with the input of management, provides a heat map of the risks to identify the urgency and potential impact. The board engages additional consultants as it deems necessary to investigate and prepare for new and emerging risks.
In addition to our board’s review of risks applicable to our company generally, the board conducts an annual self-assessment in order to evaluate performance for the purpose of improving board and committee processes and effectiveness.
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2024 PROXY STATEMENT 27
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COMPENSATION AND HUMAN CAPITAL COMMITTEE
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Meetings held in 2023: 5
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Members: Thomas J. DeRosa (Chair), Steven J. Gilbert, Patricia S. Han
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We have adopted a Compensation and Human Capital Committee Charter, which outlines the principal functions of the committee, which include: | | |||
◗
establish and revise the company’s general compensation philosophy and oversee the development, implementation and administration of compensation plans and equity-based plans;
◗
review and approve on an annual basis the market, corporate goals and objectives relevant to any compensation to be paid to the company’s NEOs, evaluate the performance of the NEOs in light of those goals and objectives, and determine the NEOs’ compensation levels based on this evaluation;
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consider the results of the most recent shareholder advisory vote on executive compensation and recommend to the board the frequency of such say-on-pay votes;
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review and make recommendations to the board with respect to non-employee director compensation;
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make recommendations to the board with respect to the company’s incentive compensation plans and equity-based plans and oversee the activities of any individuals and committees who have been delegated responsibility for administering these plans;
◗
oversee, in consultation with senior management, regulatory compliance with respect to compensation matters;
◗
review and approve any severance or similar termination payments or entitlements;
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oversee the company’s strategies and policies related to human capital management, including with respect to matters such as DEI, workplace environment and culture, pay equity, and talent attraction and retention;
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produce the annual Compensation and Human Capital Committee Report for inclusion in the annual proxy statement or annual report on Form 10-K;
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review and discuss with management the CD&A for the annual proxy statement and determine whether to recommend to the board for inclusion in the annual proxy statement or annual report on Form 10-K;
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retain and approve the compensation of any compensation advisor and evaluate the independence of any such compensation advisor;
◗
review and approve policies with respect to any perquisites provided to the NEOs;
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review the company’s incentive compensation arrangements;
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review and approve the terms of any compensation “clawback” or similar policy or agreement between the company and the NEOs for recovering incentive-based compensation; and
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oversee compliance with the company’s minimum stock ownership guidelines for NEOs and non-employee directors.
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| 28 EMPIRE STATE REALTY TRUST | | | | |
FINANCE COMMITTEE
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Meetings held in 2023: 4
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Members: R. Paige Hood (Chair), Steven J. Gilbert, S. Michael Giliberto, Patricia S. Han, Grant H. Hill, Hannah Yang
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We have adopted a Finance Committee Charter, which outlines the principal functions of the committee, which include: | | | The Finance Committee is also responsible for: | |
◗
provide advice to management and vote on management’s recommendations to the board in all cases regarding any acquisition, disposition, or financing transaction, which may include without limitation, purchase, sale, secured and unsecured borrowing, drawdown under line of credit, merger, joint venture, divestiture, strategic investment, and issuance or repurchase of its debt or equity; and
◗
at the request of the board, provide advice to management and vote on management’s recommendations to the board regarding other matters related to the debt and equity capital structure of the company, which may include without limitation, the company’s financing plan from the perspective of cash flow, capital spending, and financing requirements, path to a credit rating, hedging program, policies and procedures governing the use of financial instruments, including derivatives, and the financial aspects of the company’s insurance and risk management processes, in coordination with the Audit Committee of the board.
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providing advice on any material diversification of the company’s business;
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reviewing material banking relationships and lines of credit; and
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periodically assessing the effectiveness of the company’s investor relations program and its interaction with the research analyst community.
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NOMINATING AND CORPORATE GOVERNANCE COMMITTEE
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Meetings held in 2023: 4
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Members: James D. Robinson IV (Chair), Thomas J. DeRosa, Steven J. Gilbert, S. Michael Giliberto, Patricia S. Han, Grant H. Hill, R. Paige Hood, Christina Van Tassell, Hannah Yang
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We have adopted a Nominating and Corporate Governance Committee Charter, which outlines the principal functions of the committee, which include: | | |||
◗
review periodically and make recommendations to the board as to changes in the size, composition, organization, function and operational structure of the board and its committees;
◗
review and make recommendations to the board on the range of qualifications, skills and experience that should be represented on the board and eligibility criteria for individual board membership;
◗
assist the board by identifying individuals qualified to become board members;
◗
recommend to the board the director nominees to fill a vacancy or to be elected at each annual or special meeting of the company’s shareholders;
◗
recommend to the board the director nominees to serve on each board committee;
◗
develop, together with the Chairman of the board and members of senior management, and recommend to the board succession plans for the company’s CEO and, if applicable, other executive officers;
◗
recommend to the board the appointment of each of the NEOs;
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consult with the Chairman of the board to obtain views regarding whether new members should be added to the board and whether current members should be nominated for re-election or replaced;
◗
develop and recommend to the board the corporate governance principles and guidelines applicable to the company;
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review the company’s Code of Business Conduct and Ethics periodically and review any reported alleged violations thereof;
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review and, where appropriate, approve specific or general categories of transactions or arrangements that may involve a “conflict of interest” (as defined in the company’s Code of Business Conduct and Ethics);
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solicit and receive comments on an annual basis from each director and report to the board with an assessment of the board’s performance; and
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consider social responsibility, environmental and sustainability matters and make recommendations to the board regarding such matters.
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| | | |
Board
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Audit
|
| |
Compensation and
Human Capital |
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Finance
|
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Nominating and
Corporate Governance |
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| Number of Board and Committee Meetings | | |
4
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| |
11
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| |
5
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| |
4
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| |
4
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| Attendance(1) | | |
97%
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97%
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100%
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100%
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97%
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2024 PROXY STATEMENT 29
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| 30 EMPIRE STATE REALTY TRUST | | | | |
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20
A SHAREHOLDER, OR GROUP OF NO MORE THAN 20 SHAREHOLDERS
|
| | |
3%/3 years
OWNING AT LEAST 3% OF THE AGGREGATE OF THE ISSUED AND OUTSTANDING COMMON STOCK CONTINUOUSLY FOR AT LEAST THE PRIOR THREE YEARS
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20%
TO NOMINATE AND INCLUDE IN OUR PROXY MATERIALS THE MAXIMUM NUMBER OF DIRECTOR NOMINEES THAT MAY BE SUBMITTED PURSUANT TO THESE PROVISIONS WHICH MAY NOT EXCEED 20% OF THE NUMBER OF DIRECTORS THEN IN OFFICE
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2024 PROXY STATEMENT 31
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| 32 EMPIRE STATE REALTY TRUST | | | | |
Role
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Annual Compensation Amount
($) |
| |||
Independent Director Base Retainer | | | | | 200,000(1) | | |
Lead Independent Director | | | | | 75,000 | | |
Audit Committee Chair | | | | | 25,000 | | |
Compensation and Human Capital Committee Chair | | | | | 17,500 | | |
Finance Committee Chair | | | | | 17,500 | | |
Nominating and Corporate Governance Committee Chair | | | | | 15,000 | | |
Committee Membership Fee (Audit) | | | | | 12,500 | | |
Committee Membership Fee (Other Committees) | | | | | 7,500 | | |
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2023 Director Compensation
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Name
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| |
Fees Earned or Paid in Cash
($)(1) |
| |
Stock Awards
($)(2),(3) |
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Total
($) |
| |||||||||
Leslie D. Biddle(4) | | | | | 1,563 | | | | | | — | | | | | | 1,563 | | |
Thomas J. DeRosa | | | | | 117,083 | | | | | | 120,109 | | | | | | 237,193 | | |
Steven J. Gilbert | | | | | 126,511 | | | | | | 216,030 | | | | | | 342,541 | | |
S. Michael Giliberto | | | | | 120,000 | | | | | | 216,030 | | | | | | 336,030 | | |
Patricia S. Han(5) | | | | | 83,489 | | | | | | 120,109 | | | | | | 203,598 | | |
Grant H. Hill | | | | | 15,000 | | | | | | 216,030 | | | | | | 231,030 | | |
R. Paige Hood | | | | | 37,500 | | | | | | 216,030 | | | | | | 253,530 | | |
James D. Robinson IV | | | | | 15,000 | | | | | | 216,030 | | | | | | 231,030 | | |
Christina Van Tassell | | | | | 47,011 | | | | | | 99,900 | | | | | | 146,911 | | |
Hannah Yang | | | | | 44,660 | | | | | | 99,900 | | | | | | 144,560 | | |
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2024 PROXY STATEMENT 33
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ANTHONY E. MALKIN Chairman and Chief Executive Officer
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Age: 61
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Anthony E. Malkin is our Chairman and Chief Executive Officer. He joined our predecessor entities in 1989. Mr. Malkin has been a leader in existing building energy efficiency retrofits through coordinating the team of Clinton Climate Initiative, Johnson Controls, JLL, and Rocky Mountain Institute in a groundbreaking project at the Empire State Building. Mr. Malkin led the development of standards for energy efficient office tenant installations which is now known as the Tenant Energy Optimization Program at the Urban Land Institute. Mr. Malkin is a board member of APi Group Corporation (NYSE: APG), the Real Estate Roundtable and Chair of its Sustainability Policy Advisory Committee, a member of the Urban Land Institute, member of the Board of Governors of the Real Estate Board of New York, member of the Partnership for New York City’s Innovation Council. Mr. Malkin received a bachelor’s degree cum laude from Harvard College.
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CHRISTINA CHIU
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President
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Age: 43
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Christina Chiu is our President. Prior to her appointment as President, Ms. Chiu served as Executive Vice President, Chief Financial Officer since May 2020 when she joined ESRT, and was then appointed to both Chief Operating Officer & Chief Financial Officer in December 2022.
Prior to joining ESRT, Ms. Chiu had an 18-year career at Morgan Stanley where she served as Managing Director and Chief Operating Officer of the Global Listed Real Assets Investing business, responsible for business development and capital raising efforts, institutional investor and consultant relationships, oversight of the day-to-day investing business, and execution of strategic initiatives. She began her career as a real estate investment banking analyst on both principal investing and strategic advisory transactions.
Ms. Chiu is a member of the Real Estate Roundtable Real Estate Capital Policy Advisory Committee, vice chair of the ULI Technology & Real Estate Council, a member of the NYU Stern Real Estate Board of Advisors, and a David Rockefeller Fellow of the Partnership for NYC. She serves on the American Red Cross National Board of Governors, as well as on the board of directors of the University Settlement Society of New York. Ms. Chiu earned a B.S. in Finance and Accounting summa cum laude from NYU Stern School of Business.
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THOMAS P. DURELS
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Executive Vice President, Real Estate
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Age: 62
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Thomas P. Durels is our Executive Vice President, Real Estate. Mr. Durels is responsible for all of our real estate activities for its portfolio of office, retail and multifamily property, including leasing, property redevelopment, management and construction. Mr. Durels joined our predecessor in 1990 where he served in similar capacities, and also supervised property acquisitions. Prior to joining our predecessor, from February 1984 to April 1990, Mr. Durels served as Assistant Vice President at Helmsley Spear, Inc., with responsibilities in construction and engineering for its portfolio of office, hotel, residential and retail properties. Mr. Durels is a member of the Real Estate Board of New York, the Urban Land Institute and the Young Men’s and Women’s Real Estate Association, for which he served as Treasurer in 2003, and is a licensed real estate broker in New York and Connecticut. Mr. Durels received a bachelor’s degree in Mechanical Engineering from Lehigh University.
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STEPHEN V. HORN
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Executive Vice President, Chief Financial Officer and Chief Accounting Officer
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Age: 38
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Stephen V. Horn is our Executive Vice President, Chief Financial Officer & Chief Accounting Officer. He oversees finance and accounting at the company, which includes financial reporting, tax, and treasury management.
Mr. Horn joined the company in 2020 as Senior Vice President, Chief Accounting Officer. Prior to this, Mr. Horn spent more than a decade with Ernst & Young LLP as an auditor for a variety of clients, completed an international capital markets rotation through EY’s London office, and was promoted to Audit Senior Manager in the New York office, a position he held from 2017 to 2020.
Mr. Horn is a certified public accountant, and earned a Bachelor of Arts, Accounting degree and a Master of Science, Accounting degree from Michigan State University.
