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Preliminary Proxy Statement
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Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2))
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Definitive Proxy Statement
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Definitive Additional Materials
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Soliciting Material Pursuant § 240.14a-12
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TECHNIPFMC PLC
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(Name of Registrant as Specified In Its Charter)
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(Name of Person(s) Filing Proxy Statement, if Other Than the Registrant)
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No fee required
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Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11.
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(1)
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Title of each class of securities to which transaction applies:
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(2)
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Aggregate number of securities to which transaction applies:
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(3)
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Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined):
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(4)
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Proposed maximum aggregate value of transaction:
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(5)
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Total fee paid:
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Fee paid previously with preliminary materials.
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Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by
registration statement number, or the Form or Schedule and the date of its filing.
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(1)
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Amount Previously Paid:
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(2)
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Form, Schedule or Registration Statement No.:
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(3)
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Filing Party:
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(4)
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Date Filed:
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Proposal
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Description
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1(a) – 1(n)
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Election of Directors: To re-elect each of our 14 director nominees for a term expiring at the
Company’s 2021 Annual General Meeting of Shareholders:
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a. Douglas J. Pferdehirt
b. Eleazar de Carvalho Filho
c. Arnaud Caudoux
d. Pascal Colombani
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e. Marie-Ange Debon
f. Claire S. Farley
g. Didier Houssin
h. Peter Mellbye
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i. John O’Leary
j. Olivier Piou
k. Kay G. Priestly
l. Joseph Rinaldi
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m. James M. Ringler
n. John Yearwood
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2
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2019 U.S. Say-on-Pay for Named Executive Officers: To approve, as a non-binding advisory
resolution, the Company’s named executive officer compensation for the year ended December 31, 2019, as reported in the Company’s Proxy Statement
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3
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2019 U.K. Directors’ Remuneration Report: To approve, as a non-binding advisory resolution, the
Company’s directors’ remuneration report for the year ended December 31, 2019, as reported in the Company’s U.K. Annual Report and Accounts
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4
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Receipt of U.K. Annual Report and Accounts: To receive the Company’s audited U.K. accounts for
the year ended December 31, 2019, including the reports of the directors and the auditor thereon
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5
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Ratification of PwC as U.S. Auditor: To ratify the appointment of PricewaterhouseCoopers LLP (“PwC”) as the Company’s U.S. independent registered public accounting firm for the year ending December 31, 2020
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6
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Reappointment of PwC as U.K. Statutory Auditor: To reappoint PwC as the Company’s U.K.
statutory auditor under the U.K. Companies Act 2006, to hold office from the conclusion of the 2020 Annual General Meeting of Shareholders until the next annual general meeting of shareholders at which accounts are laid
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7
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Approval of U.K. Statutory Auditor Fees: To authorize the Board and/or the Audit Committee to
determine the remuneration of PwC, in its capacity as the Company’s U.K. statutory auditor for the year ending December 31, 2020
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March 13, 2020
On behalf of the Board of Directors,
Dianne B. Ralston
Executive Vice President, Chief Legal Officer, and Secretary
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(a) |
Internet at www.proxyvote.com;
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(b) |
Telephone at 1-800-579-1639; or
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(c) |
Email at sendmaterial@proxyvote.com.
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IMPORTANT NOTICE REGARDING THE AVAILABILITY OF PROXY MATERIALS FOR THE
2020
ANNUAL GENERAL MEETING OF SHAREHOLDERS TO BE HELD ON APRIL 24, 2020
The Notice of Annual Meeting and Proxy Statement, Annual Report on Form 10-K,
and our U.K.
Annual Report and Accounts are available at www.proxyvote.com.
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2020 Proxy Summary
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7
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Annual Meeting Information
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7
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Voting Matters and Board Recommendations
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8
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Core Values and Foundational Beliefs
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9
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Governance Highlights
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10
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2019-2020 Shareholder Engagement Program
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11
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Director Nominees
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12
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2019 At-a-Glance
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13
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Executive Compensation
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14
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Corporate Responsibility and Sustainability
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16
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Core Values and Foundational Beliefs
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16
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Code of Business Conduct
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17
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Sustainability
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18
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Supporting Communities
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20
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Advancing Gender Diversity
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24
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Respecting the Environment
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27
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Corporate Governance
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33
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Governance Guidelines and Key Board Practices
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33
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Shareholder Engagement
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34
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Leadership Structure of the Board
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37
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Board Composition and Criteria for Board Membership
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39
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Enterprise Risk Management
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44
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Committees of the Board of Directors
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45
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Board Meetings and Attendance
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47
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Director Independence
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48
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Compensation Committee Interlocks and Insider Participation in Compensation Decisions
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49
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Communications with Directors
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49
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Director Compensation
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50
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Non-executive Director Compensation
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50
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Executive Compensation Discussion and Analysis
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54
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Named Executive Officers
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55
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Business Overview
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55
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Executive Compensation Highlights
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56
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Compensation Governance
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67
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Elements of 2019 Executive Compensation
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72
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Other Compensation, Benefits, and Considerations
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87
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Summary Compensation Table for the Year Ended December 31, 2019
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91
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Grants of Plan-Based Awards Table
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93
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Outstanding Equity Awards at Fiscal Year-End Table
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94
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Option Exercises and Stock Vested Table
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95
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Pension Benefits Table
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96
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Non-Qualified Deferred Compensation Table
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98
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Potential Payments upon Termination
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99
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CEO Pay Ratio
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102
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Compensation of Former Executive Chairman
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103
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Compensation Committee Report
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107
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Audit Committee Report
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108
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Proposals 1(a) – 1(n) – Election of Directors
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109
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Director Nominees
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111
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Proposal 2 – 2019 Say-on-Pay for NEOs
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125
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Proposal 3 – 2019 Directors’ Remuneration Report
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126
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Proposal 4 – Receipt of U.K. Annual Report and Accounts
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127
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Proposal 5 – Ratification of U.S. Auditor
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128
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Proposal 6 – Reappointment of U.K. Statutory Auditor
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129
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Proposal 7 – Approval of U.K. Statutory Auditor Fees
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130
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Transactions with Related Persons
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131
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Security Ownership of Our Management and Holders of More Than 5% of Our Outstanding Ordinary Shares
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132
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Section 16(a) Beneficial Ownership Reporting Compliance
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134
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Proposals for the 2021 Annual General Meeting of Shareholders
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135
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Shareholders Sharing an Address
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136
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General Information about the Annual Meeting
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137
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What is the location of the Annual Meeting?
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137
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What is a proxy statement?
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137
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What is a proxy?
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137
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How will the Company distribute Proxy Materials?
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137
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Where can I find governance documents related to the Company?
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138
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Who is entitled to vote at the Annual Meeting?
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138
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What is the difference between holding Ordinary Shares as a shareholder of record and as a beneficial owner?
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139
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Do I have to attend the Annual Meeting to vote?
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139
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Who can attend the Annual Meeting?
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139
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How do I vote?
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140
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Can I change my vote?
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142
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What should I do if I receive more than one proxy card?
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142
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How many votes must be present to hold the Annual Meeting?
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142
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What if I have been nominated by a shareholder of record to have information rights under the Companies Act?
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142
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What is a broker non-vote?
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143
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What are the voting requirements to approve the resolutions?
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143
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Who will pay the costs of this proxy solicitation?
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143
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Who will count the votes?
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144
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Where can I find the voting results of the Annual Meeting?
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144
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Time and Date
April 24, 2020 at 10:00 a.m.,
London time
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Place
One St. Paul’s Churchyard,
London EC4M 8AP, United Kingdom
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Record Date
February 27, 2020, 5:00 p.m.,
New York time
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Admission
Admission ticket and valid photo identification
required. Please see “General Information
about the Annual Meeting—Who can attend the
Annual Meeting?” for more information.
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Voting
Each Ordinary Share is
entitled to one vote for
each of the proposals
to be voted on.
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Voting Deadlines
New York Stock Exchange shares:
11:59 PM, New York time, on April 23, 2020
Euronext Paris Exchange shares:
Direct or indirect nominative form
(au nominatif pur ou administré):
11:59 PM, New York time, on April 23, 2020
Anonymous/bearer form (au porteur):
Return
voting card to your bank, broker, or financial
intermediary before April 21, 2020
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Please follow the voting instructions on your proxy card and/or your voting instruction form as different voting deadlines may be
applicable across markets. Please also review “How do I vote?” in the section entitled “General Information about the Annual Meeting.”
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Proposal to be Voted Upon
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Board Recommendation
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Where You Can Find
More Information
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1(a) – 1(n): Election of Directors
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FOR
Each Director Nominee
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Page 109
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2: 2019 U.S. Say-on-Pay Proposal for Named Executive Officers
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FOR
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Page 125
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3: 2019 U.K. Directors’ Remuneration Report
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FOR
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Page 126
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4: Receipt of U.K. Annual Report and Accounts
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FOR
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Page 127
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5: Ratification of PwC as U.S. Auditor
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FOR
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Page 128
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6: Reappointment of PwC as U.K. Statutory Auditor
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FOR
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Page 129
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7: Approval of U.K. Statutory Auditor Fees
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FOR
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Page 130
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Key Board Statistics after Annual Meeting
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Douglas J. Pferdehirt
Chairman and CEO
Age: 56
Committees: Strategy
Committee (Chair)
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Eleazar de Carvalho Filho
Independent
Age: 62
Committees: Audit
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Arnaud Caudoux
Independent
Age: 49
Committees: Audit
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Pascal Colombani
Lead Independent Director
Age: 74
Committees: Nominating
and Corporate Governance,
Strategy
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Marie-Ange Debon
Independent
Age: 54
Committees: Audit (Chair)
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Claire S. Farley
Independent
Age: 61
Committees:
Compensation, Strategy
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Didier Houssin
Independent
Age: 63
Committees: Nominating
and Corporate Governance,
Strategy
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Peter Mellbye
Independent
Age: 70
Committees: Nominating
and Corporate Governance
(Chair), Strategy
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John O’Leary
Independent
Age: 64
Committees:
Compensation
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Olivier Piou
Independent
Age: 61
Committees: Nominating
and Corporate Governance,
Strategy
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Kay G. Priestly
Independent
Age: 64
Committees: Audit
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Joseph Rinaldi
Independent
Age: 62
Committees: Audit,
Compensation
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James M. Ringler
Independent
Age: 74
Committees: Compensation
(Chair)
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John Yearwood
Independent
Age: 60
Committees:
Compensation, Nominating
and Corporate Governance
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Governance
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Combined the roles of
Chairman and CEO
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Olivier Piou and John Yearwood were appointed
as directors to replace two retired directors
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Enhanced disclosures regarding shareholder feedback and our response
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Improved disclosures regarding director service commitments and director independence determinations
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Strategic Transaction
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Announced spin-off of Technip Energies creating two industry-leading publicly traded companies
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TechnipFMC (RemainCo)
Unlocking value, realizing potential
TechnipFMC will retain Subsea and Surface Technologies segments (noted exceptions to SpinCo)
Listings: NYSE, Euronext Paris
HQ: Houston; Domicile: United Kingdom
Employees: ~22,000
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TechnipFMC (SpinCo)
Capitalizing on structural growth trends
Spin-off will include Onshore/Offshore segment (including Genesis), Loading Systems (Surface Technologies), and Cybernetix (Subsea)
Listing: Euronext Paris
HQ: Paris; Domicile: Netherlands
Employees: ~15,000
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Financials1
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Subsea
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Onshore/Offshore
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Surface Technologies
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Results
Revenue growth of 14% versus the prior year, driven by double-digit growth in both project and service activities
Integrated project activity a higher mix of business portfolio
Backlog of $8.5 billion
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Results
Three quarters of sequential revenue growth, as segment revenue has inflected above the 2018 trough
Revenue growth, excluding the Yamal LNG project, exceeded 25% versus the prior year
Backlog of $15.3 billion
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Results
Revenue growth of more than 15% in markets outside of North America versus the prior year
Surface international revenues account for more than 50% of total segment
Backlog of $0.5 billion
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Maryann T. Mannen
Age: 57
Position Held in 2019:
Executive Vice President and Chief Financial Officer
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Dianne B. Ralston
Age: 53
Position Held in 2019:
Executive Vice President, Chief Legal Officer, and Secretary
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Justin Rounce
Age: 53
Position Held in 2019:
Executive Vice President and Chief Technology Officer
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Nello Uccelletti
Age: 66
Positions Held in 2019:
President and Advisor to the CEO from November 1 through December 31, 2019
President Onshore/ Offshore from January 1 through October 31, 2019
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Attract talented individuals by providing market competitive levels of compensation
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Retain our leaders by incentivizing them to deliver on our vision
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Link the interests of our executive officers with the interests of the Company and shareholders
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Align executive officers’ interests with our long-term financial and strategic objectives
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Maintain flexibility to better respond to the cyclical energy industry
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Encourage prudent risk-taking by our executives
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What We Do:
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What We Don’t Do:
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Pay for performance by aligning performance measures with our strategy and shareholder interests
Provide the majority of NEO compensation as performance-based, “at-risk” compensation
Maintain a clawback policy in the event of malfeasance or fraud
Require robust executive and director share ownership requirements
Engage an independent, external compensation consultant
Benchmark compensation against relevant global and industry peer groups
Cap performance stock unit (“PSU”) payout at target when relative Total Shareholder Return (“TSR”) exceeds
peers’ but absolute TSR is negative
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No
single-trigger vesting upon a change-in-control
No
guaranteed bonuses
No
uncapped incentives
No
tax gross-ups on any severance payments
No excessive perquisites, benefits, or pension payments
No
discounting, reloading, or repricing of stock options
No hedging and pledging
of Company securities
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In response to shareholder feedback provided in 2019, we have taken the following actions:
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Eliminated the role of Executive Chairman following completion of post-Merger (as defined below) integration and reduced to a single, CEO-level
compensation structure.
Discontinued the use of stock options so that performance-based equity will represent 70% of all annual equity awards
beginning in 2020, and annual equity awards will comprise only PSUs (70%) and time-based restricted stock units (“RSUs”) (30%).
Retained the metric, EBITDA as a Percentage of Revenue, under our annual incentive plan to reinforce the link between
annual incentive metrics and business strategy.
Continued the use of Return on Invested Capital (“ROIC”) in our long-term
equity incentive plan, in addition to relative TSR. ROIC is an absolute financial metric that measures management’s ability to efficiently allocate capital, and performance for ROIC is measured against an internal target. The
relative TSR metric is based on share price performance relative to an external peer group. Due to the cyclical nature of the oil and gas industry, shareholders have supported inclusion of both internal and external metrics in
long-term equity incentive plans.
Based a portion of our CEO’s annual cash incentive bonus on certain sustainability measures to further reinforce the
Company’s commitment to our Foundational Beliefs.
Updated our compensation and performance peer groups to reflect changes in our business environment.
Simplified disclosures in our Compensation Discussion and Analysis to provide additional details and calculations, including enhanced descriptions of the
individual performance component of our annual cash incentive bonus plan, as well as our target-setting process and our peer group selection rationale.
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Design sustainable development initiatives with a focus on long-term added value
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Engage with local communities impacted by our activities in close coordination with our clients and contribute to social and economic self-sustainability
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Anticipate and minimize potential disruptions to the community
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Mitigate any negative impacts to local communities from our activities
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Contribute to local employment growth by fostering training and transfer of skills and technology
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Respect local cultures and be aware of local practices and traditions, legislation, and cultural factors that may impact behaviors and decisions
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TechnipFMC supports and encourages its employees to volunteer and support their community development programs in line
with our Code of Business Conduct and our Supporting Communities pillar, whose objectives include the following:
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Go beyond our commercial obligations to create in-country value through initiatives in health, education, and local employment
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Support and develop initiatives related to Science, Technology, Engineering, and Mathematics (STEM)
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Enable employees to volunteer and support initiatives
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Go beyond our commercial obligations to create in-country value
Overall, in 2019, 346 initiatives were organized in 33 countries where TechnipFMC operates, which is a significant increase from 245
initiatives in 27 countries in 2018. Employees spent approximately 26,500 volunteer hours in 2019 creating in-country value through actions in health, education, STEM, local employment, environment, gender diversity, and other
relevant and impactful local issues.
Examples of initiatives launched or continued in 2019 in several countries are described below.
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Increasing the number
of community initiatives
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Support and develop STEM initiatives
In 2019, we focused on topics related to STEM and 58 initiatives were organized in 17 countries, which was a significant increase from 14
initiatives in eight countries in 2018.
Our target of having at least one STEM initiative in each Company entity with more than 300 employees will be achieved by the end of the first
quarter 2020. Initiatives developed in 2019 could be grouped in three main areas: working with schools and/or organizations to promote STEM for children, promoting STEM careers for students and young professionals, and promoting
STEM for employees’ children.
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Enable employees to volunteer and support initiatives
In 2019, we launched our global volunteering program, iVolunteer, that enables employees to support initiatives in the communities where they
live and work. The key purpose is to have a positive, tangible, and collective impact on these communities.
iVolunteer allows entities and countries to develop volunteering initiatives to further engage employees. Globally, approximately 12,650 of
our employees participated in local initiatives and spent approximately 26,500 hours volunteering in 2019, which is over double the 10,000 hours volunteered in 2018.
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United States
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We participate regularly in numerous events, including Women’s Initiative Day of Caring, Target Hunger Day of Caring, and the Veterans
Program. Other initiatives include being part of the Houston Heart Walk, an annual fundraising event dedicated to spreading awareness about health, and being a sponsor for the Energy Day Festival to promote the STEM fields for
thousands of local schoolchildren.
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United Kingdom
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Our volunteers have raised funds for, and partner with, local and national charities chosen by employees, including the Scotland Animal
Welfare Charity, Chest, Heart and Stroke Scotland, Charlie House, Kayleighs Wee Stars, and Alzheimer Scotland. We also support events and network with other organizations that promote health, welfare, education, and diversity.
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France
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TechnipFMC in France supports the non-profit organization, Elles
Bougent (Girls on the Move). Elles Bougent promotes gender diversity in STEM, as well as more accessibility to young female
students in technical and industrial careers. We also arrange for the collection of clothes, books, and toys in Paris for donation to local charities for children, the homeless, and vulnerable families. TechnipFMC also
makes donations to schools and associations in France to finance educational programs. Moreover, since 2018, our employees participated in the Enfants sans Cancer (Children without Cancer) city race to raise funds and awareness for this cause.
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Brazil
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In Brazil, we engage in a series of social and environmental programs involving underprivileged children and young students from neighboring communities to help them become better citizens and have equal opportunities. Also, in 2019, our volunteers organized a beach cleaning activity in Rio de Janeiro where half a ton of garbage was collected. | ||
Colombia
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In Colombia, we promote the respect of human rights of vulnerable populations through workshops, donations, and
assistance, particularly the recyclers, street vendors, and homeless communities near our Bogota office.