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| 34 EMPIRE STATE REALTY TRUST | | | | |
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CORE FFO BEAT(1)
Beat of $0.93 vs. guidance of $0.85 – 0.87
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LEASING OUTPERFORMANCE
ESRT Manhattan office leased percentage rate +250 bps year-over-year vs. Manhattan market-wide office availability rate increased in 2023
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OBSERVATORY OUTPERFORMANCE
Tripadvisor’s #1 attraction in the U.S. for 2022 and 2023(2)
$94 million NOI in 2023 vs. $95M NOI in 2019 with only 73% of 2019 admissions
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SAME-STORE CASH NOI GROWTH BEAT(1)
Beat of +2.2% vs. guidance (2.0)% – (4.0)%
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STRONG & FLEXIBLE BALANCE SHEET(3)
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Lowest leverage amount peers
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| | |
◗
$1.2 billion liquidity(6)
◗
$476 million returned to shareholders through share repurchase and dividends since 2020
◗
$448 million of properties acquired in NYC since 2021
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ESRT
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Peers(4)
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Net Debt/ Adj. EBITDA(1)
|
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5.4x
|
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8.9x
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| | |||
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Secured Debt(5)
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39%
|
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60%
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Floating Rate Debt
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0%
|
| |
11%
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SUSTAINABILITY LEADERSHIP
|
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Environmental
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Social
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◗
One of Newsweek’s 2024 Most Responsible Companies
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GRESB 5 Star rating and ranked 1st of 115 Americas’ Listed Companies
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BOMA NY Pinnacle Awards for Empire State Building: Earth Building of the Year and the Grand Pinnacle Award,
◗
2023 ENERGY STAR Partner of the Year Sustained Excellence
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2023 and 2024 Great Place to Work certified
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2022 and 2023 Bloomberg GEI member
Governance
◗
Won “Best Proxy Statement (small cap)” and
◗
Final nominee for “Best Shareholder Engagement (small to mid cap)” in Governance Intelligence’s 2023 Corporate Governance Awards
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TSR OUTPERFORMANCE
2021-2023 TSR Cumulative Return +2,654 bps vs. NYC Peers(4) +3,574 bps vs. All Peers(7) |
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2024 PROXY STATEMENT 35
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BASE SALARY
|
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Our NEOs’ stable source of cash income is set at competitive levels and balances the risk-adjusted nature of our compensation program. See page 41 for more information.
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EQUITY
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| | | |
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45% Time-Based Equity
Long-term equity is granted in the form of LTIP units or Restricted Shares at the NEO’s election. All of our NEOs have chosen the LTIP unit option.
Time-based awards generally vest 25% per annum over four years, subject to continued employment.
See page 48 for more information.
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| |
55% Performance-Based Equity
Performance-based awards are earned based on a combination of:
(i)
the company’s TSR performance over a three-year period relative to the Nareit Index;
(ii)
the company’s performance against three-year sustainability metrics; and
(iii)
the company’s performance against one-year corporate metrics with a three-year absolute TSR modifier.
Such awards, to the extent earned, vest 50% at the end of the three-year performance-period and 50% on the first anniversary of the end of such period, subject to continued employment. See page 48 for more information.
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| 36 EMPIRE STATE REALTY TRUST | | | | |
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SEC SUMMARY COMPENSATION TABLE VIEW
The compensation in a given year calculated in accordance with SEC rules and set out in the Summary Compensation Table on page 56 reflects the actual base salary paid with respect to the applicable year, the annual incentive bonus paid with respect to the applicable year (even though paid in March of the following year), the grant date fair value of the long-term equity granted in such year and all other compensation, including perquisites, required to be reported.
Thus, SEC compensation includes amounts which the CEO does not actually receive during such years, such as equity grants that may not vest for several years (or at all) or may be forfeited. As such, the SEC- reported compensation may differ substantially from the compensation actually realized by our CEO.
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ESRT REALIZED COMPENSATION VIEW
To supplement the SEC-required disclosure, we provide a realized compensation view that is designed to capture the compensation actually received by our CEO in a given year. We calculate realized compensation as the sum of:
(1)
the “Salary”, “Bonus” and “All Other Compensation” columns reported in the Summary Compensation Table; and
(2)
the time-based and performance-based LTIP units that vested in each of the applicable years as reported in the “Option Exercises and Stock Vested” table on page 60 at a value based upon the closing price of our Class A common stock on the NYSE on the vesting date.
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2024 PROXY STATEMENT 37
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WHAT WE DO
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We pay for performance, and our compensation programs are designed to have direct alignment with TSR
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We use multiple performance metrics and both short-term and long-term performance periods in granting equity awards to foster achievement across multiple business goals and time periods
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We have implemented a clawback policy that requires the recovery of erroneously received incentive-based compensation in the event of an accounting restatement due to material noncompliance with financial reporting requirements
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We have “double-trigger” change in control benefits
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We have robust stock ownership guidelines for our NEOs and directors
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We align the interests of our shareholders and NEOs by granting long-term equity awards that vest based on both achievement of TSR targets and continued service over time
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We engage an independent compensation consultant to advise the Compensation and Human Capital Committee, which is comprised entirely of independent directors
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We obtain confirmation from an independent consultant that our compensation structure does not encourage excessive or inappropriate risk taking
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WHAT WE DO NOT DO
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We do not provide “golden parachute” tax gross-up payments
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We do not have “single-trigger” change in control benefits
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We do not allow hedging by directors or employees; our Compensation and Human Capital Committee must approve any pledge of company stock by executives and other key employees
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We do not encourage unnecessary or excessive risk taking; incentive awards are not based on a single performance metric and do not have guaranteed minimum payouts
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Our equity plan does not permit repricing of stock options without shareholder consent
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We do not provide perquisites for our NEOs, with the exception of very limited perquisites for our CEO structured with safety considerations and for specific business purposes
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PROGRAM OBJECTIVE
|
| |
HOW WE GET THERE
|
| |||
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Alignment with Corporate Strategies
|
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We set performance metrics for our annual incentive bonus that align with our corporate and sustainability goals and are tied to our annual financial and operational results, with the flexibility to adjust for individual performance and non-formulaic factors, where appropriate.
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Alignment with Shareholder Interests
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| |
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A substantial portion of our NEOs’ pay is long-term incentive compensation in the form of performance-based equity to link compensation with the creation of shareholder value by granting awards that are earned based in part on TSR over a period of years.
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Short-Term and Long-Term Performance Objectives
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| |
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A substantial percentage of our NEOs’ pay is performance-based. This is divided between (i) annual incentive bonus, which measures performance over a one-year period and rewards achievement of short-term company corporate, sustainability and individual goals, and (ii) long-term performance-based equity, which measures performance over a multi-year period and rewards long-term company shareholder return.
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Long-Term Continued Employment
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Our NEOs are granted long-term incentive compensation in the form of time-based equity awards that are earned based on continued service, designed to retain highly talented executives over a period of years.
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Balanced Mix
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We provide current compensation in the form of cash, divided between base salary and annual incentive bonus, and long-term compensation in the form of equity, divided between performance-based and time-based equity. Both current and long-term compensation are mixed between stable (base salary and time-based equity) and performance-based (annual incentive bonus and performance-based equity) compensation.
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No Unnecessary Risk-Taking
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| |
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To ensure that compensation arrangements do not encourage unnecessary risk-taking, we create a balance between performance-based and non-performance-based compensation and short-term and long-term performance-based compensation with a mix of performance metrics and set performance metric targets that we believe are aspirational but achievable. We also have minimum stock ownership guidelines to help mitigate potential compensation risk and further align the interests of our NEOs with those of our shareholders.
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Competitive
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To ensure our compensation remains competitive, the Compensation and Human Capital Committee engaged Ferguson Partners as its independent consultant in 2023 and prior years to review and benchmark the compensation we provide relative to our peer group and other market data.
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| 38 EMPIRE STATE REALTY TRUST | | | | |
|
INDUSTRY
|
| | |
SIZE
|
| | |
BUSINESS CHARACTERISTICS
|
|
|
CONSIDER INDUSTRY to identify companies with a similar business model or philosophy
◗
Start with New York City office-focused REITs with substantial portfolios in New York City
◗
Expand to other high barrier to entry market office-focused REITs
|
| | |
CONSIDER SIZE (i.e., total capitalization) to ensure companies are similar in scope
|
| | |
CONSIDER OTHER BUSINESS CHARACTERISTICS that distinguish the complexity of the particular business (e.g., operating the Observatory)
|
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| | | |
2024 PROXY STATEMENT 39
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|
|
QUESTIONS ADDRESSED IN DEVELOPING AN EFFECTIVE PEER GROUP
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| ||||||
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Who are key performance comparators?
|
| |
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◗
Who do we compete with for tenants?
◗
Who do we compete with for investors?
◗
Which companies have similar market demands and influences?
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|
Who are closest competitors for talent?
|
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◗
Which companies might logically try to recruit our executives?
◗
If our company had to replace a member of its executive team externally, from which companies might it recruit to attract executives with similar capabilities?
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|
Who are the peers from an external perspective?
|
| |
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◗
Who does the investment community name as peers?
◗
Who cites Empire State Realty Trust as a peer?
◗
Who are other REITs classified within the Nareit Index and broader MSCI US REIT Index that best fit the characteristics noted above?
|
|
|
UPREIT (EQUITY) MARKET
CAPITALIZATION |
| | |
TOTAL CAPITALIZATION
|
| | |
NUMBER OF EMPLOYEES
|
|
|
36th PERCENTILE
|
| | |
24th PERCENTILE
|
| | |
75th PERCENTILE
|
|
| 40 EMPIRE STATE REALTY TRUST | | | | |
| |
1
|
| | |
ESTABLISHMENT OF CORPORATE AND ESG GOALS AND INDIVIDUAL OBJECTIVES
|
| |
| | BEGINNING OF EACH YEAR | | | ||||
| |
◗
CEO provides recommendations to the Compensation and Human Capital Committee regarding the company’s target corporate and sustainability goals and individual objectives for himself and the other NEOs.
◗
The target corporate goals are reviewed with the committee through a multi-month process that begins in the fall with management’s preparation of a budget for the following year. The budget is prepared with input from each of our departments and undergoes numerous reviews by management and our NEOs. The result of the budget process is the formation of a corporate model by which we measure our performance during the year.
◗
The board reviews the corporate model, including the financial and operational assumptions that underlie the corporate model to test its rigor and alignment with our strategies and market conditions. The target corporate goals used in NEOs’ annual incentive bonus targets are set based on the corresponding targets in such tested corporate model.
◗
Our CEO works with each other NEO to establish annual individual objectives which align with the overall goals of the company. The individual goals relate to specific strategic and organizational objectives. The committee believes that individual accountability and strong individual performance should lead to overall strong company performance, for which the committee wants to hold the senior leadership team accountable.
|
| |
| |
2
|
| | |
EVALUATION AND REVIEW PROCESS
|
| |
| | END OF YEAR | | | ||||
| |
◗
Our executive compensation determinations include an evaluation and performance review process that measures each NEO’s performance against his or her objectives for that year. These evaluations and performance reviews are an essential part of the process by which the committee determines overall executive compensation and include both a mid-year and a full-year evaluation.
◗
Our CEO first provides the Chair of the Compensation and Human Capital Committee with a report on his own performance compared to the objectives established for him.
◗
The Chair of the Compensation and Human Capital Committee then prepares his own written evaluation and discusses with the full board in executive session, while also considering additional factors, including prior years’ compensation trends, prior years’ company performance and the relative level of rigor and complexity of the CEO’s tasks resulting from the competitive marketplace in which we operate.