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Norway
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Since 2018, our employees in Norway have participated in city walks, as part of our iVolunteer program, to raise money for local charities
of employees’ choice, including children’s support charities, mental health charities, local hospitals, and charitable sports organizations.
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Italy
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TechnipFMC in Italy, in collaboration with Technical School Enrico Fermi based in Rome, is involved in the Alternanza
Scuola-Lavoro (Education-Work Rotation) project. Our Rome Operating Center is committed to deliver 400 individual hours of on-the-job training to 11 students on our premises. This collaboration enriches school programs with
energy sector experience focused on oil and gas, enabling students to better understand the added value offered by working in our industry and at TechnipFMC.
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India
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In India, our impact-driven sustainable initiative, Seed of Hope, benefitted more than 10,000 lives by enabling STEM education for girls,
skill development workshops for youth, and sponsoring school fees for underprivileged children. We have also installed 100 biogas units in a rural area and plastic recycling units to minimize our carbon footprint. Our
commitment towards community well-being and UN Sustainable Development Goals has been recognized by the Ministry of Corporate Affairs with a National CSR Award 2019, conferred by the Honorable, President of India.
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Malaysia
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In Malaysia, we adopted four schools under the PINTAR School Adoption program, targeted at underprivileged schools with poor academic
performance and students of lower socioeconomic status. Our TechnipFMC school adoption initiative dates back to 2011, and the initiative has helped approximately 500 students, equipping them with the necessary knowledge and
skills through creative, innovative, and mentally stimulating teaching methods.
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Indonesia
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Our “Share to Care” campaign in Indonesia included the adoption of a home that houses farmers’ children and abandoned
kids. This long-term program aims to provide the program’s children with education, training, and internships to sustain themselves. Currently, one child is interning in our Jakarta office, while another is interning in our
Cakung manufacturing plant.
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Mozambique
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In March 2019, tropical cyclone Idai devastated Mozambique. Large parts of the country’s second largest city, Beira, were damaged, and
entire villages and towns completely flooded. TechnipFMC donated $100,000 to assist disaster relief and recovery efforts. The funds helped with ongoing rescue efforts by the Red Cross and helped provide shelter and basic
commodities for victims. Our employees also volunteered to work at the Maputo Bay to pack emergency relief kits that were sent to the communities impacted by the cyclone.
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Advancing Gender Diversity is our second sustainability pillar, and we believe it is not only a matter of
responsibility, but also a business imperative for our success. We do not tolerate unlawful discrimination related to employment, and our Code of Business Conduct requires that employment decisions related to recruitment,
selection, evaluation, compensation, and development, among others, are not influenced by race, color, religion, gender, age, ethnic origin, nationality, sexual orientation, marital status, or disability. We also ensure that
our suppliers, customers, and business partners are aware of our goal of creating a diverse and tolerant workforce.
In the first quarter of 2018, we developed a global framework and key performance indicators for 2018 and beyond to
promote and accelerate the development of women in all functions of our global organization.
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Our Advancing Gender Diversity objectives include the following :
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Ensure gender pay equity everywhere we operate and review all jobs to ensure gender pay equity and monitor them through a full review every three years |
Improve gender balance in the organization, across all functions and levels
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Promote women fairly and equally through the career development process
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Male Employees
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Female
Employees
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Total |
% of Female
Employees
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2018
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2019
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2018
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2019
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2018
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2019
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2018
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2019
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Executive officers
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8
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7
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3
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4
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11
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11
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27%
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36%
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Senior managers
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98
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84
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17
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24
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115
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108
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15%
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22%
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Employees on payroll (overall)
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28,987
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28,760
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8,157
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8,407
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37,144
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37,167
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22%
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23%
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Promote women fairly and equally
Continuous discussions around improving representation of women in the organization helps us promote women fairly and equally throughout
their career development process within our Company. In 2019, our People and Culture team reviewed all senior management succession plans to ensure that female candidates were considered and included. As a result, 70% of our
succession plans in 2019 include at least one woman, which is a significant increase from 35% in 2018.
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Respecting the Environment is the third of our three sustainability pillars. We believe our environmental responsibility requires us to operate in a manner
that minimizes the impact of our operations on the environment, develop sustainable solutions
to reduce carbon emissions within our overall environmental footprint, and avoid any environmental incidents in our operations and
activities.
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Our Respecting the Environment objectives include the following:
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Reduce the carbon footprint of our facilities, products, and solutions and reduce our greenhouse gas emissions |
Provide the carbon footprint of all our deliverables to clients
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Establish an internal carbon price for the entire Company, including projects and operations, to inform and impact investment decisions
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Reduce our carbon footprint
TechnipFMC is committed to reducing carbon emissions and its overall environmental footprint by developing new, innovative, and
sustainable solutions in the oil and gas market. In 2019, the Company adopted a Global Greenhouse Gas Management standard to enhance the Company’s capabilities in greenhouse gas (“GHG”)
reduction in the Company’s business. In 2019, total GHG emissions decreased by 27% from 643,469 tons of CO2 equivalent in 2018 to 469,955 tons of CO2 equivalent
in 2019. The reduction is mainly linked to the closure of important engineering, procurement, and construction (“EPC”) projects that completed the energy consuming phases in the first
quarter of 2019.
In addition to our efforts in reducing our carbon emissions within our operations, TechnipFMC is also working
to ensure our next generation of products are less carbon intensive. For example, our Subsea 2.0TM design included a lifecycle GHG analysis that
demonstrated how our innovations for the production of trees may allow up to a 46% reduction in our carbon footprint as compared to the previous design.
Moreover, a comprehensive
Carbon Footprint Training Program was also launched by the Company’s HSE department for all business levels and projects. As of December 31, 2019, over 30 training sessions for engineers and managers had been delivered in
key Company locations. This program is focusing on extended knowledge transfer, from the lifecycle perspective, and carbon footprint concepts to empower engineers in the implementation of a complete GHG analysis for all
business lines and to increase managers’ competencies on the reduction of our carbon footprint at any company level.
|
Greenhouse Gas Emissions
|
|
Total GHG Emissions
(in metric tons CO2 equivalent)
|
2018
|
2019 | ||
Direct emissions
Scope 1 |
Indirect emissions
Scope 2 |
Direct emissions
Scope 1 |
Indirect emissions
Scope 2
|
|
Our Assets
|
254,535
|
60,401
|
283,545
|
39,932
|
Industrial sites
|
10,968
|
40,778
|
9,701
|
21,375
|
Fleet
|
242,117
|
21
|
272,292
|
0
|
Offices
|
1,450
|
19,602
|
1,551
|
18,558
|
Our Projects
including Construction sites and Yards/Bases:
|
319,523
|
9,010
|
132,572
|
13,906
|
Onshore/Offshore
|
284,055
|
3,898
|
51,780
|
9,128
|
Subsea
|
29,658
|
2,840
|
76,023
|
2,873
|
Other
|
5,810
|
2,272
|
4,769
|
1,905
|
GHG Emissions by Scope
|
574,058
|
69,411
|
416,117
|
53,838
|
Total GHG Emissions
|
643,469
|
469,955
|
To ease yearly comparison and trend analysis, industrial sites, offices, and fleet are presented under Our Assets, being TechnipFMC’s permanent sites fully owned and operationally managed. Construction sites and Yards/Bases are aggregated under Our Projects and presented separately as they are usually temporary sites that are not owned by TechnipFMC but operationally managed during the construction phase. They are subject to important variations from one year to another, depending on the number and type of ongoing projects and the type of construction activities (e.g., early site work, civil work, construction, pre-commissioning, commissioning, or start-up).
Within our Assets, Scope 1, direct emissions (“Scope 1”), increased minimally, due to fleet activities compared to the same period in 2018, while Scope 2, indirect emissions (“Scope 2”), decreased by 34% compared to the same period in 2018. This reduction is associated with the Company’s asset energy transition in place in different countries where businesses are shifting towards certified renewables in offices and manufacturing plants. As part of the transition, 4,210 tons of CO2 equivalent have been saved by renewable energy in use in offices and manufacturing areas.
With respect to TechnipFMC projects, a 59% reduction of Scope 1 emissions was registered in 2019 compared to the same period in 2018 due to the closure of several EPC projects in the first part of 2019. Scope 2 emissions increased slightly due to the restart of activities in several yards for new projects starting in the second part of 2019.
Total GHG Emissions from purchase of
(in metric tons CO2 equivalent)
|
2018
|
2019
|
Electricity
|
69,304
|
53,725
|
Heat
|
87
|
0
|
Steam
|
0
|
0
|
Cooling
|
20
|
113
|
Total Emissions
|
69,411
|
53,838
|
(in kg eq. CO2/hours worked)
|
2018
|
2019
|
Total GHG Emissions Intensity
|
4.07
|
2.99
|
1
|
Environmental Coverage is defined as the ratio between Environmental Worked Hours in locations
reporting environmental data and HSE worked hours in all Company locations. Environmental Coverage in 2019 was 93.8%, which was stable compared to 93.6% in 2018. In 2019, approximately 234 locations, projects, and vessels
reported environmental data compared to 213 locations, projects, and vessels in 2018.
|
Provide the carbon footprint to our clients
Our second Respecting the Environment objective aims to provide the carbon footprint of all our deliverables to clients through conceptual
studies to help introduce our clients to new, low-carbon options in early stages of projects and highlight the carbon footprint differences between concepts as early as possible. In 2019, carbon footprint calculation modules
were developed and are under implementation in both Onshore/Offshore and Subsea conceptual studies.
|
|
|
Internal carbon price
Since 2019, TechnipFMC has been developing a mechanism to establish an internal carbon price for the Company, focused on our assets, which
should be implemented as part of the future Company’s investment decisions for capital expenditures. We followed the highest international standards on this topic, and, in 2019, we formed a business integrated Internal Carbon
Price Workgroup with the participation of our HSE, EWG, Strategy, Finance, and Sustainability experts. The purpose of the workgroup was to assess the potential impact of an internal carbon price on TechnipFMC’s capital
expenditures. A case study was performed and several internal carbon price methodologies were applied. The case study emphasized the improvement of the Company’s cumulative cash flow, internal rate of return, and the
reduction of the payback period, and valorized the most sustainable solutions in terms of carbon emissions reduction.
As a result of the case study, we are further progressing the development of a global internal carbon price standard and guiding
principles that will be implemented in the future.
|
Despite operating in a complex industry, we are committed to successfully managing our environmental impacts by effectively measuring our environmental
performance. The Company is operated in a manner that minimizes the environmental impact of, and risks associated with, our activities through effective environmental management standards that are implemented in an extended
lifecycle perspective.
The Company maintains a policy of seeking to implement environmental certification ISO 14001 where practicable. To meet this commitment,
TechnipFMC has implemented an environmental management framework. As of December 31, 2019, 64 entities have completed the transition to the new ISO 14001:2015 standard, including all head offices and managed projects, industrial
sites, and fleet. For each of these entities, the environmental management system was verified and certified by an independent third party.
|
|
Single-Use Plastic Elimination Project
No. of Locations
|
Composition of the Board. Our
Board seeks to attract professionals who are not only qualified under the governance rules pertinent to our Company but also bring diversity of thought and experience. Our Nominating and Corporate Governance Committee
considers multiple factors when determining whether a candidate is qualified to serve on our Board in order to achieve a balance between fresh perspectives and the deep knowledge and experience of our more tenured
directors. As such, our Nominating and Corporate Governance Committee often considers a candidate’s:
|
(a) |
Experience in corporate management, as a board member of another publicly held company, and in finance and accounting and/or compensation practices
|
|
(b) |
Professional and academic experience relevant to our industry
|
|
(c) |
Leadership skills
|
|
(d) |
Cultural perspective and diversity of thought
|
|
(e) |
Ability to commit the time required for service on our Board
|
Board and Committee Evaluations. Each year, our directors complete a self-evaluation to determine whether the Board and its committees are functioning effectively. Additionally, each of the Audit, Compensation, Nominating and Corporate Governance,
and Strategy Committees conducts a separate evaluation of its own performance and the adequacy of its charter. These evaluations include an assessment of the diversity of talents, expertise, and occupational and personal
backgrounds of the Board members. The Nominating and Corporate Governance Committee receives comments from all directors and reports the results of the evaluations annually to the Board, as well as recommendations
for improvements in the overall performance of the Board and its committees.
|
New Director Orientation and Continuing Education. An orientation program has been developed for new non-executive directors, which includes written materials and meetings with our executive officers. The orientation program is
designed to provide general information about our Board and its committees; a review of director duties and
|
|
responsibilities; and comprehensive information about our industry, operations, strategies, and challenges. The Board believes that ongoing education is important for maintaining an
effective Board. Accordingly, our Board encourages directors to participate in ongoing education and reimburses directors for expenses incurred in connection with such education programs.
|
Retirement Policy. As further
described in our Governance Guidelines, a non-executive director whose birth date occurs prior to July 1st must retire at the annual general meeting of shareholders of the Company during the year of such director’s 72nd
birthday, and a non-executive director whose birth date occurs on or after July 1st must retire at the annual general meeting of shareholders of the Company the year following such director’s 72nd birthday. Our
Board may waive this policy on a case-by-case basis on the recommendation of the Nominating and Corporate Governance Committee if it deems a waiver to be in the best interests of the Company and its shareholders.
|
Director Share Ownership Requirements. Within five years following initial election to the Board, directors are required to own Ordinary Shares with a value equal to or more than five times the Company’s annual cash retainer paid to directors.
|
|
What We Heard
|
What We Did
|
|
Reinforce the link between annual
incentive metrics and business
strategy
|
EBITDA as a Percentage of Revenue, which reflects the performance and sustainability of our business, was introduced as a metric under our 2018 annual incentive plan and continued as a metric
in 2019, as many shareholders confirmed that this metric, in addition to EBITDA ($) and Working Capital Days, is an appropriate measure and aligned with shareholder interests.
Continued the use of ROIC in our long-term equity incentive plan, in addition to relative TSR. ROIC is an absolute financial metric that measures management’s
ability to efficiently allocate capital, and performance for ROIC is measured against an internal target. The relative TSR metric is based on share price performance relative to an external peer group. Due to the cyclical
nature of the oil and gas industry, shareholders have supported inclusion of both internal and external metrics in long-term equity incentive plans.
Our CEO’s annual cash incentive bonus in 2019 was based on Company performance measures and individual performance, the latter of which was based on specific
objectives, including certain sustainability objectives to further reinforce the Company’s commitment to our Foundational Beliefs.
|
||
Consider increasing the at-risk portion
of executive compensation
Some shareholders do not consider stock options as at-risk as they believe time-based stock options do not include performance
conditions despite their intrinsic performance threshold
|
For 2020, we will discontinue use of stock options, and performance- based equity will
represent 70% of annual equity awards.
|
||
|
Improve transparency on outcomes
under annual incentive plan and
vesting of PSUs
|
This Proxy Statement provides details of performance and vesting for the 2017 PSU grant,
our first PSU grant to vest since the merger of Technip S.A. and FMC Technologies, Inc. (the “Merger”) was completed in 2017.
|
|
Some shareholders requested clarity regarding PSU payouts during periods of declining performance
|
All other incentive goals, performance, and payout outcomes were previously disclosed.
|
||
Concern over the duration of two
CEO-level compensation packages (for
separate Executive Chairman and CEO)
|
We eliminated the role of Executive Chairman following completion of post-Merger
integration and reduced to a single, CEO-level compensation structure. Mr. Pferdehirt’s compensation package was not materially increased with the assumption of additional Chairman duties.
|
What We Heard
|
What We Did
|
||
Disclosing shareholder feedback from
shareholder engagement program and
Company response
|
We have added additional disclosure of our shareholder engagement program, including this list of feedback received, and our response to shareholder concerns.
|
||
Additional transparency regarding our
directors’ other board commitments
Some shareholders expressed possible concern with overboarding
|
The Nominating and Corporate Governance Committee monitors the other board commitments of directors to ensure their ability to diligently serve on the
Board and our shareholders.
We have provided more detailed disclosures regarding how we evaluate our directors’ performance and commitment to our Company, including other board
commitments.
|
||
Additional disclosures regarding the
Company’s sustainability focus
|
Sustainability is one of the Company’s Foundational Beliefs, and we have provided additional disclosures regarding our three sustainability pillars
and our 2018 and 2019 sustainability efforts and achievements.
|
||
Concern regarding the independence
of one of our directors, Arnaud
Caudoux, due to a commercial
agreement between an affiliate of
Banque publique d’investissement
(“Bpifrance”) and the Company
|
We clarified our disclosure related to the Company’s commercial agreement with Bpifrance Participations to explain the limited nature of the scope and
duration of this agreement.
|
||
Concern regarding our director,
Marie-Ange Debon’s, service on other
public company boards when she also
served as an executive of the Suez
Group
|
We have provided additional disclosure clarifying that Ms. Debon’s directorship with Lydec S.A. was related to her
duties and responsibilities as an executive officer of the Suez Group.
|
||
Cautionary support for our Audit
Committee due to previously disclosed
material weaknesses in the Company’s
internal control over financial reporting
|
We disclosed via our Form 10-K that our prior material weaknesses have been remediated and that our internal control over financial reporting was
effective as of December 31, 2019.
|
|
Balanced, Independent, and Effective Board – The Board believes that a combined Chairman and CEO leadership structure is balanced by the oversight of the remaining 13 members of our Board, each of whom is an independent director, and ensures that
the Board functions independently. Moreover, only independent directors serve on our Audit Committee, Compensation Committee, and Nominating and Corporate Governance Committee. In addition, the Board
nominated Mr. Colombani to serve as Lead Independent Director, who has the ability to call meetings of the Board and presides over executive sessions of the Board. For transparency and alignment, our Compensation
Committee consults all independent directors in setting our CEO’s compensation, but the authority to approve our CEO’s compensation remains with the fully independent Compensation Committee. In addition, our CEO’s
annual performance objectives are reported and evaluated by both the Compensation Committee and the Nominating and Corporate Governance Committee to ensure a comprehensive, inclusive, and diverse analysis and evaluation
of our CEO’s annual performance. Finally, the Board believes that the Company’s Governance Guidelines, and the quality, stature, and substantive business knowledge of the Board, as well as the Board’s culture of
open communication and transparency with the CEO and senior management are conducive to Board effectiveness with a combined Chairman and CEO position.
|
|
Unified Approach on Corporate Strategy Development and Execution – Mr. Pferdehirt is the individual with primary responsibility for managing the Company’s day-to-day operations and is best positioned to chair regular Board meetings as the Board
discusses key business and strategic issues and to focus the Board’s attention on strategies and opportunities of greatest importance to the Company and its shareholders. This has proven to be particularly important
given the Company’s announced spin-off of Technip Energies. This leadership structure also allows the Board to benefit from Mr. Pferdehirt’s knowledge of the Company’s business, market opportunities, and risks, and
facilitates communications and relations with other members of senior management.
|
|
Streamline Accountability – Combining
the roles of Chairman and CEO creates a clear line of authority that promotes decisive and effective leadership, both within and outside the Company.
|
A high level of personal and professional integrity
|
Strong ethics and values
|
The ability to make mature business judgments
|
Experience in corporate management, as a board member of another publicly held company, and in finance and accounting and/or compensation practices
|
Professional and academic experience relevant to our industry
|
Leadership skills
|
Cultural perspective and diversity of thought
|
Ability to commit the time required for service on our Board
|
Executive leadership
|
Industry experience
|
Corporate governance and legal
|
Strategy and risk management
|
Cultural and gender diversity
|
Sustainability and emerging technologies
|
Outside public company board service
|
|
Finance and audit
|
|
Acquisition, divestment, and investment portfolio management
|
Process is Initiated
|
Evaluation Distributed
|
Analysis
|
Presentation of
Results
|
||||
The Nominating and Corporate Governance Committee reviews and approves the process to evaluate the performance of the Board of Directors and its four
committees.
|
Questionnaires are distributed through a third-party web-based platform. The process encourages candid responses from our directors and promotes
productive discussions.