◗
As part of the year-end evaluation process, our CEO prepares evaluations of all the other NEOs, which are then presented to the board for discussion. Based on the evaluations, the CEO recommends compensation packages for each other NEO, after the end of the calendar year.
|
| |
| |
3
|
| | |
DETERMINATION OF COMPENSATION
|
| |
| | OVER THE COURSE OF SEVERAL MEETINGS IN THE FIRST QUARTER OF THE FOLLOWING YEAR | | | ||||
| |
◗
After considering the result of the most recent Say-on-Pay vote, reviewing the NEOs’ performance against goals and objectives for the year and considering the other factors discussed above, and after consultation with the full board, the Compensation and Human Capital Committee makes its final determinations with respect to compensation. The committee’s objective is to ensure that the level of compensation is consistent with the level of corporate and individual performance delivered while also attracting and retaining highly talented executives in our competitive industry and metropolitan area, motivating our NEOs to achieve exceptional corporate results and aligning their interests with those of our shareholders.
|
| |
|
The base salary payable to each NEO provides a fixed component of compensation that reflects the executive’s position and responsibilities. Base salaries are reviewed annually by our Compensation and Human Capital Committee with input from our independent compensation consultant, Ferguson Partners, and may be adjusted to match more closely the competitive market levels or to recognize an executive’s professional growth, development and increased responsibility.
|
|
| | | |
2024 PROXY STATEMENT 41
|
|
Named Executive Officer
|
| |
2021
($) |
| |
2022
($) |
| |
2023
($) |
| |||||||||
Anthony E. Malkin
|
| | | | 810,000(1) | | | | | | 810,000 | | | | | | 850,500 | | |
Christina Chiu
|
| | | | 550,000(2) | | | | | | 650,000 | | | | | | 675,000 | | |
Thomas P. Durels
|
| | | | 700,000(3) | | | | | | 700,000 | | | | | | 735,000 | | |
Metric
|
| |
Malkin
|
| |
Chiu
|
| |
Durels
|
|
Core FFO per Share | | |
20%
|
| |
20%
|
| |
20%
|
|
Same-Store Cash NOI Growth (excluding Observatory) | | |
20%
|
| |
15%
|
| |
20%
|
|
Leasing and Occupancy | | |
10%
|
| |
5%
|
| |
25%
|
|
G&A Expense as a Percentage of Revenues | | |
10%
|
| |
10%
|
| |
10%
|
|
Sustainability Goals | | |
15%
|
| |
15%
|
| |
15%
|
|
Individual Goals | | |
25%
|
| |
35%
|
| |
10%
|
|
| | |
Threshold
|
| |
Target
|
| |
Maximum
|
| |||||||||||||||||||||||||||
Named Executive Officer
|
| |
%
|
| |
$
|
| |
%
|
| |
$
|
| |
%
|
| |
$
|
| ||||||||||||||||||
Anthony E. Malkin
|
| | | | 75.0 | | | | | | 637,875 | | | | | | 150 | | | | | | 1,275,750 | | | | | | 225 | | | | | | 1,913,625 | | |
Christina Chiu
|
| | | | 62.5 | | | | | | 421,875 | | | | | | 125 | | | | | | 843,750 | | | | | | 187.5 | | | | | | 1,265,625 | | |
Thomas P. Durels
|
| | | | 37.5 | | | | | | 275,625 | | | | | | 75 | | | | | | 551,250 | | | | | | 112.5 | | | | | | 826,875 | | |
| 42 EMPIRE STATE REALTY TRUST | | | | |
| |
1
|
| | |
CORE FFO PER SHARE
|
| | ||||
| |
OUTCOME Exceeded
|
| | ||||||||
| |
Why is this metric important?
Funds from Operations (“FFO”) is widely acknowledged by the REIT industry as being a helpful measure of the operating performance of a real estate company because it excludes depreciation and gains or losses relating to sales of depreciated real estate. The company uses “Core FFO,” which further excludes amortization of below-market ground leases and other items that by their nature are not comparable from period to period and tend to obscure actual operating results, as a method to compare the operating performance of the company over a given time period to that of other companies and other time periods in a consistent manner. The company believes that Core FFO is helpful to shareholders as a supplemental measure of its operating performance because it is a direct measure of company performance and may significantly impact the trading price of our common stock and, therefore, may significantly impact TSR.
Target: Target of $0.85 per share was set higher than the 2022 target of $0.77 but lower than the actual 2022 result of $0.90 because the 2022 result reflected one-time lease termination income of $20 million.
Performance: Outperformed ($0.93 vs. target of $0.85) due primarily to operating expenses that came in lower than budgeted, observatory performed better than expected, early rent commencement with a large tenant, tax refunds that resulted from successful tax appeals, and higher interest income than expected.
|
| | |
![]() See page 92 for a reconciliation of Core FFO per Share to the most directly comparable GAAP measure.
|
| |
| | | |
2024 PROXY STATEMENT 43
|
|
| |
3
|
| | |
LEASING AND OCCUPANCY
|
| |
| |
OUTCOME Exceeded
|
| | ||||
| |
Why is this metric important?
Our Leasing and Occupancy metric is a combination of performance across three sub-metrics:
◗
Leased percentage at year-end across our portfolio
◗
Leasing volume (based on total square footage)
◗
Weighted average starting rents across our office portfolio
Each of these are key metrics because they measure our ability to attract and retain tenants and profit from our real estate portfolio.
Outcome is determined by averaging leased percentage at year-end, leasing volume and weighted average starting rents metrics. Within the leased percentage metric, NYC office, GNYM office and retail subcategories are weighted based on relative square footage. Within the leasing volume metric, “new” and “renewal” subcategories are weighted equally. Within the weighted average starting rents metric, NYC office and GNYM office are weighted based on relative square footage, and “new” is worth 50% and “renewal” is worth 50%.
Outcome
Significant overachievement in renewal leasing volume, above target weighted average starting rents in our NYC office portfolio, and near target achievement on our ambitious goal for NYC office leased percentage against a market backdrop of reduced leasing, rents and occupancy combined to drive outperformance overall for the leasing and occupancy category.
|
| |
Metric
|
| |
Target
|
| |
Result
|
| |
Achievement
|
| ||||||
Leased Percentage (33%) | | | | | | | | | | | | | | | | |
NYC Office
|
| | | | 92.5% | | | | | | 92.1% | | | |
Not Met
|
|
GNYM Office
|
| | | | 86.0% | | | | | | 79.3% | | | |
Not Met
|
|
Retail
|
| | | | 96.0% | | | | | | 92.1% | | | |
Not Met
|
|
Leasing Volume (sq. ft.) (33%) | | | | | | | | | | | | | | | | |
New
|
| | | | 878,000 | | | | | | 568,183 | | | |
Not Met
|
|
Renewals
|
| | | | 205,000 | | | | | | 382,563 | | | |
Exceeded
|
|
Weighted Average Starting Rents (33%) | | | | | | | | | | | | | | | | |
New NYC
|
| | | $ | 60.15 | | | | | $ | 62.44 | | | |
Exceeded
|
|
New GNYM
|
| | | $ | 47.14 | | | | | $ | 42.77 | | | |
Not Met
|
|
Renewals NYC
|
| | | $ | 60.86 | | | | | $ | 65.64 | | | |
Exceeded
|
|
Renewals GNYM
|
| | | $ | 41.66 | | | | | $ | 44.41 | | | |
Exceeded
|
|
| 44 EMPIRE STATE REALTY TRUST | | | | |
| |
5
|
| | |
Sustainability
|
| |
| |
OUTCOME Exceeded
|
| | ||||
| |
Why is this metric important?
Capitalizing on our sustainability leadership in the real estate industry is a key component of our strategy and thus beginning in 2021, the board increased the weighting of the sustainability metric from 10% to 15% as a percentage of each NEO’s annual incentive compensation.
Target and Performance
Each goal set forth below was assigned a points weighting as shown in the chart below. Scoring was determined on an interpolated basis:
◗
THRESHOLD (50%): 15 points, forfeited under 15 points
◗
TARGET (100%): 18 points
◗
MAX (150%): 20 or more points
|
| |
| | | | | |
GOAL
|
| |
POSSIBLE
POINTS |
| | | | | 2023 ACHIEVEMENTS |
| |
ACHIEVED
POINTS |
|
| |
ENVIRONMENTAL
|
| | |
GRESB — make 2023 submission and achieve 5 stars and disclosure score of “A”
|
| |
2
|
| |
![]() |
| |
GRESB awarded us with a Five Star Rating for the fourth consecutive year and an “A” for ESG disclosure and reporting. GRESB ranked ESRT first among all 115 listed companies in the Americas.
|
| |
2
|
|
|
WELL Health-Safety Rating — make 2023 submission and achieve rating for 2023
|
| |
1
|
| |
![]() |
| |
We were the first commercial portfolio in the Americas to achieve the WELL Health-Safety Rating across 100% of our portfolio in September 2020 and are among the first to be recertified twice.
|
| |
1
|
| |||||
|
Maintain Fitwel certification
|
| |
1
|
| |
![]() |
| |
Since 2020, ESRT has been recognized as a Fitwel Champion for our commitment to support the health and well-being of our employees and tenants. 86% of our entire NYC portfolio is Fitwel certified.
|
| |
1
|
| |||||
|
Publication of Sustainability Report in 2023 aligned with GRI, SASB, TCFD reporting standards
|
| |
2
|
| |
![]() |
| |
We published our report in accordance with these reporting standards in April 2023.
|
| |
2
|
| |||||
|
Maintain ENERGY STAR Partner of the Year (“ESPOY”) status and target Sustained Excellence
|
| |
1
|
| |
![]() |
| |
We achieved the 2023 ENERGY STAR Sustained Excellence Award, which highlights our consistent ESPOY recognition for outstanding leadership in environmental and public health initiatives, and 92% of our NYC portfolio is certified by ENERGY STAR, the national industry standard for energy efficiency.
|
| |
1
|
| |||||
|
Receive prominent third-party recognition for sustainable buildings
|
| |
2
|
| |
![]() |
| |
In 2023, we achieved:
◗
Ranked as one of Newsweek’s 2024 Most Responsible Companies
◗
Green Lease Leader Platinum
◗
DOE Better Building Challenge with recognition and awards for program and project of the year and participation in net zero energy and water pilots
◗
EPA Green Power Partner
◗
NYC Mayors Office Carbon Partnership
|
| |
2
|
| |||||
| |
SOCIAL
|
| | |
Develop and implement internal tracking system such that we can measure broader diversity
|
| |
1
|
| |
![]() |
| |
We began tracking diverse hires and terminations and reporting to the board quarterly as well as the management committee. We also track and report veteran status (to EEOC) and age and diversity statistics (to EEOC plus the public through sustainability report).
|
| |
1
|
|
|
Maintain Bloomberg GEI inclusion in 2023
|
| |
1
|
| |
![]() |
| |
Complete. Selected for inclusion in 2023 Bloomberg GEI.
|
| |
1
|
| |||||
|
Implement WELL at Scale
|
| |
1
|
| |
![]() |
| |
Complete. We are an early adopter of WELL at Scale across the entire portfolio.
|
| |
1
|
| |||||
|
Implement WELL Equity Rating
|
| |
1
|
| |
![]() |
| |
Complete. We are an early adopter of the WELL Equity Rating across the entire portfolio.
|
| |
1
|
| |||||
|
Advance gender and racial diversity initiatives, including through DEI hiring practices and training
|
| |
2
|
| |
![]() |
| |
We launched a 3-year strategy, which we communicated to entire corporate organization. We also communicated diverse terminations and hires to the board and management committee.
|
| |
2
|
| |||||
|
Conduct employee engagement survey and achieve overall score in-line with third-party benchmarking data
|
| |
1
|
| |
![]() |
| |
In 2023, we outpaced benchmarking data and received “Great Place to Work” designation.
|
| |
1
|
| |||||
|
Increase employee training offerings, including at least one company-wide trainings on DEI and one training focused on developing managers
|
| |
1
|
| |
![]() |
| |
In 2023, we launched management training, inclusion training and company-wide training on listening and giving feedback.
|
| |
1
|
| |||||
|
Measure and track supply chain diversity in 2023
|
| |
1
|
| |
![]() |
| |
In 2023, we onboarded Supplier Gateway to measure and track supply chain diversity.
|
| |
1
|
| |||||
|
Increase employee volunteerism in 2023
|
| |
1
|
| |
![]() |
| |
In 2023, we increased our volunteer percentage to 98% of employees.
|
| |
1
|
|
| | | |
2024 PROXY STATEMENT 45
|
|
| | | | | |
GOAL
|
| |
POSSIBLE
POINTS |
| | | | |
2023
ACHIEVEMENTS |
| |
ACHIEVED
POINTS |
|
| |
GOVERNANCE
|
| | |
Conduct off-season governance outreach to key shareholders (fall-winter 2023)
|
| |
1
|
| |
![]() |
| |
Offered meetings to investors representing 81% of shares outstanding and met with investors representing 41% of shares outstanding
|
| |
1
|
|
| | | | | | |
![]() |
| |
Winner of “Best Proxy Statement (small cap)” and nominee for “Best Shareholder Engagement (small to mid cap)” in Governance Intelligence’s 2023 Corporate Governance Awards
|
| | | | |||||
|
Increase number of ESG and human capital topics addressed at board meetings in 2023
|
| |
1
|
| |
![]() |
| |
Throughout 2023, we increased the material/data points provided to the Nominating and Corporate Governance Committee by our SVP, Director of Energy, Sustainability and ESG and SVP, Chief People Officer. See page 26 for more information.
|
| |
1
|
| |||||
| | | | | |
TOTAL POSSIBLE POINTS
|
| |
22
|
| | | | | | |
22
|
|
|
Anthony E. Malkin, Chairman and Chief Executive Officer
|
| | | |
| Goals | | | Key Achievements | |
|
◗
Work with board to define board objectives
◗
Drive ESRT team to achieve board objectives
◗
Set, refine, enhance and execute on the business plan and strategic vision
◗
Drive Observatory team to achieve budget objectives
◗
Leadership on sustainability in ESRT and in public policy
◗
Directly manage and improve public relations, brand, and digital/social footprint of ESRT
◗
Management team development and succession
◗
Conceive and engage directly with M&A, external growth, investors (personal management of QIA relationship), lenders on own initiative and on request
|
| |
◗
Established and met aggressive goals for leasing (caused outperformance on certain leasing compensation metrics), observatory performance, financing, and reinvestment of disposition sales proceeds in tax-efficient manner
◗
Observatory delivered NOI of $94 million as compared to $95 million in 2019 with only 73% of 2019 admissions
◗
Sustainability leadership has been a critical component of our success, as it helped drive tenant interest in the portfolio and the company earned government incentives and grants
◗
The company has unprecedented social media and brand awareness of its Observatory, well above its weight for leasing-related social media and brand awareness
◗
Drove leadership succession of Christina Chiu to President and Stephen V. Horn to CFO
|
|
|
Christina Chiu, President
|
| | | |
| Goals | | | Key Achievements | |
|
◗
Maintain balance sheet flexibility and broad access to capital
◗
Efficient capital allocation
◗
Enhance investor perception and understanding of ESRT strategy and competitive advantages and overall credibility with financial markets
◗
Actively engage and cultivate relationships with investors, sell-side analysts, lenders, advisors, other REITs
◗
Refine, enhance and execute on the business plan and strategic vision
◗
CAO, FP&A, IR team delegation, development, and succession
|
| |
◗
◗
Amidst a capital markets environment that is adverse to office properties, positioned the company to secure early credit facility recast and maintained strong balance sheet, including no floating rate debt exposure and lower leverage versus peers
◗
Led structure of 1031 transactions to recycle out of suburban office into NYC multifamily/retail to avoid tax leakage while maintaining simple capital structure
◗
Efficiently allocated capital, including through resized dividend and use of NOL carryforward
◗
Successful development of Stephen V. Horn to CFO and elevation of responsibility of CFO team
◗
Established credibility with investor base and lenders and enhanced investor perception and understanding of ESRT strategy
|
|
| 46 EMPIRE STATE REALTY TRUST | | | | |
|
Thomas P. Durels, EVP, Real Estate
|
| | | |
| Goals | | | Key Achievements | |
|
◗
Drive bottom line from property performance, including tenant retention, new leasing and operating and capital costs controls
◗
Company execution of energy efficiency measures
◗
Identify, vet, and execute property technology to improve tenant service, budgeting of operations and capital expense reporting
◗
Operating expense reduction and control
◗
Capital expenditure execution and cost control relative to budget
◗
Completion of new amenity projects
◗
Provide real estate support for acquisitions/dispositions and mentorship to acquisition team
◗
Faster turnaround on review and approval
◗
Better delegation and property management team development and succession
◗
Identify and implement prop-tech to improve office and multi- family tenant experience, annual budgets and cap ex budgets and reports
|
| |
◗
Led team to outperformance in property Same-Store Cash NOI Growth
◗
Established aggressive goals for leasing and outperformed certain leasing compensation metrics and achieved 250 bps positive absorption for ESRT’s Manhattan office portfolio amidst an overall market that had increased vacancy rates
◗
Led and established processes for discipline on property operating costs that resulted in savings and operating expenses below budget
◗
Led successful execution of capital improvement projects, including new amenity projects and tenant build outs, and integrated sustainability work into building systems across portfolio
◗
Led successful disposition transactions and transitions on newly acquired assets
|
|
Metric
|
| |
Target
|
| |
Actual Result
|
| |
Outcome
|
| |
Malkin
|
| |
Chiu
|
| |
Durels
|
| ||||||||||||
Core FFO per Share | | |
$0.85
|
| |
$0.93
|
| | | | Exceeded | | | | | | 20% | | | | | | 20% | | | | | | 20% | | |
Same-Store Cash NOI Growth (excluding Observatory) | | |
(6.0)%
|
| |
2.2%
|
| | | | Exceeded | | | | | | 20% | | | | | | 15% | | | | | | 20% | | |
Leasing and Occupancy | | |
Combination of metrics
on page 44 |
| | | | Exceeded(1) | | | | | | 10% | | | | | | 5% | | | | | | 25% | | | |||
G&A Expense as a Percentage of Revenues | | |
8.7%
|
| |
8.6%
|
| | | | Exceeded | | | | | | 10% | | | | | | 10% | | | | | | 10% | | |
Sustainability Goals | | |
18/22
|
| |
22/22
|
| | | | Exceeded | | | | | | 15% | | | | | | 15% | | | | | | 15% | | |
Named Executive Officer
|
| |
Target Bonus
Award ($) |
| |
Percentage of
Achievement (%) |
| |
Actual Bonus
Award ($) |
| |||||||||
Anthony E. Malkin
|
| | | | 1,275,750 | | | | | | 150% | | | | | | 1,913,625 | | |
Christina Chiu
|
| | | | 843,750 | | | | | | 150% | | | | | | 1,265,625 | | |
Thomas P. Durels
|
| | | | 551,250 | | | | | | 150% | | | | | | 826,875 | | |
| | | |
2024 PROXY STATEMENT 47
|
|
Named Executive Officer
|
| |
Face Amount of
Bonus Award ($) |
| |
Amount of Award
Received in Cash at Face Amount ($) |
| |
Amount of Award
Elected to be Received in Vested LTIP Units at Face Amount ($) |
| |
Amount of Award
Elected to be Received in 3-Year Time-Based LTIP Units at 120% of Face Amount ($) |
| ||||||||||||
Anthony E. Malkin
|
| | | | 1,913,625 | | | | | | — | | | | | | — | | | | | | 2,296,345 | | |
Christina Chiu
|
| | | | 1,265,625 | | | | | | 1,265,625 | | | | | | — | | | | | | — | | |
Thomas P. Durels
|
| | | | 826,875 | | | | | | — | | | | | | — | | | | | | 992,249 | | |
| LONG-TERM EQUITY INCENTIVE MIX | | |||
|
![]() |
| |
Our Compensation and Human Capital Committee believes that a substantial portion of each NEO’s compensation should be in the form of long-term equity incentive compensation. Equity incentive awards align management’s interests with those of our shareholders and encourage management to create shareholder value over the long-term because the value of the equity awards is directly attributable to changes in our dividends and the price of our common stock over time. In addition, equity awards are an effective tool for management retention because full vesting of the awards generally requires continued employment for multiple years.
Long-term equity incentive compensation is granted in the form of LTIP units or Restricted Shares. Each grant is formulated as a dollar amount when approved, based on peer benchmarks, competitive conditions, and the criteria and goals discussed herein. In accordance with the applicable approval, such dollar amount is converted into units or shares, using a grant date fair value calculation. For a description of such fair value calculation and a description of LTIP units, see “LTIP Units — Valuation” on page 52. In connection with these awards, our NEOs elect whether to receive LTIP units or Restricted Shares. To date, all of our NEOs have chosen LTIP units.
|
|
|
VESTING
25% per year over 4 years
|
| | |
CONDITIONS
Continued employment
|
| | |
DIVIDENDS/DISTRIBUTIONS
Paid as and when distributions are paid with respect to our common stock and partnership units
|
|
| PERFORMANCE-BASED AWARDS | | |||
|
![]() |
| |
Historically, the performance criteria for our NEO’s performance-based vesting awards has been entirely comprised of relative TSR metrics. The awards issued in 2019, 2020 and 2021 were based on the company’s TSR over a three-year performance period relative to indices which reflect the performance of a representative group of (i) office REITs (SNL Office Index, later replaced by NAREIT Index) and (ii) all REITs (MSCI US REIT Index). In response to shareholder feedback, in 2021 we increased the relative TSR targets to require outperformance, increasing the percentile targets on each index from the 50th percentile to the 55th percentile.
Upon the recommendation of the committee’s independent compensation consultant, and after review of peer practice, the committee determined to modify the performance criteria for the awards issued in 2022 covering the three-year performance period from January 1, 2022 through December 31, 2024 to include the pre-established quantitative performance metrics and potential payout levels shown in the chart to the left.
We maintained the same format for the awards issued in 2023. The following chart shows the target/threshold/max set for each metric.
|
|
| 48 EMPIRE STATE REALTY TRUST | | | | |
Criteria/Commentary
|
| |
Weighting
|
| |
Threshold
|
| |
Target
|
| |
Max
|
|
RELATIVE TSR (AGAINST NAREIT INDEX)
◗
Aligns management interest with shareholder interest
◗
Maintained as largest portion of award
◗
Maintained requirement for outperformance for target
|
| |
50%
|
| |
![]() |
| ||||||
OPERATIONAL METRICS (WITH MODIFIER)
◗
Objective criteria over a one-year performance period, which remain subject to a 3-year absolute TSR modifier
|
| | | | | | | | | | | | |
◗
Core FFO per Share(1)
◗
FFO is a non-GAAP measure widely used by the REIT industry as a supplemental measure of operating performance because it excludes depreciation and gains or losses relating to sales of depreciated real estate
◗
The company uses “Core FFO,” which further excludes amortization of below-market ground leases and other items that by their nature are not comparable from period to period
|
| |
10%
|
| |
![]() |
| ||||||
◗
Manhattan Leasing Volume (office)
◗
Represents our ability to execute our leasing platform in the highly competitive New York City real estate market, which comprises the majority of our portfolio
|
| |
10%
|
| |
![]() |
| ||||||
◗
Net Debt to Adjusted EBITDA (at share)(1)
◗
A widely used non-GAAP measure that reflects our ability to incur and service debt and is an indicator of the health of our balance sheet and cash flows
|
| |
10%
|
| |
![]() |
| ||||||
◗
Absolute TSR Modifier
◗
Absolute TSR is a pure measurement of value delivered to stockholders who were invested in our stock for the three-year
performance period
◗
Target is 25% increase over 3-year period
◗
As TSR declines from 25% to 0%, reduction in earned amount declines via linear interpolation from 0% reduction to 25% reduction
◗
No additional upside for TSR achievement over 25% and no additional reduction for TSR achievement below 0%
|
| |
Can reduce
operational
component
by up to
25%
|
| |
![]() |
| ||||||
SUSTAINABILITY METRICS
Improve sustainability such that we maintain ratings in the following against increasingly rigorous standards:
◗
WELL Health Safety Rating
◗
Fitwel certification
◗
GRESB 5 stars
◗
ENERGY STAR Partner of the Year status
◗
Bloomberg GEI inclusion
We chose stringent third-party rating systems for objectivity.