Questionnaires solicit feedback on issues, including:
Board/Committee
operations
Succession planning
Committee composition, processes and effectiveness
Board dynamics
Director
preparation, participation, and contribution
Management
preparation and communications
|
Completed questionnaires are analyzed and summarized by Company management and reported to the Nominating and
Corporate Governance Committee Chair.
|
The Nominating and Corporate Governance Committee Chair reviews the results of the evaluations with the full Board and each committee to determine
areas of opportunity.
|
Mr. Carvalho Filho’s duties as a director of Companhia Brasileira de Distribuicão (Grupo Pão de Açúcar) (“GPA”) include serving on the board
of Cnova N.V., an affiliate of GPA. GPA has a 34% ownership interest in Cnova N.V. and three out of nine directors on Cnova N.V.’s board of directors are appointed by GPA. As such, Mr. Carvalho Filho’s role and time
commitment at these two companies differs from serving on two traditional, unrelated publicly-traded companies.
|
During 2019, Ms. Debon’s duties as Senior Vice President of Suez Group included serving as a director of Suez Group’s subsidiary, Lydec S.A., which is a closely-held corporation of
Suez Group. Lydec S.A.’s financials are fully consolidated with those of Suez Group, and as such, Ms. Debon’s role at Lydec S.A. differed from a traditional, publicly-traded company since her directorship was related
to her position and responsibilities as Senior Vice President of Suez Group.
|
Audit
|
Compensation
|
Nominating and
Corporate Governance
|
Strategy
|
||||
Financial reporting
Liquidity
|
Compensation policies and practices
(including employee benefit plans and administration of equity plans)
|
Legal and regulatory corporate
governance compliance
|
Global strategy related to emerging or
evolving competitive activity, governmental or legislative developments, and global economic conditions
|
||||
Contract management
|
Director succession
|
||||||
Cybersecurity
Legal and regulatory
compliance related to financial statements and disclosures
|
Crisis management
preparedness
Emergency procedures
for management succession
|
||||||
Information-related risks, such as cybersecurity, taxes, and foreign exchange
|
Environmental,
sustainability, and governance
|
||||||
Insurance
|
|
|
2019 Meetings: 5
|
||
|
Members
|
|
Primary Responsibilities
|
|
Marie-Ange Debon
(Chair)
Eleazar de Carvalho
Filho
Arnaud Caudoux
Kay G. Priestly
Joseph Rinaldi
|
|
Oversight of the
financial management and control of the Company, as well as oversight of the Company’s independent registered public accounting firm
Monitoring the Company’s financial reporting
process
Reviewing the Company’s consolidated financial statements and internal controls with management and the independent auditor
Monitoring the
Company’s compliance with its internal accounting and control policies, as well as legal and regulatory requirements to the extent such compliance relates to the consolidated financial statements and financial
disclosures
Selecting, subject to
shareholder approval, the Company’s independent auditor, and reviewing the qualifications, independence, performance, and remuneration of such independent auditor
Reviewing the
effectiveness and performance of the Company’s internal audit function
Considers risks
relating to cybersecurity and receives regular reports on the Company’s cyber readiness, adversary assessment, risk profile status, and any countermeasures being undertaken or considered by the Company
Reviewing the
effectiveness of processes for reviewing and escalating financial-related allegations reported through the Company’s allegation hotline
|
|
2019 Meetings: 5
|
||
|
Members
|
|
Primary Responsibilities
|
|
James M. Ringler
(Chair)
Claire S. Farley
John O’Leary
Joseph Rinaldi
John Yearwood
|
|
Reviewing, evaluating, and
approving the agreements, plans, policies, and programs of the Company to compensate its independent directors, the Chairman and CEO, and other officers
Consistent with equity plans
approved by the Company’s shareholders, reviewing, evaluating, and approving all equity awards by the Company to executive officers and approving the number of equity securities or equity derivatives that the CEO
is authorized to allocate to all other employees at his discretion
Reviewing the compensation
disclosures in the Company’s U.K. annual report and proxy statement for the Company’s annual general meeting of shareholders
Producing the Compensation
Committee Report to be included in the Company’s proxy statement
Reviewing, evaluating,
and approving the directors’ remuneration policy and the directors’ remuneration report
Otherwise discharging
the Board’s responsibilities related to compensation of the Company’s executive officers and directors
|
|
2019 Meetings: 6
|
||
|
Members
|
|
Primary Responsibilities
|
|
Peter Mellbye (Chair)
Pascal Colombani
Didier Houssin
Olivier Piou
John Yearwood
|
|
Advising and making
recommendations to the Board regarding appropriate corporate governance practices and assisting the Board in implementing those practices
Monitoring the development
and implementation of the Company’s compliance program (including procedures for allegation reporting, investigation, and remediation) to ensure that the Company operates in compliance with the principles of
ethical conduct and good governance
Reviewing the Company’s corporate responsibility and
sustainability program and key performance indicators
Reviewing the Company’s
succession plans for the Executive Chairman, CEO, and other executive officers
Identifying individuals qualified to become members of the Board and recommending director nominees for election at the annual general meeting of shareholders
or for appointment to fill vacancies on the Board
Recommending directors to serve on each committee of the Board and recommending the Lead Independent Director
Leading the Board in the annual performance evaluation of the Board and its committees
|
2019 Meetings: 5
|
Members
|
Primary Responsibilities
|
||
Douglas J. Pferdehirt
(Chair)
Pascal Colombani
Claire S. Farley
Didier Houssin
Peter Mellbye
Olivier Piou
|
|
Reviewing the development and implementation of the Company’s long-term global strategy, risks, and opportunities relating to such strategy
Reviewing strategic decisions regarding major asset acquisitions, divestitures, joint ventures, and strategic alliances by the Company
|
|
The Board considered that Mses. Debon, Farley, and Priestly and Messrs. Houssin, Mellbye, O’Leary, and Ringler each served as directors or
executive officers at companies that have had commercial business relationships with the Company in 2019, all of which were ordinary course commercial transactions
|
Arnaud Caudoux – The Company’s prior commercial agreement with Bpifrance Participations, a subsidiary of Bpifrance, was erroneously described
as a “consulting agreement” instead of a subscription agreement in our 2019 Proxy Statement. Bpifrance, which owns Bpifrance Participations, is a Company shareholder and Arnaud Caudoux is Deputy Chief Executive
Officer and an executive director. Under the subscription agreement, Bpifrance Participations provided access and introductions to start-up companies registered with Bpifrance Participations’ Le Hub that
matched our Company’s investment criteria. Mr. Caudoux had no involvement related to this subscription agreement, and he did not receive any direct compensation or direct financial benefit from this agreement.
The agreement terminated on April 1, 2019, and has not been extended or renewed. In addition, due to Bpifrance’s policies, Mr. Caudoux has waived his annual cash and equity remuneration for his services as a
director, and asserts that he is able to act in the best interests of all TechnipFMC shareholders.
|
Pascal Colombani – Mr. Colombani is a member of the Europe, Middle East, and Asia (“EMEA”) advisory
board of JPMorgan Chase Bank, N.A., which is a lender under the Company’s revolving credit facility and may be party to other ordinary course banking transactions with the Company. Mr. Colombani’s role as a
member of the EMEA advisory board of JPMorgan Chase Bank, N.A. did not involve any discussion or deliberations regarding the Company’s revolving credit facility.
|
Claire S. Farley – In 2019, after a robust due diligence and evaluation process, the Company selected KKR & Co. (“KKR”) to be its recommended provider for our Subsea clients seeking alternative financing arrangements. Ms. Farley is a Senior Advisor of KKR and was not involved in the
preparation of KKR’s presentation to the Company, which was submitted by a separate group at KKR than the group managed by Ms. Farley. When providing these financing
|
Didier Houssin – The Company is party to a technology development agreement with IFP Énergies Nouvelles (“IFPEN”), which is a shareholder,
where Mr. Houssin is Chairman and Chief Executive Officer. The agreement was established in 2004 between Technip and IFPEN, which was prior to Mr. Houssin joining IFPEN as director in 2015. The agreement was
amended in 2017, and Mr. Houssin recused himself from Board deliberations regarding the approval of the amendment. Mr. Houssin does not receive any direct compensation or direct financial benefit from this
technology development agreement.
|
James M. Ringler – FMC Technologies and John Bean Technologies Corporation (“JBT”) are parties to a separation and distribution agreement and
a tax sharing agreement that relate to the spin-off of FMC Technologies’ FoodTech and Airport Systems businesses (acquired by JBT) that occurred in July 2008.
|
Key Non-executive Director Compensation Practices
|
|
✓ TechnipFMC uses an
independent consulting firm, Willis Towers Watson, to recommend changes in compensation for non-executive directors.
|
|
✓ Any changes to our
director compensation program are reviewed and approved by our Compensation Committee, comprising independent directors.
|
|
✓ Any
changes to our director compensation program recommended by our Compensation Committee must be ratified by a vote of our full Board.
|
|
✓ Our
Directors’ Remuneration Policy reflects sector and geographic (U.S. and European) peer groups to reflect the global nature of the Company, and both U.S. and European compensation practices given the global
nature of the Company, our dual NYSE and Euronext Paris listings, and our U.K. incorporation.
|
|
✓ Our Directors’
Remuneration Policy provides for an annual cap on total remuneration (i.e., cash and equity awards) of $500,000.
|
|
✓ Each non-executive director is subject to a share ownership requirement of 5x the annual cash retainer.
|
Compensation Element
|
Compensation
|
||
Annual Cash Retainer
|
$100,000
|
||
Annual Equity Grant
|
$175,000 in RSUs, vesting after one year of service and settled upon leaving the Board
Starting with the 2020 award, non-executive directors will have the opportunity to elect the year in which they will
take receipt of the equity grants from either (a) a period of 1 to 10 years from
the grant date or (b) upon their separation from Board service. The elections are made prior
to the beginning of the grant year and are irrevocable after December 31st of the year prior to grant.
|
||
Annual Chair Fee
|
$20,000 for Audit Committee
|
||
|
$15,000 for Compensation Committee
|
||
$10,000 for Nominating and Corporate Governance Committee
|
|||
$10,000 for Strategy Committee
|
|||
Annual Lead Independent Director Fee
|
$50,000
|
||
Committee Meeting Fee
|
$2,500 per committee meeting
|
||
Other Benefits
|
Reimbursement of travel and other related expenses incurred in connection with attending Board and committee meetings
Assistance for the annual individual U.K. tax return
Participation in our matching charitable contribution program on the same terms as employees
|
Name
|
Annual Cash
Retainer ($)
|
Additional Fees
($)1
|
Stock Awards ($)2
|
All Other
Compensation ($)
|
Total ($)
|
Arnaud Caudoux3
|
0
|
0
|
0
|
0
|
0
|
Eleazar de
Carvalho Filho
|
100,000
|
12,500
|
174,994
|
1,104
|
288,598
|
Pascal Colombani
|
100,000
|
50,000
|
174,994
|
1,104
|
326,098
|
Marie-Ange Debon
|
100,000
|
32,500
|
174,994
|
1,104
|
308,598
|
Claire S. Farley
|
100,000
|
22,500
|
174,994
|
1,104
|
298,598
|
Didier Houssin
|
100,000
|
25,000
|
174,994
|
1,104
|
301,098
|
Peter Mellbye
|
100,000
|
35,000
|
174,994
|
1,104
|
311,098
|
John O’Leary
|
100,000
|
12,500
|
174,994
|
1,104
|
288,598
|
Richard A.
Pattarozzi4
|
50,000
|
35,000
|
174,994
|
1,448
|
261,442
|
Olivier Piou5
|
58,333
|
12,500
|
0
|
0
|
70,833
|
Kay G. Priestly
|
100,000
|
12,500
|
174,994
|
1,104
|
288,598
|
Joseph Rinaldi
|
100,000
|
25,000
|
174,994
|
2,668
|
302,662
|
James M. Ringler
|
100,000
|
25,000
|
174,994
|
2,159
|
302,153
|
John Yearwood5
|
58,333
|
15,000
|
0
|
0
|
73,333
|
(1) |
Includes the amount of the fees paid for attendance at committee meetings, and additional fees paid to the Chair of each
Board committee and to the Lead Independent Director.
|
(2) |
RSU grants were made on March 8, 2019, valued at $20.98 per share, the closing price on the NYSE of the Company’s
Ordinary Shares on that date. The aggregate value for all of the Company’s non-executive directors was $1,924,936 as of the grant date and was computed in accordance with the SEC proxy disclosure rules
and Financial Accounting Standards Board (“FASB”) Accounting Standards Codification (“ASC”) Topic 718. The annual RSU grant
vests after one year of service but is settled in Ordinary Shares only when the director leaves the Board. The RSUs are forfeited if a director ceases service on the Board prior to the vesting date of the
RSUs, except in the event of death or disability. Unvested RSUs will be settled and are payable in Ordinary Shares upon the death or disability of a director or in the event of a change-in-control of
the Company. Except for Messrs. Piou and Yearwood, who joined the Board in June 2019, the aggregate outstanding RSUs held by each of the Company’s non-executive directors on December 31, 2019 was 19,196
RSUs (10,855 of which are vested but not yet settled in Ordinary Shares). Dividend equivalents will accumulate on the RSUs to the extent the Company pays dividends on its Ordinary Shares and are payable
only if and when the RSUs are settled in Ordinary Shares.
|
(3) |
Mr. Caudoux waived his cash and equity remuneration because of the policies of his employer, Bpifrance.
|
(4) |
Mr. Pattarozzi was not nominated for reelection at the 2019 Annual Meeting, so his service on the Board of Directors
terminated immediately following the 2019 Annual Meeting.
|
(5) |
Mr. Piou and Mr. Yearwood joined the Board of Directors of the Company on June 1, 2019. They will each receive a
pro-rated grant of RSUs for their service in 2019 on the annual grant date in 2020.
|
To further align the interests of non-executive directors with the interests of the Company’s shareholders, each non-
executive director is subject to a share ownership requirement.
|
|||
Ownership Requirement
|
Directors: 5x the annual cash retainer
|
||
Covered Share Interests
|
Ordinary Shares and RSUs that the Director owns and/or has a beneficial interest in
|
||
Time for Achievement
|
Five years from initial appointment
|
Eliminated the role of Executive Chairman following completion of post-Merger integration and reduced to a single, CEO-level
compensation structure.
|
Discontinued the use of stock options so that performance-based equity will represent 70% of all annual equity awards beginning in
2020, and annual equity awards will comprise only PSUs (70%) and RSUs (30%).
|
Retained the metric, EBITDA as a Percentage of Revenue, under our annual incentive plan to reinforce the link between annual
incentive metrics and business strategy.
|
Continued the use of ROIC in our long-term equity incentive plan, in addition to relative TSR. ROIC is an absolute financial metric
that measures management’s ability to efficiently allocate capital, and performance for ROIC is measured against an internal target. The relative TSR metric is based on share price performance
relative to an external peer group. Due to the cyclical nature of the oil and gas industry, shareholders have supported inclusion of both internal and external metrics in long-term equity incentive
plans.
|
Based a portion of our CEO’s annual cash incentive bonus on certain sustainability measures to further reinforce the Company’s
commitment to our Foundational Beliefs.
|
Updated our compensation and performance peer groups to reflect changes in our business environment.
|
Simplified disclosures in our Compensation Discussion and Analysis to provide additional details and calculations, including
enhanced descriptions of the individual performance component of our annual cash incentive bonus plan, as well as our target-setting process and our peer group selection rationale.
|
Named Executive Officers and Position(s) Held in 2019
|
Douglas J. Pferdehirt
|
Maryann T. Mannen
|
Dianne B. Ralston
|
Justin Rounce
|
Nello Uccelletti
|
|||||
Chief Executive
|
Executive Vice
|
Executive Vice
|
Executive Vice
|
President and
|
|||||
Officer and
|
President and Chief
|
President, Chief
|
President and Chief
|
Advisor to the CEO
|
|||||
Chairman, from
|
Financial Officer
|
Legal Officer, and
|
Technology Officer
|
from November 1
|
|||||
May 1, 2019
|
|
Secretary
|
|
through December
|
|||||
Chief Executive
|
|
|
31, 2019
|
||||||
Officer from
|
|
President Onshore/
|
|||||||
January 1 through
|
Offshore from
|
||||||||
April 30, 2019
|
January 1 through
|
||||||||
|
October 31, 2019
|
Motivating our executive officers to achieve and exceed our short-term and long-term goals and objectives
|
Aligning the interest of our executive officers with the interests of our shareholders by focusing our executive compensation
program on drivers of sustainable shareholder value and by ensuring a majority of executive compensation is at-risk
|
Providing market competitive levels of compensation to help us retain and attract exceptionally talented individuals who can
deliver on our vision
|
What We Do:
|
|
|
What We Don’t Do:
|
|
Pay for performance by aligning performance measures with our strategy and
shareholder interests
Majority of NEO compensation is performance- based, “at-risk”
long-term compensation
Maintain a clawback policy in the event of malfeasance or fraud
Require robust executive and director share ownership requirements
Engage an independent, external compensation consultant
Benchmark compensation against relevant global and industry peer groups
Cap PSU payout at target when relative TSR exceeds peers’ but absolute TSR is
negative
|
|
|
No single-trigger vesting upon a change-in-control
No guaranteed bonuses
No uncapped incentives
No tax gross-ups on any severance payments
No excessive perquisites, benefits, or pension payments
No discounting, reloading, or repricing of stock options
No hedging and pledging of Company securities
|
Fixed
Variable
|
10%
90%
|
Fixed
Variable
|
20%
80%
|
||||
|
Cash
Equity
|
23%
77%
|
Cash
Equity
|
40%
60%
|
|||
|
Short-Term Performance
Long-Term Performance
|
15%
85%
|
|
Short-Term Performance
Long-Term Performance
|
25%
75%
|
Total target compensation is made up of salary, an annual cash incentive, and long-term equity incentives.
|
Our compensation program is strongly linked to performance, and a majority of our NEOs’ pay is variable, at-risk
compensation.
|
Total target compensation is benchmarked relative to appropriate peer groups by our independent compensation
consultant and is targeted at market median.
|
Annual cash incentive bonus is based on financial performance (75%) and individual performance in areas of
strategic significance (25%).
|
Payouts for the financial portion are based on quantifiable performance. There is no payout if Company performance is below a minimum
level of performance due to our emphasis on paying for performance. Payouts increase with increasing levels of performance and there is a cap on payout at maximum performance.
Performance targets and goals are predetermined, communicated in advance, and included in our disclosures.
|
Payout for the individual performance indicators are based on rigorous, individual goal setting and year-end evaluation of performance.
|
PSUs comprise the majority of long-term equity incentives (60%) with vesting contingent on ROIC performance and
relative TSR performance, each measured over three years.
|
|
Payouts for
the PSU plan are based on performance. There is no payout if Company performance is below a minimum level of performance, and there is a cap on payout at maximum performance. In addition, in the case of
negative absolute TSR performance, payouts are capped at target, even if our TSR performance relative to our Relative TSR Peer Group (as defined below) is above target. Performance
targets and goals are pre-determined, communicated in advance, and disclosed publicly.
|
The remainder of the long-term equity incentives are delivered in the form of stock options and RSUs. The
delivered value of stock options and RSUs to NEOs is also based on share price performance.
|
|
Starting in
2020, we will eliminate stock options
from our executive compensation program, based on feedback from shareholders that stock options are not performance-based, at-risk compensation.
|
All long-term equity incentive awards vest at the end of three years, providing a significant retention incentive
to NEOs.
|
|
TechnipFMC (RemainCo)
|
|
Technip Energies (SpinCo)
|
TechnipFMC will be a fully integrated
technology and services provider, driving energy development across deepwater, conventional, and unconventional resources.
The Company will continue to demonstrate leadership in integrated subsea
project delivery and will focus on replicating this success through the development of integrated production models for the surface production market.
TechnipFMC is also poised to benefit from service opportunities
resulting from the world’s largest installed base of subsea production equipment, umbilicals, risers, and flowlines.
|
Technip Energies will be a leading engineering and
construction provider, with a robust project delivery model, strong technical capabilities, and proven track record as demonstrated by the successful execution of some of the world’s
most iconic EPC projects.
The new company will continue to leverage its industry-leading process technology portfolio,
particularly in the areas of ethylene and hydrogen, while pursuing further opportunities to enhance and differentiate this portfolio.
|
Creating Two Industry Leaders
|
||||
|
Distinct and compelling
market opportunities
|
|
Unique business profiles with
differentiated investment appeal
|
|
|
Strong balance sheets and
tailored capital structures
|
|
Focus, agility, and
strategic flexibility
|
|
Continuing to reshape the energy industry and create value for all
stakeholders
|
Subsea
|
Financials1
|
|
Revenue growth of 14% versus the prior year, driven by double-digit growth in both project and service activities
Integrated project activity a higher mix of business portfolio
|
Onshore/Offshore
|
|
|
Three quarters of sequential revenue growth, as segment revenue has inflected above the 2018 trough
Revenue growth excluding the Yamal LNG project exceeded 25% versus the prior year
|
Surface Technologies
|
|
|
Revenue growth of more than 15% in markets outside of North America versus the prior year
Surface international revenues account for more than 50% of total segment
|
(1) |
Reported financial results for the twelve months ended December 31, 2019 and inbound and backlog as of December 31, 2019 are as reported in
our Form 10-K.
|
Subsea
|
|
|
Inbound order growth exceeded 50% versus the prior year, driven by integrated (iEPCI™) awards, subsea services,
and new technologies
Continued growth in adoption of the integrated model across multiple clients and regions including the Mozambique
LNG Subsea project, our largest integrated subsea award to date
Awarded industry’s first 20,000 psi high-pressure, high-temperature system for LLOG’s Shenandoah project in the
U.S. Gulf of Mexico
Further enhanced our competitive position through newly formed strategic partnerships, with particular focus on
expanding the number of clients engaged in iEPCI alliances
Entered into a strategic collaboration agreement with Allseas to jointly pursue deepwater projects where the
assets, products, and capabilities of both companies are complementary and support the execution of our differentiated iEPCI business model
|
Surface Technologies
|
|
|
Capitalized on our high degree of vertical integration and technology differentiation outside North America where
revenue increased more than 20% versus the prior year
Successful introduction of several new product development items from our Frac 2.0 suite
Successful introduction of our first Automated Well Testing Unit in the Bakken
Applying our subsea integrated model to the U.S. land production market to further transform our North American
business
Awarded loading arms for an LNG project in Asia Pacific, one of our largest orders to date
|
Total shareholder distributions of $326 million:
Dividend payments of $233 million
Repurchase of Ordinary Shares of $93
million
|
Capital expenditures* of $378 million:
Continued to fund targeted growth initiatives
Capital expenditures were below depreciation
* Excludes $80 million associated with dive support vessel acquisition
|
Further optimization of Subsea fleet:
Disposal of a pipelay vessel while retaining predetermined operational access
Consolidation of pipelay support vessel joint venture to maximize fleet optionality
|
|
For the ROIC measure, we did not meet the threshold performance for the 2017-2019 performance period, and as a result, the ROIC component of the 2017 PSU awards paid out at 0%.
|
|
For the three-year relative TSR measure, we achieved above-target performance for relative TSR for the 2017-2019 performance period based on our performance relative to our 2017 Performance Peer Group.
However, our absolute TSR performance was negative given the overall oil and gas market conditions during the same period. Therefore, our payout under our incentive plan was capped at target (100%) given the absolute TSR performance.
|
The overall business climate and the cyclical nature of our business
|
Underlying market conditions for our products and services
|
Volatility in commodity prices
|
Our competitors’ performance
|
Anticipated changes in customer activity
|
Our prior-year performance
|
|
The agreements, plans, policies, and programs of the Company to compensate its independent directors, Chairman and CEO, and other officers, as applicable; and
|
|
All awards of equity securities or equity derivatives to executive officers of the Company, as well as the total number of equity securities or equity derivatives to be allocated to all other employees at
the discretion of the CEO, consistent with equity plans approved by the Company’s shareholders.
|
Q1
|
Q2–Q3
|
Q4
|
|||
Approve compensation decisions and equity awards for directors and officers
|
Review executive officer share ownership guidelines and compliance
|
Review internal governance policies (e.g., clawback, insider trading policy, anti-hedging, pledging) and compliance
|
|||
Approve Company performance achievements for prior year in relation to annual and long-term incentive plans
|
Discuss shareholder engagement outcomes and review proxy voting results
|
Approve equity programs, annual equity budget for non-executives, and impact on shareholder dilution
|
|||
Review and discuss executive compensation strategy structure and programs
|
Review of peer compensation practices
|
||||
Approve annual compensation disclosures in Company Proxy Statement and U.K. Annual Report
|
The Global Peer Group comprises a broadly equal weighting of U.S. and European headquartered companies, of similar size to the Company (in terms of revenue) who compete for executive talent in capital
intensive industries similar to the Company including the oil and gas industry, construction and engineering, and industrial manufacturing.
|
The Industry Peer Group is focused more closely on our sub-industry and is drawn from companies in the oilfield services and oil exploration and production sectors, as well as heavy engineering
organizations with greater (but not exclusive) focus on North America.
|
Peer Group
|
Purpose
|
||
Global Peer Group
|
Similarly sized, complex, and capital-intensive global companies, including those
based outside the United States.
|
||
Industry Peer Group
|
Companies with significant U.S. operations, reflecting competitors for critical U.S.
executive talent.
|
2019 Combined Compensation Peer Group Constituents
|
||
Air Liquide S.A
|
Ingersoll-Rand plc
|
|
Alstom S.A.
|
Jacobs Engineering Group Inc.
|
|
Anadarko Petroleum Corporation
|
John Wood Group plc
|
|
Apache Corporation
|
McDermott International, Inc.
|
|
Baker Hughes Company
|
National Oilwell Varco, Inc.
|
|
Caterpillar Inc.
|
Petrofac Limited
|
|
Chicago Bridge & Iron
|
Repsol, S.A.
|
|
Cummins Inc.
|
Saipem S.p.A.
|
|
ConocoPhillips
|
Schlumberger Limited
|
|
Devon Energy Corporation
|
Subsea 7 S.A.
|
|
Dover Corporation
|
Transocean Ltd.
|
|
Enbridge, Inc.
|
VINCI S.A.
|
|
Fluor Corporation
|
Weatherford International plc
|
|
Halliburton Company
|
|
Chicago Bridge & Iron merged with McDermott International, Inc. in May 2018.
|
|
Anadarko Petroleum Corporation was acquired by Occidental Petroleum Corporation in August 2019.
|
|
Weatherford International plc filed for bankruptcy under Chapter 11 in July 2019.
|
|
McDermott International, Inc. filed for bankruptcy under Chapter 11 in January 2020.
|
Peer Group
|
Median Revenue
|
TechnipFMC
Revenue Ranking
|
Median Market
Capitalization
|
TechnipFMC Market
Capitalization Ranking
|
Global Peer Group
|
$15.7 billion
|
46th percentile
|
$17.7 billion
|
48th percentile
|
Industry Peer Group
|
$9.5 billion
|
67th percentile
|
$13.6 billion
|
57th percentile
|
Combined Peer Group
|
$15.1 billion
|
57th percentile
|
$15.1 billion
|
46th percentile
|
|
The Compensation Committee, in partnership with its independent advisor, determines and approves any changes to compensation for the Chairman and CEO, who is not present during these discussions.
|
|
The CEO recommends changes to compensation for the other NEOs without them present, which are approved by the Compensation Committee with input from its independent advisor.
|
|
The overall business climate and the cyclical nature of our business
|
|
Underlying market conditions for our products and services
|
|
Volatility in commodity prices
|
|
Our competitors’ performance
|
|
Anticipated changes in customer activity
|
|
Our prior-year performance
|
Element
|
Purpose
|
Key Characteristics
|
|||
Base Salary
|
To provide market competitive compensation for the role
|
Fixed cash compensation
Reflects major responsibilities of an NEO’s role
Set with reference to market median, based on responsibility,
experience, and performance
Variable cash compensation
|
|||
Annual Cash
Incentive Bonus
|
To drive and reward the achievement of short-term Company strategic goals and individual contributions
|
Target value based on role, set with reference to market median
Actual payout can range from 0% to 200% of target
Paid based on achievement of business performance targets (75%) and
achievement of individual performance targets (25%)
2019 shared business performance targets were:
25% - EBITDA
25% - EBITDA as a Percentage of Revenue
25% - Working Capital Days
|
Element
|
Purpose
|
Key Characteristics
|
|||
Long-Term Equity
Incentives
|
To drive and reward the achievement of long-term results and shareholder value creation while encouraging retention
|
Granted as combination of three vehicles: PSUs (60%), stock options
(20%)1, and RSUs (20%)
Target value based on role, set with reference to market median
PSUs (60% of total long-term equity grant) subject to two performance
conditions measured over three years: ROIC (30% of total long-term equity grant) and relative TSR (30% of total long-term equity grant)
50% of after-tax RSUs must be retained for at least one year
following vesting
All long-term incentive awards are subject to three-year cliff
vesting
|
|||
Health and Welfare
Benefits, Retirement
Benefits and
Perquisites
|
To facilitate the performance of the role and ensure a market competitive total compensation package
|
Health and welfare benefits, similar to what is offered to other employees of the Company in the respective countries
Retirement savings offered through participation in our 401(k) and non-
qualified defined contribution plans for eligible U.S. NEOs, similar to plans offered to other U.S. employees
Limited perquisites including financial planning, tax assistance, use
of company cars, club memberships, executive physicals, and security services where necessary
Limited participation in other programs dependent on geography and
tenure (non- U.S.-based NEO)
|
Named Executive Officer
|
Base Salary
(December 31, 2018)
|
Base Salary
(December 31, 2019)
|
Increase
|
Douglas J. Pferdehirt
|
$1,236,000
|
$1,236,000
|
0%
|
Maryann T. Mannen
|
$772,500
|
$803,000
|
4%
|
Dianne B. Ralston
|
$618,000
|
$643,000
|
4%
|
Justin Rounce
|
$600,000
|
$600,000
|
0%
|
Nello Uccelletti
|
$543,513
|
$565,693
|
4%
|
Named Executive Officer
|
2018
|
2019
|
Increase
|
Douglas J. Pferdehirt
|
135%
|
135%
|
0%
|
Maryann T. Mannen
|
100%
|
100%
|
0%
|
Dianne B. Ralston
|
100%
|
100%
|
0%
|
Justin Rounce
|
100%
|
100%
|
0%
|
Nello Uccelletti
|
100%
|
100%
|
0%
|
75% BPI
Assessment of overall Company performance
based on EBITDA. EBITDA as a Percentage of
Revenue, and Working Capital Days
|
+
|
25% API
Assessment of individual performance based
on qualitative factors reflected in each NEO’s
annual performance objectives
|
BPI Measure
(Weight)
|
Weighting
|
2019 Goal
|
Definition
|
Why It Matters
|
||
EBITDA ($M)
|
25%
|
$1,531
|
Earnings before interest,
taxes, depreciation, and
amortization
|
Indicative of our operating
profitability and a driver of
shareholder value creation; facilitates
comparisons with peer companies
by excluding the effect of different
capital structures and financing
decisions
|
||
|
||||||
EBITDA as a
Percentage of
Revenue
|
25%
|
11.4%
|
Earnings before interest,
taxes, depreciation, and
amortization, calculated
as a percentage of
revenue
|
Reflects the performance and
sustainability of the business,
leveraging cost efficiencies and
driving profitability improvement
|
||
|
||||||
Working Capital
Days
|
25%
|
55 days
|
Average number of days
to convert working capital
into revenue
|
Measures our efficiency of using
operating capital to operate the
business; our contract arrangements
typically result in negative working
capital due to advance payments
and milestone payments
|
||
|
Performance Level
|
Payout Percentage
|
Threshold
|
0%
|
Target
|
100%
|
Maximum
|
200%
|
BPI Measure
|
2019 Goals
|
2019 Outcome
|
|
|||||
Threshold
Performance
|
Target
Performance
|
Maximum
Performance
|
Actual
Percentage
|
Payout
Performance
|
Weighting
|
Weighted
Payout
Percentage
|
||
EBITDA ($M)
|
$1,246 |
$1,531
|
$1,751
|
$1,667
|
162%
|
1/3
|
54%
|
|
EBITDA as a Percentage
of Revenue
|
9% |
11.4%
|
13.3%
|
12.4%
|
155%
|
1/3
|
512/3%
|
|
Working Capital Days
|
48 days
|
55 days
|
61 days
|
74 days
|
200%
|
1/3
|
662/3%
|
|
Payout Percentage
|
0% |
100%
|
200%
|
|||||
Final Weighted Payout Percentage (BPI)
|
172%
|
Objectives
|
Key Achievements
|
Performance Assessment
|
||
Below
Expectations
|
Meets
Expectations
|
Exceeds
Expectations
|
||
Mr. Pferdehirt
|
||||
Strategy
Unlock long-term shareholder value
|
Spin-off of Technip Energies was announced.
|
|
✓
|
|
Preparations for spin-off are currently ongoing.
|
✓
|
|||
Profitable Growth
iEPCI – 35% subsea inbound orders as iEPCI
|
Over 40% of inbound as iEPCI
|
✓
|
||
LNG market – secure $3 billion of LNG awards
|
Over $8 billion of LNG inbound
|
✓ | ||
Corporate Responsibility and Sustainability
Focus and advance sustainability efforts
under three pillars – Supporting Communities, Advancing Gender Diversity, and Respecting the Environment
|
Please see section “Corporate Responsibility and Sustainability – Sustainability” for a detailed description of 2019 objectives and results.
|
✓
|
||
Health & Safety
Zero serious injuries in 2019
|
Zero serious injury goal not achieved.
|
✓
|
||
Overall Rating for Mr. Pferdehirt
|
180%
|
NEO
|
Summary of 2019 Objectives and Key Achievements
|
||
Maryann T. Mannen
Executive Vice President and Chief
Financial Officer
|
Ms. Mannen’s 2019 individual performance objectives reflected her wide range of responsibilities as our Chief Financial
Officer in leading our finance, tax, risk management, internal audit, internal controls, and investor relationship functions. Ms. Mannen’s 2019 objectives and achievements included implementing a global treasury management
system, achieving key advancements in the tax and reporting functions, improving financial results through discipline and management of the finance function to deliver improved working capital efficiency, improving investor
communications and outreach, and leading the financial and due diligence aspects of strategic projects, including the announced spin-off of Technip Energies.
|
||
Dianne B. Ralston
Executive Vice President, Chief Legal
Officer and Secretary
|
Ms. Ralston’s 2019 individual performance objectives reflected her wide range of responsibilities as our Chief Legal Officer in leading our legal, compliance, and global facilities
functions. Ms. Ralston’s 2019 objectives and achievements included resolving a complex compliance matter, introducing workflow management tools and high-value insourcing to the legal and compliance functions, implementing inclusion
and unconscious bias awareness training throughout our Company, and leading the legal and due diligence aspects of strategic projects, including the announced spin-off of Technip Energies.
|
||
Justin Rounce
Executive Vice President and Chief
Technology Officer
|
Mr. Rounce’s 2019 individual performance objectives reflected his wide range of responsibilities as our
Executive Vice President and Chief Technology Officer in leading our research and innovation, product engineering, procurement and sourcing, manufacturing, quality, safety, security, IT, digital corporate development, mergers
and acquisitions, and external technology engagement functions. Mr. Rounce’s 2019 objectives and achievements included advancing our technology and digital strategy, establishing a product management organization, developing a product
development framework, improving our external technology engagement, and playing a key role in strategic projects, including the announced spin-off of Technip Energies.
|
||
Nello Uccelletti
President and Advisor to the CEO
(November 1
to December 31, 2019)
President Onshore/Offshore
(January 1 to October 31, 2019
|
Mr. Uccelletti’s 2019 individual performance objectives reflected his wide range of responsibilities in his role as
President of Onshore/Offshore from January to October 2019 and as President and Advisor to the CEO from November to December 2019. Mr. Uccelletti’s 2019 objectives and achievements included achieving superior execution of
Onshore/Offshore projects and exceeding financial targets for the Onshore/Offshore business, exceeding targets for Onshore/Offshore order intake, improving safety indicators, managing customer relationships, particularly with
strategic partners, and playing a key role in strategic projects for both the Onshore/ Offshore business as well as the Company as a whole, including the announced spin-off of Technip Energies.