|
| |
20%
|
| |
![]() |
|
|
VESTING
To the extent earned, 50% vests at the end of 3-year performance period and the remaining 50% vests on the first anniversary of the end of the 3-year performance period
|
| | |
CONDITIONS
Continued employment; and
Achievement of performance goals
|
| | |
DIVIDENDS/DISTRIBUTIONS
10% of distributions paid with respect to our common stock and our partnership units during the performance period; 90% balance accrued and paid in full when such performance equity vests (if earned) at the end of the performance period
|
|
| | | |
2024 PROXY STATEMENT 49
|
|
| | |
Dollar Value of LTIP Award Opportunities Granted in 2023
|
| |||||||||||||||||||||||||||||
| | |
Time-Based
|
| | |
Performance-Based
|
| | |
Change vs. 2022
|
| |||||||||||||||||||||
Named Executive Officer
|
| |
Target ($)
|
| | |
Threshold ($)
|
| |
Target ($)
|
| |
Maximum ($)
|
| | |
(%)
|
| |||||||||||||||
Anthony E. Malkin
|
| | | | 1,640,860 | | | | | | | 1,002,748 | | | | | | 2,005,496 | | | | | | 4,010,992 | | | | | | | 0.0(1) | | |
Christina Chiu
|
| | | | 646,875 | | | | | | | 395,313 | | | | | | 790,625 | | | | | | 1,581,250 | | | | | | | 43.8 | | |
Thomas P. Durels
|
| | | | 866,514 | | | | | | | 529,536 | | | | | | 1,059,072 | | | | | | 2,118,145 | | | | | | | 22.2(2) | | |
| 50 EMPIRE STATE REALTY TRUST | | | | |
LTIP Performance Period
|
| |
2016
|
| |
2017
|
| |
2018
|
| |
2019
|
| |
2020
|
| |
2021
|
| |
2022
|
| |
2023
|
| |
2024
|
| |
2025
|
| |
Outcome
|
| |
Payout
|
| |||
2016 – 2018(1)
|
| |
100% Complete
|
| | | | | | | | | | | | | | | | | | | | | | |
![]() |
| |
Below Threshold – 100% Forfeited
|
| |
0.0%
|
| ||||||
2017 – 2019(1)
|
| | | | |
100% Complete
|
| | | | | | | | | | | | | | | | | | | |
![]() |
| |
Below Threshold – 100% Forfeited
|
| |
0.0%
|
| ||||||
2018 – 2020(1)
|
| | | | | | | |
100% Complete
|
| | | | | | | | | | | | | | | | |
![]() |
| |
Below Threshold – 100% Forfeited
|
| |
0.0%
|
| ||||||
2019 – 2021(2)
|
| | | | | | | | | | |
100% Complete
|
| | | | | | | | | | | | | |
![]() |
| |
Below Threshold – 100% Forfeited
|
| |
0.0%
|
| ||||||
2020 – 2022(2)
|
| | | | | | | | | | | | | |
100% Complete
|
| | | | | | | | | | |
![]() |
| |
Below target, earned in part
|
| |
24.7%
|
| ||||||
2021 – 2023(2)
|
| | | | | | | | | | | | | | | | |
100% Complete
|
| | | | | | | |
![]() |
| |
Above target, earned in part
|
| |
78.7%
|
| ||||||
2022 – 2024(3),(4)
|
| | | | | | | | | | | | | | | | | | | |
66% Complete
|
| | | | | | | |
![]() |
| |
Tracking above target
|
| |
TBD
|
| |||
2023 – 2025(3),(4)
|
| | | | | | | | | | | | | | | | | | | | | | |
33% Complete
|
| | | | |
![]() |
| |
Tracking above target
|
| |
TBD
|
|
|
◗
LTIP unit = profit interest in our operating partnership
◗
Convertible into operating partnership units and exchangeable for Class A common stock on 1-for-1 basis after two-year holding period
◗
More favorable tax treatment to grantee vs. Restricted Shares (i.e., no taxable income to grantee upon vesting)
◗
Time-based LTIP units receive distributions equivalent to common stock dividends
◗
Performance-based LTIP units receive distributions equal to 10% of common stock dividends until performance period ends and then 90% catch-up on any earned award amount
|
|
| | | |
2024 PROXY STATEMENT 51
|
|
| 52 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2024 PROXY STATEMENT 53
|
|
| 54 EMPIRE STATE REALTY TRUST | | | | |
|
![]() |
| | |
OUR BOARD UNANIMOUSLY RECOMMENDS THAT YOU VOTE “FOR” THE FOLLOWING NON-BINDING ADVISORY RESOLUTION:
“RESOLVED, that the compensation paid to our named executive officers, as disclosed in this proxy statement pursuant to Item 402 of Regulation S-K, including the “Compensation Discussion and Analysis,” compensation tables, and narrative discussion, is hereby APPROVED, on a non-binding, advisory basis.”
|
|
| | | |
2024 PROXY STATEMENT 55
|
|
Name and Principal Position
|
| |
Year
|
| |
Salary(1)
($) |
| |
Bonus(2)
($) |
| |
Stock
Awards(3) ($) |
| |
All Other
Compensation(4) ($) |
| |
Total
($) |
|
Anthony E. Malkin
Chairman and Chief Executive Officer |
| |
2023
|
| |
849,721
|
| |
1,913,625
|
| |
6,034,573
|
| |
165,505
|
| |
8,963,424
|
|
|
2022
|
| |
810,000
|
| |
1,475,010
|
| |
5,946,860
|
| |
160,951
|
| |
8,392,821
|
| ||
|
2021
|
| |
626,211
|
| |
1,409,400
|
| |
5,751,405
|
| |
133,116
|
| |
7,920,132
|
| ||
Christina Chiu
President(5) |
| |
2023
|
| |
674,519
|
| |
1,765,625
|
| |
2,228,112
|
| |
17,500
|
| |
4,685,756
|
|
|
2022
|
| |
648,077
|
| |
652,300
|
| |
2,549,983
|
| |
16,250
|
| |
3,866,610
|
| ||
|
2021
|
| |
511,346
|
| |
660,000
|
| |
1,984,668
|
| |
1,250
|
| |
3,157,264
|
| ||
Thomas P. Durels
Executive Vice President, Real Estate |
| |
2023
|
| |
734,327
|
| |
826,875
|
| |
3,150,033
|
| |
18,500
|
| |
4,729,735
|
|
|
2022
|
| |
700,000
|
| |
641,550
|
| |
2,570,481
|
| |
17,250
|
| |
3,929,281
|
| ||
|
2021
|
| |
580,866
|
| |
619,500
|
| |
2,487,261
|
| |
1,250
|
| |
3,688,877
|
|
Named Executive Officer
|
| |
Year
|
| |
Face Amount
of Bonus Award ($) |
| |
Amount of
Award Elected to Be Received in Cash at Face Amount (%) |
| |
Amount of
Award Elected to be Received in Vested LTIP Units at Face Amount (%) |
| |
Amount of Award
Elected to be Received in Unvested 3-Year Time-Based LTIP Units at 120% of Face Amount (%) |
| |
Total Value of
the Bonus Award (including 20% Premium, as applicable) ($) |
| ||||||||||||||||||
Anthony E. Malkin
|
| | | | 2023 | | | | | | 1,913,625 | | | | | | — | | | | | | — | | | | | | 100 | | | | | | 2,296,345 | | |
Christina Chiu
|
| | | | 2023 | | | | | | 1,265,625 | | | | | | 100 | | | | | | — | | | | | | — | | | | | | 1,265,625 | | |
Thomas P. Durels
|
| | | | 2023 | | | | | | 826,875 | | | | | | — | | | | | | — | | | | | | 100 | | | | | | 992,249 | | |
| 56 EMPIRE STATE REALTY TRUST | | | | |
Named Executive Officer
|
| |
Year
|
| |
Bonus
Premium Option(a) ($) |
| |
Time-based
Awards(b) ($) |
| |
Performance-based
Awards(c) ($) |
| |
Total
($) |
| |||||||||||||||
Anthony E. Malkin
|
| | | | 2023 | | | | | | 382,720 | | | | | | 1,640,871 | | | | | | 4,010,982 | | | | | | 6,034,573 | | |
Christina Chiu
|
| | | | 2023 | | | | | | — | | | | | | 646,874 | | | | | | 1,581,238 | | | | | | 2,228,112 | | |
Thomas P. Durels
|
| | | | 2023 | | | | | | 165,374 | | | | | | 866,527 | | | | | | 2,118,132 | | | | | | 3,150,033 | | |
| | |
Malkin
|
| |
Chiu
|
| |
Durels
|
| |||||||||
Performance-based, settlement at maximum – 200% ($) | | | | | 5,538,339 | | | | | | 2,183,363 | | | | | | 2,924,705 | | |
Named Executive Officer
|
| |
Year
|
| |
401(k)
Match ($) |
| |
HSA
Funding ($) |
| |
Driver/Car
Expenses ($) |
| |
Total
($) |
| |||||||||||||||
Anthony E. Malkin
|
| | | | 2023 | | | | | | 16,500 | | | | | | — | | | | | | 149,005 | | | | | | 165,505 | | |
Christina Chiu
|
| | | | 2023 | | | | | | 16,500 | | | | | | 1,000 | | | | | | — | | | | | | 17,500 | | |
Thomas P. Durels
|
| | | | 2023 | | | | | | 16,500 | | | | | | 2,000 | | | | | | — | | | | | | 18,500 | | |
| | | |
2024 PROXY STATEMENT 57
|
|
| | | | | | | | |
Estimated Future Payouts under
Equity Incentive Plan Awards: Number of Performance-Based Shares of Stock or Units |
| |
All Other
Stock Awards: Number of Time-Based Shares of Stock or Units (#) |
| |
Grant Date
Fair Value of Stock Awards ($) |
| |||||||||||||||||||||
Name
|
| |
Grant Date
|
| |
Threshold
(#) |
| |
Target
(#) |
| |
Maximum
(#) |
| ||||||||||||||||||||||||
Anthony E. Malkin
|
| | | | 3/13/23(1) | | | | | | — | | | | | | — | | | | | | — | | | | | | 311,076 | | | | | | 1,770,022 | | |
| | | 3/13/23(2) | | | | | | — | | | | | | — | | | | | | — | | | | | | 287,368 | | | | | | 1,640,871 | | | ||
| | | 3/13/23(3) | | | | | | 108,523 | | | | | | 217,045 | | | | | | 434,090 | | | | | | — | | | | | | 2,005,496 | | | ||
| | | 3/13/23(3) | | | | | | 54,895 | | | | | | 109,790 | | | | | | 219,579 | | | | | | — | | | | | | 1,203,293 | | | ||
| | | 3/13/23(3) | | | | | | 33,537 | | | | | | 67,073 | | | | | | 134,146 | | | | | | — | | | | | | 802,193 | | | ||
Christina Chiu
|
| | | | 3/13/23(2) | | | | | | — | | | | | | — | | | | | | — | | | | | | 113,288 | | | | | | 646,874 | | |
| | | 3/13/23(3) | | | | | | 42,783 | | | | | | 85,565 | | | | | | 171,130 | | | | | | — | | | | | | 790,621 | | | ||
| | | 3/13/23(3) | | | | | | 21,641 | | | | | | 43,282 | | | | | | 86,564 | | | | | | — | | | | | | 474,371 | | | ||
| | | 3/13/23(3) | | | | | | 13,221 | | | | | | 26,442 | | | | | | 52,884 | | | | | | — | | | | | | 316,246 | | | ||
Thomas P. Durels
|
| | | | 3/13/23(1) | | | | | | — | | | | | | — | | | | | | — | | | | | | 135,300 | | | | | | 769,857 | | |
| | | 3/13/23(2) | | | | | | — | | | | | | — | | | | | | — | | | | | | 151,756 | | | | | | 866,527 | | | ||
| | | 3/13/23(3) | | | | | | 57,309 | | | | | | 114,618 | | | | | | 229,236 | | | | | | — | | | | | | 1,059,070 | | | ||
| | | 3/13/23(3) | | | | | | 28,989 | | | | | | 57,978 | | | | | | 115,956 | | | | | | — | | | | | | 635,439 | | | ||
| | | 3/13/23(3) | | | | | | 17,710 | | | | | | 35,420 | | | | | | 70,840 | | | | | | — | | | | | | 423,623 | | |
| | |
($ per unit)
|
| |||
Market-based Component
|
| | | | 4.62 | | |
Operational-based Component
|
| | | | 5.48 | | |
ESG-based Component
|
| | | | 5.98 | | |
| 58 EMPIRE STATE REALTY TRUST | | | | |
| | |
Stock Awards
|
| |||||||||||||||||||||
| | |
Time-based Shares or Units(1)
|
| |
Performance-based Shares or Units(2)
|
| ||||||||||||||||||
Name
|
| |
Equity
Incentive Plan Awards: Number of Time-based Shares or Units That Have Not Vested (#) |
| |
Equity
Incentive Plan Awards: Market Value of Time-based Shares or Units That Have Not Vested ($) |
| |
Equity Incentive
Plan Awards: Number of Unearned Performance-based Shares or Units or That Have Not Vested (#) |
| |
Equity
Incentive Plan Awards: Market or Payout Value of Unearned Performance-based Shares or Units That Have Not Vested ($) |
| ||||||||||||
Anthony E. Malkin
|
| | | | 1,135,785 | | | | | | 11,005,757 | | | | | | 1,824,499 | | | | | | 17,679,395 | | |
Christina Chiu
|
| | | | 416,961 | | | | | | 4,040,352 | | | | | | 587,228 | | | | | | 5,690,239 | | |
Thomas P. Durels
|
| | | | 520,327 | | | | | | 5,041,969 | | | | | | 863,982 | | | | | | 8,371,986 | | |
| | | |
2024 PROXY STATEMENT 59
|
|
| | |
Stock Awards
|
| |||||||||
Name
|
| |
Number of Shares or Units
Acquired on Vesting(1) (#) |
| |
Value Realized
on Vesting(2) ($) |
| ||||||
Anthony E. Malkin
|
| | | | 798,924 | | | | | | 5,860,594 | | |
Christina Chiu
|
| | | | 122,617 | | | | | | 767,672 | | |
Thomas P. Durels
|
| | | | 353,691 | | | | | | 2,589,486 | | |
| | |
Bonus Election
Program(a) |
| |
Time-Based
LTIP Unit Awards |
| |
Performance-Based
LTIP Unit Awards |
| |
Total Units
|
| ||||||||||||||||||||||||||||||||||||
| | |
No. of
Units |
| |
Value
($) |
| |
No. of
Units |
| |
Value
($) |
| |
No. of
Units |
| |
Value
($) |
| |
No. of
Units |
| |
Value
($) |
| ||||||||||||||||||||||||
Anthony E. Malkin
|
| | | | 235,394 | | | | | | 1,586,556 | | | | | | 240,919 | | | | | | 1,623,794 | | | | | | 322,611 | | | | | | 2,650,245 | | | | | | 798,924 | | | | | | 5,860,594 | | |
Christina Chiu
|
| | | | 34,107 | | | | | | 229,881 | | | | | | 51,097 | | | | | | 321,169 | | | | | | 37,413 | | | | | | 216,621 | | | | | | 122,617 | | | | | | 767,672 | | |
Thomas P. Durels
|
| | | | 110,191 | | | | | | 742,687 | | | | | | 104,101 | | | | | | 701,641 | | | | | | 139,399 | | | | | | 1,145,158 | | | | | | 353,691 | | | | | | 2,589,486 | | |
|
Median Employee Annual Total Compensation
|
| |
Current CEO Annual Total Compensation
|
| |
Pay Ratio
(CEO: Median Employee) |
|
|
$72,284
|
| |
$8,963,424
|
| |
124:1
|
|
| 60 EMPIRE STATE REALTY TRUST | | | | |
| | | | | | | | | | | | | | | | | | | | | | | | | | | Value of Initial Fixed $100 Investment Based on: | | | | | | | | | | | | | | |||||||||
Year | | | Summary Compensation Table Total for Principal Executive Officer (“PEO”)(1) ($) | | | Compensation Actually Paid to PEO(2) ($) | | | Average Summary Compensation Table Total for Non-PEO NEOs(3) ($) | | | Average Compensation Actually Paid to Non-PEO NEOs(4) ($) | | | ESRT Total Shareholder Return(5) ($) | | | Peer Group Total Shareholder Return (NAREIT Office)(6) ($) | | | Net Income (Loss) (in thousands) ($) | | | Core FFO Per Share(7) ($) | | ||||||||||||||||||||||||
2023 | | | | | 8,963,424 | | | | | | 20,787,135 | | | | | | 4,707,746 | | | | | | 9,158,021 | | | | | | 74.64 | | | | | | 63.33 | | | | | | 84,407 | | | | | | 0.93 | | |
2022 | | | | | 8,392,821 | | | | | | 6,473,345 | | | | | | 3,420,528 | | | | | | 2,733,802 | | | | | | 51.00 | | | | | | 62.07 | | | | | | 63,212 | | | | | | 0.90 | | |
2021 | | | | | 7,920,132 | | | | | | 1,265,781 | | | | | | 3,080,479 | | | | | | 1,421,646 | | | | | | 66.07 | | | | | | 99.50 | | | | | | (13,037) | | | | | | 0.70 | | |
2020 | | | | | 10,142,584 | | | | | | 10,790,204 | | | | | | 3,352,048 | | | | | | 1,778,975 | | | | | | 68.49 | | | | | | 81.56 | | | | | | (22,887) | | | | | | 0.62 | | |
Year | | | Summary Compensation Table Total for PEO ($) | | | Grant Date Fair Value of Equity Awards Granted During Applicable Year(a) ($) | | | Equity Award Adjustments for PEO(b) ($) | | | Compensation Actually Paid ($) | | ||||||||||||
2023 | | | | | 8,963,424 | | | | | | (6,034,573) | | | | | | 17,858,284 | | | | | | 20,787,135 | | |
2022 | | | | | 8,392,821 | | | | | | (5,946,860) | | | | | | 4,027,384 | | | | | | 6,473,345 | | |
2021 | | | | | 7,920,132 | | | | | | (5,751,405) | | | | | | (902,946) | | | | | | 1,265,781 | | |
2020 | | | | | 10,142,584 | | | | | | (8,459,436) | | | | | | 9,107,056 | | | | | | 10,790,204 | | |
Year | | | Year-End Fair Value of Equity Awards Granted During Applicable Year ($) | | | Change in Fair Value as of Year- End of Any Prior Year Awards that Remain Un-vested as of Year-End ($) | | | Change in Fair Value as of the Vesting Date of Any Prior Year Awards that Vested During Applicable Year ($) | | | Fair Value of Stock Awards Forfeited during the Covered Year ($) | | | Dollar Value of Dividends and Dividend Equivalent Rights Paid on Unvested Equity Awards During Applicable Year(i) ($) | | | Total Equity Award Adjustments ($) | | ||||||||||||||||||
2023 | | | | | 10,881,823 | | | | | | 6,185,528 | | | | | | 852,103 | | | | | | (269,900) | | | | | | 208,730 | | | | | | 17,858,284 | | |
2022 | | | | | 5,300,490 | | | | | | (212,271) | | | | | | (427,668) | | | | | | (778,468) | | | | | | 145,322 | | | | | | 4,027,384 | | |
2021 | | | | | 4,500,590 | | | | | | (4,210,372) | | | | | | 308,662 | | | | | | (1,637,942) | | | | | | 136,116 | | | | | | (902,946) | | |
2020 | | | | | 10,641,332 | | | | | | (1,861,570) | | | | | | 71,985 | | | | | | (42,233) | | | | | | 297,542 | | | | | | 9,107,056 | | |
| | | |
2024 PROXY STATEMENT 61
|
|
Year(a) | | | Average Summary Compensation Table Total for Non-PEO NEOs ($) | | | Average Grant Date Fair Value of Equity Awards Granted During Applicable Year(b) ($) | | | Average Equity Award Adjustments for Non-PEO NEOs(c) ($) | | | Average Compensation Actually Paid to Non-PEO NEOs ($) | | ||||||||||||
2023 | | | | | 4,707,746 | | | | | | (2,689,072) | | | | | | 7,139,348 | | | | | | 9,158,021 | | |
2022 | | | | | 3,420,528 | | | | | | (2,194,365) | | | | | | 1,507,639 | | | | | | 2,733,802 | | |
2021 | | | | | 3,080,479 | | | | | | (1,962,617) | | | | | | 303,783 | | | | | | 1,421,646 | | |
2020 | | | | | 3,352,048 | | | | | | (2,474,084) | | | | | | 901,011 | | | | | | 1,778,975 | | |
Year | | | Average Year-End Fair Value of Equity Awards Granted During Applicable Year ($) | | | Average Change in Fair Value as of Year-End of Any Prior Year Awards that Remain Un-vested as of Year-End ($) | | | Average Change in Fair Value as of the Vesting Date of Any Prior Year Awards that Vested During Applicable Year ($) | | | Average Fair Value as of Vesting Date of Equity Awards Granted and Vested in the Year ($) | | | Fair Value of Stock Awards Forfeited during the Covered Year ($) | | | Average Dollar Value of Dividends and Dividend Equivalent Rights Paid on Unvested Equity Awards During Applicable Year(i) ($) | | | Average Total Equity Award Adjustments ($) | | |||||||||||||||
2023 | | | | | 4,423,152 | | | | | | 2,267,573 | | | | 456,660 | | | | | | | | | | (93,325) | | | | 85,289 | | | | | 7,139,348 | | | |
2022 | | | | | 1,560,034 | | | | | | (178,152) | | | | 172,673 | | | | | 384,946 | | | | | | (469,959) | | | | 38,097 | | | | | 1,507,639 | | |
2021 | | | | | 1,446,771 | | | | | | (928,143) | | | | 74,984 | | | | | | | | | | (325,478) | | | | 35,649 | | | | | 303,783 | | | |
2020 | | | | | 1,984,949 | | | | | | (326,239) | | | | (269,014) | | | | | 365,022 | | | | | | (907,572) | | | | 53,864 | | | | | 901,011 | | |
| 62 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2024 PROXY STATEMENT 63
|
|
| 64 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2024 PROXY STATEMENT 65
|
|
| | | | | |
Termination Without Cause or for Good Reason (not Following a Change in Control)
|
| | |
Termination Without Cause or for Good Reason Within Two Years Following a Change in Control
|
| | |
Termination
Due to Death or Disability |
| | |
Termination Due
to Retirement (following the later of (x) 65th birthday(1) and (y) ten years of service) |
| | |
Resignation (not for
Good Reason) or Non-Renewal |
| | |
Termination
for Cause |
| |
| |
Annual Base Salary
|
| | | annual base salary and other benefits earned but unpaid prior to the date of termination | | | | N/A | | | |
annual base salary and other benefits earned but unpaid prior to the date of termination
|
| | ||||||||||||
| |
Annual Bonus
|
| | |
earned but unpaid annual bonus for the prior fiscal year; and
a pro-rated annual bonus for the year in which the termination of employment occurs, calculated based on actual performance for the entire performance period (disregarding any subjective performance goals and without the exercise of any negative discretion), to be paid at the end of the performance period |
| | | N/A | | | |
subject to execution of a mutual release of claims, any earned but unpaid annual bonus for the prior fiscal year
|
| | | N/A | | | ||||||||
| |
Retention Bonus
|
| | | Retention bonus of $700,000 | | | | N/A | | | | N/A | | | | N/A | | | | N/A | | | ||||
| |
Additional Cash Compensation
|
| | |
a lump sum amount equal to two times the sum of (A) Mr. Malkin’s then-current annual base salary plus (B) the average annual bonus paid to Mr. Malkin over the three most-recently completed fiscal years
|
| | |
a lump sum amount equal to three times the sum of (A) Mr. Malkin’s then-current annual base salary plus (B) the average annual bonus paid to Mr. Malkin over the three most-recently completed fiscal years
|
| | | N/A | | | | N/A | | | | N/A | | | | N/A | | |
| |
COBRA Coverage
|
| | |
subject to Mr. Malkin’s election of COBRA coverage under the company’s group health plan, for up to 18 months following his termination, a monthly payment equal to the difference between the monthly COBRA premium cost and the premium cost to Mr. Malkin as if he continued to be our employee
|
| | | N/A | | | | N/A | | | | N/A | | | | N/A | | | ||||
| |
Time-Based Equity
|
| | | equity awards subject to time-based vesting immediately vest in full | | | | N/A | | | | N/A | | | ||||||||||||
| |
Performance-Based Equity
|
| | |
pro-rated vesting of equity awards subject to performance-based vesting to the extent the underlying performance requirements have been met based on performance from commencement of the performance period through the termination date
|
| | |
equity awards subject to performance-based vesting will vest to the extent the underlying performance requirements have been met based on performance from commencement of the performance period through termination date