|
Component
|
Base Salary
|
Weighting
|
Target
Bonus %
|
Rating
|
Payout
|
BPI:
|
$600,000
|
x 75%
|
x 100%
|
x 172%
|
= $774,000
|
API:
|
$600,000
|
x 25%
|
x 100%
|
x 100%
|
= $150,000
|
Total Cash Incentive
|
Compensation
|
|
|
|
$924,000
|
Named Executive Officer
|
2019 Long-Term Incentive Target Award
|
Douglas J. Pferdehirt
|
$9,700,000
|
Maryann T. Mannen
|
$3,100,000
|
Dianne B. Ralston
|
$2,100,000
|
Justin Rounce
|
$1,800,000
|
Nello Uccelletti
|
$1,300,000
|
PSU Measure
|
Weighting
|
Definition
|
Why It Matters
|
||||
ROIC
|
30% of total long-term equity
|
Annual net income divided by equity plus long-term debt
|
Assesses our profitability and how effectively the Company is using capital over the three-year period to generate income. Given the capital-intensive nature of our business, it is critical that we
effectively use our investments and assets.
|
||||
Relative TSR
|
30% of total long-term equity
|
Cumulative three-year increase in volume-weighted average price and reinvested dividends relative to peers
|
Assesses our overall performance in the eyes of our shareholders and the broader stock market, relative to companies with whom we compete for customers and investors that are subject to similar macro-
economic factors.
|
2019 Relative TSR Peer Group
|
Baker Hughes Company
|
McDermott International Inc.
|
Saipem S.p.A.
|
|||
Chicago Bridge & Iron Company N.V.
|
National Oilwell Varco, Inc.
|
Subsea 7 S.A.
|
|||
Fluor Corporation
|
Oceaneering International, Inc.
|
Weatherford International plc
|
|||
Halliburton Company
|
Oil States International, Inc.
|
||||
John Wood Group plc
|
Schlumberger Limited
|
Performance Achievement
|
ROIC Performance
|
Relative TSR Ranking
|
Payout
(% of earned PSUs)
|
Below Threshold
|
Below Plan
|
Below 25th percentile
|
0%
|
Threshold
|
6%
|
25th percentile
|
50%
|
Target
|
7%
|
42nd percentile
|
100%
|
Maximum or above
|
8%
|
75th percentile or greater
|
200%
|
Goal/Weightings
|
Performance Measure
|
Threshold
Performance
|
Target
Performance
|
Maximum
Performance
|
||||
ROIC
(30% of total long-term equity)
|
Achievement of stated target
|
0%
|
100%
|
200%
|
||||
Relative TSR
(30% of total long-term equity)
|
Ranking against the 2017
Performance Peer Group
|
0%
|
100%
|
200%
|
Achieved Performance
|
Performance Target
|
Earned PSUs
|
|
Below Threshold
|
Below 10%
|
0%
|
|
Threshold Performance
|
10%
|
50%
|
|
Target Performance
|
11%
|
100%
|
|
Maximum Performance or above
|
12%
|
200%
|
Ranking
|
Earned PSUs1
|
13th or Lower
|
0%
|
11th or 12th
|
50%
|
9th or 10th
|
75%
|
8th
|
100%
|
7th
|
120%
|
6th
|
140%
|
5th
|
160%
|
4th
|
180%
|
3rd or higher
|
200%
|
Three-year ROIC performance for 2017-2019 was 6.9%. This ROIC performance was below the threshold for payout on the payout scale provided above, and therefore, the ROIC component of the 2017 PSU awards
paid out at 0%.
|
Three-year relative TSR performance for the Company for 2017-2019 was –37.8%, which placed the Company at a ranking of 5th relative to the 2017 Performance Peer Group. This resulted in a payout for the
relative TSR metric of 100%, based on the payout scale above.
|
Based on feedback from shareholders in 2019, we eliminated the use of stock options in the 2020 long-term equity incentive awards.
|
30% of awards granted are time-based RSUs.
|
70% of awards granted are PSUs. The performance period was set from January 1, 2020 to December 31, 2022. Due to the announced spin-off of Technip Energies, the performance metrics for the PSUs will be
pro-rated based on two separate periods: January 1, 2020 to the closing date of the spin-off (“Pre-spin Period”) and from the closing date of the spin-off to December 31, 2022 (“Post-spin Period”).
|
Relative TSR Ranking
|
Payout (% of earned PSUs)
|
Below 25th percentile
|
0%
|
25th percentile
|
50%
|
75th percentile or greater
|
200%
|
|
For the Post-spin Period, each of TechnipFMC and Technip Energies
will set its performance metrics and targets related to the Post-spin Period as soon as practicable after the closing of the spin-off.
|
Each company will include TechnipFMC’s Pre-spin Period performance in a weighted calculation of its performance for the 2020-2022 performance period.
|
Plan
|
Eligibility
|
Features
|
|||
U.S. Qualified Savings Plan
|
U.S. employees working more than 30 hours a week
All NEOs other than Mr. Uccelletti are eligible
|
Employees can contribute between 1% and 75% of eligible compensation
(salary and eligible incentives) on a pre-and after- tax basis up to statutory limits for tax qualified plans
Company matches 100% of the first 5% of eligible contributions
Participants are 100% vested in their contributions and matching
contributions
Employees receive an additional 2% non-elective Company contribution
that vests after three years of service
For annual compensation that exceeds the limit required for the plan to
be qualified, the Company contributes 5% of such excess to the employee’s non-qualified savings plan (see below)
|
|||
U.S. Non- Qualified Savings Plan
|
U.S. executives and other eligible senior employees
All NEOs other than Mr. Uccelletti are eligible
|
The Company contributes an amount equal to any missed Company
contribution under the U.S. Qualified Savings Plan on annual compensation that exceeds the maximum limit required for the plan to be qualified
Intent of the plan is to ensure eligible employees receive the same
contribution as a percentage of eligible earnings from the Company regardless of their compensation level
Terms mirror those of the U.S. Qualified Savings Plan
Participants can contribute up to 75% of their eligible compensation
(salary and eligible incentives) on a pre-tax basis
Company matches 100% of the first 5% of eligible contributions
Participants are 100% vested in their contributions and matching
contributions
Employees receive an additional 2% non-elective Company contribution
that vests after three years of service
All vested funds must be distributed upon an employee’s separation
from service with the Company; provided, however, that there is a six-month delay for key employees
|
|||
U.S. Pension Plan
|
U.S. employees of FMC Technologies with five years of service prior to January 1, 2010
Ms. Mannen is the only eligible NEO
|
A tax-qualified defined benefit plan
Pension based on final average pay, calculated as the highest 60
consecutive months of pay (base salary and annual cash incentive bonus) in the final 120 months of service
Benefit accruals frozen for non-union employees effective December 31,
2017
|
|
Plan
|
Eligibility
|
Features
|
||
U.S. Non- Qualified Pension Plan
|
U.S. executives and other eligible senior employees of FMC Technologies with five years of service prior to January 1, 2010
Ms. Mannen is the only eligible NEO
|
A non-qualified defined benefit pension plan Pension based on final average pay, calculated as the highest 60 consecutive months of pay (base salary, annual cash incentive bonus, and employee contributions made to the U.S. Non-Qualified Savings Plan) in the final 120 months of service up to statutory limits for tax qualified plans
Benefit accruals frozen for non-union employees effective December 31, 2017
|
|||
Italian Statutory Pension Plan
|
All employees of Technip Italy
Mr. Uccelletti is the only eligible NEO
|
The TFR (Trattamento
di fine rapport) is paid in any case of termination of employment (including retirement)
Annual accrual is salary divided by 13.5
At the employee’s request, this amount can be transferred to a private pension fund
|
Separation
Scenario
|
Provisions under TechnipFMC Executive Severance Plan,
Executive Severance Agreement,
or Relevant Equity Award Agreements
|
Termination without cause
|
Cash severance equal to 18 months of base salary and target annual cash incentive bonus
Pro-rated target annual cash incentive bonus for the year of termination
18 months of medical and dental benefits continuation
Outplacement assistance as appropriate
Financial planning and tax preparation assistance for the final calendar year of employment
Severance benefits subject to compliance with non-disclosure, non-compete, and non-solicitation covenants
Equity treated pursuant to the terms of the applicable plan
No tax gross-ups on any payments
|
Retirement
|
Outstanding equity settled on the originally scheduled date
Outstanding PSUs will remain subject to the original performance conditions, measured at the originally scheduled date
|
Death or disability
|
Accelerated vesting of all granted and outstanding equity awards, with outstanding PSUs vesting at target
|
Separation
Scenario
|
Provisions under TechnipFMC Executive Severance Plan, Executive Severance Agreement,
or Relevant Equity Award Agreements
|
Qualifying termination without cause or resignation for good reason following a
change-in-control event
|
Double trigger requirements, meaning a change-in-control event must occur, followed by a qualifying termination within 24 months
“Qualifying termination” defined as termination by the Company without cause, or if the executive terminates employment for good reason (e.g.,
material change in responsibilities, material reduction in salary and/or benefits, significant change in location of employment)
Cash
severance equal to two to three times the greater of the executive’s annual base salary on the date of the agreement or the date of termination and two to three times the greater of his or her average actual annual cash
incentive bonuses paid in the three years prior to termination or his or her target annual cash incentive bonus for the year the executive is terminated
Pro-rated
target annual cash incentive bonus for the year of termination
Amount
equal to the premiums payable for health and welfare coverage for 24 to 36 months
Up
to $50,000 in outplacement assistance
Accelerated vesting of all granted and outstanding equity awards, with outstanding PSUs vesting at target
No
tax gross-ups on any payments
280G
best after-tax cutback
|
Covered Employees
|
Executive officers subject to the reporting requirements of Section 16 of the U.S. Securities Exchange Act of 1934, as amended (the “Exchange
Act”)
By definition, this includes all NEOs
|
Covered Compensation
|
Cash incentive compensation
Equity awards
|
Triggering Events
|
Illegal acts including fraud, material theft of Company assets, bribery and corruption
Gross negligence
Willful misconduct, including conduct that requires the Company to materially restate its quarterly or annual financial or operating results
|
Compensation Committee Authority
|
Determine whether a triggering event has occurred
Cancel previously granted compensation in part or in whole, whether vested or deferred
Clawback previously earned compensation by requiring the executive officer to repay the Company any gain realized or payment received
Reduce or offset future incentive compensation
|
Share Ownership Requirements
|
◗ CEO: 6x base salary
◗ CFO: 5x base salary
◗ Other executive officers: 3x base salary
|
Qualifying Share
|
◗ Ordinary shares owned outright
|
Interests
|
◗ PSU awards where the performance period is final and approved
|
◗ Unvested RSUs
|
|
Time for
|
◗ Five years from the effective date of appointment
|
Achievement
|
◗ Pro rata requirement of 20% per year applies within the first five years
|
Consequences for Non-Achievement
|
◗ At the discretion of the Board of Directors
|
Retention Requirement
|
◗ 50% of the after-tax RSUs must be retained for at least one year following vesting
◗ Applies regardless of whether an executive has met the ownership requirement
|
Name and Principal
Position as of
12/31/2019
|
Year
|
Salary
($)
|
Bonus
($)
|
Stock Awards
($)1
|
Option Awards
($)2
|
Non-Equity
Incentive Plan
Compensation
($)
|
Change in
Pension
Value and
Nonqualified
Deferred
Compensation
Earnings ($)3
|
All Other
Compensation
($)4
|
Total
($)
|
Douglas J. Pferdehirt
|
2019
|
1,236,000
|
—
|
8,877,924
|
1,939,995
|
2,903,364
|
—
|
393,923
|
15,351,206
|
Chairman and CEO
|
2018
|
1,230,000
|
—
|
7,965,213
|
1,739,994
|
2,154,499
|
—
|
313,794
|
13,403,500
|
|
2017
|
1,116,667
|
—
|
7,317,853
|
1,739,998
|
2,272,556
|
—
|
241,026
|
12,688,100
|
Maryann T. Mannen
|
2019
|
797,917
|
—
|
2,837,216
|
619,999
|
1,308,583
|
1,058,285
|
218,713
|
6,840,713
|
Executive Vice President and Chief Financial Officer
|
2018
|
768,750
|
—
|
2,838,182
|
619,998
|
968,625
|
—
|
148,977
|
5,344,532
|
2017
|
718,284
|
—
|
2,698,086
|
623,048
|
1,028,942
|
2,162,942
|
86,423
|
7,317,725
|
Justin Rounce
|
2019
|
600,000
|
—
|
1,647,411
|
359,997
|
999,000
|
—
|
37,436
|
3,643,844
|
Executive Vice President and Chief Technology Officer
|
2018
|
200,000
|
1,225,5005
|
2,099,986
|
—
|
244,500
|
—
|
10,325
|
3,780,311
|
Nello Uccelletti6
|
2019
|
561,997
|
—
|
1,189,806
|
259,997
|
921,674
|
—
|
459,497
|
3,392,971
|
President and
|
(1) |
Amounts disclosed in the Stock Awards column represent the sum of the aggregate grant date fair value of time-based RSUs and PSUs subject to either
performance (ROIC) or market-based (TSR) vesting conditions. Determination of fair value was made in accordance with FASB ASC Topic 718. With respect to PSUs subject to performance-based (ROIC) vesting conditions and time-based
RSUs, the aggregate grant date fair value of such awards was based on the Company’s share price on the grant date of the awards at target performance. With respect to PSUs subject to TSR market-based vesting conditions, the grant
date fair value of such award was determined utilizing a Monte Carlo simulation as disclosed in our Form 10-K.
|
Pferdehirt
|
Mannen
|
Ralston
|
Rounce
|
Uccelletti
|
|
2019
|
$13,875,848
|
$4,434,472
|
$3,004,000
|
$2,574,830
|
$1,859,644
|
2018
|
$12,450,470
|
$4,436,366
|
$3,005,276
|
N/A
|
N/A
|
2017
|
$11,155,726
|
$4,156,182
|
$2,815,504
|
N/A
|
N/A
|
(2) |
Represents the grant date fair value of stock options determined in accordance with FASB ASC Topic 718 using the Black-Scholes method as disclosed in our
Form 10-K.
|
(3) |
The amounts shown in the Change in Pension Value column reflect the actuarial increase in the present value of the NEO’s benefits at the first retirement
date with unreduced benefits (age 62 for U.S. pension programs) under all of our pension plans. These amounts are determined using interest rates and mortality rate assumptions consistent with those disclosed in our Form 10-K.
|
(4) |
The amounts reflected in the All Other Compensation column for the fiscal year ended December 31, 2019 represent:
Mr. Pferdehirt — contributions to the U.S. Qualified Savings Plan and U.S. Non-Qualified Savings Plan of $241,779, Company-provided apartment in Paris, France of $66,384, spouse travel for
Company business functions of $42,699, financial planning and personal tax assistance of $20,935, security services of $16,378, personal use of Company automobile of $4,977, and Company-paid life insurance premium of $771.
Ms. Mannen — contributions to the U.S. Qualified Savings Plan and U.S. Non-Qualified Savings Plan of $124,740, Company-provided apartment in Paris, France of $46,955, spouse travel for Company
business functions of $459, club membership of $21,459, financial planning and personal tax assistance of $20,935, security services of $3,667, and Company-paid life insurance premium of $498.
Ms. Ralston — contributions to the U.S. Qualified Savings Plan and U.S. Non-Qualified Savings Plan of $98,272, club membership of $6,930, financial planning and personal
tax assistance of $20,935, security services of $2,066, and Company-paid life insurance premium of $399. Mr. Rounce — contributions to the U.S. Qualified Savings Plan and U.S. Non-Qualified Savings Plan of $21,252, club
membership of $10,018, personal tax assistance of $2,935, security services of $2,857, and Company-paid life insurance premium of $374.
Mr. Uccelletti — contributions to the Italian Statutory Pension Plan of $372,521, Company-provided apartment in Paris, France of $60,787, compensation for national holidays worked of $10,824,
personal tax assistance of $2,935, personal use of Company automobile of $2,052, and Company-paid life insurance premium of $10,379.
|
(5) |
Mr. Rounce commenced employment on September 14, 2018. In order to attract Mr. Rounce to join the Company and to make him whole for forfeited
compensation at his prior company, he received a cash bonus totaling $750,000 in one-third increments over three years, subject to him not being terminated for cause. This amount is reflected in the Bonus column. In addition, Mr.
Rounce was guaranteed a bonus of $720,000 that included a pro-rated annual cash incentive for 2018. The difference between the guaranteed amount of $720,000 and his actual annual cash incentive earned in 2018 is reflected in the
Bonus column, and the actual annual cash incentive earned in 2018 is reflected in the Non-Equity Incentive Plan Compensation column.
|
(6) |
The amounts reported as salary, non-equity incentive compensation, bonus, and all other compensation for Mr. Uccelletti were paid in Euros. These amounts
were converted to U.S. dollars utilizing an average of the Euro to U.S. dollar exchange rates on the last day of each month during 2019.
|
|
Estimated Possible Payouts Under
Non-Equity Incentive Plan Awards
|
Estimated Possible Payouts Under Stock Option
Equity Incentive Plan Awards
|
All Other
Stock
Awards:
Number of
Shares of
Stock or
Units
|
All Other
Option
Awards:
Number of
Securities
Underlying
Options
|
Exercise or
Base Price
of Option
Awards
|
Grant Date
Fair Value
of Stock
and Option
Awards
|
||||||
Threshold
|
Target
|
Maximum
|
Threshold
|
Target
|
Maximum
|
|||||||
Name
|
Award Type1
|
Grant Date
|
($)
|
($)2
|
($)
|
(#)
|
(#)
|
(#)
|
(#)
|
(#)
|
($/Sh)
|
($)3
|
Douglas J. Pferdehirt
|
Annual Incentive
|
2019
|
—
|
1,668,600
|
3,337,200
|
|||||||
RSU
|
3/8/2019
|
92,469
|
1,940,000
|
|||||||||
PSU-ROIC
|
3/8/2019
|
—
|
138,703
|
277,406
|
2,909,989
|
|||||||
PSU-TSR
|
3/8/2019
|
—
|
138,703
|
277,406
|
4,027,935
|
|||||||
Stock Options
|
3/8/2019
|
343,727
|
20.98
|
1,939,995
|
Maryann T. Mannen
|
Annual Incentive
|
2019
|
—
|
797,917
|
1,595,833
|
|||||||
RSU
|
3/8/2019
|
29,551
|
619,980
|
|||||||||
PSU-ROIC
|
3/8/2019
|
—
|
44,327
|
88,654
|
929,980
|
|||||||
PSU-TSR
|
3/8/2019
|
—
|
44,327
|
88,654
|
1,287,256
|
|||||||
Stock Options
|
3/8/2019
|
109,851
|
20.98
|
619,999
|
||||||||
Dianne B. Ralston
|
Annual Incentive
|
2019
|
—
|
638,833
|
1,277,666
|
|||||||
RSU
|
3/8/2019
|
20,019
|
419,999
|
|||||||||
PSU-ROIC
|
3/8/2019
|
—
|
30,028
|
60,056
|
629,987
|
|||||||
PSU-TSR
|
3/8/2019
|
—
|
30,028
|
60,056
|
872,013
|
|||||||
Stock Options
|
3/8/2019
|
74,415
|
20.98
|
419,998
|
Justin Rounce
|
Annual Incentive
|
2019
|
—
|
600,000
|
1,200,000
|
|||||||
RSU
|
3/8/2019
|
17,159
|
359,996
|
|||||||||
PSU-ROIC
|
3/8/2019
|
—
|
25,738
|
51,476
|
539,983
|
|||||||
PSU-TSR
|
3/8/2019
|
—
|
25,738
|
51,476
|
747,432
|
|||||||
Stock Options
|
3/8/2019
|
63,784
|
20.98
|
359,997
|
||||||||
Nello Uccelletti
|
Annual Incentive
|
2019
|
—
|
561,997
|
1,123,993
|
|||||||
RSU
|
3/8/2019
|
12,392
|
259,984
|
|||||||||
PSU-ROIC
|
3/8/2019
|
—
|
18,589
|
37,178
|
389,997
|
|||||||
PSU-TSR
|
3/8/2019
|
—
|
18,589
|
37,178
|
539,825
|
|||||||
Stock Options
|
3/8/2019
|
46,066
|
20.98
|
259,997
|
(1) |
“RSU” awards are time-based restricted stock unit awards, “PSU-ROIC” awards are performance-based restricted stock unit awards based on the ROIC
performance measure, and “PSU-TSR” awards are market-based restricted stock unit awards based on the TSR performance measure.