|
| | |
pro-rated vesting of equity awards subject to performance-based vesting to the extent the underlying performance requirements have been met based on performance from commencement of the performance period through termination date
|
| | | N/A | | | | N/A | | | ||||
| |
Stock Options
|
| | |
stock options will remain exercisable for three years following the termination, but in no event later than their expiration
|
| | | N/A | | | | N/A | | | | N/A | | |
| 66 EMPIRE STATE REALTY TRUST | | | | |
| | | | | | Termination Without Cause or Resignation for Good Reason (not Following a Change in Control) | | | | Termination Without Cause or Resignation for Good Reason Within Two Years Following a Change in Control | | | | Termination Due to Death or Disability Following a Change in Control |
| | | Termination Due to Retirement (Whether or not Following a Change in Control) (following the later of (x) 65th(1) birthday and (y) ten years of service) | | | | Resignation (not for Good Reason, Following a Change in Control) | | |
| |
Annual Base
Salary |
| | | N/A | | | | accrued and unpaid annual base salary and other benefits | | | | N/A | | | | accrued and unpaid annual base salary and other benefits | | | ||||
| |
Annual Bonus
|
| | | N/A | | | | earned but unpaid annual bonus for the prior fiscal year, and a pro-rated annual bonus for the year in which the termination of employment occurs, calculated based on actual performance for the entire performance period (disregarding any subjective performance goals and without the exercise of any negative discretion), and paid at the end of the performance period | | | |
earned but unpaid annual bonus for the prior fiscal year
|
| | | N/A | | | |
earned but unpaid annual bonus for the prior fiscal year
|
| |
| |
Additional Cash
Compensation |
| | | N/A | | | |
an amount equal to two times the sum of (A) the executive officer’s then- current annual base salary plus (B) the average bonus earned over the three most-recently completed fiscal years
|
| | | N/A | | | | N/A | | | | N/A | | |
| |
COBRA Coverage
|
| | | N/A | | | | subject to the executive officer’s election of COBRA coverage under the company’s group health plan, for up to 18 months, a monthly payment equal to the difference between the monthly COBRA premium cost and the premium cost to the executive officer as if he or she continued to be our employee | | | | N/A | | | | N/A | | | | N/A | | |
| |
Time-Based
Equity |
| | | immediately vest in full | | | | equity awards subject to time-based vesting immediately vest in full | | | | immediately vest in full | | | | N/A | | | ||||
| |
Performance-
Based Equity |
| | | will vest based on performance from commencement of the performance period through the date of termination (i) on a pro-rated basis, if the termination occurs before the performance period ends and (ii) in full, if the termination occurs after the performance period ends | | | | will vest based on performance from commencement of the performance period through the date of termination (i) on a pro-rated basis, if the termination occurs before the performance period ends and (ii) in full, if the termination occurs after the performance period ends | | | | will vest based on performance from commencement of the performance period through the date of termination (i) on a pro-rated basis, if the termination occurs before the performance period ends and (ii) in full, if the termination occurs after the performance period ends | | | | N/A | | |
| | | |
2024 PROXY STATEMENT 67
|
|
Name
|
| |
Severance
($) |
| |
Cash
Bonus(1) ($) |
| |
Continued
Medical Benefits ($) |
| |
Retention
Bonus ($) |
| |
Unvested
Time-Based LTIP Units(2) ($) |
| |
Unvested
Performance- Based LTIP Units(3) ($) |
| |
Total(4)
($) |
| |||||||||||||||||||||
Anthony E. Malkin | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Involuntary Termination Without Cause or Resignation for Good Reason
|
| | | | 4,899,690 | | | | | | 1,913,625 | | | | | | 40,704 | | | | | | 700,000 | | | | | | 11,005,757 | | | | | | 10,167,034 | | | | | | 28,726,810 | | |
Involuntary Termination Without Cause or Resignation for Good Reason Following Change in Control
|
| | | | 7,349,535 | | | | | | 1,913,625 | | | | | | 40,704 | | | | | | 700,000 | | | | | | 11,005,757 | | | | | | 10,167,034 | | | | | | 31,176,655 | | |
Death or Disability | | | | | — | | | | | | 1,913,625 | | | | | | — | | | | | | — | | | | | | 11,005,757 | | | | | | 10,167,034 | | | | | | 23,086,416 | | |
Termination for Cause | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Resignation or Non-Renewal of Employment Contract | | | | | — | | | | | | 1,913,625 | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 1,913,625 | | |
Retirement | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Christina Chiu | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Involuntary Termination Without Cause or Resignation for Good Reason
|
| | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 4,040,352 | | | | | | 3,019,390 | | | | | | 7,059,742 | | |
Involuntary Termination Without Cause or Resignation for Good Reason Following Change in Control
|
| | | | 3,068,617 | | | | | | 1,765,625 | | | | | | 14,607 | | | | | | — | | | | | | 4,040,352 | | | | | | 3,019,390 | | | | | | 11,908,591 | | |
Death or Disability | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 4,040,352 | | | | | | 3,019,390 | | | | | | 7,059,742 | | |
Termination for Cause | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Resignation or Non-Renewal of Employment Contract | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Retirement | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Thomas P. Durels | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Involuntary Termination Without Cause or Resignation for Good Reason
|
| | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | 5,042,066 | | | | | | 4,637,410 | | | | | | 9,679,476 | | |
Involuntary Termination Without Cause or Resignation for Good Reason Following Change in Control
|
| | | | 2,861,950 | | | | | | 826,875 | | | | | | 28,219 | | | | | | — | | | | | | 5,042,066 | | | | | | 4,637,410 | | | | | | 13,396,520 | | |
Death or Disability | | | | | | | | | | | | | | | | | | | | | | | — | | | | | | 5,042,066 | | | | | | 4,637,410 | | | | | | 9,679,476 | | |
Termination for Cause | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Resignation or Non-Renewal of Employment Contract | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
Retirement | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
| 68 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2024 PROXY STATEMENT 69
|
|
| | | | | |
2021
|
| |
2022
|
| |
2023
|
| |
Average
|
| ||||||||||||
(a) | | | Time-based restricted stock/units granted(1) | | | | | 1,124,026 | | | | | | 1,746,882 | | | | | | 2,103,480 | | | | | | 1,658,129 | | |
(b) | | | Performance-based units earned in the respective year(1) | | | | | — | | | | | | 149,271 | | | | | | 584,811 | | | | | | 244,694 | | |
(c) | | | Options granted(1) | | | | | — | | | | | | — | | | | | | — | | | | | | — | | |
(d) | | |
Net increase in diluted shares due to equity awards (a+b+c)(1)
|
| | | | 1,124,026 | | | | | | 1,896,153 | | | | | | 2,688,291 | | | | | | 1,902,823 | | |
(e) | | | Weighted-average shares outstanding | | | | | 277,420,000 | | | | | | 269,948,000 | | | | | | 265,633,000 | | | | | | 271,000,333 | | |
(f) | | | Burn rate (d/e)(2) | | | | | 0.41% | | | | | | 0.70% | | | | | | 1.01% | | | | | | 0.70% | | |
| 70 EMPIRE STATE REALTY TRUST | | | | |
| | | |
2024 PROXY STATEMENT 71
|
|
|
72 EMPIRE STATE REALTY TRUST
|
| | | |
| | |
Stock Awards Granted in 2023
|
| |||||||||
Name and Position
|
| |
Dollar Value
($)(1) |
| |
Number of Awards
(#) |
| ||||||
Anthony E. Malkin, Chairman and Chief Executive Officer | | | | | 7,421,876 | | | | | | 1,386,259 | | |
Christina Chiu, President | | | | | 2,228,112 | | | | | | 423,866 | | |
Thomas P. Durels, EVP, Real Estate | | | | | 3,754,516 | | | | | | 703,088 | | |
Executive Officers, as a group | | | | | 13,404,504 | | | | | | 2,513,213 | | |
Current directors, who are not executive officers, as a group | | | | | 1,520,170 | | | | | | 283,664 | | |
Employees, who are not executive officers, as a group(2) | | | | | 6,749,691 | | | | | | 1,030,290 | | |
| | | |
2024 PROXY STATEMENT 73
|
|
Plan category
|
| |
Number of securities to
be issued upon exercise of outstanding options, warrants and rights (a) |
| |
Weighted Average
exercise price of outstanding options, warrants and rights (b) |
| |
Number of securities
remaining available for future issuance under equity compensation plan (excluding securities referenced in column (a)) (c) |
| |||||||||
Equity compensation plans approved by security holders(1): | | | | | N/A | | | | | | N/A(2) | | | | | | 4,162,516(3) | | |
Equity compensation plans not approved by security holders: | | | | | — | | | | | | — | | | | | | — | | |
TOTAL | | | | | N/A | | | | | | N/A(2) | | | | | | 4,162,516(3) | | |
|
![]() |
| | |
OUR BOARD OF DIRECTORS UNANIMOUSLY RECOMMENDS A VOTE “FOR” THE APPROVAL OF THE EMPIRE STATE REALTY TRUST, INC. EMPIRE STATE REALTY OP, L.P. 2024 EQUITY INCENTIVE PLAN.
|
|
| 74 EMPIRE STATE REALTY TRUST | | | | |
| | |
2023
($) |
| |
2022
($) |
| ||||||
Audit Fees(1) | | | | | 2,165,475 | | | | | | 2,416,905 | | |
Audit Related Fees | | | | | — | | | | | | — | | |
Tax Fees | | | | | — | | | | | | — | | |
All Other Fees(2) | | | | | 10,000 | | | | | | 55,000 | | |
TOTAL | | | | | 2,175,475 | | | | | | 2,471,905 | | |
|
![]() |
| | |
OUR BOARD UNANIMOUSLY RECOMMENDS A VOTE “FOR” THE RATIFICATION OF THE SELECTION OF ERNST & YOUNG LLP AS OUR INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM FOR THE FISCAL YEAR ENDING DECEMBER 31, 2024.