|
(2) |
Each target award as a percentage of base salary: Mr. Pferdehirt – 135%; Ms. Mannen – 100%; Ms. Ralston – 100%; Mr. Rounce – 100%, and Mr. Uccelletti –
100%.
|
(3) |
Grant date fair values were determined in accordance with FASB ASC Topic 718. With respect to time-based RSUs and PSUs that are subject to performance
(ROIC) vesting conditions, the aggregate grant date fair value of such awards was based on the Company’s share price on the grant date of the awards, assuming target performance. With respect to PSUs subject to market-based (TSR)
vesting conditions, the grant date fair value of such award was determined utilizing a Monte Carlo simulation as disclosed in our Form 10-K. With respect to stock options, the grant date fair value was determined using the
Black-Scholes method as disclosed in our Form 10-K.
|
Name
|
Grant Date
|
Number of
Securities
Underlying
Unexercised
Options (#)
Exercisable
|
Number of
Securities
Underlying
Unexercised
Options (#)
Unexercisable
|
Incentive
Award Plan
Awards:
Number of
Securities
Underlying
Unexercised
Unearned
Options (#)
|
Option
Exercise
Price ($/€)
|
Option
Expiration
Date
|
Number
of Shares
or Units of
Stock that
have Not
Vested (#)
|
Market Value
of Shares
or Units of
Stock that
have Not
Vested ($)1
|
Incentive
Award Plan
Awards:
Number of
Unearned
Shares, Units,
or Other
Rights that
have Not
Vested (#)
|
Incentive
Award Plan
Awards:
Market or
Payout Value
of Unearned
Shares, Units,
or Other
Rights that
have Not
Vested ($)1
|
Douglas J.
|
6/20/2017
|
224,8352
|
$26.62
|
6/20/2027
|
65,3642
|
1,401,404
|
196,0933
|
4,204,234
|
||
Pferdehirt
|
2/26/2018
|
193,0114
|
$30.30
|
2/26/2028
|
57,4254
|
1,231,192
|
172,2775
|
3,693,619
|
||
3/8/2019
|
343,7276
|
$20.98
|
3/8/2029
|
92,4696
|
1,982,535
|
277,4077
|
5,947,606
|
Dianne B. Ralston
|
2/28/2017
|
44,8102
|
$32.32
|
2/28/2027
|
12,9952
|
278,613
|
38,9853
|
835,838
|
||
2/26/2018
|
46,5894
|
$30.30
|
2/26/2028
|
13,8614
|
297,180
|
41,5845
|
891,561
|
|||
3/8/2019
|
74,4156
|
$20.98
|
3/8/2029
|
20,0196
|
429,207
|
60,0577
|
1,287,622
|
Justin Rounce
|
11/1/2018
|
26,3958
|
565,909
|
|||||||
3/8/2019
|
63,7846
|
$20.98
|
3/8/2029
|
17,1596
|
367,889
|
51,4777
|
1,103,667
|
(1) |
The market value of RSUs that have not vested is calculated using the closing price of the Company’s Ordinary Shares on the NYSE of $21.44 on December
31, 2019.
|
(2) |
Reflects grant of stock options and RSUs, as applicable, that vest on February 28, 2020.
|
(3) |
Reflects the target number of PSUs that vest on February 28, 2020.
|
(4) |
Reflects grant of stock options and RSUs, as applicable, that vest on February 26, 2021.
|
(5) |
Reflects the target number of PSUs that vest on February 26, 2021.
|
(6) |
Reflects grant of stock options and RSUs, as applicable, that vest on March 8, 2022.
|
(7) |
Reflects the target number of PSUs that vest on March 8, 2022.
|
(8) |
Reflects grant of RSUs that vest on September 14, 2020.
|
(9) |
Reflects grant of legacy Technip stock options and PSUs, as applicable, that were earned based on the satisfaction of performance criteria at target, and
that vest on July 1, 2020.
|
Option Awards
|
Stock Awards | |||
Named Executive Officer
|
Number of
Shares Acquired
on Exercise
(#)
|
Value Realized on
Exercise ($)
|
Number of Shares
Acquired on
Vesting
(#)
|
Value Realized on
Vesting1
($)
|
Douglas J. Pferdehirt
|
—
|
—
|
54,132
|
1,324,069
|
Maryann T. Mannen
|
—
|
—
|
—
|
—
|
Dianne B. Ralston
|
—
|
—
|
—
|
—
|
Justin Rounce
|
—
|
—
|
26,395
|
679,935
|
Nello Uccelletti
|
—
|
—
|
11,200
|
287,989
|
Name
|
Plan Name1
|
Number of Years of
Credited Service as
of 12/31/2019
|
Present Value of
Accumulated
Benefit as of
12/31/2019 ($)2
|
Payments During
Last Fiscal Year
|
Maryann T. Mannen
|
U.S. Pension Plan
|
31.7
|
1,512,141
|
0
|
U.S. Non-Qualified Pension Plan
|
31.7
|
6,483,931
|
0
|
|
(1) |
Effective January 1, 2010, the U.S. Pension Plan and the U.S. Non-Qualified Pension Plan were closed to new entrants and frozen for employees, including
executive officers, with less than five years of vesting service as of December 31, 2009. Accordingly, only Ms. Mannen participates in the
|
|
(2) |
The following assumptions were used to calculate the present value of Ms. Mannen’s accumulated benefits as of December 31, 2019:
|
|
– |
Present value of U.S. Pension Plan benefit calculated as amount payable at first unreduced age using December 31, 2019 FASB ASC Topic 715 disclosure
assumptions (3.40%, RP-2014 adjusted with modified MP-2014 projection scale with long-term rate plan improvement of 0% in 2027) and reflecting discounting of present value back to December 31, 2018 using FASB ASC Topic 715
interest only (3.40%);
|
|
– |
Present value of U.S. Non-Qualified Pension Plan benefit calculated as amount payable at first unreduced age using December 31, 2019 FASB ASC Topic 715
assumptions (2.30%, 417(e) mortality table for lump sum distributions payable in 2019 and 3.40% for five-year certain annuity) and reflecting discounting of present value back to December 31, 2019 using FASB ASC Topic 715 interest
only (3.40%); and
|
|
– |
Unreduced benefits are first available at age 62 (or current age, if later) under the U.S. Pension Plan and the U.S. Non-Qualified Pension Plan.
|
|
(a) |
the sum of:
|
|
i. |
1% of the participant’s final average yearly earnings up to the Social Security Covered Compensation Base (defined as the average of the maximum Social Security taxable
wages bases for the 35-year period ending in the year in which Social Security retirement age is reached), plus 1.5% of the participant’s final average yearly earnings in excess of the Social Security covered compensation base,
multiplied by the participant’s expected years of credited service at age 65 up to 35 years of credited service; and
|
|
ii. |
1.5% of the participant’s final average yearly earnings multiplied by the participant’s expected years of credited service at age 65 in excess of 35 years of credited
service; and
|
|
(b) |
the ratio of actual years of credited service to expected years of credited service at age 65.
|
Name
|
Executive
Contributions in
Last Fiscal Year
($)1
|
Registrant
Contributions in Last
Fiscal Year
($)2, 3
|
Aggregate
Earnings in Last
Fiscal Year
($)
|
Aggregate
Withdrawals/
Distributions
($)
|
Aggregate
Balance at Last
Fiscal Year End
($)4
|
Douglas J. Pferdehirt
|
339,050
|
225,104
|
453,901
|
0
|
2,825,852
|
Maryann T. Mannen
|
7,973
|
106,580
|
106,967
|
0
|
566,483
|
Dianne B. Ralston
|
63,829
|
80,135
|
122,616
|
0
|
692,598
|
Justin Rounce
|
29,365
|
2,056
|
2,670
|
0
|
34,091
|
Nello Uccelletti
|
0
|
0
|
0
|
0
|
0
|
(1)
|
All amounts are included in Salary and Non-Equity Incentive Plan Compensation reported for the NEOs in the Summary Compensation Table.
|
(2)
|
All contributions made by the Company for the NEOs are included in All Other Compensation for the NEOs in the Summary Compensation Table.
|
(3)
|
The total amount includes a contribution made on March 15, 2019 attributable to the 2018 plan year and excludes a contribution to be made by March
15, 2020 attributable to the 2019 plan year.
|
(4)
|
The following amounts have been reported in the Summary Compensation Table in previous years: Mr. Pferdehirt $829,346; Ms. Mannen $93,293; and Ms.
Ralston $372,313. Mr. Rounce did not participate in the U.S. Non-Qualified Savings Plan in previous years, and Mr. Uccelletti does not participate in the U.S. Non-Qualified Savings Plan.
|
Name
|
Performance-
Based Restricted
Stock Units ($)1
|
Stock Options/
SARs ($)1, 2
|
Time Vested
Restricted Stock
Units Unvested and
Accelerated ($)1
|
Total ($)
|
Douglas J. Pferdehirt
|
13,845,459
|
158,114
|
4,615,132
|
18,618,705
|
Maryann T. Mannen
|
4,450,730
|
50,531
|
1,483,562
|
5,984,823
|
Dianne B. Ralston
|
3,015,021
|
34,231
|
1,005,000
|
4,054,252
|
Justin Rounce
|
1,103,667
|
29,341
|
933,798
|
2,066,806
|
Nello Uccelletti
|
1,825,294
|
21,190
|
1,251,603
|
3,098,087
|
(1)
|
Assumes PSUs are paid at target (100%).
|
(2)
|
Unvested stock options vest and become exercisable in the event of death or disability. No value is included for stock options that have an exercise
price that is greater than the Company’s stock price on December 31, 2019.
|
Compensation
|
Benefits and Perquisites | ||||||
Name
|
Severance
Payment ($)1
|
Pro-rated Target Annual Cash
Bonus or Agreed
Bonus
($)
|
Equity Award
and Long-Term
Incentive
Acceleration ($)2
|
Medical, Dental,
Life Insurance and
Disability Benefits
($)2
|
Financial
Planning and
Tax Preparation
Assistance ($)
|
Outplacement
Services
($)
|
Total
($)
|
Douglas J. Pferdehirt
|
3,522,600
|
1,668,600
|
—
|
36,181
|
20,935
|
50,000
|
5,298,316
|
Maryann T. Mannen
|
2,002,417
|
797,917
|
—
|
17,119
|
20,935
|
50,000
|
2,888,388
|
Dianne B. Ralston
|
1,603,333
|
638,833
|
—
|
0
|
20,935
|
50,000
|
2,313,101
|
Justin Rounce
|
1,500,000
|
600,000
|
—
|
28,316
|
2,935
|
50,000
|
2,181,251
|
Nello Uccelletti3
|
1,921,458
|
561,997
|
—
|
8,100
|
2,935
|
50,000
|
2,544,490
|
(1)
|
The amount represents 18 months of base salary plus target annual cash incentive bonus. For Mr. Uccelletti, the amount represents 18 months’ salary
and bonus paid during the prior 12 months, plus an additional amount equal to 40% of his base salary and annual bonus paid during the prior 12 months, payable in monthly installments for up to 12 months, as payment for a
non-compete pursuant to the terms of his employment agreement. The Company may waive the non-compete, in which case no additional non-compete payments would be due.
|
(2)
|
Assumes no change in the coverage by such NEO for their medical and dental benefits coverage as in effect on December 31, 2019.
|
(3)
|
All amounts for Mr. Uccelletti were converted to U.S. dollars utilizing an average of the Euro to U.S. dollar exchange rates on the last day of each
month during 2019.
|
Compensation
|
Benefits and Perquisites | ||||||||
Name
|
Severance
Payment ($)1
|
Pro-rated Target Annual
Cash Incentive
Bonus or
Agreed Bonus
($)
|
Equity Award
and Long-
Term Incentive
Acceleration
($)2
|
Non-Compete
Payments ($)
|
Medical,
Dental, Life
Insurance
and Disability
Benefits ($)3
|
Financial
Planning
and Tax
Preparation
Assistance ($)
|
Outplacement
Services
($)
|
Value of
Additional
Pension
Service
($)4
|
Total
($)
|
Douglas J. Pferdehirt
|
6,277,644
|
2,569,644
|
25,830,098
|
—
|
74,676
|
20,935
|
50,000
|
—
|
27,611,604
|
Maryann T. Mannen
|
3,637,792
|
1,228,792
|
8,289,497
|
—
|
35,731
|
20,935
|
50,000
|
1,793,614
|
12,751,687
|
Dianne B. Ralston
|
2,912,803
|
983,803
|
5,615,479
|
—
|
797
|
20,935
|
50,000
|
—
|
8,022,590
|
Justin Rounce
|
2,124,000
|
924,000
|
3,404,994
|
—
|
38,503
|
2,935
|
50,000
|
—
|
5,206,244
|
Nello Uccelletti5
|
1,996,865
|
865,475
|
4,064,552
|
—
|
31,558
|
2,935
|
50,000
|
—
|
6,044,917
|
(1) |
The amount represents base salary and an annual cash incentive bonus based on a BPI rating of 172%, as determined by the Board at its February 2020
meeting.
|
(2) |
Assumes PSUs are paid at target (100%).
|
(3) |
Assumes no change in the coverage by such NEO for their medical and dental benefits coverage as in effect on December 31, 2019.
|
(4) |
For Ms. Mannen, the amount represents the value of three additional years of age and service credits under the U.S. Non-Qualified Pension Plan provided
by the terms of her executive severence agreement.
|
(5) |
All amounts for Mr. Uccelletti were converted to U.S. dollars utilizing an average of the Euro to U.S. dollar exchange rates on the last day of each
month during 2019.
|
Base Salary
|
€900,000 per annum (equivalent of $1,006,174)
|
||
Annual Incentive
|
Eligible to participate in the same program as our NEOs
Target opportunity: 120% of salary
Maximum opportunity: 240% of salary
|
||
Long-Term Equity
|
Eligible to participate in the same program as our NEOs
|
||
No awards received during 2018 or 2019 in anticipation of Mr. Pilenko’s retirement
|
|||
Benefits
|
Continuation of supplementary health coverage for him and his spouse
|
||
Reimbursement of the cost of up to 12 intercontinental flights per year for his spouse
|
|||
Reimbursement of reasonable expenses relating to preparing and filing his tax returns in France,
|
|||
the United Kingdom, and the United States
|
|||
Participation in the supplementary retirement plan for executives working in France
|
|||
25 days paid holiday each year; and
|
|||
Reimbursement of various expenses related to immigration
|
|||
Share Ownership Requirement
|
6x annual base salary
|
End-of-Service Agreement
|
On May 1, 2019, Mr. Pilenko retired from the Board of Directors.
|
||||
He received end-of-service payments in line with his service agreement previously disclosed. The detailed payments are as follows:
|
|||||
(a)
|
a lump sum payment equal to his annual base salary and target
annual cash incentive, subject to his signing a release of claims
|
$2,213,582 | |||
(b)
|
payment for all accrued but unused vacation days | $73,551 | |||
(c)
|
continuation of his supplementary health and tax preparation reimbursement
benefits for two years
|
$72,3371 | |||
(1) The cost for continuation of supplementary health is $21,176. The cost for tax preparation of $51,161 has been estimated based on
2019 actual cost.
|
|||||
|
|
|
He also received payment of his annual cash incentive bonus, pro-rated for the duration of his service as Executive Chairman,
i.e., four months, amounting to $402,470.
After May 1, 2019, Mr. Pilenko remained as an employee through December 31, 2019, using up his paid time off accrued under
French law. He did not receive any annual cash incentive bonus for this period. The reimbursement of intercontinental flights for his spouse ceased on May 1, 2019.
As a retirement-eligible employee based on the TechnipFMC Incentive Award Plan, he will not forfeit his awards upon his end of
service.
He was not awarded any long-term incentive as part of his end of service. His last long-term incentive grant was awarded in
2017.
The equity reflected in the tables below are related to grants made in prior years. All stock options granted under legacy
Technip plans, RSU and PSU awards, and other awards granted prior to the Merger will continue on their existing terms, including performance assessment, when applicable, and were not forfeited for discontinued presence or upon his
termination of employment.