|
|
| | | |
2024 PROXY STATEMENT 75
|
|
| 76 EMPIRE STATE REALTY TRUST | | | | |
Common Stock Outstanding
|
| | | | | | | |
Operating Partnership Units Outstanding
|
| | | | | | |
Class A | | | | | 162,748,116 | | | | Series PR(1) | | | | | 65,915,458 | | |
Restricted Class A | | | | | 413,195 | | | | Series ES(1) | | | | | 19,491,737 | | |
Class B | | | | | 983,434 | | | | Series 60(1) | | | | | 5,016,692 | | |
| | | | | | | | | Series 250(1) | | | | | 2,588,428 | | |
| | | | | | | | | LTIP units – 2013 Equity Plan(2) | | | | | 3,045,048 | | |
| | | | | | | | | LTIP units – 2019 Equity Plan(2) | | | | | 10,441,287 | | |
Total | | | | | 164,144,745 | | | | Total | | | | | 106,498,650 | | |
| | | |
2024 PROXY STATEMENT 77
|
|
| | |
Common Stock (Class A and Class B)
|
| |
Operating
Partnership Units |
| |
Common Stock and Operating
Partnership Units |
| |||||||||||||||||||||||||||||||||
Name
|
| |
Number of
Class A Shares Beneficially Owned |
| |
Percent of
Class A Shares |
| |
Number of
Class B Shares Beneficially Owned |
| |
Percent of
All Shares of Common Stock (Voting Interest)(1) |
| |
Number of
Units Beneficially Owned(2) |
| |
Number of
Shares of Common Stock and Units Beneficially Owned |
| |
Percentage of
All Shares of Common Stock and Operating Partnership Units |
| |||||||||||||||||||||
Anthony E. Malkin(3) | | | | | 60,369 | | | | | | * | | | | | | 642,979 | | | | | | 15.17% | | | | | | 34,570,138 | | | | | | 35,273,486 | | | | | | 13.03% | | |
Thomas J. DeRosa | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 95,876 | | | | | | 95,876 | | | | | | ** | | |
Steven J. Gilbert | | | | | 20,000 | | | | | | * | | | | | | — | | | | | | * | | | | | | 87,506 | | | | | | 107,506 | | | | | | ** | | |
S. Michael Giliberto | | | | | 3,500 | | | | | | * | | | | | | — | | | | | | * | | | | | | 77,951 | | | | | | 81,451 | | | | | | ** | | |
Patricia S. Han | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 52,784 | | | | | | 52,784 | | | | | | ** | | |
Grant H. Hill | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 36,317 | | | | | | 36,317 | | | | | | ** | | |
R. Paige Hood | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 44,585 | | | | | | 44,585 | | | | | | ** | | |
James D. Robinson IV | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 106,270 | | | | | | 106,270 | | | | | | ** | | |
Christina Van Tassell | | | | | | | | | | | | | | | | | | | | | | | | | | | | | — | | | | | | — | | | | | | | | |
Hannah Yang | | | | | | | | | | | | | | | | | | | | | | | | | | | | | — | | | | | | — | | | | | | | | |
Christina Chiu | | | | | — | | | | | | * | | | | | | — | | | | | | * | | | | | | 249,163 | | | | | | 249,163 | | | | | | ** | | |
Thomas P. Durels | | | | | — | | | | | | * | | | | | | 2,407 | | | | | | * | | | | | | 1,855,236 | | | | | | 1,857,643 | | | | | | ** | | |
All directors and executive officers as a group (13 persons)
|
| | | | 83,869 | | | | | | * | | | | | | 645,386 | | | | | | 15.24% | | | | | | 37,175,826 | | | | | | 37,905,081 | | | | | | 14.01% | | |
5% or Greater Owners | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
Quark Holding LLC(4) | | | | | 29,894,869 | | | | | | 18.45% | | | | | | — | | | | | | 14.08% | | | | | | — | | | | | | | | | | | | | | |
The Vanguard Group, Inc.(5) | | | | | 19,112,217 | | | | | | 11.83% | | | | | | — | | | | | | 9.00% | | | | | | — | | | | | | | | | | | | | | |
Massachusetts Financial Services Company(5)
|
| | | | 9,132,613 | | | | | | 5.70% | | | | | | — | | | | | | 4.30% | | | | | | — | | | | | | | | | | | | | | |
BlackRock Inc(5) | | | | | 15,719,919 | | | | | | 9.70% | | | | | | — | | | | | | 7.40% | | | | | | — | | | | | | | | | | | | | | |
| | |
Time-Based LTIP Units
|
| |
Performance-based LTIP Units
|
| ||||||||||||||||||
Name
|
| |
Vested
|
| |
Total Awarded
|
| |
Vested
|
| |
Total Awarded
|
| ||||||||||||
Anthony E. Malkin | | | | | 2,460,159 | | | | | | 3,227,790 | | | | | | 603,932 | | | | | | 5,802,525 | | |
Thomas J. DeRosa | | | | | 95,876 | | | | | | 136,483 | | | | | | — | | | | | | — | | |
Steven J. Gilbert | | | | | 87,506 | | | | | | 149,761 | | | | | | — | | | | | | — | | |
S. Michael Giliberto | | | | | 77,951 | | | | | | 118,558 | | | | | | — | | | | | | — | | |
Patricia S. Han | | | | | 52,784 | | | | | | 96,231 | | | | | | — | | | | | | — | | |
Grant H. Hill | | | | | 36,317 | | | | | | 95,732 | | | | | | — | | | | | | — | | |
R. Paige Hood | | | | | 44,585 | | | | | | 115,581 | | | | | | — | | | | | | — | | |
James D. Robinson IV | | | | | 106,270 | | | | | | 168,525 | | | | | | — | | | | | | — | | |
Christina Van Tassell | | | | | — | | | | | | 13,500 | | | | | | — | | | | | | — | | |
Hannah Yang | | | | | — | | | | | | 13,500 | | | | | | — | | | | | | — | | |
Christina Chiu | | | | | 249,163 | | | | | | 563,193 | | | | | | 91,283 | | | | | | 733,315 | | |
Thomas P. Durels | | | | | 1,395,326 | | | | | | 1,697,989 | | | | | | 336,956 | | | | | | 2,645,405 | | |
| 78 EMPIRE STATE REALTY TRUST | | | | |
5% Beneficial Owner
|
| |
Address
|
| |
Schedule
13G Filing Date |
| |
Sole
Voting Power |
| |
Shared
Voting Power |
| |
Sole
Dispositive Power |
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Shared
Dispositive Power |
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Total
Beneficial Ownership |
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Percent of
Class A Owned |
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The Vanguard Group(a) | | |
100 Vanguard Blvd.,
Malvern, PA 19355 |
| | | | 2/13/24 | | | | | | — | | | | | | 197,873 | | | | | | 18,775,721 | | | | | | 336,496 | | | | | | 19,112,217 | | | | | | 11.83% | | |
Massachusetts Financial Services Company(b)
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111 Huntington Ave.,
Boston, MA 02199 |
| | | | 2/9/24 | | | | | | 8,826,623 | | | | | | — | | | | | | 9,132,613 | | | | | | — | | | | | | 9,132,613 | | | | | | 5.7% | | |
BlackRock, Inc.(c)
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50 Hudson Yards
New York, NY 10001 |
| | | | 1/24/24 | | | | | | 15,063,875 | | | | | | — | | | | | | 15,719,919 | | | | | | — | | | | | | 15,719,919 | | | | | | 9.7% | | |
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2024 PROXY STATEMENT 79
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| 80 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT 81
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| 82 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT 83
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Proposal 1:
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the election of the ten director nominees named in the proxy statement to serve on our board until the next annual shareholders meeting or until their successors are elected and qualify;
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Proposal 2:
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| | the approval, on a non-binding, advisory basis, of the compensation of our NEOs as described in this proxy statement; | |
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Proposal 3:
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| | the approval of the Empire State Realty Trust, Inc. Empire State Realty OP, L.P. 2024 Equity Incentive Plan; and | |
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Proposal 4:
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| | the ratification of the appointment of Ernst & Young LLP as our independent registered public accounting firm for the fiscal year ending December 31, 2024. | |
| 84 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT 85
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VOTE BY INTERNET
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VOTE BY TELEPHONE
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VOTE BY MAIL
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You may vote via the Internet by following the instructions provided in the notice of availability or, if you received printed materials, on your proxy card. The website for Internet voting is printed on the notice of availability and/or proxy card. Please have your notice of availability or proxy card in hand. Internet voting is available 24 hours a day until 11:59 p.m. (Eastern Time) on May 8, 2024. You will receive a series of instructions that will allow you to vote your shares of common stock. You will also be given the opportunity to confirm that your instructions have been properly recorded. If you vote via the Internet, you do not need to return your proxy card.
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You also have the option to vote by telephone by calling the toll-free number listed on your notice of availability and/or proxy card. Telephone voting is available 24 hours a day until 11:59 p.m. (Eastern Time) on May 8, 2024. When you call, please have your notice of availability or proxy card in hand. You will receive a series of voice instructions that will allow you to vote your shares of common stock. You will also be given the opportunity to confirm that your instructions have been properly recorded. If you vote by telephone, you do not need to return your proxy card.
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If you received printed materials and would like to vote by mail, please mark, sign and date your proxy card and return it promptly in the postage-paid envelope provided.
If you did not receive printed materials and would like to vote by mail, you must request printed copies of the proxy materials by following the instructions on your notice of availability.
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filing a written notice revoking the proxy with our Secretary at Empire State Realty Trust, Inc., 111 West 33rd Street, 12th Floor, New York, New York 10120;
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properly executing and forwarding to us a proxy with a later date;
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voting electronically at the annual meeting; or
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appearing in person and voting by ballot at the annual meeting.
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Proposal 1:
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| | the election of the ten director nominees named in the enclosed proxy statement to serve on our board until the next annual shareholders meeting or until their successors are elected and qualify; | | | FOR each director nominee | |
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Proposal 2:
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| | the approval, on a non-binding, advisory basis, of the compensation of our NEOs as described in this proxy statement; | | |
FOR
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Proposal 3:
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the approval of the Empire State Realty Trust, Inc. Empire State Realty OP, L.P. 2024 Equity Incentive Plan; and
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FOR
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Proposal 4:
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the ratification of the appointment of Ernst & Young LLP as our independent registered public accounting firm for the fiscal year ending December 31, 2024.
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FOR
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| 86 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT 87
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| 88 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT 89
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| 90 EMPIRE STATE REALTY TRUST | | | | |
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Years Ended December 31,
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2023
($) |
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2022
($) |
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2021
($) |
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Net income (loss)
|
| | | | 84,407 | | | | | | 63,212 | | | | | | (13,037) | | |
Add: | | | | | | | | | | | | | | | | | | | |
General and administrative expenses
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| | | | 63,939 | | | | | | 61,765 | | | | | | 55,947 | | |
Depreciation and amortization
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| | | | 189,911 | | | | | | 216,894 | | | | | | 201,806 | | |
Interest expense
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| | | | 101,484 | | | | | | 101,206 | | | | | | 94,394 | | |
Loss on early extinguishment of debt
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| | | | — | | | | | | — | | | | | | 214 | | |
Income tax expense (benefit)
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| | | | 2,715 | | | | | | 1,546 | | | | | | (1,734) | | |
Impairment charges
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| | | | — | | | | | | — | | | | | | 7,723 | | |
Less: | | | | | | | | | | | | | | | | | | | |
Gain on sale/disposition of properties
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| | | | (26,764) | | | | | | (33,988) | | | | | | — | | |
Interest income
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| | | | (15,136) | | | | | | (4,948) | | | | | | (704) | | |
Third-party management and other fees
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| | | | (1,351) | | | | | | (1,361) | | | | | | (1,219) | | |
Net operating income
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| | | | 399,205 | | | | | | 404,326 | | | | | | 343,390 | | |
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2024 PROXY STATEMENT 91
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Years Ended December 31,
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2023
($) |
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2022
($) |
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2021
($) |
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Net income (loss)
|
| | | | 84,407 | | | | | | 63,212 | | | | | | (13,037) | | |
Non-controlling interests in other partnerships | | | | | (68) | | | | | | 243 | | | | | | — | | |
Private perpetual preferred unit distributions | | | | | (4,201) | | | | | | (4,201) | | | | | | (4,201) | | |
Real estate depreciation and amortization | | | | | 184,633 | | | | | | 210,522 | | | | | | 196,360 | | |
Impairment charges | | | | | — | | | | | | — | | | | | | 7,723 | | |
Gain on sale/disposition of properties | | | | | (26,764) | | | | | | (33,988) | | | | | | — | | |
Funds from operations attributable to common stockholders and non-controlled interests
|
| | | | 238,007 | | | | | | 235,788 | | | | | | 186,845 | | |
Amortization of below-market ground leases | | | | | 7,831 | | | | | | 7,831 | | | | | | 7,831 | | |
Modified funds from operations attributable to common stockholders and non-controlled interests
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| | | | 245,838 | | | | | | 243,619 | | | | | | 194,676 | | |
Loss on early extinguishment of debt | | | | | — | | | | | | — | | | | | | 214 | | |
Core funds from operations attributable to common stockholders and non-controlled interests
|
| | | | 245,838 | | | | | | 243,619 | | | | | | 194,890 | | |
Weighted average shares and Operating Partnership units | | | | | | | | | | | | | | | | | | | |
Basic | | | | | 263,226 | | | | | | 268,337 | | | | | | 277,420 | | |
Diluted | | | | | 265,633 | | | | | | 269,948 | | | | | | 277,420 | | |
FFO per share | | | | | | | | | | | | | | | | | | | |
Basic | | | | | 0.90 | | | | | | 0.88 | | | | | | 0.67 | | |
Diluted | | | | | 0.90 | | | | | | 0.87 | | | | | | 0.67 | | |
Modified FFO per share | | | | | | | | | | | | | | | | | | | |
Basic | | | | | 0.93 | | | | | | 0.91 | | | | | | 0.70 | | |
Diluted | | | | | 0.93 | | | | | | 0.90 | | | | | | 0.70 | | |
Core FFO per share | | | | | | | | | | | | | | | | | | | |
Basic | | | | | 0.93 | | | | | | 0.91 | | | | | | 0.70 | | |
Diluted | | | | | 0.93 | | | | | | 0.90 | | | | | | 0.70 | | |
| | |
2023
($) |
| |
2022
($) |
| |
2021
($) |
| |||||||||
Net income (loss)
|
| | | | 84,407 | | | | | | 63,212 | | | | | | (13,037) | | |
Interest expense | | | | | 101,484 | | | | | | 101,206 | | | | | | 94,394 | | |
Income tax (expense) benefit | | | | | 2,715 | | | | | | (1,546) | | | | | | 1,734 | | |
Depreciation and amortization | | | | | 189,911 | | | | | | 216,894 | | | | | | 201,806 | | |
EBITDA
|
| | | | 378,517 | | | | | | 382,858 | | | | | | 281,429 | | |
Impairment charges, net of reimbursement | | | | | — | | | | | | — | | | | | | 7,723 | | |
(Gain) loss on disposal of property | | | | | (26,764) | | | | | | — | | | | | | — | | |
Adjusted EBITDA
|
| | | | 351,753 | | | | | | 382,858 | | | | | | 289,152 | | |
| 92 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT A-1
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| A-2 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT A-3
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| A-4 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT A-5
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| A-6 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT A-7
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| A-8 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT A-9
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| A-10 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT A-11
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| A-12 EMPIRE STATE REALTY TRUST | | | | |
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2024 PROXY STATEMENT A-13
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