Our Board of Directors confirmed that a non-compete agreement was in the best interest of the Company and shareholders given
Mr. Pilenko’s deep knowledge of the Company’s strategy, markets, and operations, his 35 years of industry expertise, and the overall competitive nature of the oil and gas industry. This non-compete, which will be paid in 2020,
includes a required payment to ensure enforceability of the agreement in the key markets in which the Company operates, including the United States, France, and the United Kingdom. Mr. Pilenko will receive an annual cash incentive
of $2,213,582 payable monthly over January to December 2020 as payment for this non-compete.
|
Year
|
Salary
($)1
|
Stock Awards
($)2
|
Non-Equity Incentive
Plan Compensation ($)3
|
All Other
Compensation ($)4
|
Total
($)
|
2019
|
1,006,174
|
0
|
402,470
|
2,390,411
|
3,799,055
|
2018
|
1,061,194
|
0
|
1,758,397
|
132,894
|
2,952,485
|
2017
|
1,023,929
|
5,937,996
|
1,954,680
|
159,466
|
9,076,071
|
|
(1) |
The amounts reported as Salary, Non-Equity Incentive Compensation, and All Other Compensation for Mr. Pilenko were paid in Euros. Mr. Pilenko’s salary
remained unchanged since our Company’s formation in 2017 (i.e., a salary of €900,000). The amounts in this column vary from year to year due to the applicable Euro to U.S. dollar conversion on the last day of each month during
each reporting year.
|
|
(2) |
The amounts represent the sum of the aggregate grant date fair value of options, RSUs, and PSUs. They are based on an assumption that target performance
would be achieved. The actual value of the award may increase or decrease if actual performance is above or below target. The maximum award value of PSUs subject to both performance conditions and market-based conditions is
$7,476,018 for the 2017 grant. The methodology used to determine this value is the same as that described in the Summary Compensation Table for the NEOs’ PSUs. The actual value of the 2017 grant that vested on February 28, 2020
was $2,103,599.
|
|
(3) |
Mr. Pilenko’s 2019 annual cash incentive bonus was paid at its target value, pro-rated to his time of service as Executive Chairman, from January 1
to May 1, 2019. He did not earn any bonus relative to the period from May 2, 2019 to December 31, 2019 when he was employed but paid using accrued time off.
|
|
(4) |
The 2019 amount represents Mr. Pilenko’s severance pay of $2,213,582, payment of accrued but unused vacation days of $73,551, premiums for medical,
life, and disability insurance of $31,547 (for 2019, 2020, and 2021 as part of his severance agreement), contributions to the French supplementary retirement plan of $28,995, financial planning and personal tax assistance of
$25,581, and spouse travel related to Company business functions of $17,155.
|
(1) |
All grants made prior to the closing of the Merger were granted under the terms of various Technip share incentive plans (the “Technip Plans”). The Technip Plans did not require accelerated vesting of awards upon the closing of the Merger.
|
(2) |
The market value of RSUs that have not vested is calculated using the closing price of the Company’s Ordinary Shares on the NYSE of $21.44 on December
31, 2019.
|
(3) |
Reflects grant of legacy Technip stock options and PSUs, as applicable, that were earned based on the satisfaction of performance criteria at target, and
that vest on July 1, 2020.
|
(4) |
Reflects grant of legacy Technip PSUs that were earned based on the satisfaction of performance criteria at target, and that vest on December 6, 2020.
|
(5) |
Reflects grant of RSUs that vest on February 28, 2020.
|
(6) |
Reflects the target number of PSUs subject to the achievement of performance conditions that vest on February 28, 2020.
|
|
reviewed and discussed with management and PwC the audited financial statements for the year ended December 31, 2019, and PwC’s evaluation of our internal control
over financial reporting;
|
|
discussed with PwC the matters required to be discussed by the applicable requirements of the Public Company Accounting Oversight Board (the “PCAOB”) and the U.S. Securities and Exchange Commission; and
|
|
received the written disclosures from PwC required by applicable requirements of the PCAOB regarding PwC’s communications with the Audit Committee concerning
independence and discussed with PwC its independence from the Company.
|
Pferdehirt
|
Carvalho
Filho
|
Caudoux
|
Colombani
|
Debon
|
Farley |
Houssin
|
Mellbye
|
O’Leary
|
Piou |
Priestly
|
Rinaldi |
Ringler
|
Yearwood | |
Skills, Experience, and Attributes
|
||||||||||||||
Public Company Perspective
|
•
|
•
|
|
• |
•
|
•
|
•
|
•
|
•
|
•
|
•
|
•
|
•
|
•
|
Executive/Board Experience
|
• |
•
|
• |
•
|
• |
•
|
• |
•
|
• |
•
|
• |
•
|
• |
•
|
Oil & Gas Industry
|
• |
•
|
•
|
•
|
• |
•
|
• |
•
|
• |
•
|
||||
International Experience/Diversity
|
• |
•
|
• |
•
|
• |
•
|
• |
•
|
• |
•
|
• |
•
|
• |
•
|
Strategy, M&A, Risk Management
|
• |
•
|
• |
•
|
• |
•
|
• |
•
|
• | • |
•
|
• |
•
|
|
Governance/Legal
|
•
|
• |
|
|
•
|
•
|
||||||||
Executive Compensation
|
•
|
•
|
• | • |
•
|
• |
•
|
|||||||
Sustainability/Emerging Technologies
|
•
|
|
•
|
• |
•
|
• |
•
|
|
•
|
|||||
Finance/Accounting Expertise
|
|
•
|
•
|
|
• |
•
|
|
|
• |
•
|
||||
Independent Director
|
•
|
• |
Lead
|
• |
•
|
•
|
•
|
• |
•
|
• |
•
|
• |
•
|
|
Other Public Company Boards
|
0
|
4
|
0
|
11
|
2 |
1
|
0 |
0
|
0 |
2
|
2 |
0
|
4 |
1
|
Committee Membership
|
||||||||||||||
Audit2
|
|
•
|
•
|
|
Chair
|
|
|
|
|
|
•
|
•
|
|
|
Compensation
|
|
|
•
|
|
|
•
|
|
•
|
Chair
|
•
|
||||
Nominating/Corporate Governance
|
|
•
|
|
• |
Chair
|
•
|
|
•
|
||||||
Strategy
|
Chair
|
•
|
•
|
• |
•
|
•
|
||||||||
Demographic Background
|
||||||||||||||
Age (Years)
|
56
|
62
|
49
|
74
|
54
|
61
|
63
|
70
|
64
|
61
|
64
|
62
|
74
|
60
|
Board Tenure (Years)
|
3
|
3
|
3
|
3
|
3
|
3
|
3
|
3
|
3
|
1
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3
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3
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3
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1
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Gender (Female or Male)
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M
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M
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M
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M
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F
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F
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M
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M
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M
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M
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F
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M
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M
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M
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1 |
Mr. Colombani’s Honorary Chairman position at Valeo SA does not include any board responsibilities and is purely honorific in nature.
Mr. Colombani does not attend any board meetings or participate in any board deliberations for Valeo SA.
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2 |
All members of the Audit Committee are “audit committee financial experts” as defined by the applicable rules of the SEC.
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How does the Board recommend that I vote?
The Board recommends that you vote “FOR” the election of each director noTminee.
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Douglas J. Pferdehirt
Chairman and CEO
Age: 56
Director Since: 2017
Legacy Director Since: 2016
Committees: Strategy
Committee (Chair)
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|
Career Highlights
Mr. Pferdehirt has served as our CEO since the
Merger and our Chairman since May 1, 2019.
He was previously President and Chief
Executive Officer of FMC Technologies.
Prior to joining FMC Technologies in 2012, he spent 26 years at Schlumberger
Limited in a succession of executive leadership positions, including Executive Vice President of Corporate Development and Communications, President of Schlumberger’s Reservoir Production Group, Vice President of
Investor Relations and Communications, President of North and South America, and Vice President of Oilfield Services U.S. Gulf of Mexico.
Key Skills & Qualifications
Strong executive leadership skills, including experience as Chief Executive Officer of FMC Technologies
Deep knowledge of the Company’s strategy, markets, technology, and operations
Extensive oil industry experience
Financial, risk management, strategy, and M&A expertise
Commitment to our health, safety, environment, and social responsibility
Thorough understanding of the different cultural, political, and regulatory requirements in countries where the Company has a significant presence
Valuable link between the Company’s management and the Board that aids the Board in performing its oversight role
Other Public Company Directorships
Current: None
Formerly Held in Past Five Years: FMC Technologies, Inc.
|
Eleazar de Carvalho Filho
Independent
Age: 62
Director Since: 2017
Legacy Director Since: 2010
Committees: Audit
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|
Career Highlights
Mr. Carvalho Filho has been a Founding Partner of Virtus BR Partners Assessoria Corporativa Ltda. since May 2009 and is also a Founding Partner of Sinfonia
Consultoria Financeira e Participações Ltda. since August 2012, both of which are financial advisory and consulting firms.
He served as Chief Executive Officer and Managing Partner of Unibanco Investment Bank, a Brazilian investment bank, from April 2008 to March 2009.
Mr. Carvalho Filho was a consultant for BHP Billiton Metais SA, a global natural resources company, from 2006 to 2011.
He was a Founding Partner of Iposeira Capital Ltda., established in 2003, as well as STK Capital Gestora de Recursos Ltda., established in 2010, which are
independent advisory and asset management companies.
Key Skills & Qualifications
Executive management experience, including as Chief Executive Officer and Founding/Managing Partner of international investment organizations
Financial, strategy, risk management, and M&A expertise
Commitment to our health, safety, environment, and social responsibility
International investment experience
Experience as a board member of public and private companies with international operations
Contribution to the Board in a way that enhances perspective through diversity in geographic origin and experience
Other Public Company Directorships
Current: Brookfield Renewable Partners L.P., Oi S.A., Companhia Brasileira de Distribuicão (Grupo Pão de Açúcar), and its affiliate, Cnova N.V.
Formerly Held in Past Five Years: FMC Technologies, Inc.
|
Arnaud Caudoux
Independent
Age: 49
Director Since: 2017
Committees: Audit
|
|
Career Highlights
Mr. Caudoux is currently Deputy Chief Executive Officer and executive director of
Bpifrance, a French state-owned investment bank, in charge of the Finance, Risk Management, IT, and Guarantee business line.
He was formerly Chief Financial Officer and a Member of the Executive Board of
Bpifrance from 2013 to 2015.
He also served as Deputy Chief Executive Officer of OSEO from 2008 to 2012 and
Managing Director of OSEO Garantie (formerly Sofaris) from 2004 to 2008.
From 2003 to 2004, Mr. Caudoux was Chief Credit Risk and IT Officer of Sofaris.
Mr. Caudoux began his career in 1997 at Accenture as a consultant before
joining
A.T. Kearney in 2001.
Key Skills & Qualifications
Significant executive management experience, including as chief executive officer,
deputy chief executive officer, and chief financial officer of various organizations
Financial, strategy, risk management, and M&A expertise
Investment and consulting expertise
Familiarity with the different cultural, political, and regulatory
requirements in countries where the Company has a significant presence
Contribution to the Board in a way that enhances perspective through diversity in
geographic origin and experience
Other Public Company Directorships
Current: None
Formerly Held in Past Five Years: None
|
Pascal Colombani
Lead Independent
Director
Age: 74
Director Since: 2017
Legacy Director Since:
2007
Committees:
Nominating and
Corporate Governance,
Strategy
|
|
Career Highlights
Mr. Colombani has been President of TII Strategies SASU, a consulting and
investment company, since 2014.
He also serves as a member of EMEA advisory board of JPMorgan Chase, as a Senior
Advisor of A.T. Kearney, a global management consulting firm, and as a senior advisor of Truffle Capital.
His career has been balanced between research and industry.
From 2014 to 2017, he served as a member of the Haut Comité pour la Gouvernance
d’Entreprise, an industry commission regulating corporate governance in France.
He was founding Chairman of Areva SA until 2003 and was Chairman of Valeo SA from
2009 to 2016.
He was Chairman and Chief Executive Officer of the French Atomic Energy Commission
from January 2000 until December 2002.
From 1997 to 1999, Mr. Colombani served as Director of Technology at the French
Ministry of Research, as government commissioner of Centre National d’Etudes Spatiales (French space agency), Bureau de Recherches Géologiques et Minières (French geological survey), and as director of various
state-owned entities.
Prior to these roles, he spent almost 20 years at Schlumberger Limited in various
management positions in Europe, the United States, and Japan.
He is a member of the French Academy of Technologies. Until 2019, he was Vice Chairman of the French National Strategic Council for Research, and director of Sorbonne Université and
of the Institut de Physique du Globe de Paris. He is a Council member of the Science and Technology in Society Forum (Kyoto forum).
From 2015 to 2019, he was special envoy of the French President for the nuclear
partnership between France and South Africa.
He is an officer of the French Legion of Honor and Order of Merit, titular of the
Order of the Rising Sun (Japan).
Key Skills & Qualifications
Significant executive management experience, including as chairman and/or chief
executive officer of various international organizations
Expertise and network in science and technology
Strategy, governance, and M&A expertise
Experience as a board member of public and private organizations with international
operations
Contribution to the Board in a way that enhances perspective through diversity in
geographic origin and experience
Other Public Company Directorships
Current: Valeo SA (Honorary Chairman). This position does not include any board
responsibilities and is purely honorific in nature. Mr. Colombani does not attend any board meetings or participate in any board deliberations for Valeo SA.
Formerly Held in Past Five Years: Technip S.A., Alstom SA
|
Marie-Ange Debon
Independent
Age: 54
Director Since: 2017
Legacy Director Since: 2010
Committees: Audit (Chair)
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Career Highlights
Ms. Debon served as Senior Executive Vice President of the Suez Group, a global water and waste company, from 2013
to 2019.
Since March 2018, she has been in charge of France, Italy, and Central Europe operations for the Suez Group.
She was in charge of the Suez Group’s international division from April 2013 to March 2018.
She joined the Suez Group in 2008 and held the position of General Secretary in charge of legal, audit,
information systems, and procurement until 2013.
From 2003 to 2008, Ms. Debon served as General Secretary of Thomson S.A. (now Technicolor), and, prior to that,
served as Deputy Chief Financial Officer.
Prior to Thomson, Ms. Debon served in various positions in both the public and private sectors,
including as Senior Executive Vice President of television broadcaster France 3 from 1994 to
1998, and as Auditor and Special Advisor to the French Audit Commission (Cour des Comptes) from 1990 to 1994.
She has been Vice President of MEDEF International (Mouvement des entreprises de France), an international branch
of the French employer’s association, since 2016.
Key Skills & Qualifications
Executive management experience, including as Senior Executive Vice President of the Suez Group and France 3
Legal and governance expertise
Financial, audit, strategy, risk management, and M&A expertise
Public and private sector experience
Contribution to the Board in a way that
enhances perspective through diversity in geographic origin and experience
Other Public Company Directorships
Current: Arkema S.A. and Française des
Jeux (France national lottery)
Formerly Held in Past Five Years: Technip S.A., Lydec S.A., an affiliate of Suez Group
|
Claire S. Farley
Independent
Age: 61
Director Since: 2017
Legacy Director Since: 2009
Committees: Compensation,
Strategy
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|
Career Highlights
Ms. Farley has been a Senior Advisor of KKR, a global investment firm, since 2015.
She began her affiliation with KKR in September 2010 as a co-founder of RPM Energy,
LLC, a privately owned oil and gas exploration and development company, which partnered with KKR.
Prior to founding RPM Energy, Ms. Farley was an Advisory Director at Jefferies
Randall & Dewey, a global oil and gas industry advisor, and was Co-President of Jefferies Randall & Dewey from February 2005 to July 2008.
Prior to that, Ms. Farley served as Chief Executive Officer of Randall & Dewey,
an oil and gas asset transaction advisory firm, from September 2002 until February 2005, when Randall and Dewey became the Oil and Gas Investment Banking Group of Jefferies & Company.
Ms. Farley has extensive oil and gas exploration expertise, holding several positions
within Texaco from 1981 to 1999, including President of Worldwide Exploration and New Ventures, President of North American Production, and Chief Executive Officer of Hydro-Texaco, Inc.
Ms. Farley also served as Chief Executive Officer of Intelligent Diagnostics
Corporation from October 1999 to January 2001 and Trade-Ranger Inc. from January 2001 to May 2002.
Key Skills & Qualifications
Executive management experience, including as chief executive officer of several
major organizations
Oil and gas exploration and production experience
Financial, strategy, and M&A expertise
Experience as a board member of public and private companies with international
operations
Other Public Company Directorships
Current: LyondellBasell Industries N.V.
Formerly Held in Past Five Years: FMC Technologies, Inc., Encana Corporation,
Anadarko Petroleum Corporation
|
Didier Houssin
Independent
Age: 63
Director Since: 2017
Legacy Director Since: 2016
Committees: Nominating
and Corporate Governance,
Strategy
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|
Career Highlights
Mr. Houssin has served as Chairman and Chief Executive Officer of IFPEN, a research and training company in the
fields of energy, transport, and the environment, since April 2015.
From December 2012 to April 2015, he was Director of Sustainable Energy Policy and Technology at the International
Energy Agency (“IEA”). In this role, he was responsible for the development of low-carbon technologies and energy.
From July 2007 to October 2012, he was Director of Energy Markets and Security at the IEA. In this role, he was
responsible for analyzing energy markets, in particular oil, gas, electricity, and renewable energies, and overseeing security of supply.
Before joining the IEA, Mr. Houssin gained broad experience in numerous positions both in the French government and
the private industrial sector.
He was Managing Director of BRGM, the French Geological Survey, from 2004 to 2007 and served as Director of Energy
and Mineral Resources at the French Ministry for the Economy and Finance from 1997 to 2004.
From 1987 to 1990, he was responsible for developing E.U. strategy at Total S.A.
From 1983 to 1987, he held international positions at the French Ministry of the Industry.
Key Skills & Qualifications
Executive management experience within the international energy sphere in both the public and private sectors,
including international organizations
Expertise in scientific and technological research
Sustainability, strategy, risk management, and M&A expertise
International experience in countries where the Company has a significant presence
Contribution to the Board in a way that enhances perspective through diversity in geographic origin and experience
Other Public Company Directorships
Current: None
Formerly Held in Past Five Years: Technip S.A., CGG
|
Peter Mellbye
Independent
Age: 70
Director Since: 2017
Legacy Director Since: 2013
Committees: Nominating
and Corporate Governance
(Chair), Strategy
|
|
Career Highlights
Mr. Mellbye served as Executive Vice President, Development & Production,
International, of Statoil ASA, an international oil and gas company, from January 2011 until his retirement in September 2012.
He was Executive Vice President, Production & International Exploration of Statoil
from August 2004 to January 2011.
From 1992 to 2004, Mr. Mellbye was Statoil’s Executive Vice President, Natural Gas, and,
from 1990 to 1992, he served as Senior Vice President, Natural Gas.
He joined Statoil in 1982 as Vice President, Gas Marketing, a position he held until
1990.
Mr. Mellbye worked in the Norwegian Ministry of Trade and Industry from 1975 to 1979
before joining the Norwegian Trade Council, where he worked from 1979 to 1982.
Key Skills & Qualifications
Experience as a senior officer of a major oil and gas company with international
operations
Experience as a board member of public and private companies with international
operations
Sustainability, strategy, governance, risk management, and M&A expertise
Extensive experience working in Norway, a country in which the Company has significant
operations
Contribution to the Board in a way that enhances perspective through diversity in
geographic origin and experience
Other Public Company Directorships
Current: None
Formerly Held in the Past Five Years: FMC Technologies, Inc., North Energy ASA
|
John O’Leary
Independent
Age: 64
Director Since: 2017
Legacy Director Since: :2007
Committees: Compensation
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|
Career Highlights
Mr. O’Leary has served as Chief Executive Officer of Strand Energy, a Dubai- based
company specializing in business development in the oil and gas industry, since January 2007.
From 2004 to 2006, he was a partner in Pareto Offshore ASA, a Norwegian consulting firm
in the exploration and production sector.
From 1997 to 2004, Mr. O’Leary served in various roles, most recently as President, for
Pride International, Inc., a company specializing in onshore and offshore drilling, which acquired his former company, Forasol-Foramer N.V.
He previously served as Vice Chairman for Marketing for Forasol-Foramer from 1990 to
1998, and, prior to that, served as Development and Partnerships Manager from 1985 to 1989.
He began his career as a trader in the Irish National Petroleum Corporation before
joining Total S.A. as a drilling engineer in 1980.
Key Skills & Qualifications
Significant industry and leadership experience gained as an executive in international
oil and gas companies
Strategy, risk management, and M&A expertise
Experience as a board member of public and private
companies with international operations
International experience in countries where the Company has a significant presence
Other Public Company Directorships
Current: None
Formerly Held in the Past Five Years: Technip S.A., Vantage Drilling International
|
Olivier Piou
Independent
Age: 61
Director Since: 2019
Committees: Nominating
and Corporate Governance,
Strategy
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|
Career Highlights
Mr. Piou was the Chief Executive Officer and a board member of Gemalto N.V., a
Netherlands-based producer of secure personal devices and developer of software applications, from 2006 to 2016.
He previously served as President and Chief Executive Officer and a board member of
Axalto N.V., a Netherlands-based producer of microprocessor cards from its 2004 initial public offering until its combination with Gemplus International S.A. to form Gemalto N.V. in 2006.
Prior to joining Axalto N.V., he spent over 23 years at Schlumberger Limited in a
succession of executive leadership positions, including President, Global Segments & Volume Products from 2001 to 2004, President, Smart Cards from 1998 to 2001, and Vice President, Marketing & Technology,
Electronic Transactions from 1994 to 1998.
From 1993 to 1994 he was the Marketing & Technique Director of Schlumberger
Wireline & Testing oilfield services division. From 1991 to 1993 he ran the Austin, Texas, Schlumberger R&D center developing acquisition, interpretation, and telecommunication systems for oil and gas services
activities.
He began his career in 1981, serving in various technical and management positions in
the oil and gas services, R&D and production activities of Schlumberger.
Key Skills & Qualifications
Significant executive management experience, including as Chief Executive Officer
of Gemalto N.V. and Axalto N.V.
Technology, strategy, governance, and M&A expertise
Experience as a board member of companies with large and complex international
operations
Diversity in geographic origin that enhances the Board’s perspective
Other Public Company Directorships
Current: Nokia Oyj and Valeo S.A.
Formerly Held in Past Five Years: Alcatel-Lucent, Gemalto N.V.
|
Kay G. Priestly
Independent
Age: 64
Director Since: 2017
Legacy Director Since: 2015
Committees: Audit
|
|
Career Highlights
Ms. Priestly served as Chief Executive Officer of Turquoise Hill Resources Ltd., an
international mining company focused on copper, gold, and coal in the Asia Pacific region, from May 2012 until her retirement in December 2014.
She previously served as Chief Financial Officer of Rio Tinto Copper (a division of
the Rio Tinto Group – Rio Tinto plc and Rio Tinto Limited), a global metal and mining corporation, from 2008 until her appointment as Chief Executive Officer of Turquoise Hill Resources in 2012.
From 2006 to 2008, she was Vice President, Finance, and Chief Financial Officer of
Rio Tinto’s Kennecott Utah Copper operations.
Ms. Priestly served as Vice President, Risk Management, and General Auditor for
Entergy Corporation, an integrated energy company engaged primarily in electric power production and retail distribution operations, from 2004 to 2006.
She previously spent over 24 years with global professional services firm Arthur
Andersen, where she provided tax, consulting, and M&A services to global companies across many industries, including energy, mining, manufacturing, and services.
Key Skills & Qualifications
Executive management experience as a chief executive officer and senior officer of
major organizations with international operations
Financial, strategy, risk management, and M&A expertise
Extensive consulting experience
Experience in a variety of industries that provides diversity of perspective
Thorough understanding of different cultural, political, and regulatory requirements
through her extensive energy and mining experience, including in countries where the Company has a significant presence
Other Public Company Directorships
Current: Stericycle, Inc. and Alacer Gold Corp.
Formerly Held in Past Five Years: FMC Technologies, Inc., Stone Energy
Corporation, New Gold Inc.
|
Joseph Rinaldi
Independent
Age: 62
Director Since: 2017
Legacy Director Since: 2009
Committees: Audit,
Compensation
|
|
Career Highlights
Mr. Rinaldi is the Managing Partner of Fennecourt Partners, LLC, an investment management
and consulting firm.
He is a retired partner in the international law firm of Davis Polk & Wardwell, where
he advised on public and private takeovers, private equity transactions, M&A, corporate governance, and securities and corporate law, with particular focus on international matters.
From 2002 to 2007, he was the senior partner in the Paris office of Davis Polk &
Wardwell, after joining in 1984 and becoming a partner in 1990.
Key Skills & Qualifications
Extensive corporate legal and international expertise
Significant experience structuring strategic transactions to implement corporate strategy
Valuable insight related to the significant political and regulatory requirements in
countries where the Company has a significant presence
Other Public Company Directorships
Current: None
Formerly Held in Past Five Years: Technip S.A.
|
James M. Ringler
Independent
Age: 74
Director Since: 2017
Legacy Director Since: 2001
Committees: Compensation
(Chair)
|
|
Career Highlights
Mr. Ringler served as non-executive Chairman of the Board of Teradata Corporation, a
provider of database software, data warehousing, and analytics, from October 2007 until January 2019.
Mr. Ringler served as Vice Chairman of Illinois Tool Works Inc., a global
manufacturer of specialty products, until his retirement in 2004.
Prior to joining Illinois Tool Works, he was Chairman, President, and Chief Executive
Officer of Premark International, Inc. (“Premark”) from October 1996 until Premark merged with Illinois Tool Works in November 1999.
Mr. Ringler joined Premark in 1990 and served as Executive Vice President and Chief
Operating Officer until 1996.
From 1986 to 1990, he was President of White Consolidated Industries’ Major Appliance
Group, and, from 1982 to 1986, he was President and Chief Operating Officer of The Tappan Company.
Key Skills & Qualifications
Executive management experience as a chief executive officer and senior executive of
several major U.S. organizations with international operations
Financial, risk management, and strategy expertise
Experience as a board member of public and private companies with international
operations
Experience in a variety of industries that provides diversity of perspective
Experience implementing business strategy via transformative transactions
Other Public Company Directorships
Current: Autoliv Inc., John Bean Technologies Corporation, Teradata Corporation,
Veoneer Inc.
Formerly Held in the Past Five Years: DowDuPont, Inc., FMC Technologies, Inc.
|
John Yearwood
Independent
Age: 60
Director Since: 2019
Committees: Compensation,
Nominating and Corporate
Governance
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|
Career Highlights
Mr. Yearwood served as President, Chief Executive Officer, and Chief Operating Officer of
Smith International, Inc., a Houston-based company specializing in the provision of services and the manufacturing of products used by the drilling industry from 2009 until August 2010, when the company merged
with Schlumberger Limited.
Prior to joining Smith International, Inc., he spent over 26 years at Schlumberger Limited in a succession of
executive leadership positions, including President of North and South America Oilfield Services from 2004 to 2006, Vice President, Finance, WesternGeco and OFS Controller from 2000 to 2004, and Vice President,
Marketing from 1999 to 2000.
He began his career serving in numerous management and technical positions for Schlumberger and Dowell
Schlumberger, a joint venture with Dow Chemical.
Key Skills & Qualifications
Significant executive management
experience, including as President and Chief Executive Officer of Smith International, Inc.
Experience as a board member of public and private companies with international operations
Technology, strategy, governance, and M&A expertise
Oil and gas exploration and production experience
International experience in countries
where the Company has a significant presence
Diversity in geographic origin that enhances the Board’s perspective
Other Public Company Directorships
Current: Nabors Industries Ltd. (Lead Director)
Formerly Held in Past Five Years: Sabine Oil & Gas Corporation
|
How does the Board recommend that I vote?
The Board recommends that you vote “FOR” this proposal.
|
How does the Board recommend that I vote?
The Board recommends that you vote “FOR” this proposal.
|
How does the Board recommend that I vote?
The Board recommends that you vote “FOR” this proposal.
|
Type of Fees
|
2019 (in millions)
|
2018 (in millions)
|
|
Audit Fees
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$22.80
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$15.52
|
|
Audit-Related Fees
|
$0.06
|
0.25
|
|
Tax Fees
|
$0.13
|
0.51
|
|
Other Fees
|
$0
|
0.93
|
|
Total
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$22.99
|
$17.21
|
How does the Board recommend that I vote?
The Board recommends that you vote “FOR” this proposal.
|
How does the
Board recommend that I vote?
The Board recommends that you vote “FOR” this proposal.
|
How does the Board recommend that I vote?
The Board recommends that you vote “FOR” this proposal.
|
|
(a) |
the Company is a participant;
|
|
(b) |
any related person has a direct or indirect material interest; and
|
|
(c) |
the amount involved exceeds $120,000, but excludes any transaction that does not require disclosure under Item 404(a) of SEC Regulation S-K.
|
Name
|
Shares
|
Percent of Class1
|
|
Eleazar de Carvalho Filho
|
35,060³
|
*
|
|
Arnaud Caudoux
|
0³
|
*
|
|
Pascal Colombani
|
11,675³
|
*
|
|
Marie-Ange Debon
|
11,685³
|
*
|
|
Claire S. Farley
|
65,364³
|
*
|
|
Didier Houssin
|
11,655³
|
*
|
|
Maryann T. Mannen
|
403,909²
|
*
|
|
Peter Mellbye
|
21,848³
|
*
|
|
John O’Leary
|
14,455³
|
*
|
|
Douglas J. Pferdehirt
|
796,060²
|
*
|
|
Olivier Piou
|
13,000³
|
*
|
|
Kay G. Priestly
|
20,016³
|
*
|
|
Dianne B. Ralston
|
147,551²
|
*
|
|
Joseph Rinaldi
|
11,655³
|
*
|
|
James M. Ringler
|
180,312³
|
*
|
|
Justin Rounce
|
37,517²
|
*
|
|
Nello Uccelletti
|
215,031²
|
*
|
|
John Yearwood | 03 | * | |
All directors and executive officers as a group (24 persons) | 2,258,734⁴ | * |
(1) |
The calculation of percentage of ownership of each listed beneficial owner is based on 447,446,836 Ordinary Shares outstanding on February 28, 2020.
|
(2) |
Includes: (i) Ordinary Shares owned by the individual; and (ii) Ordinary Shares subject to stock options that are exercisable within 60 days of
February 28, 2020. Mr. Pferdehirt’s ownership includes 80,304 Ordinary Shares held by a family trust for the benefit of his children, and his spouse is trustee of the family trust. The Ordinary Shares included in item (ii), in
the aggregate, amount to 224,835 Ordinary Shares for Mr. Pferdehirt, 66,148 Ordinary Shares for Ms. Mannen, 44,810 Ordinary Shares for Ms. Ralston, 0 Ordinary Shares for Mr. Rounce, and 95,224 Ordinary Shares for Mr.
Uccelletti.
|
(3) |
Includes Ordinary Shares owned by the individual and Ordinary Shares subject to RSUs credited to individual accounts of non-employee directors under
our incentive plan. As of February 28, 2020, the number of Ordinary Shares subject to RSUs credited to each non-employee director
|
|
under the incentive plan was 10,855, except for Messrs. Piou and Yearwood, who joined the Board in June 2019, and Mr. Caudoux who
waived his cash and equity remuneration because of the policies of his employer, Bpifrance. These directors have no power to vote or dispose of shares underlying the RSUs until they are distributed upon the cessation of their
service on our Board. Until such distribution, these directors have an unsecured claim against us for such units.
|
(4) |
Includes, in the aggregate, stock options to purchase 495,696 Ordinary Shares that are currently exercisable by our NEOs and three other executive
officers.
|
Name and Address of Beneficial Owner
|
Shares
|
Percent of Class1
|
|
Invesco Ltd.
|
34,142,7712
|
7.63%
|
|
1555 Peachtree Street NE, Suite 1800
|
|||
Atlanta, Georgia 30309
|
|||
First Eagle Investment Management, LLC
1345 Avenue of the Americas
New York, New York 10105
|
32,271,8923
|
7.21%
|
|
The Vanguard Group, Inc.
100 Vanguard Boulevard
Malvern, Pennsylvania 19355
|
29,406,2244
|
6.57%
|
|
Bpifrance Participations S.A.
|
24,688,6915
|
5.51%
|
|
27–31, avenue du Général Leclerc
|
|||
94710 Maisons-Alfort Cedex
|
|||
France
|
|||
BlackRock, Inc.
|
22,701,6326
|
5.07%
|
|
55 East 52nd Street
|
|||
New York, New York 10055
|
|||
State Street Corporation
|
21,353,0297
|
4.77%
|
|
One Lincoln Street
|
|||
Boston, Massachusetts 02111
|
(1) |
The calculation of percentage of ownership of each listed beneficial owner is based on 447,446,836 Ordinary Shares outstanding on February 28, 2020.
|
(2) |
Based on a Schedule 13G/A filed with the SEC on February 12, 2020, Invesco Ltd. has sole voting power over 32,768,781 Ordinary Shares and sole
dispositive power over 34,142,596 Ordinary Shares. Invesco Ltd., in its capacity as a parent holding company to its investment advisers, may be deemed to beneficially own 34,142,771 Ordinary Shares. However, no one individual
has greater than 5% economic ownership. The shareholders of the Fund have the right to receive or the power to direct the receipt of dividends and proceeds from the sale of securities.
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(3) |
Based on a Schedule 13G/A filed with the SEC on February 10, 2020, First Eagle Investment Management, LLC (“FEIM”)
has sole voting power over 30,730,041 Ordinary Shares and sole dispositive power over 32,271,892 Ordinary Shares. FEIM, an investment adviser registered under Section 203 of the Investment Advisers Act of 1940, is deemed to be
the beneficial owner of 32,271,892 Ordinary Shares as a result of acting as investment adviser to various clients. Clients of FEIM have the right to receive and the ultimate power to direct the receipt of dividends from, or
the proceeds of the sale of, such securities.
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(4) |
Based on a Schedule 13G/A filed with the SEC on February 12, 2020, The Vanguard Group, Inc. has sole voting power over 748,097 Ordinary Shares,
shared voting power over 129,243 Ordinary Shares, sole dispositive power over 28,553,856 Ordinary Shares, and shared dispositive power over 852,368 Ordinary Shares. Vanguard Fiduciary Trust Company, a wholly owned subsidiary
of The Vanguard Group, Inc., is the beneficial owner of 610,922 Ordinary Shares as a result of its serving as investment manager of collective trust accounts. Vanguard Investments Australia, Ltd., a wholly owned subsidiary of
The Vanguard Group, Inc., is the beneficial owner of 370,927 Ordinary Shares as a result of its serving as investment manager of Australian investment offerings.
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(5) |
Based on a Schedule 13D filed with the SEC on May 30, 2017, Bpifrance Participations S.A., jointly with Caisse des Dépôts et Consignations, EPIC
Bpifrance, and Bpifrance S.A., have shared voting power over 24,688,691 Ordinary Shares and shared dispositive power over 24,688,691 Ordinary Shares.
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(6) |
Based on a Schedule 13G filed with the SEC on February 7, 2020, BlackRock, Inc. has sole voting power over 19,747,763 Ordinary Shares and sole
dispositive power over 22,701,632 Ordinary Shares. BlackRock, Inc. reports that various persons have the right to receive or the power to direct the receipt of dividends from, or the proceeds from, the sale of Ordinary Shares,
and no one person’s interest in the Company is more than 5% of the total outstanding Ordinary Shares.
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(7) |
Based on a Schedule 13G filed with the SEC on February 13, 2020, State Street Corporation and its direct or indirect subsidiaries have shared voting
power over 18,454,907 Ordinary Shares and shared dispositive power over 21,350,343 Ordinary Shares.
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Notice and Access: Most shareholders will not receive printed copies of the Proxy Materials unless they request
them. Instead, the Notice of Materials, which was mailed to most of our shareholders beginning on or about March 13, 2020, will instruct you on how to access and review all of the Proxy Materials at www.proxyvote.com. Such notice also instructs you on how you may
submit your proxy on the internet. If you would like to receive a paper or email copy of our Proxy Materials, you should follow the instructions for requesting such materials in the Notice of Materials. Any request
to receive Proxy Materials by mail or email will remain in effect until you revoke it. Shareholders who do not receive a Notice of Materials will receive a paper copy of the Proxy Materials by mail or an electronic copy of the
Proxy Materials by email (see below).
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Email Access to Proxy Materials: Shareholders who previously elected to receive notice of access to Proxy Materials via
email will not receive the Notice of Materials in the mail. You should have received an email with links to the Proxy Materials and online proxy voting.
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Paper Copy of Proxy Materials with Proxy Card: All shareholders of record and shareholders who previously requested paper
copies of the Proxy Materials will not receive the Notice of Materials. Instead, such shareholders will continue to receive a paper copy of the Proxy Materials until a request is submitted to change delivery methods. You can
eliminate all such paper mailings in the future by electing to receive an email that provides internet links to these documents. Opting to receive all future Proxy Materials online will save us the cost of producing and
mailing documents to your home or business and help us conserve natural resources. To request electronic delivery, please follow the instructions on your proxy card or voting instruction card.
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Request through Bank/Broker: Shareholders holding Ordinary Shares in anonymous form (au porteur) through Euroclear France must contact their bank, broker, or financial intermediary
to request the Proxy Materials, including a proxy card that will enable shareholders to vote, request an admission ticket, or authorize a proxy for the Annual Meeting.
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Shareholders of Record. If your Ordinary Shares are registered directly in your name on the
register of members with Computershare, you are considered the shareholder of record with respect to those shares, and the Proxy Materials, including a proxy card, are being sent directly to you. As a shareholder of record,
you have the right to grant your voting proxy directly to us, to vote electronically, or to vote in person at the Annual Meeting.
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Beneficial Owners. If your Ordinary Shares are held in a stock brokerage account, or by a bank
or other nominee, you are considered the beneficial owner of shares held in “street name,” and the Notice of Materials or Proxy Materials are being forwarded to you by your bank, broker, or nominee through whom you hold the
shares. Most of our shareholders hold their Ordinary Shares in this manner rather than directly in their own name. As the beneficial owner, you have the right to direct your bank, broker, or other nominee on how to vote your
Ordinary Shares by following the instructions contained in the Notice of Materials or Proxy Materials. If you requested printed Proxy Materials, your bank, broker, or other nominee has enclosed a voting instruction card for
you to use in directing the bank, broker, or other nominee regarding how to vote your Ordinary Shares.
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by completing and signing the proxy card and returning it in the prepaid envelope provided;
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by submission via the internet at www.proxyvote.com and following the instructions provided; or
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by telephone, using the toll-free telephone number shown on the proxy card.
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entering a later-dated proxy by telephone or via the internet prior to 11:59 p.m., New York time, on April 23, 2020;
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delivering a valid, later-dated proxy card that is received by Broadridge at least 24 hours prior to the start of the Annual Meeting;
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sending written notice to the Company Secretary at the Company’s registered office that is received at least 24 hours prior to the start of the Annual
Meeting; or
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voting in person at the Annual Meeting.
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TechnipFMC
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